2023 City of Chandler 2023-24 Annual Budget “Innovation at Work” The theme of this year’s budget “Innovation at Work” embodies how we connect the needs of residents and businesses with the City’s resources and services provided to them. We issue the Fiscal Year (FY) 2023-24 budget as our community continues to capitalize on remarkable business development and investment, earning Chandler the 2023 Best City of Business award by the Arizona Chamber of Commerce. The FY 2023-24 budget upholds our dedication to fiscal responsibility and provides quality services at the lowest tax and service rates in the Valley. It also makes substantial investments in existing infrastructure and enhances community amenities through a continued emphasis on maintenance and preservation. 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. Investments in neighborhoods, parks, people, transportation, technology, and water are some of the many ways we demonstrate “Innovation at Work” through this budget and capital program. “Innovation at Work” City Council Back row Councilmember OD Harris, Mayor Kevin Hartke, Councilmember Mark Stewart Front row Councilmember Jane Poston, Councilmember Angel Encinas, Vice Mayor Matt Orlando, Councilmember Christine Ellis City Manager Joshua H. Wright Assistant City Manager Tadd Wille Deputy City Managers Dawn Lang | CFO Andy Bass Budget Staff Matt Dunbar - Assistant Director, Budget and Policy Helen Parker - Principal Analyst, Budget and Research Cat Dixon - Principal Analyst, Budget and Research Enrique Sandoval - Senior Analyst, Budget and Research Savana Martinez - Associate Analyst, Budget and Research The theme of the FY 2023-24 budget is Innovation at Work and I’m pleased to say that what you’re about to read is a clear reflection of that. Our newly adopted Strategic Framework infuses innovation into every single focus area – it is part of our City DNA, weaving through every program and service we provide. The total Adopted Budget (operating and capital) is $1.66 billion, representing a 22.5% increase from last year. This increase is somewhat less than last year’s as we move forward with smart investments while also navigating an uncertain economic environment. As we continue to innovate, important core values remain the same. This budget is fiscally responsible. Property taxes were lowered for the 8th year in a row. There are no changes to the City Transaction Privilege taxes. Water and Solid Waste rates reflect small increases but remain lower than nearly every city in the Valley. More than $40 million will be dedicated to maintaining or enhancing service levels, which includes several new positions in Community Safety. We are investing $1.96 billion into Capital Improvement Projects over 10 years, which will help improve our streets, parks, fiber, and utility systems. And we’re making all these investments while still paying down our Public Safety Personnel Retirement System (PSPRS) debt with an additional $73 million payment I’d like to thank the Council and City staff for all of the hard work that was put into this budget. It was not an easy task. Despite revenue growth in many areas, staff has been managing and anticipating reductions due to one-time COVID funding going away and inflationary increases that affect every single department in the City. In my opinion, they have done a wonderful job. I’d also like to thank our residents and businesses for all of the input on this year’s budget. We received the highest level of engagement in many years, providing us with valuable information to guide this new budget. Your voices are so important to the process. Sincerely, Kevin Hartke Mayor “Innovation at Work” City of Chandler Table of Contents 2023-24 Adopted Budget Page Reader’s Guide................................................................................................................................................................................... 12 Frequently Asked Questions Regarding the Chandler Budget ......................................................................................... 13 1. Executive Summary FY 2023-24 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 25 City of Chandler Mission, Brand, Vision, Focus Areas, and Values .......................................................................................... 26 FY 2022-23 Government Finance Officers Association Award ................................................................................................. 27 Governance .......................................................................................................................................................................................... 28 Biographies of City Officials ............................................................................................................................................................. 28 List of City Officials, Department Heads, and Directors ............................................................................................................ 37 Organizational Chart.......................................................................................................................................................................... 38 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 .......................................................................................................................................................................................... 58 Financial Policies ................................................................................................................................................................................. 59 Calendar Highlights of the Budget and CIP Process ................................................................................................................... 61 FY 2023-24 Budget Process Flowchart ........................................................................................................................................... 62 FY 2023-24 Budget Process Detail ................................................................................................................................................. 63 Major Budget/Financial Issues......................................................................................................................................................... 65 Budget Recommendations ............................................................................................................................................................... 71 FY 2023-24 Summary of Budgetary Additions – General Fund ................................................................................................ 72 FY 2023-24 Summary of Budgetary Additions – Other Funds .................................................................................................. 76 FY 2023-24 Budgetary Additions Detail – General Fund ............................................................................................................ 78 FY 2023-24 Budgetary Additions Detail – Other Funds .............................................................................................................. 85 FY 2023-24 Recommended Budget Inflationary Changes – General Fund............................................................................ 88 FY 2023-24 Recommended Budget Inflationary Changes – Other Funds.............................................................................. 88 5 City of Chandler Table of Contents 2023-24 Adopted Budget Page 4. Financial and Personnel Overviews Adopted Budget Summaries ............................................................................................................................................................ 90 Where the Money Comes From ...................................................................................................................................................... 91 Where the Money Goes .................................................................................................................................................................... 92 Where the Money Goes – by Function ........................................................................................................................................... 93 Departmental Comparison Summary ........................................................................................................................................... 94 Cost Center Comparison................................................................................................................................................................... 95 Fund Definitions and Structure ....................................................................................................................................................... 98 Fund Structure Summary ................................................................................................................................................................. 100 General Fund Revenue Summaries ................................................................................................................................................ 101 General Fund Expenditure Summaries ......................................................................................................................................... 102 General Fund Expenditure – by Function...................................................................................................................................... 103 Special Revenue Funds Revenues and Expenditures ................................................................................................................. 104 Enterprise Operational Funds Revenues and Expenses............................................................................................................ 105 Major Fund Summaries ..................................................................................................................................................................... 106 Summary of Revenues, Expenditures, and Changes in Fund Balance ................................................................................... 111 Fund Balance Analysis ....................................................................................................................................................................... 113 Personnel Summary by Department and Cost Center .............................................................................................................. 114 Personnel Distribution by Department ......................................................................................................................................... 117 FY 2023-24 Positions Additions – All Funds .................................................................................................................................. 118 Personnel Costs by Fund .................................................................................................................................................................. 119 5. Resources Resources Summary .......................................................................................................................................................................... 122 Categorical Comparisons .................................................................................................................................................................. 122 Appropriated Fund Balances ........................................................................................................................................................... 123 Bond Sales............................................................................................................................................................................................ 124 Grants.................................................................................................................................................................................................... 125 Summary of Revenues ...................................................................................................................................................................... 126 Significant Revenues .......................................................................................................................................................................... 127 Local Taxes and Licenses .................................................................................................................................................................. 127 Franchise Fees ..................................................................................................................................................................................... 127 Transaction Privilege (Sales) and Use Tax ..................................................................................................................................... 128 Other Licenses..................................................................................................................................................................................... 130 State/County Shared Revenues....................................................................................................................................................... 131 State Shared Sales Tax ...................................................................................................................................................................... 131 Vehicle License Tax............................................................................................................................................................................. 132 Highway User Tax ............................................................................................................................................................................... 133 Regional Transportation (Sales) Tax ............................................................................................................................................... 134 Urban Revenue Sharing .................................................................................................................................................................... 135 Lottery Entitlement ............................................................................................................................................................................ 136 Charges for Services .......................................................................................................................................................................... 138 Engineering Fees................................................................................................................................................................................. 138 Building Division Fees ........................................................................................................................................................................ 139 Planning Fees ...................................................................................................................................................................................... 140 Public Safety Miscellaneous ............................................................................................................................................................. 141 Library Revenues ................................................................................................................................................................................ 142 Parks and Recreation Fees ............................................................................................................................................................... 143 6 City of Chandler Table of Contents 2023-24 Adopted Budget Page Miscellaneous Receipts ..................................................................................................................................................................... 144 Other Receipts..................................................................................................................................................................................... 144 Interest on Investments .................................................................................................................................................................... 145 Leases.................................................................................................................................................................................................... 146 Court Fines ........................................................................................................................................................................................... 147 Enterprise Revenues .......................................................................................................................................................................... 148 Water Sales .......................................................................................................................................................................................... 148 Wastewater Service ............................................................................................................................................................................ 149 Reclaimed Water Fees ....................................................................................................................................................................... 150 Solid Waste Service ............................................................................................................................................................................ 151 Other Utility Charges ......................................................................................................................................................................... 152 System Development Fees ............................................................................................................................................................... 153 Water System Development Fees ................................................................................................................................................... 153 Wastewater System Development Fees ........................................................................................................................................ 154 General Government Impact Fees.................................................................................................................................................. 155 Interfund Charges .............................................................................................................................................................................. 156 Interfund Charges .............................................................................................................................................................................. 156 Interfund Transfers ............................................................................................................................................................................ 157 Property Tax Summary ..................................................................................................................................................................... 158 6. General Government General Government Organizational Chart ................................................................................................................................. 162 General Government Overview....................................................................................................................................................... 163 Mayor and Council (1020) ................................................................................................................................................................. 165 Communications and Public Affairs Overview............................................................................................................................. 167 Communications and Public Affairs (1070)................................................................................................................................... 169 Video Production (1071).................................................................................................................................................................... 171 Print, Mail, and Graphics (1210) ...................................................................................................................................................... 173 City Clerk (1030) .................................................................................................................................................................................. 175 City Magistrate (1050) ........................................................................................................................................................................ 178 Law Overview ...................................................................................................................................................................................... 180 Law (1300) ............................................................................................................................................................................................ 182 Liability Litigation (1310) ................................................................................................................................................................... 185 Liability Litigation Claims (1311) ...................................................................................................................................................... 187 City Manager (1040) ........................................................................................................................................................................... 188 Airport (4100)....................................................................................................................................................................................... 190 Airport Capital (4110)......................................................................................................................................................................... 193 Buildings and Facilities (3200).......................................................................................................................................................... 194 Buildings and Facilities Capital (3210)............................................................................................................................................ 198 Cultural Development Overview ..................................................................................................................................................... 199 Cultural Development Administration (1090) .............................................................................................................................. 201 Center for the Arts (1100) ................................................................................................................................................................. 203 Downtown Redevelopment (1540) ................................................................................................................................................. 206 Cultural Development Capital (4320) ............................................................................................................................................. 208 Special Events (4559) ......................................................................................................................................................................... 209 Museum (4560) ................................................................................................................................................................................... 211 Diversity, Equity & Inclusion (1062) ................................................................................................................................................ 213 Economic Development Overview.................................................................................................................................................. 217 7 City of Chandler Table of Contents 2023-24 Adopted Budget Page Economic Development (1520) ....................................................................................................................................................... 219 Economic Development Capital (1550).......................................................................................................................................... 221 Tourism (1580) .................................................................................................................................................................................... 222 Innovations (1590) .............................................................................................................................................................................. 224 Fleet Services (1270)........................................................................................................................................................................... 226 Fleet Motor Pool (1271) ..................................................................................................................................................................... 229 Human Resources (1250).................................................................................................................................................................. 236 Transportation Policy (3340) ............................................................................................................................................................ 231 Transportation Policy Capital (3060) .............................................................................................................................................. 235 7. Community Services Community Services Department Organizational Chart ........................................................................................................... 242 Community Services Overview ........................................................................................................................................................ 243 Community Services Administration (4300) ................................................................................................................................. 245 Library (4310)....................................................................................................................................................................................... 247 Aquatics (4520) .................................................................................................................................................................................... 250 Park Development and Operations (4530) ................................................................................................................................... 252 Recreation (4550)................................................................................................................................................................................ 255 Sports and Fitness Facilities (4551)................................................................................................................................................. 257 Nature and Recreation Facilities (4555)......................................................................................................................................... 259 Parks Capital (4580) ........................................................................................................................................................................... 261 8. Development Services Development Services Organizational Chart ............................................................................................................................... 264 Development Services Overview..................................................................................................................................................... 265 Development Services Administration (1500).............................................................................................................................. 267 Planning (1510) ................................................................................................................................................................................... 269 Building Safety (1530) ........................................................................................................................................................................ 273 Transportation Engineering (1535)................................................................................................................................................. 275 Development Services Capital (1560)............................................................................................................................................. 277 Engineering (3020).............................................................................................................................................................................. 278 10. Information Technology Information Technology Department Organizational Chart .................................................................................................... 282 Information Technology Overview ................................................................................................................................................. 283 Information Technology Service Delivery Management & Administration (1199) .............................................................. 285 Information Technology Applications Support (1200) ............................................................................................................... 288 Information Technology Infrastructure & Client Support (1280)............................................................................................. 290 Information Technology Projects Capital (1285) ......................................................................................................................... 292 Information Technology Projects Operating (1286) ................................................................................................................... 293 Information Technology Citywide Infrastructure Support Capital (1287).............................................................................. 295 8 City of Chandler Table of Contents 2023-24 Adopted Budget Page 11. Management Services Management Services Department Organizational Chart ........................................................................................................ 298 Management Services Overview ..................................................................................................................................................... 299 Management Services Administration (1180) .............................................................................................................................. 302 Budget (1195) ...................................................................................................................................................................................... 304 Purchasing (1220) ............................................................................................................................................................................... 306 Central Supply (1225)......................................................................................................................................................................... 308 Accounting (1230) ............................................................................................................................................................................... 311 Tax and License (1240) ...................................................................................................................................................................... 313 Utility Services (1245) ......................................................................................................................................................................... 315 Environmental Management (1265)............................................................................................................................................... 317 Environmental Management Liabilities (1266) ............................................................................................................................ 320 Non-Departmental (1290)................................................................................................................................................................. 321 Non-Departmental Contingencies/Reserves (1290) ................................................................................................................... 325 Non-Departmental Capital (1291)................................................................................................................................................... 326 Equipment Replacement (402) ........................................................................................................................................................ 327 Technology Replacement (403) ....................................................................................................................................................... 328 Vehicle Replacement (404) ............................................................................................................................................................... 329 12. Neighborhood Resources Neighborhood Resources Department Organizational Chart.................................................................................................. 332 Neighborhood Resources Overview .............................................................................................................................................. 333 Neighborhood Resources Administration (1060)........................................................................................................................ 335 Neighborhood Preservation (1061) ................................................................................................................................................ 337 Neighborhood Resources Capital (1065) ...................................................................................................................................... 340 Housing and Redevelopment (4650) .............................................................................................................................................. 341 Housing and Redevelopment Capital (4651) ................................................................................................................................ 344 Community Development (4700) .................................................................................................................................................... 345 13. Public Safety - Fire Department Fire Department Organizational Chart .......................................................................................................................................... 350 Fire Overview ....................................................................................................................................................................................... 351 Fire Administration (2210) ................................................................................................................................................................ 353 Health and Medical Services (2220)................................................................................................................................................ 356 Fire Operations (2230) ....................................................................................................................................................................... 360 Prevention and Preparedness (2240) ............................................................................................................................................ 363 Fire Capital (2250) ............................................................................................................................................................................... 367 Fire Support Services (2260) ............................................................................................................................................................ 368 14. Public Safety - Police Department Police Department Organizational Chart ...................................................................................................................................... 372 Police Overview ................................................................................................................................................................................... 373 Police Administration (2010) ............................................................................................................................................................ 375 Professional Standards (2015)......................................................................................................................................................... 377 Property and Evidence (2020) .......................................................................................................................................................... 379 Forensic Services (2021) .................................................................................................................................................................... 381 Field Operations (2030) ..................................................................................................................................................................... 383 Criminal Investigations (2040) ......................................................................................................................................................... 385 9 City of Chandler Table of Contents 2023-24 Adopted Budget Page Planning and Research (2050) ......................................................................................................................................................... 387 Communications (2060) .................................................................................................................................................................... 389 Police Technology (2065) .................................................................................................................................................................. 391 Records (2070)..................................................................................................................................................................................... 393 Detention Services (2071) ................................................................................................................................................................. 395 Operational Support (2080) ............................................................................................................................................................. 397 Police Capital (2100) ........................................................................................................................................................................... 402 15. Public Works & Utilities Public Works & Utilities Department Organizational Chart ...................................................................................................... 404 Public Works & Utilities Overview ................................................................................................................................................... 405 Public Works Administration (3010) ............................................................................................................................................... 408 Capital Projects (3025) ....................................................................................................................................................................... 410 Street (3300)......................................................................................................................................................................................... 413 Streets Capital (3310) ......................................................................................................................................................................... 417 Traffic Engineering (3300) ................................................................................................................................................................. 418 Street Sweeping (3350)...................................................................................................................................................................... 421 Utilities Administration (3050) ......................................................................................................................................................... 423 Solid Waste Services (3700) .............................................................................................................................................................. 425 Solid Waste Capital (3710) ................................................................................................................................................................ 503 Recycling Solid Waste Collection Center (3720) ........................................................................................................................... 428 Water Distribution (3800) ................................................................................................................................................................. 430 Water Capital (3820)........................................................................................................................................................................... 432 Water Treatment Plant (3830) ......................................................................................................................................................... 433 Environmental Resources (3840) .................................................................................................................................................... 436 Water Quality (3850) .......................................................................................................................................................................... 439 Water Systems Maintenance (3860) ............................................................................................................................................... 441 Santan Vista Water Treatment Plant (3870) ................................................................................................................................. 445 Meter Services (3880) ........................................................................................................................................................................ 447 Wastewater Collection (3900) .......................................................................................................................................................... 449 Wastewater Capital (3910)................................................................................................................................................................ 451 Ocotillo Brine Reduction Facility (3930) ......................................................................................................................................... 452 Lone Butte Wastewater Treatment (3940).................................................................................................................................... 454 Wastewater Quality (3950) ............................................................................................................................................................... 456 Airport Water Reclamation Facility (3960)..................................................................................................................................... 458 Ocotillo Water Reclamation Facility (3970) ................................................................................................................................... 461 16. Capital Budget Capital Budget ..................................................................................................................................................................................... 466 2024-2033 Capital Program ............................................................................................................................................................. 466 FY 2023-24 Capital Budget................................................................................................................................................................ 468 Major Capital Program Revenues ................................................................................................................................................... 469 Major Capital Program by Function and Cost Center ................................................................................................................ 470 Impact of Capital Improvement Program on FY 2023-24 Operating Budget........................................................................ 471 Capital Improvement Project Summaries for FY 2023-24 ......................................................................................................... 472 Capital Replacement Budget by Department .............................................................................................................................. 493 Capital Program Detail for Fiscal Year 2023-24 ........................................................................................................................... 494 General Government/Non-Departmental Capital (1291) .......................................................................................................... 494 10 City of Chandler Table of Contents 2023-24 Adopted Budget Page Buildings and Facilities Capital (3210)............................................................................................................................................ 494 Economic Development Capital (1550).......................................................................................................................................... 495 Transportation Policy Capital (3060) .............................................................................................................................................. 495 Airport Capital (4110)......................................................................................................................................................................... 496 Community Services - Parks & Recreation Capital (4580) ......................................................................................................... 497 Cultural Development Capital (4320) ............................................................................................................................................. 496 Cultural Development/Non-Departmental Capital (1291) ........................................................................................................ 497 Development Services Capital (1560)............................................................................................................................................. 498 Information Technology Projects Capital (1285) ......................................................................................................................... 498 Information Technology Capital (1287) ......................................................................................................................................... 499 Neighborhood Resources Capital (1065) ...................................................................................................................................... 499 Housing and Redevelopment Capital (4651) ................................................................................................................................ 499 Fire Department Capital (2250) ....................................................................................................................................................... 500 Police Department Capital (2100) ................................................................................................................................................... 500 Public Works & Utilities – Streets Capital (3310).......................................................................................................................... 500 Public Works & Utilities – Solid Waste Capital (3710) ................................................................................................................. 503 Public Works & Utilities – Wastewater Capital (3910)................................................................................................................. 503 Public Works & Utilities – Water Capital (3820)............................................................................................................................ 503 17. Bonded Debt Bonded Debt Obligations ................................................................................................................................................................. 506 Voter Authorization Summary ......................................................................................................................................................... 507 Debt Service Funds............................................................................................................................................................................. 508 Debt Service (7500) ............................................................................................................................................................................ 509 General Obligation Bond Capacity Available................................................................................................................................ 510 Summary of Outstanding Bonds by Type ..................................................................................................................................... 511 Schedule of Total Outstanding Debt .............................................................................................................................................. 512 Annual Bond Obligation for All Existing Bonds and Obligations ............................................................................................. 513 Combined General Obligation Bonds – 6% Capacity Portion Outstanding........................................................................... 514 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ........................................................................ 515 Combined General Obligation Bonds – Enterprise (20%) Supported..................................................................................... 516 Combined General Obligation Bonds – Ad Valorem Supported.............................................................................................. 517 Excise Tax Revenue Obligations ...................................................................................................................................................... 518 Improvement District Bonds ............................................................................................................................................................ 519 18. Schedules and Terms Schedules and Terms ........................................................................................................................................................................ 522 Resolution No. 5708 Adopting FY 2023-24 Budget ..................................................................................................................... 523 Budget Schedules (Auditor General Summaries) ........................................................................................................................ 526 Schedule 1 – Total Expenditures and Budget by Fund............................................................................................................... 537 Schedule 2 – FY 2023-24 Summary of Department Budget by Fund...................................................................................... 539 City of Chandler Salary Plan Effective 01/01/23........................................................................................................................... 541 Expenditure Categories ..................................................................................................................................................................... 552 Glossary of Terms............................................................................................................................................................................... 553 Acronyms.............................................................................................................................................................................................. 558 Acknowledgements ............................................................................................................................................................................ 563 11 City of Chandler Table of Contents 2023-24 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 2023-24 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 2022-23 Budget and the FY 2023-24 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 2038. Schedules and Terms – Included in this section are the following: The Resolution adopting the FY 2023-24 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the Salary Plan Effective January 1, 2023, 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 2023-24 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 38 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 61 - 64 What are the major issues in the budget? Budget Policies, Process, and Decisions pp 65 - 67 What are the City’s major expenditures? Financial and Personnel Overviews pp 92 - 103 How many staff does the City employ? Financial and Personnel Overviews pp 114 - 117 What are the City’s major revenue sources? Resources pp 122 - 159 What portion of the annual budget is allocated to Capital Improvements? What Major Capital Programs are scheduled for FY 2023-24? Financial and Personnel Overviews Capital Budget Capital Budget pp 92 - 93 pp 467 - 468 pp 472 - 504 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 2023-24 Adopted Budget 14 Table of Contents • City Manager’s Message • 5-year General Fund Forecast • Overview of the Annual Budget and Budget Forecast Chandler’s commitment to innovation, thoughtful planning, and wise investment connects businesses and residents with high quality services at the lowest combined tax and utility rates in the Valley. Executive Summary 1 Executive Summary City of Chandler Executive Summary 2023-24 Adopted Budget Fiscal Year 2023-24 City Manager Budget Message Honorable Mayor, City Council, and Residents of Chandler: I am pleased to present to you the Fiscal Year (FY) 2023-24 Adopted Budget and 2024-2033 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 Framework Focus Areas, guidance from the Council Budget Kickoff in October 2022, and subsequent budget workshops. An emphasis has been made to allocate funding in such a way as to ensure progress is being made in each of the Council Focus Areas. This approach allows the vision of Mayor and Council to move forward and provides guidance as we look at funding projects. Resident engagement has been important throughout the budget process, starting with the annual Resident Budget Survey that reflected high overall scores on “Quality of Life,” “City Government Performance,” and “Great Return on My Tax Dollars”. This Adopted Budget reflects Chandler’s commitment to hear our residents 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 $1.66 billion for FY 2023-24, which represents a 22.5% increase from the FY 2022-23 budget. Continued economic development activity, along with unique economic conditions, have again necessitated a close look at revenues to ensure the sustainable ongoing and non-sustainable one-time split is appropriate. We have continued to see, in some areas, challenging conditions in recruiting and hiring the best talent, and this budget not only has new positions to help to continue to provide the quality services our growing population expects, but also provide funding to ensure our pay structure remains competitive in the market. The Adopted Budget also brings forward appropriation for grant-funded projects that have begun but are not yet complete. Total General Fund, which includes budgeted operating, capital, debt service, and contingency and reserves, represents 36.9%, or $611 million, of the City’s total budget. This figure represents a 23.8% increase over the prior year, driven by inflation, personnel costs, and increased costs associated with technology and infrastructure. Additional funding of $73 million is also committed toward the pay-off 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. “Innovation at Work” This year’s budget theme, “Innovation at Work”, reflects our desire to invest in innovation through programs and services, transparent communication, and relationship building across our diverse demographics. Council’s Strategic Framework Focus Areas build on this motivation while maintaining fiscal sustainability and continuing to provide great value to our residents 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 2023-24 Adopted Budget was prepared following this direction and reflects the exceptional services connecting the residents of Chandler in innovative ways. New Year, New Opportunities and Challenges We are fortunate to be experiencing growth in one-time revenues fueled by business development and delayed implementation of changes in Arizona’s tax structure. However, we also are experiencing significant growth in expenditures due to inflation, especially in construction, contracts and materials costs. Additionally, essential investments in Team Chandler have been made through the new classification and compensation structure and we will need to sustain those resources in future years. Formulating the fiscal plan for each year comes with numerous challenges and opportunities. This year was no different in that it again required us to evaluate our revenue forecast as we have been realizing strong revenues from a variety of economic activities. This evaluation has allowed us to continue to fully fund existing programs even with the significant inflationary impacts on our operating and capital budgets. This year again included diligent monitoring of legislative bills that could impact our ongoing revenues, as well as a focused review of expenditure impacts that are causing, or potentially could cause, higher costs if not contained. With a focus on our PSPRS rates and unfunded liability, increases to health care costs, property insurance premiums, aging infrastructure, and addressing various capital needs under a higher construction cost environment, we have identified a combination of funding sources, both one-time and ongoing, to meet these needs. There is again discussion at the state level regarding potential changes that could significantly impact our local and state shared revenues; some of these potential legislative impacts have been vetoed by the Governor, allowing us to continue moving forward in a responsible manner, while others continue to be discussed at the state capitol. 16 Table of Contents City of Chandler Executive Summary 2023-24 Adopted Budget Due to a tradition of conservative budgeting, delineating between one-time and ongoing revenues, maintaining healthy reserves, and adhering to strong financial policies, this FY 2023-24 Adopted Budget includes numerous recommendations that address the majority of department needs and the concerns mentioned above. City staff continues efforts to uphold efficient practices and encourage innovation, and a close look at how and when we can reallocate resources is done each year to ensure efficient operations. Additionally, services provided and planned capital projects continue to support Council’s Strategic Framework, which include Community Safety, Connectivity, Economic Vitality, Neighborhoods, Quality of Life, and Sustainability and Technology. Operating Budget When setting Chandler’s long-term operating forecast, creating a structurally balanced budget is imperative. This goal 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 2023-24 Adopted Budget: ü ü ü ü ü ü ü Reduces the City Property Tax rate: from $1.1026 per $100 of assessed value to $1.0926 allowing for an offset to taxpayers of the 5.3% increase in Limited Assessed Values of which 1.9% 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, which continues to follow the cost-of-service study implemented last year, to ensure appropriate funding for operational and capital improvements, while still focusing on maintaining Chandler’s low rates when compared to other Valley cities (page 22). Recommends department decision packages to maintain or enhance service levels by adding ongoing ($11.3 million) and one-time ($29.4 million) funding, for a total of $40.7 million, of which $24.76 million is General Fund and $15.99 million is Other Funds as shown on pages 71-90 of the Budget Policies, Process, and Decisions section. • Adds 31 total positions including: 14 in the Community Safety Focus Area, 5 in Quality of Life, 5 in Neighborhoods, 2 in Sustainability and Technology, 1 in Economic Vitality and 2 in Good Governance. • New revenue offsets and re-allocations totaled $5.6 million. Adds funding for employee compensation: association commitments, market/merits for general employees, and classification and compensation study estimated impacts to finalize that study. Plans for debt reduction by allocating an additional $73 million in one-time funding to PSPRS, with the goal of fully funding future retirement commitments of sworn City personnel and thereby reducing the annual ongoing employer contribution. Maintains reserves: continues the one-time 15% appropriated General Fund Contingency ($55.0 million), and an increase to the designated one-time Budget Stabilization Reserve (from $10 to $20 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 59-60), has kept the City fiscally strong; 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 residents, it is vital that we continue to provide well-designed and maintained infrastructure and amenities. The total appropriated capital budget for FY 2023-24 is $856 million, which includes $358 million in new projects, $498 million in carryforward for projects in process at year end, and $450,000 in reserves. The amount of the adopted 2024-2033 CIP is $1.96 billion, which is $299 million (18%) more than the prior 10-year plan (page 23). This CIP continues Mayor and Council priorities of minimizing increases in property taxes; maintaining, enhancing, or re-imagining existing infrastructure; finishing planned construction of streets, parks, fiber, and utility systems; ensuring related ongoing O&M can be supported prior to adding new capital projects; utilizing master plans to guide long-term capital investments; delivering on commitments made to residents through the 2021 bond election; and balancing inflation, workload, and timely completion of high visibility and grant funded projects. A variety of funding sources support the adopted Capital Plan, with the sale of new bonds making up 63.0% of the 10year total; therefore, debt management is a critical part of this capital plan. This approach requires minimizing changes to the secondary property 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 have started 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 (see the CIP book for details on projects and related funding). 17 Table of Contents City of Chandler Executive Summary 2023-24 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 in 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 demonstrated innovation and contributed to this unique and challenging budget process. A very special thanks to Deputy City Manager/CFO, Dawn Lang, Assistant Director of Budget & Policy, Matt Dunbar, and the Budget Division staff who spent long hours providing analysis and compiling this detailed budget document while implementing a new budget software. Respectfully, Joshua H. Wright City Manager 18 Table of Contents City of Chandler Executive Summary 2023-24 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 forecast is prepared using estimates based on actuals through December 2022 for revenues and expenditures, preliminary projections for FY 2022-23 year-end State Shared Revenues, Local Sales Tax, Property Tax, and other key revenues, and trend data. 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 2022-23 revenues and expenditures. This has resulted in a revised year-end projection that forms the basis for the FY 2023-24 Adopted Budget and forecast. The ongoing forecast was updated to reflect increased revenues based on the actual economic environment. The expenditure assumptions reflect personnel costs increasing to invest in the City workforce and retain employees (e.g., merit and market adjustments, appropriation to finish the class and comp project, and increased healthcare costs), inflation impacts to operations and maintenance (O&M) costs, including items such as pool chemicals and software system contract maintenance, as well as costs related to service enhancements through recommended decision packages (see Budget Policies, Process, and Decisions section). O&M related to new capital improvements are also projected (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 ongoing revenue and expenditures. MAJOR REVENUE ASSUMPTIONS Ongoing Change FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 Local Sales Tax +10.2% +6.0% +3.0% +3.0% +5.0% Primary Property Tax +0.8% +4.0% +4.0% +3.0% +2.0% State Shared Sales Tax +7.5% +5.0% +3.0% +3.0% +3.0% Urban Revenue Sharing +14.7% +6.0% +3.0% +3.0% +3.0% Vehicle License Tax +0.0% +2.0% +2.0% +2.0% +2.0% Smart and Safe – Prop 207 +81.8% +5.0% +5.0% +2.0% +2.0% FY26-27 FY27-28 EXPENDITURE ASSUMPTIONS Ongoing Change FY23-24 FY24-25 FY25-26 Vacancy Savings Rate 1.50% 1.50% 1.50% 1.50% 1.50% Employee Compensation See note* See note* See note* See note* See note* Health Care Premium Costs +8.0% As of 1/1/24 +8.0% As of 1/1/25 +8.0% As of 1/1/26 +5.0% As of 1/1/27 +5.0% As of 1/1/28 Arizona State Retirement System (ASRS) Rate Change 0.12% Minimal increases anticipated Fire -2.94% FY 2023-24 planned pay-off of unfunded liability by budgeting an additional $73 million in one-time funding in FY 2023-24, allowing for an anticipated reduction in the ongoing employer contributions of $8-10M over the next four years. Public Safety Retirement System (PSPRS) Tier 1 Rate Changes Police -2.33% Positions and Operations & Maintenance (O&M) Increases $4,868,129 $1,052,200 $1,500,000 $1,500,000 $0 CIP O&M Increases $494,738 $949,600 $418,500 $1,670,900 $914,900 Increased Contributions to Self-Insurance Funds $700,000 $500,000 $0 $0 $0 * FY 2023-24 includes 5% merit for the Police Officers, Police Sergeants, and Firefighters, and estimated market increases for Police Officers, Sergeants, and Firefighters based on current Memorandums of Understandings (MOUs), as well as General employee merit (+5%) and market (+2%) increases. All merit increases are based on performance. Wage changes have also been estimated over next 4 years. 19 Table of Contents City of Chandler Executive Summary 2023-24 Adopted Budget FY 2027-28 Ongoing Amount % Change in Ongoing FY 2026-27 Ongoing Amount % Change in Ongoing FY 2025-26 Ongoing Amount % Change in Ongoing FY 2024-25 Ongoing Amount % Change in Ongoing FY 2023-24 Ongoing Amount % Change in Ongoing Ongoing % of Budget Descriptions FY 2023-24 Adopted (Ongoing & One-Time) % Change over FY 202223 Revised This forecast reflects annual revenue estimates based on FY 2022-23 year-end revised revenue. Further analysis is then completed to determine what portion of the total revenues will continue as 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. Revenues and Other Sources Local Taxes and Licenses Franchise Fees $ 3,471,000 -4 % $ 3,471,000 100 % 10 % $ 3,506,500 1% $ 3,542,800 1% $ 3,579,800 1 % $ 3,617,600 1% Transaction/Privilege Tax 196,858,400 -3 % 152,404,679 77 % 11 % 161,433,432 6% 166,240,600 3% 171,182,700 3 % 179,664,800 5% 928,300 3% 928,300 100 % 29 % 928,300 0% 928,300 0% 928,300 0% 928,300 0% State Shared Sales Tax 39,000,000 0% 28,500,000 73 % 8% 29,925,000 5% 30,830,000 3% 31,760,000 3% 32,720,000 3% Vehicle License Tax 13,000,000 0% 10,800,000 83 % 0% 11,016,000 2% 11,236,400 2% 11,470,000 2% 11,700,000 2% Urban Revenue Sharing 74,000,000 42 % 39,000,000 53 % 15 % 41,340,000 6% 42,590,000 3% 43,870,000 3% 45,190,000 3% Smart and Safe - Prop 207 1,100,000 0% 1,100,000 100 % 100 % 1,155,000 5% 1,212,800 5% 1,237,100 2% 1,261,900 2% Other Licenses State Shared Revenues Charges for Services Engineering Fees 1,508,700 -9 % 1,508,700 100 % 42 % 1,538,700 2% 1,573,200 2% 1,606,100 2% 1,639,500 2% Building Division Fees 7,665,000 -15 % 4,515,000 59 % 3% 4,601,300 2% 4,689,500 2% 4,779,400 2% 4,871,100 2% 299,100 -7 % 299,100 100 % 36 % 301,600 1% 304,100 1% 306,600 1% 309,100 1% 6,164,702 5% 6,108,702 99 % 25 % 6,171,700 1% 6,231,400 1% 6,296,900 1% 6,363,800 1% 331,500 -1 % 331,500 100 % 4% 338,200 2% 345,300 2% 352,500 2% 359,800 2% 3,374,786 6% 3,374,786 100 % 10 % 3,437,300 2% 3,501,200 2% 3,566,500 2% 3,633,000 2% Planning Fees Public Safety Miscellaneous Library Revenues Parks & Recreation Fees Miscellaneous Receipts 410,000 15 % 75,000 18 % 50 % 76,000 1% 77,100 1% 78,200 1% 79,300 1% 1,856,901 18 % 1,279,750 69 % 41 % 1,295,200 1% 1,311,100 1% 1,327,300 1% 1,343,900 1% 180,700 -7 % 180,700 100 % 29 % 183,600 2% 186,600 2% 189,600 2% 192,700 2% Court Fines 3,380,400 -12 % 3,391,600 100 % 13 % 3,458,000 2% 3,525,700 2% 3,594,400 2% 3,664,800 2% Interest on Investments 3,818,000 25 % 2,000,000 52 % 8% 2,040,000 2% 2,080,800 2% 2,122,500 2% 2,165,000 2% 8,731,611 1% 8,730,600 100 % 1% 9,078,900 4% 9,450,000 4% 9,740,000 3% 9,940,000 2% 8,678,182 -5 % 8,618,200 0% 8,618,200 0% 8,621,100 0% Sale of Fixed Assets Other Receipts Leases Primary Property Taxes Primary Property Taxes Indirect Cost Allocation & Transfers In 8,618,182 99 % 10 % 8,621,100 0% 374,757,282 4% 276,617,599 74% 11% 290,442,932 5% 298,475,100 3% 306,609,000 3% 318,265,700 4% Ongoing Personnel Services 216,199,319 216,199,319 12 % 226,476,400 5% 232,627,400 3% 238,189,400 2 % 248,495,400 4% Less Vacancy Savings (1.5%) (3,243,000) (3,243,000) 12 % (3,397,000) 5% (3,489,000) 3% (3,573,000) 2% (3,727,000) 4% Ongoing Base Budget 62,961,280 62,961,280 6% 64,013,500 2% 65,513,500 2% 67,013,500 2% 67,013,500 0% lncreased Contributions to Self lns Funds 700,000 700,000 1,200,000 71 % 1,200,000 0% 1,200,000 0% 1,200,000 0% CIP & Known Future Operation Expense - - 949,600 1,368,100 44 % 3,039,000 122 % 3,953,900 30 % 4% Total Revenues Expenditures & Other Uses One-Time Operating Expenditures 98,139,683 Total Expenditures $374,757,282 4% 276,617,599 11% 289,242,500 5% 297,220,000 3% 305,868,900 3% 316,935,800 - - 1,200,432 1,255,100 740,100 1,329,900 Cumulative Ongoing Surplus (Deficit) 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 74% of total estimated revenues for FY 2023-24, with 26% 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 2023-24 Adopted Budget increased the prior fiscal year Budget Stabilization Reserve of $10 million to $20 million. This unappropriated 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 cause operating revenues to decrease more than anticipated. 20 Table of Contents City of Chandler Executive Summary 2023-24 Adopted Budget General Fund Balance 5-Year One-Time Forecast The graph below shows the actual General Fund balance at the end of FY 2021-22 ($273 million), estimated ending fund balance for FY 2022-23 ($282 million), and projected General Fund balance from FY 2023-24 to FY 2027-28. The decline from FY 2022-23 to FY 2023-24 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 2023-24 capital and operating highlights include: • • • • • • New capital funding to address aging infrastructure and enhance capital amenities: various facilities ($5.0 million), streets ($38.9 million), parks ($3.3 million), downtown capital maintenance projects ($600,000), public safety ($5.1 million), and information technology/fiber upgrades ($7.8 million). Operating funding ($73 million) to pay-off the Public Safety Personnel Retirement System (PSPRS) unfunded liability to support future retirement commitments of sworn City personnel and reduce ongoing employer contributions estimated at $10 million over the next 4 years. Operating funding ($16.7 million) providing enhancements in citywide technology, street maintenance, athletic field and park improvements, building and facility needs, passport, economic development programs, police resources, and homelessness strategies implementation. Operating funding to address higher costs in the Risk ($5 million) and Medical Self Insurance ($5 million) Funds. Operating and Capital funding to support the Airport ($6.4 million). Operating reserves for public safety and citywide personnel costs related to early hires for upcoming known retirements, public safety, and citywide costs for compensated absences for overtime coverage of light duty and military absences, a Fire paramedic school, an intern program, an employee recognition program, potential fuel, and utility increases. By the end of FY 2027-28, the fund balance is projected to be $95 million, which is allocated to various reserves. The City’s Reserve Policy sets a minimum fund balance to be maintained of at least four months of budgeted General Fund ongoing operating revenues (updated April 27, 2023, by resolution No. 5688), which equates to $92.2 million for FY 2023-24. The projected fund balance stays above that minimum. General Fund FY 2023-24 Balance Projection $300 $273 $282 $250 $200 $150 $123 $123 $111 $104 End of FY 25-26 End of FY 26-27 $100 $95 $50 $— End of FY 21-22 End of FY 22-23 End of FY 23-24 End of FY 24-25 21 End of FY 27-28 Table of Contents City of Chandler Executive Summary 2023-24 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 also completed. A cost-of-service (COS) study was completed in FY 2021-22 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 $60 $3.0 $60 $50 $2.5 $40 $2.0 $30 $1.5 $20 $1.0 $10 $0.5 $50 Millions Reclaimed $40 $30 $20 $10 $0 $0 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Solid Waste $20 $15 $10 $5 $0.0 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 $0 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 The following rate information is based on current estimates. Once annual rate analysis has occurred, the projected rate adjustments may change. These are provided as an early estimate of future needed rate changes. • • • • Water Rate Plan Wastewater Rate Plan Reclaimed Water Rate Plan Solid Waste Rate Plan FY 2023-24 +7% FY 2023-24 +8% FY 2023-24 +7% FY 2023-24 +7% FY 2025-26 +7% FY 2025-26 +6% FY 2025-26 +7% FY 2025-26 +7% FY 2027-28 +7% FY 2027-28 +6% FY 2027-28 +7% Maintains 20% Operating Reserve Focus on maintaining aging infrastructure: facilities, wells, water mains, and filters COS Implemented; next rate increase January 2024 Increased focus on aging infrastructure will have rate impact • • • • • Maintains 20% Operating Reserve Focus on maintaining aging infrastructure: facilities, wastewater mains COS Implemented; next rate increase January 2024 Increased focus on aging infrastructure will have rate impact • • Maintains 20% Operating Reserve Rates support operating, water planning, conservation and adding capital costs COS Implemented; next rate increase January 2024 $160.00 $140.00 $80.00 $60.00 • • • Maintains 15% Operating Reserve Addresses increased hauling and collection contract and nationwide recycling impact COS Implemented; next rate increase January 2024 Recommending change from 2 RSWCC visits and 2 bulk, to 4 of either type in new year City Comparison - Monthly $200.00 $180.00 $120.00 $100.00 FY 2027-28 +7% • $75.42 $84.00 $88.25 $90.16 Gilbert Peoria Tempe $98.42 $108.00 $119.17 $135.25 $40.00 $20.00 $— Chandler Scottsdale Phoenix Glendale Mesa Source: City of Tempe Comparative Cost of Services Report as of July 2022 with Chandler rates updated to reflect proposed changes. 22 Table of Contents City of Chandler Executive Summary 2023-24 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 2022-2031 and 2023-2032 and the adopted amounts for 2024-2033. The 10-year CIP totals $1.96 billion and reflects a $299 million increase (18%) from 2023-2032 to 2024-2033 with a continued emphasis on maintaining existing infrastructure. This CIP makes maximum use of General Obligation (GO) bond capacity which increased as voters agreed to additional authorization in many categories, available impact fee revenues, 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, citywide fiber, streets, parks, and water and wastewater systems and facilities. CIP Sources and Uses of Funds (10 Year Totals) 2022-2031 Adopted CIP Funding Sources Current Revenues 2024-2033 Adopted CIP % Change from 2023-2032 377,325,073 $ 595,195,007 $ 520,479,846 Grants 93,547,395 123,003,891 162,558,009 32% Impact Fees/System Development Fees 54,485,000 59,634,599 42,737,673 -28% Bonds Paid by Secondary Levy 384,677,809 413,705,435 551,687,276 33% Bonds Paid by Enterprise Funds 357,692,243 473,196,268 686,504,653 45% 1,267,727,520 $ 1,664,735,200 $ 1,963,967,457 18% 2022-2031 Adopted CIP 2023-2032 Adopted CIP 2024-2033 Adopted CIP Total Funding Sources $ 2023-2032 Adopted CIP $ Department/Uses General Government $ -13% % Change from 2023-2032 90,807,200 $ 97,892,000 $ 102,388,772 5% Community Services 150,435,100 198,497,900 213,127,089 7% Cultural Development 19,494,620 26,376,739 45,454,000 72% Development Services 17,443,800 20,919,700 21,675,350 4% Information Technology 7,725,225 16,500,371 31,573,500 91% Neighborhood Resources 2,900,000 - - N/A Public Safety - Fire 29,757,000 28,842,000 46,472,500 61% Public Safety - Police 73,607,500 76,307,100 94,954,026 24% 302,943,000 352,387,176 511,083,358 45% Public Works & Utilities: Streets/Traffic Solid Waste 2,275,000 3,450,000 2,210,000 -36% Wastewater 260,746,000 449,237,000 366,812,000 -18% Water 274,569,300 348,341,000 472,571,400 36% 35,023,775 45,984,214 55,645,462 21% 1,267,727,520 $ 1,664,735,200 $ 1,963,967,457 18% Airport Total Uses $ 23 Table of Contents City of Chandler Executive Summary 2023-24 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 2013-14. 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 $3.90 billion (+5.3%), due to new property (+1.9%) and appreciation (+3.4%). The projected LPV’s from FY 2024-25 to FY 2027-28 are shown in gray and reflect modest increases of 4.0%, then 2.5% per year. Secondary Assessed Value/LPV History & Projection History Projection Billions $5.0 $4.5 $4.0 $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $2.38 $2.38 $2.55 $2.68 $2.78 $2.18 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 $3.01 $3.24 $3.46 $3.70 $3.90 $4.06 $4.16 $4.26 $4.37 FY 23-24 0 FY 24-25 0 FY 25-26 0 FY 26-27 0 FY 27-28 $0.5 $0.0 FY 19-20 FY 20-21 FY 21-22 FY 22-23 *FY 2015-16 was the 1st Year of Limited Property Values for Secondary Taxes Secondary Assessed Value/LPV Percentage Change History & Assumptions Percentage Change Historical Percentage Change 12% —% 10% 8% —% 9.5% 6% 7.3% 4% 2% 0% -2% —% —% -3.5% 0.0% —% 4.8% —% Anticipated Percentage Change —% —% 8.2% 7.7% —% —% 6.8% 6.9% 4.0% —% 5.3% 4.0% 2.5% 2.5% 2.5% —% —% —% —% FY 24-25 FY 25-26 FY 26-27 FY 27-28 -4% -6% FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 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 2023-24 primary property tax rate of $0.2226 reflects a one cent decrease from the FY 2022-23 rate of $0.2326 per $100 of LPV. This will generate a levy totaling $8,681,611 based on the LPVs in FY 2023-24. Secondary Property Tax revenues are restricted for general bonded debt obligations (GOs) and voter approved budget overrides. The FY 2023-24 secondary property tax rate is unchanged from the FY 2022-23 rate of $0.87 per $100 of LPV. This will generate a levy totaling $33,930,824 (+5.3%) based on the LPV’s for FY 2023-24. Combined Property Tax Rate will be reduced from $1.1026 per $100 of assessed value to $1.0926 allowing for an offset to taxpayers of the 5.3% increase in Limited Assessed Values of which 1.9% is new property. 24 Table of Contents 2 Community and Organizational Profile • • • • • Mission Statement City Council Organizational Chart Chandler Maps Community Profile and Demographics Community and Organizational Profile Chandler is a place that is constantly refreshing, thinking, and acting upon new ideas. A culture inspired by opportunity and innovation advances Chandler in the ways we serve today and prepare for tomorrow. City of Chandler Community and Organizational Profile 2023-24 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 six focus areas to concentrate efforts and provide their vision for what to work towards. Community Safety Neighborhoods Connectivity Quality of Life Economic Vitality Sustainability and Technology Our Values Commitment Integrity Communication Personal Responsibility Diversity Respect Innovation Teamwork 26 Table of Contents Community and Organizational Profile City of Chandler 2023-24 Adopted Budget For the 35th 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, 2022. 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 communication 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. 27 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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 November 2, 2021 August 2, 2022 General Election – Bond Primary Election – Candidate Registered Voters 172,447 Votes Cast 37,724 160,095 56,181 Percent Voting 21.88% 35.09% Source: City Clerk 28 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget City Officials Kevin Hartke, Mayor Current Term: January 2019 – January 2027 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 • Board Member of the Regional Public Transportation Authority • Board member of Valley Metro light rail • MAG Regional Transportation Committee • His past service in Chandler and beyond included the following: • Chandler City Councilmember In Chandler, Kevin also volunteers with: • American Cancer Society • Ex-officio Board member with the Chandler Chamber of Commerce • 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 • 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 29 • 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 • Literacy advocate, reading weekly to students at Galveston Elementary since 2007 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Matt Orlando, Vice Mayor Current Term: January 2023 – January 2027 Vice Mayor Matt Orlando has been a resident of Chandler since 1983 and began his sixth term on the City Council in January 2023. He also served as a City Councilmember from 1990-1998, 2004-2013, and 2019-2023. 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 $500 million 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: • A Lifetime Member of Optimist Club and National Guard Association of Arizona • A member of National League of Cities’ Board of Directors • A member of the Arizona Municipal Water Users Association Board of Directors • Chair of Read On Chandler/ Chandler Education Coalition He currently serves on the following Chandler City Council Subcommittees: • Economic Vitality • • Neighborhood • Quality of Life He is a past president of: • Board of Directors of the Chandler YMCA • Chandler Optimist Club He is active in the following: • American Legion member 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) Previous Chairman of the National League of Cities’ Financial, Administration and Intergovernmental Relations (FAIR) Federal Advocacy Committee • Chandler Youth Baseball and YMCA youth programs coach • Junior Achievement teacher to elementary age school children • Military Officers Association of America • Past President of the Chandler Girls Softball League • Umpire for both youth and adult softball MAG Human Services Coordinating Committee chair 30 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Christine Ellis, Councilmember Current Term: January 2021 – January 2025 Councilmember Christine Ellis was born and raised in Haiti and moved to the United States in 1982. She has resided in Chandler since 1987. She has been married to her husband, Benjamin, for 36 years with daughter Taliah, and son Sean, who forever lives in their hearts. Christina has a Bachelor of Science, in Nursing from Grand Canyon University and currently attends Walden University in the Psychiatric-Mental Health Nurse Practitioner (PMHNP) program . She 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. Christine has also taught various medical field 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 22 years which helps feed the local homeless population and provides to their spiritual needs, partnering with other ministries in Arizona. As a Councilmember, Christine serves on local and regional committees, including: • Chandler City Council subcommittees for Mobility and Quality of Life • • Her past service in Chandler and beyond includes: • Citizen Bond Exploratory Public Works Subcommittee in 2020 Maricopa Association of Governments (MAG) Domestic Violence Council, Maricopa Association of Governments (MAG) Human Services and Community Initiatives Committee, National League of Cities (NLC) Women in Municipal Government and National Black Caucus 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 • Governor appointed member of the Arizona Nursing Board • Vice President of Mastering the Journey • Boardmember of Chandler YMCA • Member of the Chandler Exchange Club Member-At-Large of National Haitian Association of Elected Officials 31 • Member, Governor-Appointed Board, Infection Control, State of Arizona, Assisted Living Rep • Chandler Seventh-day Adventist Church Building Committee Board • Co-Founder of the nonprofit 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 Table of Contents Community and Organizational Profile City of Chandler 2023-24 Adopted Budget Angel Encinas, Councilmember Current Term: January 2023 – January 2027 Councilmember Angel Encinas is your hometown councilmember. Raised in the heart of downtown, where he still lives to this day. Councilmember Encinas manages an immigration consulting firm and also is a realtor. Both professions give him a reach into the community on several important levels. Councilmember Encinas is a product of our Chandler public schools and holds a degree in Business from Arizona State University with a minor in Sustainability. 32 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget OD Harris, Councilmember Current Term: January 2021 – January 2025 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 and boards, including: • Community Services, Economic Development, Neighborhood Resources and Cultural Development Subcommittee • Public Safety Subcommittee • City of Chandler Airport Commission (Ex-officio) • Institute for Building Technology and Safety (IBTS) as Board of Directors His past service in Chandler and beyond included the following: • Board Member – National Black MBA 33 • 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 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Jane Poston, Councilmember Current Term: January 2023 – January 2027 Councilmember Jane Poston owns J2 Media, a 22-year video production and communications company, in partnership with her husband Jason. Together, they have raised a family and built their business in Chandler, while devoting time to supporting their community through service. As a small business owner who grew up in the East Valley, Councilmember Poston has experienced the enormous growth of Arizona, and managed and grown her successful small business through times of prosperity and times of national crisis. As a former city employee, Councilmember Poston has worked with every department and possesses a strong understanding of the workings of municipal government from the inside out, including the budget, economic development, Mayor & Council and community events. In short, she understands how government works, and which questions to ask. She is an advocate for fiscal responsibility, government transparency, communication and responsiveness. She plans to apply her business experience to develop a creative and innovative vision of what Chandler can be. Jane serves on the: • MAG Economic Development Committee Her community experience includes: • 2021 Citizens Bond Committee (Airport) • Neighborhoods Subcommittee • ACEE • Quality of Life Subcommittee • Arizona Center for Blind & Visually Impaired, Board Member • AZCEND • Chandler Chamber Board Chair (2021) • Chandler Education Foundation Board, President • Chandler Firefighter Charities, Pro Bono Work • CUSD Bond & Override, Marketing Chair • East Valley JCC Board • Fans Across America • Women in Leadership, Chair 34 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Mark Stewart, Councilmember Current Term: January 2021 – January 2025 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 35 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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 • 36 Economic Developer of the Year in 2011, from the Arizona Association for Economic Development Table of Contents City of Chandler Community and Organizational Profile Mayor 2023-24 Adopted Budget Department Heads and Directors Kevin Hartke Kelly Schwab City Attorney Councilmembers Dana DeLong City Clerk Matt Orlando Vice Mayor Christine Ellis Alicia M. Skupin City Magistrate Angel Encinas Matt Burdick Communications and Public Affairs Director OD Harris John Sefton Community Services Director Jane Poston Kim Moyers Cultural Development Director Micah Miranda Economic Development Director Acting Development Services Director Mark Stewart Tom Dwiggins Fire Chief Management Staff Joshua H. Wright City Manager Sandip Dholakia Chief Information Officer Tadd Wille Assistant City Manager Leah Powell Neighborhood Resources Director Dawn Lang Deputy City Manager / CFO Management Services Director John Knudson Public Works & Utilities Director Andy Bass Deputy City Manager Sean Duggan Chief of Police 37 Table of Contents Community and Organizational Profile City of Chandler 2023-24 Adopted Budget City of Chandler Organizational Chart With Full Time Equivalency (FTE) 38 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget 39 Table of Contents Community and Organizational Profile City of Chandler 2023-24 Adopted Budget Chandler, Arizona and Neighboring Communities Map 40 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget 41 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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 65.80 65.60 65.40 65.20 65.00 64.80 64.60 64.40 Square Miles 2014 2015 64.90 64.98 2016 65.05 2017 65.07 2018 2019 2020 65.19 65.33 65.53 2021 65.53 2022 65.55 2023 65.68 Source: Development Services 42 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Population 300,000 250,000 200,000 150,000 100,000 50,000 0 City 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 241,264 244,687 248,332 254,239 257,853 261,173 265,200 268,313 282,628 285,554 State Shared N/A N/A 260,828 247,477 253,458 257,165 261,165 275,400 280,982 279,458 *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 are based on the release of the 2020 U.S. Census. Source: Development Services Age/Gender Distribution Age/Gender 21% 0-14 years 12% 55% 12% 15-24 years 25-64 years 65+ years Male 49% Female 0% 20% 51% 40% 60% 80% 100% Source: ESRI Business Analyst, 2022 43 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Racial Composition Chandler (%) Two or more Races 13.7 One Race 86.4 White 57.8 Asian 12.1 Hawaiian & Pacific Islander 0.2 African American 6.1 Native American 2.0 Other 8.2 Hispanic/Latino Ethnicity (of any race) 22.7 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, 2022 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. Chandler Municipal Airport 2021-22 Based Aircraft Air Traffic Operations 2022-23 447 447 210,646 220,998 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Chandler Municipal Airport 44 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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, more than one million square feet of industrial space was delivered. Notable projects include Queen Creek Commerce Center, Chandler Connection, Chandler Airpark Technology Center, and Chandler Crossroads Phase II. Another two million square feet of industrial space is currently under construction in Chandler. The following chart reflects number of permits issued over the years and their total value. The development described above is reflected in the fluctuation of permit values over the last ten years. Building Permits – All Types $1,600,000,000 7,000 $1,400,000,000 6,000 $1,200,000,000 5,000 $1,000,000,000 4,000 $800,000,000 Permits Issue Permit Values 3,000 $600,000,000 2,000 $400,000,000 1,000 $200,000,000 $0 0 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 (estimate) 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Development Services 45 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Housing Market The City of Chandler offers residents a wide range of quality housing options, including 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. Nearly 500 new singlefamily units and 900 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 7th best city to buy an affordable family home(SmartAsset, 2021) and 6th best place to rent (WalletHub, 2022) Property Tax Rates Adopted Tax Rate (2023-24) Primary Tax Rate $0.2226 Secondary Tax Rate $0.8700 Combined $1.0926 Current Tax Rate (2022-23) Primary Tax Rate $0.2326 Secondary Tax Rate $0.8700 Combined $1.1026 Property Tax calculated per $100 of assessed limited valuation as determined by the Maricopa County Assessor. Source: Management Services Department Property Tax Assessed Valuation 2022 2023 % Change Net Full Cash Value $5,012,820,890 $6,280,177,092 25.3% Limited Property Value $3,702,957,065 $3,900,094,692 5.3% Net Full Cash Value represents market value and is informational only. Limited Property Value is used in the calculation of property tax. 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Maricopa County Assessor 46 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Employment Chandler is recognized as one of the best places in the United States to find a job, ranking 28th in a 2023 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. Businesses announcing projects in FY 2022-23 that will create/retain jobs include Raley’s, Tokyo Electron, Intel’s Fab Construction Enterprise unit, Cirrus Logic, and Titan Solar Power. Largest Private Sector Employers Name Industry Intel Corporation Semiconductor Manufacturing Employees 12,000 Wells Fargo Financial Services 5,500 Bank of America Financial Services 3,800 Dignity Health - Chandler Regional Medical Center Healthcare 2,500 Northrop Grumman Aerospace 2,150 NXP Semiconductors Semiconductor Manufacturing 1,700 Microchip Technology Semiconductor Manufacturing 1,500 PayPal Financial Services 1,500 General Motors IT Innovation Center Automotive/Technology 1,400 Insight Enterprises Information Technology 1,400 Verizon Wireless Telecommunications 1,400 Bashas’ Distribution Center / Corp HQ Retail/Distribution 1,100 Mr. Cooper Financial Services 900 GM Financial Financial Services 820 Liberty Mutual Insurance Financial Services 800 Occupational Composition 2.8% 5.2% 2.7% 3.4% Management, Business, and Financial 0.2% 22.2% 12.3% Professional Sales Administrative Support Service Farming, Forestry, and Fishing Construction and Extraction Installation, Maintenance, and Repair 12.7% Production Transportation and Material Moving 10.2% 28.3% Source: ESRI Business Analyst, 2022 47 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Household Income 3.7% 26.2% 7.9% Less than $15,000 $15,000-$34,999 8.9% $35,000-$49,999 $50,000-$74,999 $75,000-$99,999 $100,000-$149,999 $150,000 plus 16.4% 22.4% 14.5% Source: ESRI Business Analyst, 2022 Fiscal Year Average Unemployment Rates 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23* Chandler 5.28% 4.78% 4.21% 3.96% 3.64% 3.74% 5.01% 5.83% 2.80% 2.88% Maricopa County 6.19% 5.48% 4.86% 4.42% 4.08% 4.19% 5.58% 6.70% 3.60% 3.22% Arizona 7.30% 6.41% 5.71% 5.16% 4.78% 4.90% 6.58% 6.46% 6.46% 3.69% * Average of July 2022 – March 2023 of the fiscal year (not seasonally adjusted). Source: Arizona Labor & Statistics, Arizona Commerce Authority 48 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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 Downtown 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. 2021-22 Library Material (1) Annual Circulation (2) Library Visits (3) Registered Borrowers 2022-23 295,000 305,000 1,350,000 1,450,000 516,088 656,452 57,000 68,000 (1) Annual Circulation includes all materials either checked out or downloaded. (2) Reflects reduction resulting from Sunset partial closure beginning August 26, 2021. Estimates are based on a reopen date of February 14, 2022. (3) 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, and 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 zerodepth entry pool, interactive water feature, diving pool, water slide, and a 25-meter competition pool. 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Community Services 49 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Parks Chandler’s 69 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 in- line skaters and skateboarders. Chandler’s Desert Breeze Park has a splash pad for children, a lake for fishing, a Hummingbird Habitat, and an outdoor skills area. Tumbleweed Regional Park offers recreational opportunities for everyone from many rentable ramadas, sand volleyball courts, cornhole and bocce ball courts to 11 athletic multi-use fields. Located within Tumbleweed Park, Playtopia is a 2.5 acre playground with a zipline and dinosaur dig, based on Chandler’s heritage and is an ideal place for endless imaginative play. 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 Chandler Nature Center (CNC), 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. 2021-22 Developed Parks Acres Developed Undeveloped Acres Lighted Fields 2022-23 68 1,518 1,309 209 51 69 1,518 1,317 202 51 Recreational Centers Chandler has multiple recreation facilities that provide yearround 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 awardwinning fitness floor, indoor track, multi-use gymnasium, and various other amenities including racquetball courts, a game room, art and ceramic studios, and multiple lounges as well as social activities, 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. 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 Chandler Nature Center (CNC), 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 nature generally found in the Sonoran Desert. The facility also provides a variety of educational programs, youth camps, concerts, and more. 2021-22 2022-23 Number of Recreation Classes Offered 1,438 1,494 Volunteer Hours 5,500 375 Meals Served at Senior Center 7,899 8,326 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Community Services 50 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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 14acre 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. 2021-22 Number of Museum Visits 2022-23 10,596 12,338 Number of Programs Provided 256 242 Number of Exhibits 32 34 (1) Volunteer Hours (2) Chandlerpedia Sessions 937 2,255 16,578 94,647 4 5 Exhibition Areas (1) New volunteers were recruited to assist with the conversion of Chandlerpedia from the old platform to a new one. (2) Increase in sessions is due to the Chandlerpedia conversion to a new platform. 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. The Vision Gallery staff works with the Chandler Arts Commission and residents to provide artwork throughout the community to experience, enjoy, and enrich our lives. 2021-22 Number of Gallery Visits 2022-23 5,172 (3) Number of Vision Kids/Youth Workshops 5,000 72 60 1,144 1,530 Number of Special Events and Exhibits 27 30 Exhibition Areas 1 1 (4) Participation in Vision Kids/Youth Workshops (3) Measure includes other youth activities beyond Vision Kids. (4) Measure includes streamed or virtual activities and was added in FY 2022-23. 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Cultural Development 51 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget The Chandler Arts Commission is supported by the Vision Gallery staff who work with artists and local stakeholders to provide artwork throughout the community as part of the Art in Public Places Program. This program commissions and purchases art for the enjoyment of Chandler residents and visitors. Many pieces of the collection are located in municipal buildings, street corners, parks, and other public areas throughout the city. Center for the Arts Located in Downtown Chandler, the Chandler Center for the Arts (CCA) is a 64,000 sq. ft. arts campus that serves the community at large as well as the Chandler Unified School District. The CCA has three performance spaces - the 1508seat Steena Murray Main Stage, the 346-seat Hal Bogle Theatre, and a 250-seat Recital Hall. The CCA hosts reception activities in the Foyer, and rotational exhibits in the Gallery at CCA. During the city’s time of use, the CCA is managed by the Chandler Cultural Foundation, a 501c3 organization that presents local, regional, national, and international touring artists and houses over 40 local arts and community groups each year. The CCA has a dedicated volunteer base contributing over 8,700 hours annually. In FY 2023-24, the Center will continue to serve Chandler’s diverse community with accessible and welcoming experiences. Featured artists include Old Crow Medicine Show, George Benson, Howie Mandell, Boney James, Disney’s Beauty and the Beast Live in Concert, La Marisoul & the Love Notes Orchestra and Trinity Irish Dance Company. 2021-22 Attendance Volunteer Hours (1) Virtual Event Attendance 2022-23 116,991 154,000 7,601 8,700 6,159 1,000 Theatres 3 3 Exhibition Areas 1 1 (1) Measure includes streamed or virtual activities; post Covid, patrons prefer to attend performances in person once again. Source: Cultural Development Downtown Chandler The Chandler Arts Commission is supported by the Vision Gallery staff who work with artists and local stakeholders to provide artwork throughout the community as part of the Art in Public Places Program. This program commissions and purchases art for the enjoyment of Chandler residents and visitors. Many pieces of the collection are located in municipal buildings, street corners, parks, and other public areas throughout the city. 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, Hidden House, Serrano’s, The Brickyard, and San Tan Brewing Co., new establishments continue to open such as Recreo, The Tipsy Egg, Black Rock Coffee, and Black Sheep Wine Bar and Merchant.Favorite shops include Saba’s, d’Vine Gourmet, Gemsetter & Company, and Blue Planet, while Flo Yoga and Cycle and Burst of Butterflies diversify our offerings. Downtown Chandler is 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 filled with murals and various art pieces throughout there is something for everyone in Downtown Chandler. 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 Organizational Profile 2023-24 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 40,000 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, CinePark, Family Easter Celebration, All-American Bash, 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 KNIX BBQ & Beer Festival. Events Multi-Cultural Festival January Chandler Innovation Fair February Public Safety Day March Ostrich Festival March Chandler Jazz Festival April Family Easter Celebration April Earth Day Celebration April CinePark May July 4th 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 Special Events 2021-22 Number of Permitted Events Number of Attendees at Permitted Events Volunteer Hours Number of City Signature Events 2022-23 58 67 362,277 209,251 421 213 7 7 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. Source: Cultural Development 53 Table of Contents City of Chandler Community and Organizational Profile 2023-24 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 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, 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 2021-22 2022-23 Retail/Hotel/Real Property Rental 1.50% 1.50% Restaurants/Bars 1.80% 1.80% Utilities and Telecommunications 2.75% 2.75% Transient Lodging 2.90% 2.90% 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 59.1°F Average Maximum Temperature 85.8°F Average Annual Temperature 72.4°F Average Annual Precipitation in Inches 8.4 Source: www.weatherspark.com 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 Arizona Coyotes NHL Hockey Arizona Diamondbacks MLB Baseball Arizona Rattlers Indoor Football Arizona State University Sports Cactus League Spring Training Baseball Fiesta Bowl Phoenix Raceway Phoenix Mercury WNBA Basketball Phoenix Rising Football Club Phoenix Suns NBA Basketball Turf Paradise Horse Racing Waste Management Phoenix Open 54 Table of Contents City of Chandler Community and Organizational Profile 2023-24 Adopted Budget Education Facilities Chandler Unified School District and other districts serving 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. Higher education providers in Chandler offer programming aligned to local industry needs and in-demand career fields. Chandler-Gilbert Community College offers more than 70 degree and certificate programs. The University of Arizona operates a regional location in Downtown Chandler and moved to a larger space in Fall 2022 to further expand programming and serve more students. Highest Education Attainment 2.5% 3.3% 14.8% Less than 9th Grade 17.5% 9th-12th Grade, No Diploma 2.3% High School Diploma GED/Alternative Credential Some College Associates Degree 20.0% Bachelor Degree Graduate Degree 29.8% 9.8% Source: ESRI Business Analyst, 2022 55 Table of Contents Community and Organizational Profile City of Chandler 2023-24 Adopted Budget Other Services at a Glance 226 Fire sworn personnel 23 Civilian personnel 338 Police sworn personnel 182 Civilian personnel 61 Municipal buildings 31 Operating wells 1,238 Miles of potable water lines 958 Miles of sanitary sewer 85,710 Landfill tonnage 19,700 Recycling tonnage 2,090 Lane miles of streets 28,515 Streetlights 238 Signalize intersections FY 2022-23 figures presented are projected through June 30, 2023 unless otherwise noted. 56 Table of Contents 3 Budget Policies, Process, and Decisions • • • • Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations Budget Policies, Process, and Decisions Strong reserves, prudent spending, and sound financial management policies enable Chandler to deliver a balanced budget and maintain AAA bonds from all three rating agencies. Budget Policies, Process, and Decisions City of Chandler 2023-24 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 focus areas 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 contact with individuals throughout the year. In March 2023, the City Council re-established and/or altered six Focus Areas, identified below, to provide guidance and direction as to what accomplishments the City should focus on and in what areas. The alterations included an additional focus area added to delineate Community Safety from Quality of Life, and Mobility was re-named Connectivity to focus on transportation and technology networks. Additionally, Innovation and Technology was changed to Sustainability and Technology to allow for better alignment of the advancements being made toward sustainability. These Focus Areas are then tied to our Priority Based Budget (PBB) goals and objectives to allow program costs to be associated with the strategic focus areas they support. Focus Areas Good Governance supports the overall goals of the City, while the other outlined focus areas concentrate efforts to make progress towards the City Council’s vision. Community Safety Chandler is recognized among the safest cities in the nation. Our fire and police departments are accredited and elite in their field. We ensure our community’s safety with continued investment in people, systems and technology. Innovative partnerships extend our ability to address emerging community safety needs. PBB – Good Governance, Safe Community Connectivity Connectivity - the ability to connect people, places and commerce through local, regional and virtual networks - is essential. Chandler is served by three major highways, two railroad corridors, a well-planned street and transit network, expanding bike and shared-use paths and a municipal airport that efficiently connects people and commerce. Chandler’s advanced communication systems enhance our ability to connect through technology and transportation networks. PBB – Connected and Mobile Community, Safe Community; Attractive Community; Good Governance Economic Vitality Economic vitality includes the use of creative policies and marketing efforts that ensure Chandler remains a world-class community for residents, visitors and businesses. Our approach preserves the viability of employment corridors and positions properties for adaptive reuse, infill and redevelopment. Chandler offers a business-focused environment for global industry leaders, exciting startups and entrepreneurs through every stage of development. Our business climate, talented workforce and lifestyle make Chandler a destination of choice for key industries. PBB – Sustainable Economic Health; Contemporary Culture/Unified Neighborhoods To sustain an exceptional quality of life for Chandler residents, preservation and enhancement of neighborhoods is paramount. These approaches ensure that all neighborhoods remain safe and vibrant. Engaging residents, developers and community stakeholders provides opportunities to achieve this goal, while maintaining each neighborhood’s distinct character. PBB – Contemporary Culture/Unified; Safe Community; Attractive Community Quality of Life 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. Our innovative practices maximize cost savings for taxpayers while enhancing the quality of city services. Our unparalleled quality of life includes a focus on arts, culture, learning and recreation. High-quality developments, parks and amenities shape the character of our neighborhoods and commercial centers PBB – Contemporary Culture/Unified; Attractive Community Sustainability and Technology Chandler’s high-tech industries, businesses and talented workforce drive the local economy. We recognize the importance of infrastructure, water and streamlined city services that support key industries engaged in the development of current and future technologies. The pursuit of sustainable and technological infrastructure and services advance our ability to meet the unique needs of the community and equip our empowered, talented workforce to serve. PBB – Connected and Mobile Community; Sustainable Economic Health 58 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2023-24 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. Summarized below are the financial policies that allow us to “Stay Connected” with the FY 2023-24 Budget and continue to keep the City fiscally strong. The full adopted policies can be accessed by clicking the link in the policy title or found on our website at https://www.chandleraz.gov/government/departments/management-services 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. 2. 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. 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. In compliance Status In compliance 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. 5. Status Reserve Policy (Most recent update adopted on April 27, 2023, in Resolution No. 5688) 4. In compliance Capital Management Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) 3. Status Status In compliance 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. 59 Status In compliance Table of Contents Budget Policies, Process, and Decisions 6 City of Chandler 2023-24 Adopted Budget 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. 7. 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. Status In compliance Accounting, Auditing, and Financial Reporting Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) The purpose of the 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. 9. In compliance Investment Policy (Most recent update adopted on May 28, 2020, in Resolution No. 5375) 8. Status Status In compliance Pension Funding Policy (Most recent update adopted on April 27, 2023, in Resolution No. 5688) 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. 60 Status In compliance Table of Contents Budget Policies, Process, and Decisions City of Chandler 2023-24 Adopted Budget Calendar Highlights of the Budget and CIP Process Council Budget Kickoff – 5-Year CIP Discussion October 27, 2022 Resident Budget Survey November 28, 2022– January 13, 2023 Department Decision Packages and Fee Change Requests – Reviewed, Deliberated, and Prioritized December 9, 2022 – March 1, 2023 CIP Coordination Team Meeting December 15, 2022 Council Workshop #1 – Preliminary 5-Year Ongoing General Fund Forecast, PSPRS, and CIP February 9, 2023 CIP Coordination Team Recommendations to City Manager March 1, 2023 Departments Submit Proposed Budgets with Recommended Decision Packages March 17, 2023 Council Workshop #2 – 5-Year One-time General Fund Forecast and CIP March 20, 2023 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and departments April 21, 2023 All-day Budget Briefing April 28, 2023 Tentative Budget Adoption May 25, 2023 Public Hearings: 2023-24 Budget and Property Tax Levy; 2024-2033 CIP Final Budget and CIP Adoption June 15, 2023 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) June 29, 2023 61 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget FY 2023-24 Budget Process Flowchart Dates September 2022 Budget CIP Establish Preliminary Budget Assumptions for Short and Long-term Revenues, Base Budgets, and Capital Funding Budget Council Kickoff October Resident Budget Survey (November through January) November Prepare/Evaluate Decision Packages December January 2023 Capital Improvement Program (CIP) Projects Prepared by Departments Decision Packages & CIP Projects Submitted to Budget Meetings and Preparation of Preliminary 5-Year General Fund Forecast CIP Coordination Team Meetings and Recommendation to City Manager Council Budget Workshop #1 February Update 5-Year General Fund Ongoing Forecast Update CIP O&M Estimates for General Fund Ongoing Forecast Council Budget Workshop #2 March Base Budget Allocation Distributed/ Proposed Budget Entered Finalize Proposed CIP Based on Council Guidance Proposed Budget Books and CIP Books Prepared April City Council Budget/CIP Briefing May 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. 62 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2023-24 Adopted Budget FY 2023-24 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 2023-24 Annual Budget and 2024-2033 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 Manager, Deputy 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 2023-24 budget process began in September 2022 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 2023-24 over FY 2022-23 revenues. Preliminary assumptions for major expenditure impacts (retirement costs, health care costs, operating funds for new capital improvements, etc.) were also developed. 2. Capital Improvement Program (CIP) – The CIP process began in November. The City Code mandates that a five- year 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 the CIP Coordination Team meeting(s) in December and/or March. The CIP Coordination Team is comprised of Department Directors and key staff members from all departments. 3. The Change Request - 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 Deputy City Manager/CFO and Assistant Director, Budget and Policy 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 onetime 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. Resident Budget Survey – From November through January, the Budget Division conducted an online Citizen Budget Survey. The survey was comprised of: General Demographics, Satisfaction with City Government, City Success in making progress toward strategic focus areas. The survey results showed that Chandler residents believe that City leadership is doing a good job managing the City and that the City Council’s budget priorities are in line with residents 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 2023-24 Budget and the 2024-2033 CIP. 6. Council Budget Kickoff and Council Budget Workshops – In preparation of the FY 2023-24 Budget and the 2024-2033 Capital CIP, a Council Budget Kickoff and two Council Budget Workshops were held in February, and March. The first workshop reviewed the Citizen Survey results, items that may have significant budgetary impacts, and Council priorities. The Workshops also gave updates 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. 63 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2023-24 Adopted Budget 7. 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 March. Even with an improving forecast, it is imperative that Council be frequently updated on the status of the General Fund Forecast so that they may make the most informed decisions possible. 8. 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 this Proposed Budget submitted to Council. 9. 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 Council members and citizens with understanding where and why the City Budget was changing. Also included were cost center goals, objectives, and performance measurements with an emphasis on showing the effectiveness or quality of services provided. In addition to department booklets, an Executive Summary and Budget Policy Process and Decisions section were published to identify major issues and recommendations as well as financial and personnel overviews. A Resources booklet was additionally published to identify the key revenues and other information related to funding sources. 10. 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. 11. 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. 12. 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. 13. Final Budget and CIP Adoption – Following the public hearing, the FY 2023-24 Budget and 2024-2033 CIP were adopted by Council. 14. 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. 64 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2023-24 Adopted Budget Major Budget/Financial Issues Council has established several strategic focus areas including: Community Safety, Connectivity, Economic Vitality, Neighborhoods, Quality of Life and Sustainability and Technology. These Focus Areas provide guidance in moving the budget process forward as plans and financial commitments are identified and weighed against the strategic framework. Formulating the fiscal plan for each year comes with numerous challenges and opportunities. This year was no different in that it again required us to evaluate our revenue forecast as we have been realizing strong revenues from a variety of economic activity. This evaluation has allowed us to continue to fully fund existing programs even with some significant inflationary impacts to operating and capital programs. 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 in 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. The budget 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 residents 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 are beginning to repay internal loans made to fund past growth projects. These loan repayments 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, enhancing, or re-imagining existing infrastructure, finishing planned construction of streets, parks, fiber, and utility systems, ensuring related ongoing Operations and Maintenance can be supported prior to adding capital projects, and utilizing master plans to guide long-term capital investment. The plan also puts a higher emphasis on maintaining aging streets, parks, utilities, facilities, and technology infrastructure. The FY 2023-24 Adopted Budget continues the Budget Stabilization Reserve but increases the amount from $10 to $20 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 2023-24 Adopted Budget allocates increased one-time funding of $73 million to PSPRS towards the goal of paying down the unfunded liability for our sworn City personnel, and should in essence pay off the unfunded liability. An updated Pension Funding Policy has also been approved for FY 2023-24, as per State law, it is updated annually. Water, Wastewater, and Reclaimed Water Rate changes will be implemented in January 2024 for these three utilities in an effort to continue 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. 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. Several facility studies have also been completed which have identified additional maintenance needs throughout the utility area, many of which are included in the CIP. Solid Waste Rate and policy changes will be implemented in January 2024 due to increases in waste collection/hauling contracts and continuing the incorporation of the results of the Cost of Service study which was completed in 2022. 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. 65 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2023-24 Adopted Budget 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: labor and trades; confidential; general 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 Council members; and contract employees, which include City Magistrates, Presiding City Magistrate, City Attorney, City Clerk, and City Manager. The following paragraphs include FY 2023-24 compensation detail by employee group and retirement rates by plan. CLEA: Under the provisions of a contract effective July 1, 2022, through June 30, 2024, the City and CLEA agreed upon a maximum 5% merit increase for eligible members for FY 2023-24 which can exceed 5% for combined merit and longevity pay. CLEA members will receive a market adjustment for FY 2023-24, if necessary to maintain the City’s ranking at third place as compared with other large Valley cities. Effective July 1, 2023, the years of service payout into the Retiree Health Savings Plan increased from $800 to $900 per years of City Service. Due to current recruitment challenges, a hiring incentive remains 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, 2022, through June 30, 2024, the City and CLASA agreed upon a maximum 5% merit increase for eligible members for FY 2023-24 which can exceed 5% for combined merit and longevity pay. CLASA members will receive a market adjustment for FY 2023-24, if necessary, to maintain the City’s ranking at third place as compared with other large Valley cities. Effective July 1, 2023, the years of service payout into the Retiree Health Savings Plan increased from $800 to $900 per years of City Service. IAFF: Under the provisions of a contract effective July 1, 2022 through June 30, 2024, the City and IAFF agreed upon a maximum 5% merit increase for eligible members for FY 2023-24 which can exceed 5% for combined merit and longevity pay. IAFF members will receive a market adjustment for FY 2023-24, if necessary, to maintain the City’s ranking at third place as compared with other large Valley cities. Effective July 1, 2023, the years of service payout into the Retiree Health Savings Plan increased from $800 to $900 per years of City Service. Others: For FY 2023-24, general employees will receive a 2% salary adjustment effective July 1, 2023, and a maximum 5% merit increase for eligible employees. Effective July 1, 2023, the years of service payout into the Retiree Health Savings Plan increased from $800 to $900 per years of City service for all regular employees. As noted on the prior page under the CLEA section, a hiring incentive remains for 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. For FY 2023-24, a top of range pay of 2.5% will be awarded to all general employees, Police Commanders, Police Assistant Chiefs, and Assistant Fire Chiefs who are at the top of their salary prior to their merit date. For FY 2023-24, eligible Police Lieutenants will receive a maximum 5% merit increase, which can exceed 5% for combined merit and longevity pay. For FY 2023-24, Police Commanders and Police Assistant Chiefs will receive a maximum 5% merit increase. Effective FY 2023-24 market increases for Lieutenants, Police Commanders, and Police Assistant Chiefs will be the greater of the market percentage awarded to general employees or the percentage spread to maintain the following differentials between ranks: 5% for Sergeant maximum to Lieutenant minimum, 15% for Lieutenant maximum to Police Commander minimum 10% for Police Commander maximum to Police Assistant Chief minimum. For FY 2023-24, Fire Battalion Chiefs will receive a maximum 5% merit increase for eligible members which can exceed 5% for combined merit and longevity pay. For FY 2023-24, eligible Assistant Fire Chiefs will receive a maximum 5% merit increase. Fire Battalion Chiefs and Assistant Fire Chiefs will receive a market adjustment for FY 2023-24, if necessary, to move up the City’s ranking to maintain at third place as compared with other large Valley cities. 66 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget In accordance with Ordinance No. 4911 adopted March 26, 2020, City Council members will no longer receive the salary adjustment provided for non-represented employee groups. No change in compensation is planned for FY 2023-24, but a salary plan adjustment is planned for FY 2024-25 to reinstate the salary adjustment provided for non-represented employee groups. The City Manager, City Attorney, City Clerk, and City Magistrates will not receive automatic salary adjustments for FY 2023-24 but may receive adjustments during their annual contract negotiations. FY 2023-24 Retirement Rates Tier +/from prior year Employer Contribution Employee Contribution +/from prior year +0.12% Arizona State Retirement System (ASRS) N/A 12.29% (12.14% + 0.15% Long-term Disability) +0.12% 12.29% (12.14% + 0.15% Long-term Disability) Alternative Rate 9.99% +0.31% N/A Public Safety Personnel Retirement System (PSPRS) - Police Tier 1 47.61% (13.94% + 31.34% Unfunded Liabilities) -2.33% 7.65% +0.0% Tier 2 47.61% (13.94% + 31.34% Unfunded Liabilities) -2.33% 11.65% +0.0% 40.88% (10.12% + 31.34% Unfunded Liabilities) -3.18% 9.54% -0.58% 41.94% (10.60% + 31.34% Unfunded Liabilities) -2.85% 10.60% -0.25% 31.34% -2.60% N/A Tier 3 - Defined Benefit Tier 3 - Defined Contribution Alternative Rate Public Safety Personnel Retirement System (PSPRS) - Fire Tier 1 38.55% (17.21% + 21.34% Unfunded Liabilities) -1.13% 7.65% +0.0% Tier 2 38.55% (17.21% + 21.34% Unfunded Liabilities) -1.13% 11.65% +0.0% 34.38% (13.04% + 21.34% Unfunded Liabilities) -3.79% 13.04% -0.72% 31.94% (10.60% + 21.34% Unfunded Liabilities) -0.64% 10.60% -0.25% 21.34% -3.07% N/A Tier 3 - Defined Benefit Tier 3 - Defined Contribution Alternative Rate Elected Officials Retirement Plans EORP 76.51% (17.94% + 58.57% Unfunded Liabilities) +6.09% 13.00% +0.0% EODCRS Defined Contribution 70.66% (6.00% + 0.15% Long-term Disability + 70.51% Unfunded Liabilities) +6.08% 8.15% (8.00% + 0.15% Long-term Disability) -0.015% Alternative Rate 58.57% +9.99% N/A 67 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Property Tax The City's combined property tax rate for FY 2023-24 will be reduced to $1.0926 per $100 assessed valuation. The combined property tax rate includes a primary tax rate of $0.2226 used for general operations and a secondary tax rate of $0.8700 used for payment of general obligation bonded debt. The FY 2023-24 property tax rates for Chandler and select local cities are shown on the chart below. $2.50 2.4065 2.1107 Tax Rate per $100 of Assessed Value $2.00 1.6737 1.4400 $1.50 1.0926 0.9814 0.9887 Mesa Scottsdale Gilbert Chandler Peoria Glendale Phoenix Tempe Secondary 0.9157 0.4664 0.9887 0.8700 1.1500 1.2977 0.8141 1.5289 Primary 0.0000 0.5150 0.0000 0.2226 0.2900 0.3760 1.2966 0.8776 $1.00 0.9157 $0.50 $0.00 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 2023-24 is $3,900,094,692, which reflects a 5.3% increase compared to FY 2022-23. Chandler’s primary property taxes are part of the General Fund revenues and are used for general operations. The FY 2022-23 primary tax rate primary tax rate will be reduced from $0.2326 per $100 of assessed valuation to $0.2226, which will not required the City 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 2023-24 secondary property tax rate remains the same as FY 2022-23 at $0.8700 per $100 of assessed valuation. The combined property tax rate of $1.0926 per $100 of assessed value is reflected in the Adopted Budget and results in an increase to the property taxes paid by the median value homeowner due to property value increases. 68 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget General Fund Contingency The FY 2023-24 Adopted Budget incorporates a 15% General Fund Contingency Reserve of $55.0 million (representing 15% of FY 2023-24 ongoing 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 an increased amount of $20 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. 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 Re-allocations The City of Chandler is committed to continually identify efficiencies in operations and service delivery. The reductions and adjustments over the past several years have helped shaped a budget that is lean, but structurally sound to support programs and services required by the residents. Each year department budgets are reviewed to determine opportunities for reductions and re-allocations prior to recommending new money funding. The individual departments are continually refining internal budgets to put financial resources in the most appropriate areas. The table below reflects existing budget re-allocations in General Fund to fund identified needs. Existing Budget Re-allocations Department From General Fund Reallocations Re-allocation Amount Department To Community Services Reduction in Redcross Fees $ Non-Departmental Reduction in Technology Reserve Non-Departmental Reduction in Technology Reserve 241,872 Police Neighborhood Resources Reduction in program appropriation 58,000 Total Re-allocations 4,500 Community Services Re-allocated For Starguard Training Critical positions (2) and 2,058,128 Information Technology enhancements to ensure proper technology is available $ Neighborhood Resources Critical position (1) and enhancements to ensure proper technology is available Community Navigator position 2,362,500 69 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Budget Amendments In addition to the 15% contingency, one-time and ongoing Council contingencies are set-aside to provide Council with the ability to fund additional programs or projects either during the budget amendment process, or during the year as needs arise. For FY 2023-24, Council contingencies totaled $425,000, of which $350,000 is one-time and $75,000 is ongoing. The allocation of the amendment funding (currently budgeted in the Non-Departmental Department) to the corresponding departments that will expend the funds will occur after the fiscal year begins through budget transfers. Any remaining funding can be allocated during the fiscal year by the Mayor and Council. As these amendments are budgeted in the Non-Departmental Department and the transfers will be done during the new fiscal year, there are no changes from the Proposed Budget to the Adopted Budget. The amendment items approved during the amendment process are listed in the following chart: Non-Departmental funding will be transferred to: Ongoing $75,000 Council Amendment Item City Manager's Office Veteran's Recognition for Veteran's Day and Memorial Day Community Services #WaterYouDoing Safety Awareness Program Community Services For Our Parks Day (Ball Fields and Parks) Community Services Field of Honor Sign at Veteran's Oasis Park Community Services Certified Autism City (Training and Development) Community Services $ One-Time $350,000 - $ Total $425,000 8,000 $ 8,000 25,000 - 25,000 - 30,000 30,000 - 40,000 40,000 10,000 - 10,000 Park Shade Structure at Pima Park - 40,000 40,000 Community Services Playability Condition Assessment - 20,000 20,000 Cultural Development Arts in School Programming - 42,000 42,000 Cultural Development Jazz Appreciation Month Expansion - 10,000 10,000 Cultural Development Downtown Art Walk - 10,000 10,000 Diversity, Equity, & Inclusion Chandler International Film Festival - 10,000 10,000 Diversity, Equity, & Inclusion Mental Health Programming - 15,000 15,000 Diversity, Equity, & Inclusion Juneteenth Programming 10,000 - 10,000 Diversity, Equity, & Inclusion Cesar Chavez Education and Awareness - 10,000 10,000 Economic Development Higher Education Partnership - Last Dollar Scholarships Pilot Program - 25,000 25,000 Fire Three Cardiac Training Simulators - 34,000 34,000 Neighborhood Resources After-School Programming (i.e. Read On) and Book Giveaway for Schools in Traditional Neighborhoods - 15,000 15,000 Neighborhood Resources Back to School Supplies - 7,000 7,000 Neighborhood Resources Trap Neuter & Release Pilot Program - 5,000 5,000 Neighborhood Resources Move-In Kits Mayor & Council Arizona League of Cities Expenses Police Women in Policing Training - 5,000 5,000 7,000 13,000 20,000 - 30,000 30,000 Total Council Contingency Used $ 52,000 $ 369,000 $ 421,000 Remaining FY 2023-24 Council Contingency Balance $ 23,000 $ Non-Departmental funding will be transferred to: Neighborhood Resources* Ongoing $0 Council Amendment Item Golden Neighbors Materials & Storage (19,000) $ One-Time $11,000 4,000 Total $11,000 $ - $ 11,000 $ 11,000 Total Council Contingency Used $ - $ 11,000 $ 11,000 Remaining FY 2022-23 Council Contingency Balance $ - $ - $ - *One-time funding is carryforward of unspent FY 2022-23 Council Contingency appropriation 70 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Budget Recommendations The FY 2023-24 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 When adding funding to operating budgets, relating that funding to its use to meet the Council goals and focus areas is key. The charts below show the total additional operating funding authorized in the Budget categorized into the six Council focus areas. The Total Decision Package Additions for FY 2023-24 Ongoing are $11,312,540. Quality of Life $4,236,607 Sustainability and Technology $2,084,057 Community Safety $1,315,933 Good Governance $1,342,633 Economic Vitality $932,253 Connectivity $807,000 Neighborhoods $594,057 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 The Total Decision Package Additions for FY 2023-24 One-Time are $29,434,282. Economic Vitality $7,766,254 Quality of Life $7,171,789 Sustainability and Technology $5,535,752 Connectivity $3,703,403 Community Safety $2,745,929 Neighborhoods $2,216,939 Good Governance $294,216 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 The following pages contain the FY 2023-24 Summary of Budgetary Additions for the General Fund and Other Funds, followed by a brief explanation of each. Following the information on Decision Packages are the identified Budget Inflationary Changes chart indicating which Fund and department received funding and a brief description of what that funding was for. 71 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget FY 2023-24 Summary of Budgetary Additions – General Fund Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Requested Amounts Buildings and Facilities Contract Custodial Service Increases Buildings and Facilities Total $ - $ 137,300 $ - $ - $ 137,300 0.000 $ - $ 137,300 $ - $ - $ 137,300 - $ 300,000 $ 300,000 Communications and Public Affairs Cable Access Channel - $ - $ Temp Digital Media Producer $ - - 95,057 - 95,057 Talent Recruitment Campaigns - - - 600,000 600,000 Marketing and Promotional Campaigns - - - 310,000 310,000 Temp Senior Technician for Print, Mail & Graphics - - 75,965 - 75,965 City Scope Production - - - 40,000 40,000 0.000 - - - 20,000 20,000 0.000 $ - $ - $ 171,022 $ 1,270,000 $ 1,441,022 Translation Services Communication and Public Affairs Total City Clerk City Clerk Records Specialist City Clerk Total 1.000 $ 83,328 $ 2,320 $ 70,415 $ - $ 156,063 1.000 $ 83,328 $ 2,320 $ 70,415 $ - $ 156,063 City Magistrate Court Security Officer Contract - $ - $ - $ 72,000 $ 72,000 Audio Livestream of Courtroom Proceedings $ - - - 8,000 8,000 Remote Jail Court Hearing Software - 16,000 - - 16,000 Judge Pro Tem Coverage - - 73,500 - 73,500 Public Defender Inflationary Pay Offset - 37,500 - - 37,500 Tablets for Survey and Remote Interpretation - - - 4,000 4,000 84,000 $ 211,000 City Magistrate Total 0.000 $ - $ 53,500 $ 73,500 $ 57,461 $ Community Services Library Aide - $ - $ Folley Park Maintenance Contract $ - - - 165,000 165,000 Copiers - - - 32,000 32,000 Kyrene School District Facility Use - 24,000 - - 24,000 Sports Fields Preparation Overtime 24,592 - - - 24,592 - 228,504 - - 228,504 Parks Maintenance Contract Funding Increase StarGuard Training 3,500 $ 60,961 - - 154,967 10,000 164,967 169,717 - - - 169,717 Irrigation Maintenance Contract - - - 228,800 228,800 Urban Forestry Program - 12,131 - 280,528 292,659 Aquatics Chemical Increase - 192,000 - 276,600 468,600 Management Assistant - - 80,604 - 80,604 Recreation Activity Satellite Facilities - - - 500,000 500,000 409,128 85,478 - 251,899 746,505 Guarding All Programming Maintenance/Ops Diamond Sport Complex Tumbleweed Park * Community Services Total 5.000 5.000 $ 603,437 $ 542,113 $ 293,032 $ 1,748,327 $ 3,186,909 *CIP related 72 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Requested Amounts Cultural Development Ostrich Festival - $ - $ 277,335 $ 7,500 $ 284,835 Chandler Symphony Orchestra $ - - - 45,000 45,000 Special Events Coordinator - - 99,342 3,000 102,342 Downtown Operations & Special Events Coordinator - - 92,652 - 92,652 Center for the Arts Needs Assessment - - - 126,000 126,000 0.000 $ - $ - $ 469,329 $ 181,500 $ 650,829 $ - $ - $ - $ 400,000 $ 400,000 Temporary/Contracted Staff - - - 250,000 250,000 Historic Preservation Program - - - 80,000 80,000 Outside Plant Fiber System Specialist - - 112,870 - 112,870 - $ - $ 112,870 $ 730,000 $ 12,000 $ Cultural Development Total Development Services General Plan Development Services Total 0.000 $ 842,870 Diversity, Equity & Inclusion DEI Internal Speaker Series - $ - $ Temporary Special Events Coordinator $ - - 92,652 - 92,652 DEI Strategic Plan implementation and Legacy Event Funding - - - 60,000 60,000 Pilot DEI Sponsorship Program for New Events - - - 12,500 12,500 80,604 DEI Management Assistant Position Diversity, Equity & Inclusion Total - $ 12,000 - - 500 81,104 0.000 $ - $ - $ 173,256 $ 85,000 $ 258,256 $ - $ - $ 300,000 $ 300,000 Economic Development Entrepreneurial and Small Business Development Services - $ Digital Marketing for Business Attraction - 15,000 - - Career Fair for Chandler Employers - - - 45,000 45,000 117,253 - - - 117,253 Workforce Development Project Manager - - 129,223 57,815 187,038 Chandler Innovation Fair - - - 30,000 30,000 432,815 $ 694,291 Tourism Marketing Coordinator Position 1.000 Economic Development Total 1.000 $ 117,253 $ 15,000 $ 129,223 $ 15,000 Fire Ambulance Feasibility Study Update - $ - $ - $ 100,000 $ 100,000 Fire Apparatus Maintenance Equipment $ - - - 38,500 38,500 EMS Training Manikins - - - 43,000 43,000 985,339 11,400 - - 996,739 Peak Time Engine Support * - 42,600 16,650 248,800 308,050 Fire Hose Program - 62,500 - - 62,500 8 Firefighter Positions - Rover 8.000 Fire Total 8.000 $ 985,339 $ 116,500 $ 16,650 $ 430,300 $ 1,548,789 Human Resources Human Resources Principal Analyst-Recruitment and Employee Relations 1.000 $ 140,426 $ Hiring and Onboarding Assessment Human Resources Total 1.000 $ 140,426 $ 2,837 $ - $ 3,336 $ 146,599 - - 30,000 30,000 2,837 $ - $ 33,336 $ 176,599 *CIP related 73 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Requested Amounts Information Technology IT Service Desk Technician - $ - $ 186,998 $ WebEx Subscription Services $ - - - 85,000 85,000 Information Security Operations Contractor - - - 249,000 249,000 Oracle Programmer Analyst Contractor - - - 266,400 266,400 IT Project Manager Contractors - - - 600,000 600,000 Network Analyst - - - 132,000 132,000 IT Report Writer Contractor - - - 285,600 285,600 WebEx and Audio/Video Support Contractor - - - 83,200 83,200 IT Technical Writer - - - 216,000 216,000 Sr. IT Programmer Analyst Contractor for Courts - - - 266,400 266,400 IT Project Coordinator - - - 100,000 100,000 Information Security Contractor - - - 249,000 249,000 Senior Network Analyst - - - 288,000 288,000 Information Security Policy Managed Services - - - 60,000 60,000 IT Web Developer Contractor (CAPA) - - - 208,000 208,000 Information Technology Insights - $ 186,998 - - - 150,000 150,000 158,612 2,512 - 4,136 165,260 Courts Progress Database Upgrade - - - 42,000 42,000 Wi-Fi Access Points * - 58,726 - - 58,726 Support and Maintenance - 150,933 - 706,148 857,081 257,260 IT Security Administrator 1.000 Microsoft Office 365 * 158,612 94,512 - 4,136 Managed Services 1.000 - 500,000 - 375,000 875,000 Information Technology Project Program * - 1,085,700 - - 1,085,700 Information Technology Total 2.000 $ 317,224 $1,892,383 $ 186,998 $ 4,370,020 $ 6,766,625 Neighborhood Resources Community Navigator 2.000 $ 176,198 $ 60,998 $ Housing Specialist - Specialty Programs 0.190 16,738 4,547 - 3,556 24,841 Community Resources Analyst 1.000 132,224 6,297 - - 138,521 Commercial/Residential Code Inspector 1.000 112,218 13,477 - 47,719 173,414 Support Court Navigator - - 75,332 - 75,332 Human Services Allocations - - - 1,300,000 1,300,000 Citywide Outreach Pilot Program - - 21,500 28,500 50,000 ChangeUp Signs - - - 15,000 15,000 Operation Open Door - Operations - - - 530,000 530,000 Neighborhood Resources Total 4.190 $ 437,378 $ 75,332 $ - $ 312,528 85,319 $ 172,164 $ 1,924,775 $ 2,619,636 Non-Departmental US Conference of Mayors $ Community Engagement Platform ADOR Tax Software Non-Departmental Total 0.000 $ - $ - $ - $ 12,500 $ 12,500 - - - 30,000 30,000 - - - 240,000 240,000 - $ - $ - $ 282,500 $ 282,500 *CIP related 74 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Requested Amounts Police HB2455 Weapons Proceeds - $ - $ - $ 75,000 $ 75,000 Recruiting & Academy Costs $ - - - 135,000 135,000 Handgun Optics - - - 356,000 356,000 Suppressed Rifle Systems - - - 200,000 200,000 Digital Fingerprinting Equipment Upgrades - - - 30,000 30,000 Continuation of 911 Crisis Counselors - - - 81,000 81,000 Rifle Replacements - - - 50,000 50,000 Mental Health and Wellness Program Needs - - - 300,000 300,000 Educational Engagement Program - - 146,773 - 146,773 Police Investigative Specialists - 93,394 - 239,392 332,786 Operational Budget Increases - 212,065 - 30,800 242,865 Civilianization of Polygraph Examiner 1.000 140,426 5,947 - 3,406 149,779 Civilian Public Information Officer 1.000 132,224 4,447 - 3,406 140,077 - 206,382 - 185,112 391,494 Detention Supervisor 1.000 114,383 24,546 - 18,790 157,719 Police Technology Business Systems Support Analyst and Senior Specialist 2.000 242,905 10,444 - 15,812 269,161 - - 470,901 - 470,901 Implementation of Real Time Crime Center Temporary Background Investigators and Crime Analyst Support School Resource Police Officer 114,944 46,013 - 113,053 274,010 Enhancing Current Technology Software Services 1.000 - 152,000 - 99,250 251,250 New Quality Assurance and Self-Service Tools - 52,500 - - 52,500 Police Total 6.000 $ 744,882 $ 807,738 $ 617,674 $ 1,936,021 $ 4,106,315 Public Works & Utilities On Call Temporary Services $ Real Estate Specialist Landscape Maintenance Program Increase Public Works & Utilities Total - $ - $ - - - 600,000 - $ 42,501 - 52,000 $ 52,000 - 42,501 625,000 1,225,000 0.000 $ - $ 600,000 $ 42,501 $ 677,000 $ 1,319,501 $ - $ 207,000 $ - $ - - 100,000 100,000 - $ 150,000 $ 357,000 Transportation Policy Transit Services Pedestrian Connectivity Study Transportation Policy Total GRAND TOTAL GENERAL FUNDS 0.000 $ 257,000 30.190 $3,429,267 $4,462,010 $2,528,634 $ 14,335,594 $ 24,755,505 Budget Reductions $(1,586,762) $ (775,738) $ Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS - - $ 207,000 $ 50,000 $ $ (106,254) $ - $ (59,656) $ (143,151) $ - $ (2,362,500) (494,000) $ (803,061) 30.190 $1,736,251 $3,626,616 $2,385,483 $ 13,841,594 $ 21,589,944 *CIP related 75 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget FY 2023-24 Summary of Budgetary Additions – Other Funds Total Other OneTime Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Requested Amounts Airport Airport Days $ - $ - $ 1,984 $ 38,016 $ 40,000 Handheld Two-Way Radios - - - 15,000 15,000 Breakaway Gates - - - 10,000 10,000 Spill Response Trailer - - - 15,000 15,000 - $ - $ 1,984 $ 78,016 $ 80,000 Airport Operating Enterprise Total 0.000 $ CAPA Marketing and Promotional Campaigns $ - $ - $ - $ 60,000 $ 60,000 0.000 $ - $ - $ - $ 60,000 $ 60,000 $ - $ - $ - $ 40,000 $ 40,000 0.000 $ - $ - $ - $ 40,000 $ 40,000 $ - $ - $ - $ 62,500 $ 62,500 Medical Self Insurance Total 0.000 $ - $ - $ - $ 62,500 $ 62,500 $ - $ 8,060 $ - $ - $ 8,060 Water Operating Total 0.000 $ - $ 8,060 $ - $ - $ 8,060 $ - $ 1,535 $ - $ - $ 1,535 0.000 $ - $ 1,535 $ - $ - $ 1,535 Water Operating Total Community Services Urban Forestry Program Grants Total Human Resources Mental Health Parity and Addiction Equity Act (MHPAEA) comprehensive review Information Technology Wi-Fi Access Points * Wi-Fi Access Points * Reclaimed Water Operating Total Wi-Fi Access Points * Wastewater Operating Total $ - $ 5,757 $ - $ - $ 5,757 0.000 $ - $ 5,757 $ - $ - $ 5,757 Wi-Fi Access Points * $ - $ 3,454 $ - $ - $ 3,454 Solid Waste Operating Total 0.000 $ - $ 3,454 $ - $ - $ 3,454 $ - $ 768 $ - $ - $ 768 Airport Operating Enterprise Total 0.000 $ - $ 768 $ - $ - $ 768 $ - $ - $ - $ 6,600,000 $ 6,600,000 0.000 $ - $ - $ - $ 6,600,000 $ 6,600,000 0.120 $ 10,572 $ - $ - $ - $ 10,572 0.120 $ 10,572 $ - $ - $ - $ 10,572 Wi-Fi Access Points * Management Services Airport Environmental Cleanup Uninsured Liability Self Insurance Total Neighborhood Resources Housing Specialist - Specialty Programs Home Program Total Housing Specialist - Specialty Programs PHA Section 8 Vouchers Total Housing Specialist - Specialty Programs Proceeds Reinvestment Projects Total 0.600 $ 52,860 $ - $ - $ - $ 52,860 0.600 $ 52,860 $ - $ - $ - $ 52,860 0.090 $ 7,928 $ - $ - $ - $ 7,928 0.090 $ 7,928 $ - $ - $ - $ 7,928 *CIP related 76 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Total - $ - $ - $ 750,000 $ 750,000 0.000 $ - $ - $ - $ 750,000 $ 750,000 $ - $ - $ - $ 573,000 $ 573,000 Other Ongoing FTE Personnel One-Time $ Personnel Ongoing Addition Other OneTime Requested Amounts Police Fund 202 Annual Appropriation Police Forfeiture Total Public Works & Utilities Pecos SWTP Enhanced Coagulation Chemical Cost Increase Santan Vista WTP Production Cost Increase - Water Conservation Program Increased Cost of Surface Water Deliveries Water Operating Total 0.000 $ Closed Circuit TV (CCTV) Inspection Services Contract 180,000 - - 180,000 - - - 500,000 500,000 - 1,200,000 - - 1,200,000 - $ 1,380,000 $ - $ 1,073,000 $ 2,453,000 $ - $ 489,000 $ - $ - $ 489,000 Wastewater Operating Total 0.000 $ - $ 489,000 $ - $ - $ 489,000 Ocotillo Brine Reduction Facility Chemical Cost Increase $ - $ 800,000 $ - $ - $ 800,000 Wastewater Industrial Process Treatment Total 0.000 $ - $ 800,000 $ - $ - $ 800,000 $ - $ - $ - $ 38,493 $ 38,493 Forklift Purchase Solid Waste - RSWCC Contract Adjustments - 36,607 - - 36,607 Solid Waste - Regulatory Contract Adjustments - 624,722 - - 624,722 Waste Management Extraordinary Increase Request - - - 1,613,500 1,613,500 Solid Waste Operating Total 0.000 $ $ - $ - $ 66,658 $ - $ 66,658 In-House Capital Total 0.000 $ - $ - $ 66,658 $ - $ 66,658 $ - $ 100,000 $ 100,000 Real Estate Specialist - $ 661,329 $ - $ 1,651,993 $ 2,313,322 Transportation Policy Transit Services - $ - $ Part Time Temporary Management Assistant - - 35,903 - 35,903 Chandler Flex * - - - 450,000 450,000 0.000 $ - $ - $ 550,000 $ 585,903 Local Transportation Assistance (LTAF) Total Chandler Flex* 35,903 $ $ - $ - $ - $ 1,600,000 $ 1,600,000 Grants Total 0.000 $ - $ - $ - $ 1,600,000 $ 1,600,000 GRAND TOTAL OTHER FUNDS 0.810 $ 71,360 $ 3,349,903 $ 104,545 $12,465,509 $15,991,317 Budget Reduction $ *CIP related Revenue Offsets TOTAL OTHER FUND REFLECTING REDUCTIONS GRAND TOTAL ALL FUNDS 0.810 $ - $ - $ - - - $ (2,390,000) $ (2,390,000) 71,360 $ 3,349,903 $ - $ - 104,545 $10,075,509 $13,601,317 31.000 $ 3,500,627 $ 7,811,913 $ 2,633,179 $26,801,103 $40,746,822 ALL Budget Reductions ALL Revenue Offsets TOTAL ALL FUNDS REFLECTING OFFSETS - $ $ (1,586,762) $ (775,738) $ $ (59,656) $ (106,254) $ - $ - $ (2,362,500) (143,151) $ (2,884,000) $ (3,193,061) 31.000 $ 1,807,611 $ 6,976,519 $ 2,490,028 $23,917,103 $35,191,261 77 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget FY 2023-24 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 appropriations added to departments for FY 2023-24 with a description. Focus Area descriptions can be found on page 58 and charts showing the total additional operating funding authorized in the Budget categorized into the six Council focus areas are on page 71. Focus Area Ongoing Cost One-time Cost Buildings and Facilities Ongoing funding for increases in contract custodial services. $ 137,300 $ Communications and Public Affairs One-time funding for the cable access channel. 300,000 One-time funding for a temp position for digital media production and photography. 95,057 One-time funding for digital marketing campaign to support national talent recruitment, with a primary focus on Police Officer recruitment. 600,000 One-time funding to purchase advertising to support digital and traditional marketing and promotional campaigns for City departments. 250,000 Temp Senior Technician for Print, Mail & Graphics Production 75,965 One-time funding for print production of the City Scope newsletter distributed monthly with utility bills. 40,000 One-time funding for translation of City materials from English to other languages. 20,000 City Clerk Ongoing and One-time funding for a permanent Clerk Specialist and a temporary City Clerk Specialists for the Passport Application Acceptance Program. 85,648 70,415 City Magistrate One-time funding for a contracted temporary security position to support providing the necessary security to the courthouse. 72,000 One-time funding to provide audio livestream by broadcasting the courtroom hearings (audio) live on the Court's website. 8,000 Ongoing funding for remote hearing software for virtual jail court hearings in accordance with Arizona Supreme Court Administrative Order No. 2022-46. 16,000 One-time funding for additional judicial officer coverage to offset current courtroom coverages, judicial notices, and calendar services. Ongoing funding to increase contract Public Defender pay due to inflation. One-time funding to purchase tablets for remote interpreting and public surveys. 78 73,500 37,500 4,000 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost $ $ Community Services One-time funding for a temporary Library Aide providing courier services (e.g. returned books) between the four Chandler Library locations. 60,961 One-time funding to continue enhanced contracted maintenance services at Folley Park. 165,000 One-time funding for the replacement of four failing multifunction copiers within the Recreation Division. 32,000 Ongoing funding for recreation programming expansion and enhancement utilizing facility space at Kyrene School District locations. 24,000 Ongoing funding for overtime associated with Athletic Fields Preparation/Site Supervisor. 24,592 Ongoing funding for park maintenance contract funding increases. 228,504 One-time funding for temporary staff training hours to meet StarGuard lifeguarding training standards. Ongoing funding to provide proper lifeguard surveillance during all water activity at all aquatic centers. 164,967 169,717 Ongoing funding for water safety community outreach. One-time funding for contract maintenance, with a specific focus on irrigation repairs, emergency response, and maintenance. 228,800 Ongoing and one-time funding for contractual services for tree inventory and an Urban Forestry Management Plan. 12,131 280,528 Ongoing and one-time funding for chemical cost increases and adjustment for the actual chemical usage at all Aquatic sites. 192,000 276,600 One-time funding for a temporary Management Assistant position to assist with daily operational tasks for the department. 80,604 One-time funding for a pilot program utilizing satellite recreation spaces and gyms throughout Chandler neighborhoods. 500,000 Ongoing and one-time funding for maintenance resources for the new Diamond Sports Complex at Tumbleweed Park. 494,606 251,899 Cultural Development One-time funding for the Ostrich Festival for City services that are incurred for this event and not covered by established operating budgets. 284,835 One-time funding for the Chandler Symphony's 31st anniversary season and providing free concerts to the public. 45,000 One-time funding for a temporary Special Events Coordinator position. 102,342 One-time funding for a Downtown Operations & Special Events Coordinator to assist with Downtown (70%) and Special Events (30%). 92,652 One-time funding for a Needs Assessment for Center for the Arts in partnership with CUSD and the Chandler Cultural Foundation. 126,000 79 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost $ $ 400,000 Development Services One-time funding for consultants to perform a comprehensive analysis and update to the City's General Plan. One-time funding for contracted temporary staff to manage current workload (e.g. Intel expansion). 250,000 One-time funding to continue the Historic Preservation Program and funding the Southside Village Kiosk Redesign. 80,000 One-time funding for contracted temporary staff to assist with the Citywide Fiber capital program. 112,870 Diversity, Equity & Inclusion One-time funding to establish a regular speaker series on a wide range of DEI specific topics for City employees. 12,000 One-time funding for a Special Event position to ensure continued production of DEI office events and to support community cultural events. 92,652 One-time funding to implement the DEI Strategic Plan and Legacy Event funding. 60,000 One-time funding for pilot program to offer grants to five community groups for new/emerging DEI events as well as provide division event support. 12,500 One-time funding for a temporary Management Assistant position to continue production of DEI office events and support community cultural events. 81,104 Economic Development Managed services for the Chandler Innovations Incubator program. Digital marketing strategy to promote the City for business attraction purposes. 300,000 15,000 External Community Partnership & Education Opportunities with economic development and business support organizations. Permanent Marketing Coordinator position to support the tourism program. 45,000 117,253 One-time pilot funding for a temporary Development Project Manager to assist businesses with workforce-related needs. 187,038 Funding to hold the Innovations Fair which is 100% revenue offset from donations 30,000 Fire One-time funding for a feasibility study update regarding ambulance services and the AZ Dept of Health Services Certificate of Necessity process. 100,000 One-time funding to purchase equipment needed in the fire fleet maintenance shop. 38,500 One-time funding to purchase three advanced medical training manikins. 43,000 Ongoing funding for eight firefighter positions and the associated costs. 996,739 Ongoing and one-time funding to purchase equipment needed for a new peak time engine and the related operational increases. 42,600 Ongoing funding to establish an annual fire hose testing and replacement program. 62,500 80 265,450 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost Human Resources Ongoing funding for a Human Resources Principal Analyst to focus on Recruitment and Employee Relations. $ 143,263 $ One-time funding for an assessment regarding recruitment practices and processes city-wide. 3,336 30,000 Information Technology One-time funding for two temporary IT Service Desk Technicians to support departments as technology evolves. 186,998 One-time funding for WebEx Subscription Services to support final year prior to shifting to teams. 85,000 One-time funding for an Information Security Operations Contractor to assist with the security support of all devices connected to the network as well as assist with the information security awareness program. 249,000 One-time funding for a Financial/Human Resource System Programmer Analyst Contractor to assist with various projects, interfaces to other systems and maintenance. 266,400 One-time funding for IT Project Manager Contractors to ensure successful delivery of technology solutions across various departments. 600,000 One-time funding for a Network Analyst to support various network projects such as Wi-Fi, Fiber and VPN improvements. 132,000 One-time for an IT Report Writer Contractor to create report templates for department use. 285,600 One-time funding for a WebEx and Audio/Video Support Contractor to provide support for WebEx and O365 integration for seamless connectivity. 83,200 One-time funding for an IT Technical Writer Contractor to create technical documentation on new or enhanced technology. 216,000 One-time funding for a Sr. IT Programmer Analyst Contractor for Courts to assist with Court technology upgrades and new initiatives. 266,400 One-time funding for an IT Project Coordinator to help coordinate efforts across all projects and operations. 100,000 One-time funding for an Information Security Contractor to assist with Citywide multi-factor authentication and other security initiatives. 249,000 One-time funding for a Senior Network Analyst to assist with network configuration and architecture recommendations. 288,000 One-time funding for Information Security Policy Managed Services to assist with policy review and update to align with Federal, State, and industry security standards. 60,000 One-time funding for an IT Web Developer Contractor to assist with a major content management system upgrade to enhance customer experience. 208,000 One-time funding for an Information Technology Insights subscription to allow access to industry recognized research and best practice guidance. 150,000 Ongoing and one-time funding for an IT Security Administrator to increase our security posture. One-time funding for professional services to assist with the Courts CJIS Progress Database Upgrade. 81 161,124 4,136 42,000 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost Information Technology Ongoing funding for future replacement of Wi-Fi Access Points annually to ensure up to date speed and security. $ 58,726 $ Ongoing and one-time funding for Support and Maintenance for software applications across departments and additional licenses for the City Financial/Human Resource System. 150,933 706,148 Ongoing and one-time funding for Microsoft Office 365 IT Programmer Senior Analyst to support additional functionality. 253,124 4,136 Ongoing and one-time funding for Managed Services supporting various programs or systems. 500,000 375,000 Ongoing funding for the operations and maintenance related to new technology/ systems across various departments (CIP project 6GG617 for the Information Technology Project Program). 1,085,700 Neighborhood Resources Ongoing and one-time funding for two Community Navigator and one temporary Community Navigator positions for Homeless Outreach Services. 237,196 75,332 Ongoing funding for one new Housing Specialist position to manage rental assistance contracts. 21,285 3,556 Ongoing funding for Management Analyst Senior position for administration of Human Services programs. 138,521 Ongoing funding for a Commercial/Residential combination Code Inspector to support the downtown area and expand hours as needed. 125,695 47,719 One-time continued pilot funding for the temporary Support Court Navigator position. 75,332 One-time funding for increase of Human Services Allocations to nonprofit organizations and providing Council-directed inflationary relief. 1,300,000 One-time funding for staff, marketing and supplies for Citywide Outreach Pilot Program to connect under-represented neighborhoods to City Services through mobile programs. 50,000 Ongoing funding to rotate and maintain anti-panhandling signs including at freeway off-ramps. 15,000 One-time funding to support increased lodging costs of the Operation Open Door program. 530,000 Non-Departmental One-time funding for the annual dues for the U.S. Conference of Mayors. 12,500 One-time funding for the annual subscription for a social media aggregation service. 30,000 One-time funding for the ADOR State Tax Collection Software Replacement Assessment. 240,000 82 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost $ $ Police One-time General Fund appropriation for weapons proceeds fund expenditures. 75,000 Ongoing appropriation for recruiting and academy costs. 135,000 One-time funding to equip all officers with new handgun optics. 356,000 One-time funding to purchase rifle suppressors for the existing rifle program. 200,000 One-time funding to update digital fingerprinting equipment and an additional system to cover all three police stations. 30,000 One-time funding to continue the embedded crisis counselor contract in the 9-1-1 Communications Center. 81,000 One-time funding to purchase rifle replacements for SWAT personnel. 50,000 One-time funding for expanded support of Police Health and Wellness initiatives, including both mental and physical health programs. 300,000 One-time funding for the Educational Engagement pilot program with local schools. 146,773 Ongoing and one-time funding to allow for five Investigative Specialists to support Patrol and Criminal investigations units. 93,394 239,392 Ongoing funding to keep pace with operational budget increases for example; animal control services, software cost increases and regional wireless cooperative costs. 212,065 30,800 Ongoing funding for a civilian Polygraph Examiner to free up a sworn position for other assignments in the Recruiting Unit. 146,373 3,406 Ongoing funding for civilian Public Information Officer (PIO) to enhance the social media presence of the Police Dept. and provide partial relief to sworn PIOs. 136,671 3,406 Ongoing and one-time funding to implement a Real Time Crime Center within the Communications Section. 192,000 167,000 Ongoing and one-time funding for a Detention Supervisor to support coverage within Detention Services. 138,929 18,790 Ongoing and one-time funding for two new FTEs in Police Technology to support the information technology system and desktop support needs. 253,349 15,812 One-time continued funding for four background investigators (to expedite recruiting) and one Crime and Intelligence Analyst. 470,901 Ongoing and one-time funding for a School Resource Officer to support coverage at all middle and high school sites, which is partially revenue offset. 160,957 113,053 Ongoing and one-time funding to transition current technology systems in the Forensic Services and Police Technology Sections to cloud-based systems. 152,000 99,250 Ongoing funding for Quality Assurance and Self-Service Tools to innovate these services to cloud-based platforms. 52,500 83 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost $ $ Public Works & Utilities One-time funding for temporary contract staffing. One-time funding for a temporary Real Estate Specialist for Capital Projects division. One-time and ongoing funding for landscape maintenance increases for Areas 1-4 (includes drainage basins, rights-of way,etc.). 52,000 42,501 600,000 625,000 207,000 50,000 Transportation Policy One-time and ongoing funding for transit services, Shared Mobility and First-Mile, Last-Mile programs continuation. One-time funding for Pedestrian Connectivity study. 100,000 84 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget FY 2023-24 Recommended Budgetary Additions Detail – Other Funds The Adopted Budget contains the following additions to Other Funds: Focus Area Ongoing Cost One-time Cost Airport Airport Operating Enterprise Fund One-time funding for Airport marketing and business development, including a 75th Anniversary Celebration event. $ $ 40,000 15,000 One-time funding for six handheld two-way radios and transmitter. One-time funding for the Installation of two new breakaway perimeter gates located along the northern and southern boundaries of the airport. 10,000 One-time funding for the purchase of a new spill response trailer and stock supplies. 15,000 CAPA Water Operating Fund One-time funding to purchase advertising to support digital and traditional marketing and promotional campaigns for City departments (e.g. water conservation). 60,000 Community Services Grants Fund One-time grant funding for contractual services for tree inventory and an Urban Forestry Management Plan. 40,000 Human Resources Medical Self Insurance Fund 62,500 Mental Health Parity and Addiction Equity Act (MHPAEA) Information Technology Water Operating Fund Ongoing funding for future replacement of Wi-Fi Access Points annually to ensure up to date speed and security. 8,060 Reclaimed Water Operating Fund Ongoing funding for future replacement of Wi-Fi Access Points annually to ensure up to date speed and security. 1,535 Wastewater Operating Fund Ongoing funding for future replacement of Wi-Fi Access Points annually to ensure up to date speed and security. 5,757 Solid Waste Operating Fund Ongoing funding for future replacement of Wi-Fi Access Points annually to ensure up to date speed and security. 3,454 $ Airport Operating Enterprise Fund Ongoing funding for future replacement of Wi-Fi Access Points annually to ensure up to date speed and security. 85 768 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost Management Services Uninsured Liability Self Insurance Fund One-time funding to complete cleanup of the environmental site/landfill at the Airport to allow for development of the area. $ $ 6,600,000 Neighborhood Resources Home Program Fund Ongoing funding for one Housing Specialist position to manage rental assistance contracts. 10,572 PHA Section 8 Vouchers Fund Ongoing funding for one Housing Specialist position to manage rental assistance contracts. 52,860 Proceeds Reinvestment Projects Fund Ongoing funding for one Housing Specialist position to manage rental assistance contracts. 7,928 Police Police Forfeiture Fund 750,000 One-time appropriation is requested for forfeiture fund expenditures. Public Works & Utilities Water Operating Fund 573,000 One-time funding for chemical cost increase to fund the reduction of organic material to enhance the water quality produced at the Pecos SWTP. Water Operating Fund Ongoing funding for Santan Vista SWTP for additional power and chemical costs to cover the 15% increase in Chandler's production. 180,000 500,000 One-time funding to expand water conservation efforts for the City of Chandler. Ongoing funding for increased cost of surface water deliveries from Central Arizona Project and Salt River Project. 1,200,000 Wastewater Operating Fund Ongoing funding for Closed Circuit TV inspection services contract. 489,000 Wastewater Industrial Process Treatment Fund 800,000 Ongoing funding for increase in chemical costs. 86 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget Focus Area Ongoing Cost One-time Cost Public Works & Utilities Solid Waste Operating Fund One-time funding for purchase of a forklift for operations at the Recycle Solid Waste Collection Center. Ongoing funding for Recycling Solid Waste Collection Center loading and hauling contract increase. $ $ 38,493 36,607 Solid Waste Operating Fund Ongoing funding for solid waste collection, disposal and container annual contract increases. One-time funding for Solid Waste Collection Services contract increase request. 624,722 1,613,500 In-House Capital Fund One-time funding for a temporary Real Estate Specialist for Capital Projects division. 66,658 Transportation Policy Local Transportation Assistance (LTAF) Fund One-time funding for transit services, Shared Mobility and First-Mile, Last-Mile program continuation. 100,000 One-time funding for part-ime Temporary Management Assistant position to manage workload. 35,903 450,000 One-time funding for Chandler Flex Microtransit Service. Grants Fund 1,600,000 One-time funding for Chandler Flex Microtransit Service. 87 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2023-24 Adopted Budget FY 2023-24 Recommended Budget Inflationary Changes – General Fund The Adopted Budget contains the following changes to the General Fund related to identified impacts of inflation on key budget line items. The ongoing costs include a variety of operating line items, such as contracts, chemicals, and utilities, that have seen significant increases due to inflation. This section presents total budget appropriations for these inflationary changes added to departments for FY 2023-24 with a brief description. Total Other OneTime Personnel One-Time Addition Mayor and Council Engagement and Travel Other Ongoing Personnel Ongoing Requested Amounts $ Mayor and Council Total $ - $ - $ 17,500 $ 17,500 $ - $ - $ - $ - $ 17,500 17,500 $ City Magistrate Total $ - $ - $ 5,000 $ 5,000 $ - $ - $ - $ - $ 5,000 5,000 $ Police Department Total $ - $ - $ 20,000 $ 20,000 $ - $ - $ - $ - $ 20,000 20,000 $ Capital Projects Total $ - $ - $ 6,000 $ 6,000 $ - $ - $ - $ - $ 6,000 6,000 GRAND TOTAL GENERAL FUNDS $ - $ 48,500 $ - $ - $ 48,500 City Magistrate Professional Development/Certifications Police Department Professional Development/Certifications Capital Projects Professional Development/Certifications FY 2023-24 Recommended Budget Inflationary Changes – Other Funds The Budget contains the following budget inflationary changes to Other Funds: $ Total Other OneTime Personnel One-Time Addition Airport Professional Development/Certifications Other Ongoing Personnel Ongoing Requested Amounts Airport Operating Total $ - $ - $ 6,000 $ 6,000 $ - $ - $ - $ - $ 6,000 6,000 GRAND TOTAL OTHER FUNDS $ - $ 6,000 $ - $ - $ 6,000 GRAND TOTAL ALL FUNDS $ - $ 54,500 $ - $ - $ 54,500 88 Table of Contents 4 Financial and Personnel Overviews • • • • Adopted Budget Summaries Department Budget Summaries Fund Summaries Personnel Summaries Decisions today create a foundation for tomorrow. Responsible financial planning and investment in people, technology, and infrastructure remain paramount to our development and operations. Financial and Personnel Overviews City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Budget Summary Council adopted the FY 2023-24 budget of $1,656,274,385 on June 15, 2023. Chandler’s budget is balanced with total resources equal to total expenditure 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 2021-22 Actual Revenues Fund Balances $ 2022-23 2023-24 Adopted Budget Adopted Budget - $ 577,208,635 $ 621,671,883 % Change Adopted to Adopted 7.7 % Sale of Bonds 33,283,028 - 209,100,000 N/A Grants 61,529,072 144,436,997 104,229,593 -27.8 % 550,829,638 631,012,904 721,272,909 14.3 % 645,641,738 $ 1,352,658,536 $ 1,656,274,385 22.5% Revenues Total Resources $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (282,846,251) $ (340,221,259) (327,606,360) 362,795,487 $ 1,012,437,277 $ 1,328,668,025 31.2% Appropriations 2021-22 Actual Expenditures (1) General Government $ 2022-23 Adopted Budget 2023-24 Adopted Budget % Change Adopted to Adopted 44,471,032 $ 83,375,603 $ 114,392,692 37.2 % Community Services 35,455,696 85,190,438 127,201,667 49.3 % Development Services 9,850,374 19,611,525 23,230,196 18.5 % Information Technology 16,249,415 30,224,257 41,499,731 37.3 % Management Services 8,013,739 8,725,854 16,070,676 84.2 % Neighborhood Resources 24,846,996 40,721,447 39,898,481 -2.0 % Non-Departmental 52,863,684 124,584,650 139,487,037 12.0 % Public Safety - Fire 42,229,430 52,644,040 58,044,646 10.3 % Public Safety - Police 86,976,108 92,991,823 104,601,705 12.5 % Public Works & Utilities 181,842,354 552,012,429 754,873,089 36.8 % Operations & Capital Sub-Total (2) $ 502,798,828 $ 1,090,082,066 $ 1,419,299,920 Fund Contingencies & Reserves 30.2% -19.4 % - 185,291,629 149,444,982 Debt Service 71,637,881 72,317,788 75,546,185 4.5 % Equip/Tech/Vehicle Replacement 2,390,117 4,967,053 11,983,298 141.3 % 576,826,826 $ 1,352,658,536 $ 1,656,274,385 22.5% Total $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (1) (282,846,251) $ (340,221,259) (327,606,360) 293,980,575 $ 1,012,437,277 $ 1,328,668,025 31.2% Effective July 1, 2023 the Cultural Development Department was moved to General Government. (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. 90 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2023-24. The table reflects the change in the adopted resource appropriation percentage from FY 2022-23 to FY 2023-24. As required by A.R.S., the property tax levy at an estimated $42,612,435 was adopted on June 29, 2023. The levy includes a Primary Tax Rate of $0.2226 and a Secondary Tax Rate of $0.8700, for a total tax rate of $1.0926 per $100 of assessed valuation. Local Taxes & License Fees 12.1% State Shared Taxes 8.7% Fund Balances Forward 37.5% Utility Charges 8.7% System Dev & Impact Fees 1.5% Other Services/Charges & Receipts 9.9% Grants 6.3% Bond Proceeds 12.6% Property Taxes 2.6% 2022-23 Adopted Budget 2023-24 Adopted Budget 179,247,900 $ 201,278,700 12.3 % 12.1 % State Shared Taxes 107,544,611 144,833,600 34.7 % 8.7 % Utility Charges 144,026,672 143,835,514 -0.1 % 8.7 % System Dev & Impact Fees 26,536,000 24,106,000 -9.2 % 1.5 % Other Services/Charges & Receipts Local Taxes & License Fees $ % Change Adopted to Adopted 2023-24 % of Total Adopted 132,578,917 164,356,660 24.0 % 9.9 % Property Taxes 41,078,804 42,862,435 4.3 % 2.6 % Bond Proceeds - 209,100,000 N/A 12.6 % Grants 144,436,997 104,229,593 -27.8 % 6.3 % Fund Balances Forward 577,208,635 621,671,883 7.7 % 37.5 % $ 1,352,658,536 $ 1,656,274,385 22.5% 100.0% (1) Total (1) FY2022-23 Property Tax adopted amount of $41,078,804 includes Prior Year Property Tax (Primary and Secondary) of $250,000. FY 2023-24 Property Tax adopted amount of $42,862,435 includes Prior Year Property Tax (Primary & Secondary) of $250,000. 91 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $1,656,274,385 by department for FY 2023-24. The table reflects the change in the adopted expenditure appropriation percentage from FY 2022-23 to FY 2023-24. Contg & Gen. Gov't.3.4% Reserves9.0% Com. Svcs.2.2% Dev. Svcs.0.7% Info. Tech.1.3% Mgmt. Svcs.0.6% Neigh. Res.2.2% Non-Dept.8.2% Fire2.7% Major Capital51.6% Police6.2% Pub. Wks. & Util.6.7% Debt Svcs.4.6% Equip/Tech/ Veh. Replace.0.7% 2022-23 Adopted Budget General Government (1) % Change Adopted to Adopted 2022-23 % of Total Adopted 49,376,055 $ 55,676,753 12.8 % 3.4 % Community Services 30,304,334 33,694,050 11.2 % 2.0 % Development Services 10,745,501 11,783,576 9.7 % 0.7 % Information Technology 16,084,234 21,304,000 32.5 % 1.3 % Management Services 8,725,854 16,070,676 84.2 % 1.0 % Neighborhood Resources 35,117,788 36,923,589 5.1 % 2.2 % Non-Departmental 115,576,324 137,274,821 18.8 % 8.2 % Public Safety - Fire 39,418,971 44,819,411 13.7 % 2.7 % Public Safety - Police 84,134,636 93,645,766 11.3 % 5.7 % Public Works & Utilities 103,214,965 111,638,664 8.2 % 6.7 % Debt Service 72,317,788 75,546,185 4.5 % 4.6 % Equip/Tech/Vehicle Replacement 4,967,053 11,983,298 141.3 % 0.7 % 597,383,404 856,468,614 43.4 % 51.8 % 185,291,629 Major Capital Contingency & Reserves Total $ 2023-24 Adopted Budget (2) 149,444,982 -19.4 % 9.0 % $ 1,352,658,536 $ 1,656,274,385 22.5% 100.0% $ 20.3 % By Category Personnel & Benefits 287,278,939 $ 335,469,704 16.8 % Operating & Maintenance 282,704,564 314,891,085 11.4 % 19.0 % Subtotal Operating 569,983,503 650,360,789 14.1% 39.3% Major Capital 597,383,404 856,468,614 43.4 % 51.7 % 185,291,629 149,444,982 -19.4 % 9.0 % $ 1,352,658,536 $ 1,656,274,385 22.5% 100.0% Contingency & Reserves Total (1) Effective July 1, 2023 the Cultural Development Department was moved to General Government. 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. (2) 92 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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) 2022-23 Adopted Budget (1) General Government $ 2023-24 Adopted Budget % Change Adopted to Adopted 49,376,055 $ 55,676,753 12.8 % Community Services 30,304,334 33,694,050 11.2 % Development Services 10,745,501 11,783,576 9.7 % Information Technology 16,084,234 21,304,000 32.5 % Management Services 8,725,854 16,070,676 84.2 % Neighborhood Resources 35,117,788 36,923,589 5.1 % Non-Departmental 115,576,324 137,274,821 18.8 % Public Safety - Fire 39,418,971 44,819,411 13.7 % Public Safety - Police 84,134,636 93,645,766 11.3 % Public Works & Utilities 103,214,965 111,638,664 8.2 % 492,698,662 $ 562,831,306 14.2% Equip/Tech/Vehicle Replacement 4,967,053 11,983,298 141.3 % Debt Service 72,317,788 75,546,185 4.5 % Contingency & Reserves 185,291,629 149,444,982 -19.3 % 755,275,132 $ 799,805,771 5.9% Total Department Operating Total Operating $ $ Capital Budget by Function (All Funds) 2022-23 Adopted Budget (1) General Government $ 2023-24 Adopted Budget % Change Adopted to Adopted 20,543,244 $ 30,871,811 50.3 % Community Services 36,964,000 46,761,000 26.5 % Development Services 4,455,000 2,277,000 -48.9 % Information Technology 7,354,751 7,569,500 2.9 % Neighborhood Resources - - N/A Non-Departmental 590,000 641,000 8.6 % Public Safety - Fire 4,889,000 2,790,000 -42.9 % Public Safety - Police 3,686,000 3,674,420 -0.3 % Public Works & Utilities 231,784,987 263,669,884 13.8 % 310,266,982 $ 358,254,615 15.5% 286,866,422 497,763,999 73.5 % 250,000 450,000 80.0 % Total Major Capital $ Capital Carryforward Contingency & Reserves Total Capital $ 856,468,614 43.4% Grand Total - Operating & Capital $ 1,352,658,536 $ 1,656,274,385 22.5% (1) 597,383,404 $ Effective July 1, 2023 the Cultural Development Department was moved to General Government. 93 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Departmental Comparison Summary The following tables provide summary and detail information on the change between the adopted budget for FY 2022-23 and the adopted budget for FY 2023-24. For operating cost centers, explanations of significant highlights for the FY 2023-24 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. 2021-22 Actual Expenditures Mayor and Council $ 980,468 $ 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 1,184,388 $ 1,359,556 $ 1,305,416 $ 1,262,159 6.6 % Communications and Public Affairs 2,823,523 2,682,072 3,175,678 3,095,391 3,809,110 42.0 % City Clerk 1,138,909 1,033,622 1,187,055 830,100 836,937 -19.0 % City Manager 1,466,101 1,829,806 1,980,735 1,946,168 2,053,320 12.2 % Organizational Support 26,396,961 59,803,454 67,427,209 30,477,429 88,698,509 48.3 % City Magistrate 4,213,967 5,025,617 6,260,303 5,804,058 5,400,966 7.5 % Law 7,451,103 11,816,644 12,250,647 11,702,229 12,331,691 4.4 % Community Services 35,455,696 85,190,438 87,658,073 39,023,783 127,201,667 49.3 % Development Services 9,850,374 19,611,525 22,344,479 12,256,095 23,230,196 18.5 % Information Technology 16,249,415 30,224,257 37,430,199 23,685,454 41,499,731 37.3 % (1) Management Services 8,013,739 8,725,854 10,426,537 9,260,296 16,070,676 84.2 % Neighborhood Resources 24,846,996 40,721,447 52,567,271 37,877,416 39,898,481 -2.0 % Non-Departmental 52,863,684 124,584,650 108,714,296 91,362,730 139,487,037 12.0 % Public Safety - Fire 42,229,430 52,644,040 60,296,908 47,879,733 58,044,646 10.3 % Public Safety - Police 86,976,108 92,991,823 113,620,676 101,556,794 104,601,705 12.5 % Public Works & Utilities 181,842,354 552,012,429 548,087,333 157,413,872 754,873,089 36.7 % Subtotal $ 502,798,829 $1,090,082,066 $1,134,786,955 $ 575,476,964 $1,419,299,920 30.2% Fund Contingency - Operating* $ -19.3 % Debt Service - $ 185,291,629 $ 136,777,292 $ 71,637,881 72,317,788 72,317,788 - $ 149,444,982 72,316,984 75,546,185 4.5 % Equipment Replacement 495,121 445,364 808,202 365,953 - -100.0 % Technology Replacement 1,030,035 2,191,789 4,033,070 4,033,070 4,907,798 123.9 % 864,961 2,329,900 3,935,229 1,152,544 7,075,500 203.7 % $ 576,826,827 $1,352,658,536 $1,352,658,536 $ 653,345,515 $1,656,274,385 22.5% Vehicle Replacement Grand Total (1) Effective July 1, 2023 the Cultural Development Department was moved to Organizational Support. * 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. 94 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Cost Center Comparison 2021-22 Actual Expenditures Mayor and Council 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted $ 980,468 $ 1,184,388 $ 1,359,556 $ 1,305,416 $ 1,262,159 6.6 % $ Communications and Public Affairs Administration 1,299,712 $ 1,482,483 $ 1,556,418 $ 1,527,819 $ 2,339,003 57.8 % Video Production 807,077 550,229 930,943 824,678 792,492 44.0 % Print, Mail, and Graphics 716,734 649,360 688,317 742,894 677,615 4.4 % 2,823,523 $ 2,682,072 $ 3,175,678 $ 3,095,391 $ 3,809,110 29.6% -19.0 % Total Communications and Public Affairs $ General Government City Clerk $ 1,138,909 $ 1,033,622 $ 1,187,055 $ 830,100 $ 836,937 City Magistrate $ 4,213,967 $ 5,025,617 $ 6,260,303 $ 5,804,058 $ 5,400,966 7.5 % Law $ 4,065,566 $ 4,236,416 $ 4,531,513 $ 4,436,555 $ 4,687,089 10.6 % 2,454,529 3,591,656 3,623,495 3,620,322 3,656,030 1.8 % 931,008 3,988,572 4,095,639 3,645,352 3,988,572 0.0 % Total Law $ 7,451,103 $ 11,816,644 $ 12,250,647 $ 11,702,229 $ 12,331,691 4.4% $ 1,466,101 $ 1,829,806 $ 1,980,735 $ 1,946,168 $ 2,053,320 12.2 % Liability Litigation Liability Litigation Claims City Manager Administration Organizational Support Airport 1,047,869 $ 1,444,307 $ 1,666,991 $ 1,420,176 $ 1,494,813 3.5 % Airport Capital $ 1,720,280 11,550,156 11,200,936 230,791 19,284,848 67.0 % Buildings and Facilities 7,862,641 8,351,624 9,431,325 8,924,122 8,513,745 1.9 % 1,995,450 7,515,738 8,222,746 1,616,580 14,174,166 88.6 % Buildings and Facilities Capital Diversity, Equity & Inclusion 381,292 442,243 742,803 634,775 593,070 34.1 % 1,145,033 1,170,461 1,266,144 1,228,834 1,476,508 26.1 % - 1,056,208 1,056,208 - 1,556,208 47.3 % Tourism 663,943 351,781 1,830,999 1,125,047 395,222 12.3 % Innovations 250,000 285,930 285,930 250,000 335,930 17.5 % 1,185,726 1,227,516 1,437,899 1,354,444 1,320,869 7.6 % 61,914 71,568 71,568 65,465 65,568 -8.4 % Human Resources 3,430,364 3,956,441 5,487,530 4,656,064 4,447,424 12.4 % Transportation Policy 1,438,386 4,065,388 6,486,694 4,197,369 6,440,126 58.4 % 651,814 10,226,243 9,866,907 723,945 14,570,734 42.5 % 352,680 350,341 372,021 379,085 385,807 10.1 % 2,104,767 2,509,148 2,668,273 2,379,305 2,712,034 8.1 % Downtown Redevelopment 275,324 377,578 417,398 401,055 418,925 11.0 % Cultural Development Capital 672,083 3,651,203 3,574,267 258,284 9,129,983 150.1 % Special Events 404,803 439,189 510,012 497,298 535,448 21.9 % Museum 752,592 760,391 830,558 769,565 847,081 11.4 % Total Organizational Support $ 26,396,961 $ 59,803,454 $ 67,427,209 $ 30,477,429 $ 88,698,509 48.3% Total General Government $ 44,471,032 $ 83,375,603 $ 93,641,183 $ 55,160,791 $ 114,392,692 37.2% 5.8 % Economic Development Economic Development Capital Fleet Services Fleet Motor Pool Transportation Policy Capital (1) Cultural Development Administration Center for the Arts Community Services Community Services Administration 1,143,545 $ 1,237,860 $ 1,558,979 $ 1,474,224 $ 1,309,200 Library $ 6,299,795 6,561,674 8,111,781 7,582,315 6,837,910 4.2 % Aquatics 4,400,689 4,447,015 4,793,447 4,613,128 5,492,147 23.5 % Park Maintenance and Operations 9,805,730 11,698,901 13,780,855 13,496,376 12,849,608 9.8 % Recreation 1,517,601 1,862,043 2,253,802 1,969,343 2,351,794 26.3 % Sports & Fitness Facilities 2,432,630 2,882,452 3,123,630 2,919,562 3,075,066 6.7 % Nature & Recreation Facilities 1,298,739 1,614,389 1,889,841 1,569,716 1,778,325 10.2 % Parks Capital Total Community Services $ (1) 8,556,967 54,886,104 52,145,738 5,399,119 93,507,617 70.4 % 35,455,696 $ 85,190,438 $ 87,658,073 $ 39,023,783 $ 127,201,667 49.3% Effective July 1, 2023 the Cultural Development Department was moved to Organizational Support. 95 Table of Contents City of Chandler Financial and Personnel Overviews 2021-22 Actual Expenditures 2023-24 Adopted Budget 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Development Services Administration 1,568,470 $ 1,972,891 $ 2,201,743 $ 1,895,908 $ 2,040,858 3.4 % Planning $ 2,593,384 2,804,126 3,350,300 3,168,302 3,431,840 22.4 % Building Safety 2,366,392 2,447,612 3,303,801 3,176,939 2,636,119 7.7 % Transportation Engineering 1,010,777 1,143,772 1,261,075 1,195,525 1,250,025 9.3 % Development Services Capital 49,663 8,866,024 9,387,873 218,491 11,446,620 29.1 % Engineering Total Development Services $ 2,261,688 2,377,100 2,839,687 2,600,930 2,424,734 2.0 % 9,850,374 $ 19,611,525 $ 22,344,479 $ 12,256,095 $ 23,230,196 18.5% Information Technology IT Service Delivery Mgmt & Admin 2,615,795 $ 3,614,918 $ 4,315,511 $ 4,232,717 $ 5,721,584 58.3 % IT Applications & Support $ 6,065,763 6,879,162 8,757,790 8,288,903 8,777,194 27.6 % IT Infrastructure & Client Support 5,450,443 5,198,333 9,995,038 9,426,805 5,411,677 4.1 % 904,960 7,748,775 7,687,156 1,127,303 12,861,253 66.0 % 255.7 % IT Projects Capital IT Projects Operations IT Citywide Infrastructure Support Capital Total Information Technology $ 181,560 391,821 391,821 391,821 1,393,545 1,030,894 6,391,248 6,282,883 217,905 7,334,478 14.8 % 16,249,415 $ 30,224,257 $ 37,430,199 $ 23,685,454 $ 41,499,731 37.3% 16.6 % Management Services Administration 608,980 $ 510,505 $ 635,950 $ 602,971 $ 595,284 Budget $ 874,490 796,898 852,887 820,897 856,312 7.5 % Purchasing 615,487 648,627 866,448 830,272 731,727 12.8 % 8.0 % Central Supply 541,745 421,632 654,076 600,085 455,519 Accounting 1,819,519 1,926,394 2,204,384 1,981,501 2,105,996 9.3 % Tax and License 1,422,628 1,691,469 2,185,439 1,918,123 1,896,474 12.1 % Utility Services 4.0 % 1,426,571 1,585,751 1,698,002 1,585,968 1,648,651 Environmental Management 534,387 671,378 745,489 670,479 707,513 5.4 % Environmental Management Liabilities 169,932 473,200 583,862 250,000 7,073,200 1394.8 % 8,013,739 $ 8,725,854 $ 10,426,537 $ 9,260,296 $ 16,070,676 84.2% Total Management Services $ Neighborhood Resources Neighborhood Resources $ Neighborhood Preservation Neighborhood Resources Capital Housing and Redevelopment Housing and Redevelopment Capital Community Development Total Neighborhood Resources $ 458,434 18.4 % 1,708,418 302,128 $ 1,854,821 387,081 $ 2,841,691 667,581 $ 2,587,056 642,280 $ 2,237,527 20.6 % 156,342 78,659 78,658 - 78,658 0.0 % 9,881,170 22,115,361 22,333,510 17,031,476 23,943,914 8.3 % - 5,525,000 5,525,000 2,628,766 2,896,234 -47.6 % 12,798,938 10,760,525 21,120,831 14,987,838 10,283,714 -4.4 % 24,846,996 $ 40,721,447 $ 52,567,271 $ 37,877,416 $ 39,898,481 -2.0% 52,487,995 $ 115,576,324 $ 97,865,576 $ 81,580,742 $ 137,274,821 18.8 % 11,013,323 9,781,988 2,212,216 -75.4 % 91,362,730 $ 139,487,037 12.0% 6.9 % Non-Departmental Non-Departmental Operating $ Non-Departmental Capital 375,689 Total Non-Departmental $ 9,008,326 52,863,684 $ 124,584,650 $ 108,714,296 $ Public Safety - Fire Administration 3,615,794 $ 3,927,324 $ 4,431,164 $ 4,174,584 $ 4,200,210 Health & Medical Services $ 2,248,639 2,057,551 2,406,130 2,410,380 2,223,283 8.1 % Operations 32,905,042 30,743,409 35,004,440 33,879,000 35,182,696 14.4 % Prevention and Preparedness 1,784,843 1,684,676 3,702,921 2,829,898 1,815,222 7.7 % 477,867 13,225,069 13,391,413 2,956,178 13,225,235 0.0 % 1,197,245 1,006,011 1,360,840 1,629,693 1,398,000 39.0 % 42,229,430 $ 52,644,040 $ 60,296,908 $ 47,879,733 $ 58,044,646 10.3% Fire Capital Support Services Total Public Safety - Fire $ 96 Table of Contents City of Chandler Financial and Personnel Overviews 2021-22 Actual Expenditures 2023-24 Adopted Budget 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Public Safety - Police Administration $ Professional Standards Property and Evidence 2,654,503 $ 3,412,466 $ 3,738,742 $ 3,602,251 $ 3,440,487 0.8 % 1,491,270 1,700,951 1,749,375 1,849,654 1,668,672 -1.9 % 475,948 464,822 680,776 643,355 499,316 7.4 % Forensic Services 2,489,932 2,548,165 3,036,800 2,725,354 2,898,580 13.8 % Field Operations 35,703,506 34,604,723 45,134,085 43,831,029 36,823,237 6.4 % Criminal Investigations 15,310,653 14,652,691 17,118,511 16,705,193 18,359,401 25.3 % Planning and Research 986,839 650,858 1,029,398 960,478 773,828 18.9 % Communications 5,266,224 6,231,483 7,541,560 7,062,947 7,050,193 13.1 % Police Technology 2,529,322 3,638,713 3,997,773 3,618,594 3,595,093 -1.2 % Records 1,713,071 1,871,794 2,223,337 2,066,056 2,068,021 10.5 % Detention Services 2,151,098 2,654,280 2,952,888 2,696,697 2,874,374 8.3 % Operational Support 13,230,145 11,703,690 16,109,175 14,768,449 13,594,564 16.2 % 2,973,597 8,857,187 8,308,256 1,026,737 10,955,939 23.7 % 86,976,108 $ 92,991,823 $ 113,620,676 $ 101,556,794 $ 104,601,705 12.5% Police Capital Total Public Safety - Police $ Public Works & Utilities Public Works Administration 432,306 $ 469,307 $ 422,673 $ 428,351 -0.9 % Capital Projects $ 1,352,491 785,418 855,827 772,318 723,220 -7.9 % Streets 9,840,488 10,329,663 12,830,621 11,972,421 10,919,367 5.7 % Streets Capital 36,033,250 150,910,018 147,315,849 13,310,283 230,281,387 52.6 % Traffic Engineering 5,453,275 5,832,402 6,159,307 5,906,371 5,965,160 2.3 % Street Sweeping 1,101,957 1,073,813 1,155,234 1,110,979 1,143,428 6.5 % Utilities Administration 751,539 1,414,946 1,471,359 1,429,198 1,291,871 -8.7 % Solid Waste Services 13,633,392 15,014,048 15,283,758 15,018,816 17,300,953 15.2 % Solid Waste Capital 215,146 1,886,048 1,699,167 66,434 2,465,733 30.7 % Recycling Solid Waste Collection Center 1,489,716 1,630,166 1,744,624 1,664,437 1,825,239 12.0 % Water Distribution 4,479,059 4,476,711 5,460,786 4,773,540 4,737,980 5.8 % Water Capital 24,401,536 84,517,622 79,647,133 13,767,772 130,786,361 54.7 % Water Treatment Plant 4,954,485 6,786,480 7,363,079 6,413,623 7,364,073 8.5 % Environmental Resources 8,610,645 9,063,841 9,140,852 9,128,192 10,844,812 19.6 % Water Quality 1,581,872 1,808,453 1,922,958 1,664,746 1,916,366 6.0 % Water Systems Maintenance 7,071,848 7,321,641 8,773,206 8,174,821 7,540,884 3.0 % San Tan Vista Water Treatment Plant 1,894,540 2,432,519 2,910,218 2,373,500 2,612,519 7.4 % 973,452 2,188,771 2,352,858 2,118,475 2,189,815 0.0 % Wastewater Collection 1,800,781 2,982,848 3,690,613 2,769,734 3,594,692 20.5 % Wastewater Capital 31,654,687 211,483,776 201,743,624 20,980,680 279,700,944 32.3 % Ocotillo Brine Reduction Facility 7,754,687 10,188,812 12,666,830 9,237,942 11,186,876 9.8 % Lone Butte Wastewater Treatment Facility 740,611 1,415,372 1,575,019 913,242 1,432,274 1.2 % Wastewater Quality 711,750 757,258 848,313 639,002 787,978 4.1 % Airport Water Reclamation Facility 8,198,501 9,660,204 11,824,869 13,661,577 9,965,072 3.2 % Ocotillo Water Reclamation Facility 6,770,976 7,619,293 9,181,922 9,123,096 7,867,734 3.3 % Total Public Works & Utilities $ 181,842,354 $ 552,012,429 $ 548,087,333 $ 157,413,872 $ 754,873,089 36.7% Meter Services 371,670 $ Subtotal $ 502,798,828 $1,090,082,066 $1,134,786,955 $ 575,476,964 $1,419,299,920 Fund Contingency - Operating Debt Service $ - $ 185,291,629 $ 136,777,292 $ - $ 149,444,982 30.2% -19.3 % 71,637,881 72,317,788 72,317,788 72,316,984 75,546,185 4.5 % Equipment Replacement 495,121 445,364 808,202 365,953 - -100.0 % Technology Replacement 1,030,035 2,191,789 4,033,070 4,033,070 4,907,798 123.9 % 864,961 2,329,900 3,935,229 1,152,544 7,075,500 203.7 % Grand Total $ 576,826,826 $1,352,658,536 $1,352,658,536 $ 653,345,515 $1,656,274,385 22.5% Vehicle Replacement 97 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 Annual Comprehensive 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 uses 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 right-of-way and to mass transportation purposes. Operating Grants – Used to account for the receipt and expenditure of miscellaneous federal and state grants awarded to the City for various specific purposes. Community Development Block Grant (CDBG) – Used for all federal Community Development Block Grant revenue and related expenditures, such as housing rehabilitation and downtown renovation. Public Housing Grants – Used to account for expenditures of the City’s public housing assistance programs, which consist of housing owned and operated by the City and rent subsidy payments to private sector owners of dwelling units. Financing for this fund is derived from tenants and the United States Department of Housing and Urban Development. Expendable Trust Funds – 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. 98 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget 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 self-sufficient and are required to stand on their own, except the Airport, which receives a General Fund subsidy. Water Fund – Used to account for the provision of water services to 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. Revenues 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. Revenues are generated through user fees. 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. 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. 99 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Fund Structure Summary 100 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2022-23 and FY 2023-24. 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. 2022-23 Comparative % of Total Revenues Fund Balances less Transfers In/Out 32.0% 2023-24 Comparative % of Total Revenues Local Sales Tax & Licenses 36.3% Other Revenues 5.4% Other Revenues 4.8% Property Tax 8.3% State Shared Taxes 18.0% 2022-23 Adopted Budget Local Sales Tax & Licenses $ Local Sales Tax & Licenses 33.0% Fund Balances less Transfers In/Out 34.4% 2022-23 % of Total Adopted Property Tax 7.0% State Shared Taxes 20.8% 2023-24 Adopted Budget 2023-24 % of Total Adopted % Change Adopted to Adopted 179,221,900 36.3 % $ 201,254,700 33.0 % 12.3 % Property Tax 41,078,804 8.3 % 42,862,435 7.0 % 4.3 % State Shared Taxes 88,825,000 18.0 % 127,100,000 20.8 % 43.1 % Other Revenues 26,456,300 5.4 % 29,167,789 4.8 % 10.2 % Fund Balance less Transfer In/Out 157,727,344 32.0 % 210,125,234 34.4 % 33.2 % 493,309,348 100.0% $ 610,510,158 100.0% 23.8% (1) (2) Total General Fund $ (1) FY 2022-23 Property Tax adopted amount of $41,078,804 includes Prior Year Property Tax (Primary and Secondary) of $250,000. FY 2023-24 Property Tax adopted amount of $43,252,444 includes Prior Year Property Tax (Primary and Secondary) of $250,000. (2) FY 2022-23 includes General Funds of $371,917,111, GO Debt Service Funds of $41,006,427, and General Government Capital Project Funds of $80,385,810; FY 2023-24 includes General Funds of $440,788,775, GO Debt Service Funds of $41,742,256, and General Government Capital Project Funds of 127,979,127. 101 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget General Fund Expenditure Summaries The General Fund expenditure categories charts below, provide information on each category as a percent of the total General Fund expenditures for FY 2022-23 and FY 2023-24. 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. 2022-23 Comparative % of Total Revenues Gen. Gov't. 10.4% 2023-24 Comparative % of Total Revenues Com. Svcs. 8.0% Contg. & Reserves 11.7% Cultural Dev. 0.0% Contg. & Reserves 11.3% Dev. Svcs. 2.5% Debt Svc. 8.2% Cultural Dev. 0.0% Dev. Svcs. 2.5% Info. Tech. 6.2% Mgmt. Svcs. 1.5% Pub. Wks. & Util. 11.2% Neigh. Res. 0.9% Police 18.4% Com. Svcs. 7.1% Debt Svc. 6.8% Info. Tech. 5.8% Pub. Wks. & Util. 6.5% Gen. Gov't. 10.5% Mgmt. Svcs. 1.3% Neigh. Res. 1.1% Non-Dept. 17.9% Police 16.8% Non-Dept. 16.7% Fire 8.5% Fire 8.0% 2022-23 Adopted Budget (1) General Government Community Services Development Services Information Technology Management Services Neighborhood Resources Non-Departmental Public Safety - Fire Public Safety - Police Public Works & Utilities Debt Service (2) Contingency & Reserves (3) Total General Fund $ $ Personnel & Benefits $ 2022-23 % of Total Adopted 51,422,310 39,384,669 12,189,197 28,778,866 7,486,762 4,557,228 88,142,121 41,842,814 90,841,702 32,183,952 40,656,427 55,823,300 493,309,348 10.4% $ 8.0% 2.5% 5.8% 1.5% 0.9% 17.9% 8.5% 18.4% 6.5% 8.2% 11.3% 100.0% $ 2023-24 Adopted Budget 2023-24 % of Total Adopted % Change Adopted to Adopted 64,262,287 43,476,449 15,387,125 37,763,914 8,188,881 6,700,823 102,024,197 48,980,376 102,363,876 68,480,022 41,367,104 71,515,104 610,510,158 10.5 % 7.1 % 2.5 % 6.2 % 1.3 % 1.1 % 16.7 % 8.0 % 16.8 % 11.2 % 6.8 % 11.7 % 100.0% 25.0 % 10.4 % 26.2 % 31.2 % 9.4 % 47.0 % 15.7 % 17.1 % 12.7 % 112.8 % 1.7 % 28.1 % 23.8% 18.0 % 251,940,259 51.1% $ 297,248,831 48.7 % Operating & Maintenance 105,409,979 21.4% 114,217,096 18.7 % 8.4 % Major Capital 80,135,810 16.2% 127,529,127 20.9 % 59.1 % 55,823,300 11.3% 71,515,104 11.7 % 28.1 % 493,309,348 100.0% $ 610,510,158 100.0% 23.8% (2) Contingency & Reserves (3) Total General Fund (1) $ In FY 2023-24, Cultural Development shifted under General Government. (2) 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. (3) FY 2022-23 includes General Funds of $371,917,111, GO Debt Service Funds of $41,006,427, and General Government Capital Project Funds of $80,385,810; FY 2023-24 includes General Funds of $584,994,001 and GO Debt Service Funds of $34,305,824. 102 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget General Fund Expenditure – by Function The adopted General Fund budget, divided between operating and capital, is shown below. The FY 2023-24 budget reflects an in one-time funding to Public Safety Personnel Retirement System (PSPRS) towards the goal of paying down the unfunded liability, thereby reducing the annual employer contribution sooner. The FY 2023-24 General Fund Capital budget reflects a 59.2% increase primarily due to the increase of capital carryforward when compared to FY 2022-23 in addition to significant capital projects beginning in Public Works and Utilities. The combined operating and capital General Fund change over the prior fiscal year is a 23.8% increase. Operating Budget 2022-23 Adopted Budget (1) General Government $ 2023-24 Adopted Budget % Change Adopted to Adopted 36,809,600 $ 40,898,025 11.1 % Community Services 29,928,146 33,452,125 11.8 % Development Services 10,008,386 10,980,344 9.7 % Information Technology 16,084,234 21,304,000 32.5 % Management Services 7,486,762 8,188,881 9.4 % Neighborhood Resources 4,114,985 6,700,823 62.8 % Non-Departmental 79,383,795 100,261,981 26.3 % Public Safety - Fire 39,238,155 44,819,411 14.2 % Public Safety - Police 83,324,801 92,895,766 11.5 % Public Works & Utilities 10,314,947 10,597,467 2.7 % 316,693,811 $ 370,098,823 16.9% 40,656,427 41,367,104 1.7 % Total Department Operating $ Debt Service Contingency & Reserves Total Operating $ 55,573,300 71,065,104 27.9 % 412,923,538 $ 482,531,031 16.9% Capital Budget 2022-23 Adopted Budget (1) General Government $ 2023-24 Adopted Budget % Change Adopted to Adopted 7,526,499 $ 10,142,350 Community Services 6,024,911 1,733,000 -71.2 % Development Services 855,000 2,277,000 166.3 % Information Technology 7,354,751 5,170,474 -29.7 % 590,000 641,000 8.6 % Public Safety - Fire 897,000 1,450,000 61.6 % Public Safety - Police 3,396,000 3,404,420 0.2 % Non-Departmental Public Works & Utilities Total Major Capital $ Capital Carryforward Contingency & Reserves 34.8 % 10,250,044 36,355,183 254.7 % 36,894,205 $ 61,173,427 65.8% 43,241,605 66,355,700 53.5 % 450,000 80.0 % Total Major Capital Budget $ 80,385,810 $ 250,000 127,979,127 59.2% (2) $ 493,309,348 $ 610,510,158 23.8% Grand Total (1) In FY 2022-23 Cultural Development moved to General Government. (2) FY 2022-23 includes General Funds of $371,917,111, GO Debt Service Funds of $41,006,427, and General Government Capital Project Funds of $80,385,810; FY 2023-24 includes General Funds of $440,788,775, GO Debt Service Funds of $41,742,256, and General Government Capital Project Funds of 127,979,127. 103 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2022-23 Adopted Budget Police Forfeiture $ Regional Transportation Sales Tax Highway User Revenue Local Transportation Assistance 2023-24 Adopted Budget % Change Adopted to Adopted 750,000 $ 750,000 0.0 % 302,000 60,000 -80.1 % 17,744,011 17,000,000 -4.2 % 673,600 673,600 0.0 % Operating Grants 59,484,522 20,037,400 -66.3 % HOME Program Grant 4,580,000 4,580,000 0.0 % Community Development Block Grant 5,680,000 5,680,000 0.0 % PHA Family Sites Grant 850,000 850,000 0.0 % PHA Elderly & Scattered Grant 472,000 472,000 0.0 % PHA Management Grant 490,000 490,000 0.0 % PHA Family Self Sufficiency Grant 172,000 172,000 0.0 % PHA Section 8 Vouchers Grant 7,500,000 7,500,000 0.0 % PHA Capital Program Grant 2,500,000 2,500,000 0.0 % Proceeds Reinvestment Grant 5,150,000 5,150,000 0.0 % PHA Grant Contingency 3,000,000 3,000,000 0.0 % Other Revenues 7,965,500 8,349,300 4.8 % Fund Balance less Transfers In/Out 43,803,418 27,078,287 -38.2 % 161,117,051 $ 104,342,587 -35.2% 2022-23 Adopted Budget 2023-24 Adopted Budget Total Special Revenue Funds $ Expenditures (1) General Government $ % Change Adopted to Adopted 2,186,048 $ 4,096,043 87.4 % Community Services 376,188 291,925 -22.4 % Development Services 737,115 803,232 9.0 % Fire 180,816 - -100.0 % 33,802,803 33,119,000 -2.0 % Non-Departmental 422,400 374,900 -11.2 % Police 809,835 750,000 -7.4 % 26,807,314 35,965,422 34.2 % Neighborhood Resources Public Works & Utilities Contingency & Reserves 95,794,532 28,942,065 -69.8 % 161,117,051 $ 104,342,587 -35.2% Personnel & Benefits 7,648,452 8,042,105 5.1 % Operating & Maintenance 34,789,964 35,889,407 3.2 % Contingency & Reserves 95,794,532 28,942,065 -69.8 % Total Special Revenue Funds $ Capital - Major Total Special Revenue Funds (1) $ 22,884,103 31,469,010 37.5 % 161,117,051 $ 104,342,587 -35.2% Effective July 1, 2023 the Cultural Development Department was moved to General Government. 104 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2022-23 Adopted Budget Water Services $ 2023-24 Adopted Budget % Change Adopted to Adopted 55,951,332 $ 54,568,073 -2.5 % 1,536,370 1,656,500 7.8 % Wastewater Services 115,374,460 141,696,812 22.8 % WW Industrial Process Treatment 16,308,786 15,842,737 -2.9 % Solid Waste Services 18,385,785 18,697,904 1.7 % Reclaimed Water Services Airport Services 858,000 963,988 12.4 % Other Revenues 2,649,609 2,918,490 10.1 % Fund Balance less Transfers In/Out Total Enterprise Operational Funds $ 159,895,521 187,234,454 17.1 % 370,959,863 $ 423,578,958 14.2% 2022-23 Adopted Budget 2023-24 Adopted Budget Expenses Water $ % Change Adopted to Adopted 81,886,763 $ 103,259,298 26.1 % 2,174,283 2,208,891 1.6 % Wastewater 244,315,352 269,758,394 10.4 % WW Industrial Process Treatment 15,676,178 15,205,907 -3.0 % Solid Waste 20,764,728 25,873,079 24.6 % Airport 6,142,559 7,273,389 18.4 % Reclaimed Water Total Enterprise Operational Funds $ 370,959,863 $ 423,578,958 14.2% Personnel & Benefits $ 22,622,650 $ 24,846,529 9.8 % Operating & Maintenance 97,218,881 105,689,543 8.7 % Contingency & Reserves 15,989,625 35,592,752 122.6 % Capital - Major 235,128,707 257,450,134 9.5 % 370,959,863 $ 423,578,958 14.2% Total Enterprise Operational Funds $ 105 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Major Fund Summaries The following tables provide summarized revenue and expenditure totals for the major funds. General Fund (101) FY 2023-24 Revenue Budget Category Property Tax $ Franchise Fee Transaction Privilege Tax Dept/Cost Center FY 2023-24 Expenditure Budget 8,731,611 City Clerk $ 3,471,000 City Magistrate (1) 196,758,400 Other Licenses City Mgr & Organizational Support 1,028,300 836,937 5,400,966 24,901,764 CAPA 3,809,110 State Shared Revenues 127,100,000 Community Services 33,452,125 Charges for Services 19,343,788 Development Services 10,980,344 Miscellaneous Receipts 6,265,601 Information Technology 21,304,000 Court Fines 3,380,400 Law 4,687,089 Fund Balance 218,914,901 Mayor & Council 1,262,159 584,994,001 Management Services 8,188,881 (144,205,226) Neighborhood Resources 6,700,823 Subtotal Resources $ (2) Net Transfers In/Out (2) Non-Departmental 170,951,933 Public Safety - Fire 44,819,411 Public Safety - Police 92,895,766 Public Works & Utilities Total Resources $ 440,788,775 10,597,467 Total Expenditures $ 440,788,775 General Fund Debt Service Fund (310) FY 2023-24 Revenue Budget Category Property Tax $ Interest Income Debt Service 34,130,824 (3) 41,367,104 375,152 - Subtotal Resources $ (2) Net Transfers In/Out Total Resources $ Non-Departmental 175,000 Fund Balance Available FY 2023-24 Expenditure Budget Dept/Cost Center 34,305,824 7,436,432 $ Total Expenditures 41,742,256 $ 41,742,256 General Government Capital Projects Fund (401) FY 2023-24 Revenue Budget Category Fund Balance Available Dept/Cost Center (1) $ - City Mgr & Organizational Support Subtotal Resources $ - Community Services (2) Net Transfers In/Out $ 127,979,127 FY 2023-24 Expenditure Budget $ Development Services Capital 4,406,781 Information Technology 16,459,914 (3) Non-Departmental 2,212,216 Public Safety - Fire 4,160,965 Public Safety - Police 9,468,110 Public Works & Utilities Total Resources (1) $ 127,979,127 23,364,262 10,024,324 Total Expenditures 57,882,555 $ 127,979,127 Effective July 1, 2023 the Cultural Development Department was moved to Organizational Support within the City Manager Department. (2) 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. (3) Includes Contingency & Reserves. 106 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Highway User Revenue Fund (HURF) (215) FY 2023-24 Revenue Budget Category Highway Users Tax $ Interest Income 17,000,000 Transportation Engineering 606,000 Fund Balance Available (1) Net Transfers In/Out Total Resources Non-Departmental 20,646,830 Subtotal Resources $ FY 2023-24 Expenditure Budget Dept/Cost Center $ (2) 803,232 1,245,600 Public Works & Utilities 36,080,333 38,252,830 (123,665) $ 38,129,165 Total Expenditures $ 38,129,165 Local Transportation Assistance Fund (LTAF) (216) FY 2023-24 Revenue Budget Category HB2565 RPTA Grant Funds $ FY 2023-24 Expenditure Budget Dept/Cost Center 673,600 City Mgr & Organizational Support Bus Shelter Revenue 159,600 Non-Departmental 56,300 Interest Income 85,000 Public Works & Utilities 83,549 Fund Balance Available 2,584,678 1,808,063 Subtotal Resources $ (1) Net Transfers In/Out Total Resources $ (2) 2,726,263 (1,736) $ 2,724,527 Total Expenditures $ 2,724,527 Grant Funds (217 thru 240) FY 2023-24 Revenue Budget Category Operating Grants $ Dept/Cost Center FY 2023-24 Expenditure Budget $ 20,037,400 Community Services Home Program 4,580,000 Neighborhood Resources Community Dev Block Grant 5,680,000 Non-Departmental (2) 27,632,637 Public Housing Authority (PHA) 3,737,000 Transportation Policy 1,600,000 Housing Authority Section 8 7,657,000 HUD Grant 2,500,000 Proceeds Reinvestment Projects 10,371,000 Annual Contribution Earned-HUD 3,000,000 Interest 40,000 33,119,000 154,000 Fund Balance 4,744,237 Subtotal Resources $ (1) Net Transfers In/Out Total Resources 62,460,637 (69,000) $ 62,391,637 Total Expenditures $ 62,391,637 Capital Grant Fund (417) FY 2023-24 Revenue Budget Category Grants $ Fund Balance Subtotal Resources $ (1) Net Transfers In/Out Dept/Cost Center (3) FY 2023-24 Expenditure Budget 46,667,193 City Mgr & Organizational Support 49,688,363 Community Services 10,255,689 96,355,556 Development Services Capital 5,109,005 500,000 $ Neighborhood Resources 78,658 Public Safety - Fire 1,340,000 Public Works & Utilities Total Resources (1) $ 96,855,556 Total Expenditures 22,516,596 57,555,608 $ 96,855,556 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 (2) section, for details. Includes Contingency & Reserves. (3) Effective July 1, 2023 the Cultural Development Department was moved to Organizational Support within the City Manager Department. 107 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Water Operating (605) FY 2023-24 Revenue Budget Category Current Water Sales $ 53,633,973 Dept/Cost Center FY 2023-24 Expenditure Budget Buildings and Facilities Capital $ Meter Installation Fees 229,000 Debt Service Connect Fees 352,500 Information Technology Other Charges 352,600 Non-Departmental 14,000 Public Works & Utilities Miscellaneous Receipts Interest 1,073,000 Fund Balance 47,316,415 Subtotal Resources $ (1) Net Transfers In/Out Total Resources 15,749,298 1,639,256 (2) 16,006,355 69,864,389 102,971,488 287,810 $ 103,259,298 Total Expenses $ 103,259,298 Reclaimed Water Operating (612) FY 2023-24 Revenue Budget Category Reclaimed Water Fees $ Interest Income Dept/Cost Center 1,656,500 Non-Departmental 69,000 Fund Balance Available $ Public Works & Utilities 674,800 1,534,091 550,105 Subtotal Resources $ (1) Net Transfers In/Out Total Resources (2) FY 2023-24 Expenditure Budget 2,275,605 (66,714) $ 2,208,891 Total Expenses $ 2,208,891 Wastewater Operating (615) FY 2023-24 Revenue Budget Category Current Sewer Sales $ 51,790,600 Dept/Cost Center FY 2023-24 Expenditure Budget Debt Service $ Service Charges 151,700 Information Technology Other Charges 875,000 Non-Departmental Miscellaneous Receipts 88,890,912 Interest Income 1,388,000 Fund Balance Available 1,327,351 (2) 15,245,237 Public Works & Utilities 234,756,023 119,335,104 Subtotal Resources $ (1) Net Transfers In/Out Total Resources 18,429,783 262,431,316 7,327,078 $ 269,758,394 Total Expenses $ 269,758,394 (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. 108 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Wastewater Industrial Process Treatment (616) FY 2023-24 Revenue Budget Category Intel Surcharge Fees Dept/Cost Center FY 2023-24 Expenditure Budget (2) $ 15,842,737 Non-Departmental Subtotal Resources $ 15,842,737 Public Works & Utilities (1) Net Transfers In/Out Total Resources $ 2,360,000 12,845,907 (636,830) $ 15,205,907 Total Expenses $ 15,205,907 Solid Waste Operating (625) FY 2023-24 Revenue Budget Category Garbage and Refuse Charges $ FY 2023-24 Expenditure Budget Dept/Cost Center 18,182,700 Information Technology 115,000 Non-Departmental Other Revenues 454,294 Public Works & Utilities Interest 288,000 Fund Balance $ (2) Dumping Fees 753,854 3,527,300 21,591,925 7,901,634 Subtotal Resources $ (1) Net Transfers In/Out Total Resources 26,941,628 (1,068,549) $ 25,873,079 Total Expenses $ 25,873,079 Airport Operating (635) FY 2023-24 Revenue Budget Category Tie Down Fees $ Dept/Cost Center FY 2023-24 Expenditure Budget $ 521,000 City Mgr & Organizational Support Sales of Gas and Oil 123,000 Airport Fuel Flowage Fee 80,000 IT Citywide Infrastructure Support Capital Other Revenues 30,988 Non-Departmental Subtotal Resources $ (1) Net Transfers In/Out Total Resources 7,075,933 15,356 (2) 182,100 984,988 6,288,401 $ 7,273,389 Total Expenses $ 7,273,389 (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. 109 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget This page intentionally left blank 110 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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) (1) General Funds 2021-22 Actual 2022-23 Actual* Special Revenue Funds 2023-24 Adopted 2021-22 Actual 2022-23 Actual* Internal Service Funds 2023-24 Adopted 2021-22 Actual 2022-23 Actual* 2023-24 Adopted Budgeted Fund Balance $ 218,915 $ 27,333 $ 8,421 Designated Reserve $ $ 57,772 $ 41,691 67,762 $ 85,105 47,846 $ 50,112 Estimated Beginning Fund Balance 71,750 $ 230,640 $ 278,165 $ 290,665 $ 63,678 $ $ 47,990 $ Revenues: Property Taxes 39,238 41,079 42,862 - - - - - - Local Taxes/Licenses 183,134 207,289 201,258 - - - - - - State Shared Taxes 88,315 105,100 127,100 2,908 681 734 - - - Charges for Service 19,737 20,386 19,344 - - - - - - Enterprise Sales - - - - - - - - - System Development Fees - - - - - - - - - Bond Revenue - - - - - - - - - Miscellaneous 8,645 9,129 9,794 2,645 8,647 8,954 5,373 5,199 6,632 27,995 Intergovernmental Expendable Trust Fund Interfund Transfers In/Out - - - 45,054 69,072 67,404 24,689 23,903 15 7 27 158 72 172 - - - (5,721) (18,594) (136,769) (2,136) 153 (254) 3,633 12,691 15,024 48,628 $ 78,624 $ Total Revenues $ 333,362 $ 364,396 $ 263,616 $ 77,010 $ 33,695 $ 41,793 $ 49,651 Total Available Resources $ 564,002 $ 642,561 $ 482,531 $ 112,307 $ 146,386 $ 104,343 $ 81,685 $ 89,639 $ 58,073 Expenditures: (2) City Manager 19,265 23,448 24,902 1,384 3,280 4,240 1,439 2,102 2,096 City Clerk 1,139 830 837 - - - - - - City Magistrate 3,707 4,991 5,401 507 813 - - - - Communication & Public Affairs 2,824 3,095 3,809 - - - - - - Community Services 25,937 32,095 33,452 961 1,530 292 - - - Development Services 8,577 10,202 10,980 1,224 1,835 803 - - - Information Technology 11,611 17,209 21,304 2,702 5,131 - - - - Law 4,056 4,427 4,687 10 10 - 3,386 7,266 7,645 Management Services 6,668 7,375 8,189 555 873 - 790 1,012 7,882 903 1,191 1,262 78 114 - - - - Neighborhood Resources 4,569 7,163 6,701 20,122 28,089 33,119 - - - Non-Departmental 23,974 52,201 171,327 20 10 28,975 28,224 29,147 40,451 Public Safety - Fire 41,434 43,879 44,819 318 1,044 - - - - Public Safety - Police 80,676 91,713 92,896 3,326 8,817 750 - - - Public Works & Utilities 11,159 11,418 10,597 13,337 9,735 36,164 - - - Debt Service 39,338 40,656 41,367 - - - - - Mayor and Council - Total Expenditures $ 285,838 $ 351,896 $ 482,531 $ 44,545 $ 61,281 $ 104,343 $ 33,839 $ 39,527 $ 58,073 Estimated Ending Fund Balance $ 278,165 $ 290,665 $ $ 67,762 $ 85,105 $ $ 47,846 $ 50,112 $ 41,691 % Change Actual to Estimated 71,750 -75% 57,772 -32% -17% * 2022-23 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. (2) Effective July 1, 2023 the Cultural Development Department was moved to the City Manager Department. 111 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget Summary of Revenues, Expenditures, and Changes in Fund Balance Summary (In Thousands) Capital Project Funds 2021-22 Actual 2022-23 Actual* Grand Total Enterprise Funds 2023-24 Adopted 2021-22 Actual 2022-23 Actual* 2023-24 Adopted 2021-22 Actual 2022-23 Actual* 2023-24 Adopted Budgeted Fund Balance $ 191,900 $ 175,103 $ 621,672 Designated Reserve $ (36,304) $ 49,083 $ 183,992 $ 224,054 $ 224,516 $ 224,186 $ 740,558 $ 792,260 $ 805,664 Estimated Beginning Fund Balance $ 174,195 $ 173,972 $ 155,595 Revenues: Property Taxes - - - - - - 39,238 41,079 42,862 Local Taxes/Licenses - - - 21 21 21 183,155 207,310 201,279 State Shared Taxes - - - - - - 91,223 105,781 127,834 Charges for Service - - - 2,246 2,115 2,311 21,983 22,502 21,655 Enterprise Sales - - - 130,114 131,760 142,286 130,114 131,760 142,286 System Development Fees 15,560 13,007 24,106 - - - 15,560 13,007 24,106 Bond Revenue 33,283 - 209,100 - - - 33,283 - 209,100 Miscellaneous 6,256 5,702 6,266 3,979 11,194 91,727 26,898 39,871 123,373 Intergovernmental 17,144 13,022 46,510 - - - 86,887 105,996 141,909 - - - - - - 173 79 199 377 3,225 109,868 3,864 2,525 12,131 16 - - Expendable Trust Fund Interfund Transfers In/Out Total Revenues $ 34,956 $ 395,849 $ 140,224 $ 147,615 $ 248,476 $ 628,529 $ 667,384 $1,034,603 Total Available Resources $ 246,815 $ 208,928 $ 587,749 $ 364,278 $ 372,131 $ 423,579 $1,369,087 $1,459,644 $1,656,274 72,620 $ Expenditures: (2) City Manager 4,165 2,710 52,531 1,635 1,589 7,076 27,890 33,129 City Clerk - - - - - - 1,139 830 837 City Magistrate - - - - - - 4,214 5,804 5,401 Communication & Public Affairs Community Services 90,845 - 105 - - - - 2,824 3,200 3,809 8,557 5,460 93,520 - - - 35,456 39,084 127,264 Development Services 142 355 11,482 - - - 9,943 12,393 23,265 Information Technology 1,929 1,271 16,460 7 102 3,736 16,249 23,713 41,500 Law - - - - - - 7,451 11,702 12,332 Management Services - - - - - - 8,014 9,260 16,071 Mayor and Council - - - - - - 980 1,305 1,262 156 2,625 79 - - - 24,847 37,877 39,898 Non-Departmental 1,420 13,936 15,092 256 102 37,996 53,894 95,396 293,840 Public Safety - Fire 478 2,956 13,587 - - - 42,229 47,880 58,407 Public Safety - Police 4,149 2,068 16,024 - - - 88,151 102,599 109,670 Public Works & Utilities 51,846 21,846 368,974 105,565 114,491 340,592 181,908 157,490 756,328 - - - 32,300 31,661 34,179 71,638 72,317 75,546 Neighborhood Resources Debt Service Total Expenditures $ 72,843 $ Estimated Ending Fund Balance $ 173,972 $ 155,595 $ (36,304) $ 224,516 $ 224,186 $ % Change Actual to Estimated 53,332 $ 587,749 $ 139,763 $ 147,945 $ 423,579 -123% $ 576,827 $ 653,980 $1,656,274 49,083 $ 792,260 $ 805,664 $ 183,992 -78% -77% * 2022-23 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. (2) Effective July 1, 2023 the Cultural Development Department was moved to the City Manager Department. 112 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 residents. 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. Ø Ø Ø Ø Ø 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 2023-24 Budget anticipates the use of $218.9 million of fund balance to supplement revenue collections to fund estimated expenditures, which results in a 75% 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 $54.9 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 56% decrease for a fund balance of $126.7 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 a $27.3 million (32%) decrease in fund balance for FY 2023-24. Approximately $22.4 million is due to use of accumulated fund balance to support two state shared revenues, HURF and LTAF capital projects. 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 Short-Term 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 $8.4 million (17%) in FY 2023-24. 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 2023-24 shows that almost $191.9 million is needed to supplement the revenue collected to fund one-time Capital Project expenditures for projects in process or new capital projects. The Capital Project fund balance includes a combination of the sources listed above for projects carried forward from prior years. Much of this decrease in fund balance is due to the use of bond proceeds from prior year bond sales and system development/impact fees collected in prior years. Capital projects are typically not completed in one year, resulting in a significant amount of appropriation that is re-appropriated in the next budget year; therefore, the budgeted 123% 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 2023-24 shows that approximately $175.1 million of the fund balance is needed to supplement the revenue collection to offset estimated expenses, including debt service and one-time capital. This results in a budgeted 78% decrease in fund balance over FY 2022-23. The $175.1 million decrease in Enterprise fund balance is mostly 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. 113 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2023-24. 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 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised New Requests/ Reductions Transfers as of 7/1/2023 2023-24 Adopted General Government Mayor and Council 4.500 4.500 5.500 5.500 0.000 0.000 5.500 Communications and Public Affairs 8.000 8.000 8.000 8.000 0.000 0.000 8.000 Video Production 3.000 3.000 3.000 3.000 0.000 0.000 3.000 Print, Mail & Graphics 4.000 4.000 3.000 3.000 0.000 0.000 3.000 15.000 15.000 14.000 14.000 0.000 0.000 14.000 City Clerk 6.000 6.000 5.000 5.000 1.000 0.000 6.000 City Manager Administration 7.000 7.000 8.000 8.000 0.000 1.000 8.000 Communications and Public Affairs Organizational Support Airport 7.000 7.000 7.000 7.000 0.000 0.000 7.000 Buildings and Facilities 44.000 44.000 47.000 47.000 0.000 0.000 47.000 (1) Cultural Development Administration 2.000 2.000 2.000 2.000 0.000 0.000 2.000 Center for the Arts 17.000 17.000 17.000 17.000 0.000 0.000 17.000 Downtown Redevelopment 1.000 1.000 1.000 1.000 0.000 0.000 1.000 Special Events 2.000 2.000 2.000 2.000 0.000 0.000 2.000 Museum 4.000 4.000 4.000 4.000 0.000 0.000 4.000 Diversity, Equity & Inclusion 0.000 0.000 2.000 2.000 0.000 0.000 2.000 Economic Development 6.500 6.500 6.500 6.500 0.000 0.000 6.500 Tourism 1.000 1.000 1.000 1.000 1.000 0.000 2.000 Fleet Services 12.000 12.000 12.000 12.000 0.000 0.000 12.000 Human Resources 23.000 23.000 23.000 23.000 1.000 0.000 24.000 Transportation Policy 3.000 3.000 3.000 3.000 0.000 0.000 3.000 122.500 122.500 127.500 127.500 2.000 0.000 129.500 41.000 42.000 42.000 42.000 0.000 0.000 42.000 28.000 28.000 30.000 30.000 0.000 0.000 30.000 City Magistrate Law Law Liability Litigation 4.000 4.000 4.000 4.000 0.000 0.000 4.000 32.000 32.000 34.000 34.000 0.000 0.000 34.000 228.000 229.000 236.000 236.000 3.000 1.000 239.000 Administration 5.000 8.250 8.250 8.250 0.000 0.000 8.250 Library 62.750 61.750 61.750 61.750 0.000 0.000 61.750 Aquatics 15.500 15.000 15.000 15.000 0.000 0.000 15.000 Park Maintenance and Operations 54.000 54.000 58.000 58.000 5.000 0.000 63.000 Recreation 8.750 7.000 7.000 6.000 0.000 0.000 6.000 Sports and Fitness Facilities 15.375 15.625 15.625 15.625 0.000 0.000 15.625 Nature and Recreation Facilities 12.250 12.250 12.250 13.250 0.000 0.000 13.250 173.625 173.875 177.875 177.875 5.000 0.000 182.875 Subtotal - General Government Community Services (1) Effective July 1, 2023 the Cultural Development Department was moved to Organizational Development within the City Manager Department. 114 Table of Contents City of Chandler Financial and Personnel Overviews 2020-21 Revised 2023-24 Adopted Budget 2021-22 Revised 2022-23 Adopted 2022-23 Revised New Requests/ Reductions Transfers as of 7/1/2023 2023-24 Adopted Development Services Administration 15.000 15.000 15.000 15.000 0.000 0.000 15.000 Planning 23.000 23.000 24.000 24.000 0.000 0.000 24.000 Building Safety 20.000 20.000 20.000 20.000 0.000 0.000 20.000 Transportation Engineering 8.000 8.000 8.000 8.000 0.000 0.000 8.000 Engineering 16.000 17.000 17.000 17.000 0.000 0.000 17.000 82.000 83.000 84.000 84.000 0.000 0.000 84.000 Fire Administration 9.000 9.000 9.000 9.000 0.000 0.000 9.000 Health and Medical Services 10.000 10.000 11.000 11.000 0.000 0.000 11.000 Fire Operations 202.000 206.000 206.000 206.000 8.000 0.000 214.000 9.000 9.000 11.000 11.000 0.000 0.000 11.000 Prevention and Preparedness Fire Support Services 4.000 4.000 4.000 4.000 0.000 0.000 4.000 234.000 238.000 241.000 241.000 8.000 0.000 249.000 IT Service Delivery Mgmt & Admin. 13.000 13.000 13.000 13.000 1.000 0.000 14.000 IT Applications Support 26.000 26.000 26.000 26.000 0.000 0.000 26.000 Information Technology IT Infrastructure & Client Support 19.000 19.000 21.000 21.000 1.000 0.000 22.000 58.000 58.000 60.000 60.000 2.000 0.000 62.000 Administration 4.000 4.000 4.000 4.000 0.000 0.000 4.000 Budget 6.000 6.000 6.000 6.000 0.000 0.000 6.000 Purchasing 6.900 5.900 5.900 5.900 0.000 0.000 5.900 Central Supply 5.100 5.100 5.100 5.100 0.000 0.000 5.100 Accounting 17.000 18.000 18.000 18.000 0.000 0.000 18.000 Tax and License 16.500 16.500 16.500 16.500 0.000 0.000 16.500 Utility Services 11.125 11.125 11.125 11.125 0.000 0.000 11.125 Environmental Management 5.000 5.000 5.000 5.000 0.000 0.000 5.000 71.625 71.625 71.625 71.625 0.000 0.000 71.625 Management Services Neighborhood Resources Neighborhood Resources 2.000 2.000 2.000 2.000 0.000 0.000 2.000 Neighborhood Preservation 15.208 16.208 16.208 16.208 1.000 0.292 17.500 Community Resources 1.000 1.000 0.000 0.000 0.000 0.000 0.000 Housing and Redevelopment 23.500 22.500 22.500 22.500 1.000 0.000 23.500 Community Development 7.292 8.292 8.292 8.292 3.000 (0.292) 11.000 50.000 51.000 49.000 49.000 5.000 0.000 54.000 Administration 10.000 10.000 10.000 10.000 1.000 0.000 11.000 Professional Standards 8.000 7.000 7.000 6.000 1.000 0.000 7.000 Property and Evidence 5.000 5.000 5.000 5.000 0.000 0.000 5.000 Forensic Services 21.000 21.000 21.000 21.000 0.000 0.000 21.000 Field Operations 196.000 195.000 197.000 190.000 0.000 0.000 190.000 Criminal Investigations 87.000 89.000 89.000 103.000 0.000 0.000 103.000 Planning and Research 10.000 5.000 5.000 6.000 0.000 0.000 6.000 Communications 46.000 46.000 47.000 47.000 0.000 0.000 47.000 Technology 10.000 21.000 23.000 16.000 2.000 0.000 18.000 Records 24.000 24.000 24.000 24.000 0.000 0.000 24.000 Detention Services 13.000 13.000 13.000 13.000 1.000 0.000 14.000 Operational Support 75.000 71.000 73.000 73.000 1.000 0.000 74.000 505.000 507.000 514.000 514.000 6.000 0.000 520.000 Police 115 Table of Contents City of Chandler Financial and Personnel Overviews 2020-21 Revised 2023-24 Adopted Budget 2021-22 Revised 2022-23 Adopted 2022-23 Revised New Requests/ Reductions Transfers as of 7/1/2023 2023-24 Adopted Public Works & Utilities Public Works Administration 2.500 2.500 2.500 2.500 0.000 0.000 2.500 Capital Projects 18.000 18.000 20.000 20.000 0.000 0.000 20.000 Streets 40.500 39.500 39.500 39.500 0.000 0.000 39.500 Traffic Engineering 17.000 18.000 18.000 18.000 0.000 0.000 18.000 Street Sweeping 9.000 9.000 9.000 9.000 0.000 0.000 9.000 Utilities Administration 5.500 7.500 7.500 7.500 0.000 1.000 8.500 Solid Waste Services 12.800 12.800 12.800 12.800 0.000 0.000 12.800 Recycling Solid Waste Collection Center 9.400 9.400 9.400 9.400 0.000 0.000 9.400 Water Distribution 28.000 28.000 28.000 28.000 0.000 0.000 28.000 Water Treatment Plant 14.500 13.500 13.500 13.500 0.000 0.000 13.500 Environmental Resources 7.800 7.800 7.800 8.800 0.000 (1.000) 7.800 Water Quality 12.000 12.000 12.000 12.000 0.000 0.000 12.000 Water Systems Maintenance 20.500 20.500 21.500 21.500 0.000 0.000 21.500 Meter Services 10.500 10.500 10.500 9.500 0.000 0.000 9.500 Wastewater Collection 10.000 11.000 11.000 11.000 0.000 0.000 11.000 Ocotillo Brine Reduction Facility 17.000 17.000 17.000 17.000 0.000 0.000 17.000 Lone Butte Wastewater Treatment 1.000 1.000 1.000 1.000 0.000 0.000 1.000 Wastewater Quality 5.000 5.000 5.000 5.000 0.000 0.000 5.000 Airport Water Reclamation Facility 27.000 28.000 26.000 26.000 0.000 0.000 26.000 Ocotillo Water Reclamation Facility CITY AUTHORIZED FTE TOTAL 23.500 20.500 21.500 21.500 0.000 0.000 21.500 291.500 291.500 293.500 293.500 0.000 0.000 293.500 1,693.750 1,703.000 1,727.000 1,727.000 29.000 1.000 1,756.000 Fire Grant Funded Positions 0.000 0.000 2.000 2.000 (2.000) 0.000 0.000 Police Grant Funded Positions 0.000 10.000 10.000 10.000 0.000 0.000 10.000 Total Grant Funded Positions 0.000 10.000 12.000 12.000 (2.000) 0.000 10.000 Fire Early Hire Positions 7.000 11.000 11.000 11.000 3.000 0.000 14.000 Police Early Hire Positions 15.000 15.000 15.000 15.000 0.000 0.000 15.000 Public Works Early Hire Positions 0.000 0.000 2.000 2.000 1.000 0.000 3.000 Total Early Hire Positions 22.000 26.000 28.000 28.000 4.000 0.000 32.000 CITY FTE TOTAL 1,715.750 1,739.000 1,767.000 1,767.000 31.000 1.000 1,798.000 Population * 265,200 268,313 282,628 282,628 285,554 6.5 6.5 6.3 6.3 6.3 Authorized Employees Per 1,000 Population * Population figures are based on updated annual estimates from the Planning Division 116 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2023-24. Department 2023-24 FTE General Government 239.000 Community Services 182.875 Development Services 84.000 Fire 249.000 Information Technology 62.000 Management Services 71.625 Neighborhood Resources 54.000 Police 520.000 Public Works & Utilities 293.500 Total 1,756.000 General Government 14% Public Works & Utilities 17% Community Services 10% Development Services 5% Fire 14% Police 30% Information Technology 4% Neighborhood Resources 3% 117 Management Services 4% Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget FY 2023-24 Position Additions – All Funds City Clerk Department City Clerk (1030) 1.000 City Clerk Records Specialist 1.000 Total City Clerk Department City Manager Department Tourism (1580) 1.000 Tourism Marketing Coordinator Position Human Resources (1250) 1.000 Human Resources Principal AnalystRecruitment and Employee Relations 2.000 Total City Manager Department Community Services Department Park Maintenance and Operations (4530) 5.000 Maintenance/Ops Diamond Sport Complex Tumbleweed Park 5.000 Total Community Services Department Fire Department Fire Operations (2230) 8.000 8 Firefighter Positions - Rover 8.000 Total Fire Department Information Technology Department IT Infrastructure and Client Support (1280) 1.000 IT Security Administrator IT Infrastructure and Client Support (1280) 1.000 Microsoft Office 365 2.000 Total Information Technology Department Neighborhood Resources Community Development (4700) 2.000 Community Navigator Housing and Redevelopment (4650) 1.000 Housing Specialist - Specialty Programs Community Development (4700) 1.000 Community Resources Analyst 1.000 Commercial Code Inspector 5.000 Total Neighborhood Resources Neighborhood Preservation (1061) Police Department Professional Standards (2015) 1.000 Civilianization of Polygraph Examiner Police Administration (2010) 1.000 Civilian Public Information Officer Detention Services (2071) 1.000 Detention Supervisor Technology (2065) 2.000 Police Technology Business Systems Support Analyst and Senior Specialist Operational Support (2080) 1.000 School Resource Police Officer 6.000 Total Police Department 29.000 Grand Total - Additions 118 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 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 2021-22 Actual Expenditures General Fund $ 196,736,500 $ 251,940,259 $ 258,395,547 $ 245,047,471 $ 297,248,831 Ongoing* One-time* Special Revenue Funds $ Ongoing* One-time* (1) Grants Funds $ 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Chg Adj to Adopted 15.0% - 194,768,273 201,223,561 187,875,485 216,199,319 7.4% - 57,171,986 57,171,986 57,171,986 81,049,512 41.8% 4,701,200 $ 4,765,949 $ 4,381,294 $ 5,197,537 9.1% - 4,701,200 4,765,949 4,381,294 5,161,634 8.3% - - - - 35,903 N/A 3,968,401 $ 9,935,837 $ 2,940,604 $ 21,771,583 $ 14,915,066 $ 2,837,710 -87.0% Ongoing* - 2,940,604 21,771,583 14,915,066 2,837,710 -87.0% One-time* - - - - - N/A Internal Service Funds $ 2,755,279 $ 5,067,578 $ 5,108,364 $ 4,944,078 $ 5,332,239 4.4% Ongoing* - 4,717,587 4,758,373 4,594,087 5,265,581 10.7% One-time* - 349,991 349,991 349,991 66,658 -81.0% 22,622,650 $ 23,109,571 $ 22,136,313 $ 24,846,529 7.5% Enterprise Funds $ 20,397,409 $ Ongoing* - 22,220,884 22,707,805 21,734,547 24,844,545 9.4% One-time* - 401,766 401,766 401,766 1,984 -99.5% 6,858 4.8% Trust and Agency Funds $ 2,268 $ 6,648 $ 6,547 $ 2,088 $ Total Ongoing 233,795,694 229,355,196 255,233,818 233,502,567 254,315,647 -0.4% Total One-time - 57,923,743 57,923,743 57,923,743 81,154,057 40.1% Grand Total $ 233,795,694 $ 287,278,939 $ 313,157,561 $ 291,426,310 $ 335,469,704 7.1% * Ongoing and One-time detail not available for FY 2020-21 Actual Expenditures. (1) Grant personnel funds are not considered one-time for this presentation and fluctuate from year to year. 119 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Adopted Budget 120 Table of Contents • Fiscal Year Comparative Summaries of Revenue Sources • Major Revenue Sources with Analysis/Historical Trends City revenues support a variety of services, infrastructure, and community programs. The FY 2023-24 budget includes allocations of state revenues, federal grants, and bond sales. Resources 5 Resources City of Chandler Resources 2023-24 Adopted Budget 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 2022-23 Adopted Budget to the FY 2023-24 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 2023-24 adopted revenue projections. Resources Categorical Comparison 2021-22 Actual Revenues Appropriated Fund Balances $ - $ 2022-23 Adopted Budget 2023-24 Adopted Budget 577,208,635 $ 621,671,883 % Change Adopted to Adopted 7.7% Bond Sales 33,283,028 - 209,100,000 N/A Grants 61,529,072 144,436,997 104,229,593 -27.8% 550,829,638 631,012,904 721,272,909 14.3% 645,641,738 $ 1,352,658,536 $ 1,656,274,385 22.4% Revenues Total Resources $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (282,846,251) $ (340,221,259) (327,606,360) 362,795,487 $ 1,012,437,277 $ 1,328,668,025 31.2 % Resource Comparison 2022-23 Appropriated Fund Balances Bond Sales Grants Revenues 2023-24 0 200 400 600 800 1,000 1,200 1,400 1,600 Millions 122 Table of Contents City of Chandler Resources 2023-24 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: 2022-23 Adopted Budget 2023-24 Adopted Budget 164,046,045 $ 218,914,901 33.4 % Enterprise 152,765,800 175,103,258 14.6 % Special Revenue 77,815,677 76,920,493 -1.2 % System Development Fees 52,067,106 48,068,951 -7.7 % Capital/Technology Replacement 2,214,140 9,447,818 326.7 % 122,431,378 84,548,547 -30.9 % 5,737,541 8,421,479 46.8 % 130,948 246,436 88.2 % 621,671,883 7.7% General $ Bonds Self-Insurance Other Total $ 577,208,635 $ % Change Adopted to Adopted Resource Comparison General 2022-23 Enterprise Special Revenue System Development Fees Capital/Technology Replacement Bonds 2023-24 Self-Insurance Other 0 50 100 150 200 250 300 350 400 450 500 550 600 Millions 123 Table of Contents City of Chandler Resources 2023-24 Adopted Budget Bond Sales Bond sales are used to finance various public infrastructure capital projects. General Obligation Bonds 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. Refunding Bonds 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. No refunding bonds are anticipated in the new year’s budget, although an early payoff of Water/Wastewater debt is anticipated. Anticipated Bond Sales 2022-23 Adopted Budget 2023-24 Adopted Budget % Change Adopted to Adopted Streets - % $ 42,000,000 N/A Stormwater/Sewer - % 3,250,000 N/A Parks - % 65,050,000 N/A Library - % 1,600,000 N/A Public Building - % 2,600,000 N/A Police - % 700,000 N/A Fire - % 4,500,000 N/A Water - % 71,550,000 N/A Wastewater - % 17,850,000 N/A Total -% $ 209,100,000 N/A Bond Authorization As of July 1, 2023, available voter authorization will be as follows. Type of Voter Approved Debt Parks/Recreation Available Authorization $ Anticipated Bond Sales in FY 2023-24 Total Remaining Authorization 116,860,000 $ 65,050,000 $ Library 5,245,000 1,600,000 51,810,000 3,645,000 Public Buildings 43,530,000 2,600,000 40,930,000 Streets 139,951,000 42,000,000 97,951,000 Stormwater 3,529,000 3,250,000 279,000 Public Safety - Fire 19,066,000 4,500,000 14,566,000 Public Safety - Police 55,880,000 700,000 55,180,000 Airport 494,000 - 494,000 Landfill 4,935,000 - 4,935,000 Total $ 389,490,000 $ 119,700,000 $ 269,790,000 Other Debt* Water $ Wastewater Total: $ - $ 71,550,000 $ - - 17,850,000 - - $ 89,400,000 $ - * Other Debt includes Revenue Obligation debt or Excise Tax Revenue Obligation debt that does not require voter approval and may be authorized by Council as described in the City's Debt Management policy. This debt is paid by dedicated Water and Wastewater user fees. 124 Table of Contents City of Chandler Resources 2023-24 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. Grants Categorical Comparison 2021-22 Actual Revenues Community Services $ (1) Neighborhood Resources (1) Housing & Community Development Public Safety 261,998 $ (2) $ - -100.0 % 37,525,000 0.0 % 960,163 - - N/A - - - N/A 6,993,123 - 1,600,000 N/A 14,484,522 18,397,400 27.0 % 27,398,158 $ 97,009,522 $ 57,562,400 -40.7% 500,000 -94.0 % - -100.0 % - $ 8,275,000 $ - 3,600,000 159,281 - - N/A - - 1,340,000 N/A 15,868,034 27,038,394 19,453,110 -28.1 % 1,289,843 8,514,081 13,987,809 64.3 % Development Services Neighborhood Resources Public Safety Public Works & Utilities (2) Other Grants (4) N/A 37,525,000 - Community Services 40,000 45,000,000 Non-Departmental $ - $ % Change Adopted to Adopted 6,705,181 (3) Operating Grants Subtotal 2023-24 Adopted Budget 12,477,693 Public Works & Utilities - Utilities Other Grants 2022-23 Adopted Budget Capital Grants Subtotal $ 17,317,158 $ 47,427,475 $ 35,280,919 -25.6% Total Grants $ 44,715,316 $ 144,436,997 $ 92,843,319 -35.7% Carryforward from Prior Years $ - $ 32,158,969 $ 61,574,637 91.5 % Total Grant Appropriation $ 44,715,316 $ 176,595,966 $ 154,417,956 -12.6% (1) 2022-23 Adopted Budget includes additional federal grant funding in Neighborhood Resources. (2) Other Grants includes Airport, City Manager, Cultural Development, City Magistrate, Communications and Public Affairs, Economic Development, Law and Transportation Policy when applicable. (3) 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. (4) 2022-23 Adopted Budget includes appropriation from the American Rescue Plan Act (ARPA) grant. 125 . Table of Contents City of Chandler Resources 2023-24 Adopted Budget Summary of Revenues Revenues were projected for the FY 2023-24 budget by taking multiple factors into consideration including direct source information, economic conditions, past trends, anticipated future trends, and FY 2022-23 estimated revenues. Local Taxes and Licenses $ Franchise Fees Transaction Privilege License Tax Other Licenses State/County Shared Revenue 2020-21 Actual Revenues 2021-22 Actual Revenue 2022-23 Adopted Revenue 2022-23 Estimated Revenue 2023-24 Adopted Revenue % Change Adopted to Adopted 160,170,872 $ 183,155,417 $ 179,247,900 $ 207,309,700 $ 201,278,700 12.3% 3,615,294 3,652,812 3,451,000 3,630,000 3,471,000 0.6 % 0.5 % 155,570,794 178,500,098 174,881,400 202,679,400 196,779,400 12.5 % 27.3 % 984,784 1,002,507 915,500 1,000,300 1,028,300 12.3 % 0.1 % % of Total 27.9% 102,099,924 110,682,933 107,544,611 122,580,556 144,833,600 34.7% 20.1% State Shared Sales Tax 30,982,818 38,801,443 32,000,000 39,000,000 39,000,000 21.9 % 5.4 % Vehicle License Tax 12,392,308 12,225,576 13,500,000 13,000,000 13,000,000 -3.7 % 1.8 % Highway User Tax 18,108,310 19,460,326 17,744,011 16,800,000 17,000,000 -4.2 % 2.4 % Regional Transportation Sales Tax 2,226,568 2,210,634 302,000 6,956 60,000 -80.1 % 0.0 % Urban Revenue Sharing 37,324,127 36,011,056 42,720,000 52,000,000 74,000,000 73.2 % 10.3 % Lottery Entitlement 809,091 697,052 673,600 673,600 673,600 0.0 % 0.1 % Smart and Safe Shared Revenue 256,702 1,276,846 605,000 1,100,000 1,100,000 81.8 % 0.2 % Charges for Services 16,945,552 19,811,307 19,600,100 21,016,236 20,093,788 2.5% 2.8% Engineering Fees 1,422,805 1,484,489 1,469,100 1,652,700 1,508,700 2.7 % 0.2 % Building Division Fees 7,629,986 8,768,655 7,665,000 9,005,000 7,665,000 0.0 % 1.1 % 306,668 339,962 299,500 319,906 299,100 -0.1 % 0.0 % 4,656,454 5,414,453 6,485,600 6,513,300 6,914,702 6.6 % 1.0 % 344,880 380,141 357,000 336,000 331,500 -7.1 % 0.0 % 2,584,759 3,423,607 3,323,900 3,189,330 3,374,786 1.5 % 0.5 % Miscellaneous Receipts 30,441,504 22,943,254 82,620,870 29,504,582 112,787,691 36.5% 15.6% (1) 395,822 1,818,547 700,000 573,864 710,000 1.4 % 0.1 % Other Receipts 15,982,972 10,496,643 69,986,370 15,051,813 96,401,603 37.7 % 13.4 % Interest on Investments 10,474,546 6,504,484 7,770,500 9,085,500 11,354,000 46.1 % 1.6 % 912,507 961,308 890,400 964,505 941,688 5.8 % 0.1 % 2,675,657 3,162,272 3,273,600 3,828,900 3,380,400 3.3 % 0.5 % Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees Sale of Fixed Assets (2) Leases Court Fines Enterprise Revenue 138,315,177 131,603,108 144,026,672 133,104,267 143,835,514 -0.1% 19.9% Water Sales 57,555,353 52,514,015 54,842,850 52,065,500 53,633,973 -2.2 % 7.4 % Wastewater Service 59,078,131 57,919,708 66,962,770 59,232,000 67,633,337 1.0 % 9.4 % Reclaimed Water Fees 1,961,244 1,518,942 1,536,370 1,592,500 1,656,500 7.8 % 0.2 % Solid Waste Service 17,047,079 17,297,726 18,149,481 17,963,900 18,397,700 1.4 % 2.6 % Other Utility Charges 2,494,461 2,246,055 2,392,701 2,115,367 2,311,004 -3.4 % 0.3 % 178,909 106,662 142,500 135,000 203,000 42.5 % 0.0 % Airport Fuel Sales System Development Fees 20,371,157 15,559,762 26,536,000 13,007,000 24,106,000 -9.2% 3.3% Water 5,160,606 4,239,339 6,300,000 1,170,000 6,300,000 0.0 % 0.9 % Wastewater 7,146,259 6,289,392 10,100,000 2,010,000 10,100,000 0.0 % 1.4 % General Government Impact Fees 8,064,292 5,031,031 10,136,000 9,827,000 7,706,000 -24.0 % 1.1 % 4.4% Interfund Charges 27,635,495 27,836,001 30,357,947 27,326,437 31,475,181 3.7% Property Tax 36,768,501 39,237,511 41,078,804 41,078,804 42,862,435 4.3% 5.9% 532,748,182 $ 550,829,293 $ 631,012,904 $ 594,927,582 $ 721,272,909 14.3% 100.0% Total Revenue $ (1) This category includes receipt of developer contributed infrastructure of $5,716,970 in FY 2020-21 Actual Revenue, $341,564 in FY 2021-22 Actual Revenue, $6,364,058 in FY 2022-23 Estimated Revenue, and $88,879,512 in FY 2023-24 Proposed Revenue. (2) This category includes revenue from Intel Corporation's reimbursement for operation of the Ocotillo Brine Reduction Facility. Amounts reported include reimbursements of $8,630,000 in FY 2020-21 Actual Revenue, $7,472,175 in FY 2021-22 Actual Revenue, $16,308,786 in FY 2022-23 Adopted Revenue, $9,200,000 in FY 2022-23 Estimated Revenue, and $15,842,737 in FY 2023-24 Adopted Revenue. Also included are anticipated significant developer contributed infrastructure repayments of $63,725,000 in FY 2022-23 and $88,879,512 in FY 2023-24 . 126 Table of Contents City of Chandler Resources 2023-24 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. The FY 2021-22 increase is due to higher sales from all franchisees. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection reflecting anticipated collections under the agreements. Projection: The FY 2023-24 adopted budget is based upon specific industry projections. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 3,432,995 -0.1 2020-21 3,615,294 5.3 2021-22 3,652,812 1.0 2022-23 (Estimate) 3,630,000 -0.6 2023-24 (Adopted ) 3,471,000 -4.4 Actual Estimate/Adopted $4 Millions $3 $2 $1 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 127 Table of Contents City of Chandler Resources 2023-24 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 use tax. It is primarily calculated on gross receipts from taxable activities, but there are 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 2019-20 and FY 2020-21, there was slow but steady growth in this category. The FY 2021-22 increase is due to stronger than anticipated retail TPT collections during the pandemic. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection reflecting continued strong spending and positive economic conditions. Projection: The FY 2023-24 adopted budget reflects an increase from estimated FY 2022-23 collections as spending slows slightly due to projects winding down and inflationary conditions starting to wain. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 140,724,707 9.7 2020-21 155,570,794 10.5 2021-22 178,500,098 14.7 2022-23 (Estimate) 202,679,400 13.5 2023-24 (Adopted ) 196,779,400 -2.9 Actual Estimate/Adopted $250 Millions $200 $150 $100 $50 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 128 Table of Contents City of Chandler Resources 2023-24 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 2022-23 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). 2019-20 Actual Category (1) Contracting 2020-21 Actual 2021-22 Actual 2022-23 Adopted 2022-23 Estimated 2023-24 Adopted % chg Est 2022-23 to 2023-24 $ 13,667,589 $ 14,291,652 $ 17,310,576 $ 18,060,000 $ 27,500,000 $ 22,000,000 (2) General Retail 64,154,359 (3) General Retail - To Airport 74,897,527 85,001,177 82,000,000 93,000,000 -20.0 % 93,000,000 0.0 % 15,521 16,516 21,379 23,000 21,000 21,000 0.0 % Restaurant/Bar 12,065,697 12,842,386 16,186,585 15,885,000 17,000,000 17,000,000 0.0 % Utilities 14,175,575 15,219,916 15,693,029 17,000,000 18,100,000 18,100,000 0.0 % Telecommunications 2,351,801 1,796,135 1,579,834 1,550,000 1,550,000 1,550,000 0.0 % Rentals - Real 18,088,282 18,984,981 20,798,188 21,115,000 23,100,000 23,100,000 0.0 % Rentals - Personal 4,303,935 3,728,482 4,154,766 4,160,000 5,000,000 5,000,000 0.0 % Hotel/Motel 3,647,202 3,114,795 5,845,521 4,680,000 5,700,000 5,700,000 0.0 % Publishing/Other 128,021 195,636 201,544 200,000 200,000 200,000 0.0 % Amusements 1,048,280 754,428 1,319,845 1,050,000 1,300,000 1,300,000 0.0 % Use Tax 5,433,275 7,656,467 6,822,068 7,500,000 8,000,000 8,000,000 0.0 % Privilege Tax Interest 5,802 5,443 492 200 200 200 0.0 % Excise Tax Refunds 8,230 8,230 8,230 8,200 8,200 8,200 0.0 % Audit Assessments 1,215,915 1,552,978 3,076,314 1,250,000 1,800,000 1,400,000 -22.2 % 415,223 505,223 480,550 400,000 400,000 400,000 0.0 % Subtotal $140,724,707 $155,570,795 $178,500,098 $174,881,400 $202,679,400 $196,779,400 -2.9% Privilege License Penalties (4) License Fees 97,435 97,435 97,246 90,000 100,000 100,000 0.0 % Grand Total $140,822,142 $155,668,230 $178,597,344 $174,971,400 $202,779,400 $196,879,400 -2.9 % (1) Contracting includes sales tax collections on all construction activity. (2) General Retail includes, but is not limited to, Car and Truck, 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. 129 Table of Contents City of Chandler Resources 2023-24 Adopted Budget Source: Other Licenses Summary: Revenue from Other Licenses is comprised of the nine categories of licenses detailed below, accompanied by the FY 2023-24 adopted budget for each category: • Alcoholic Beverage Licenses $ 410,000 • Professional & Occupation Licenses $ 10,000 • Business Registrations 390,000 • Peddlers and Vendors Licenses 7,000 • License Fees 100,000 • Amusement Licenses 1,300 • Alarm Permits 85,000 • Cable License Applications 10,000 • Second Hand and Junk Licenses 12,000 • Shared Mobility License Applications 3,000 This revenue may be expended for any municipal public purpose. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2020-21 reflects decreases in almost all categories, with the most significant decline in Alcoholic Beverage Licenses, which then rebounded in FY 2021-22. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends, and reflects lower Alarm Permits revenue. Projection: The FY 2023-24 adopted budget reflects a normal level of activity for all categories. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 731,848 -33.2 2020-21 984,784 34.6 2021-22 1,002,507 1.8 2022-23 (Estimate) 1,000,300 -0.2 2023-24 (Adopted ) 1,028,300 2.8 Actual Estimate/Adopted $1,500 Thousands $1,000 $500 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 130 Table of Contents City of Chandler Resources 2023-24 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. This State Shared sales tax is often referred to as Voter Authorized Local Revenue (VALR). Beginning in FY 2021-22, the impact of the updated Census figures along with 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, with stronger than anticipated revenues during the pandemic. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection reflecting continual strong spending. Projection: The FY 2023-24 adopted budget is based on historical analysis and information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 26,597,361 4.2 2020-21 30,982,818 16.5 2021-22 38,801,443 25.2 2022-23 (Estimate) 39,000,000 0.5 2023-24 (Adopted ) 39,000,000 0.0 Actual Estimate/Adopted $45 $40 $35 Millions $30 $25 $20 $15 $10 $5 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 131 Table of Contents City of Chandler Resources 2023-24 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 2021-22, the impact of the updated Census figures along with 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 2022-23 year-end estimate is an eight-month actual and four-month projection. Projection: The FY 2023-24 adopted budget is based on information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 10,917,423 -0.2 2020-21 12,392,308 13.5 2021-22 12,225,576 -1.3 2022-23 (Estimate) 13,000,000 6.3 2023-24 (Adopted ) 13,000,000 0.0 Actual Estimate/Adopted $15 Millions $12 $9 $6 $3 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 132 Table of Contents City of Chandler Resources 2023-24 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 2021-22, the impact of the updated Census figures along with 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. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget is based on projections provided by both the League of Arizona Cities and Towns and Arizona Department of Revenue. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 16,996,911 -1.8 2020-21 18,108,310 6.5 2021-22 19,460,326 7.5 2022-23 (Estimate) 16,800,000 -13.7 2023-24 (Adopted ) 17,000,000 1.2 Actual Estimate/Adopted $25 Millions $20 $15 $10 $5 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 133 Table of Contents City of Chandler Resources 2023-24 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. A proposed extension of this tax is scheduled to go to voters in the fall of 2023. 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 2019-20, FY 2020-21, and FY 2021-22 represent actual reimbursements. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on the published ALCP schedule. Projection: The FY 2023-24 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 Amount 2019-20 $ % Inc/(Dec) 1,153,237 33.1 2020-21 2,226,568 93.1 2021-22 2,210,634 -0.7 2022-23 (Estimate) 6,956 -99.7 2023-24 (Adopted ) 60,000 762.6 Actual Estimate/Adopted $3 Millions $2 $1 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 134 Table of Contents City of Chandler Resources 2023-24 Adopted Budget Source: Urban Revenue Sharing Summary: This State shared revenue is the City's share of state income tax receipts. Historically, 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, however, with the passing of the flat tax for individuals the shared percentage was increased from 15% to 18% beginning in FY 2023-24. While the percentage is increasing, the full effect of the tax reductions won’t be seen until the following year as they begin to step down to the new flat percentage rate. Therefore, one-time increases are anticipated in the next two years as the lower rates are fully implemented to get to the more normalized revenue sharing amount. Beginning in FY 2020-21, the impact of the updated Census figures along with legislation regarding population used for distribution of state shared revenues is in effect. Each year the population changes in the City are 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 2022-23 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 2020. Projection: The FY 2023-24 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 2020. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 33,255,159 8.3 2020-21 37,324,127 12.2 2021-22 36,011,056 -3.5 2022-23 (Estimate) 52,000,000 44.4 2023-24 (Adopted ) 74,000,000 42.3 Actual Estimate/Adopted $80 $70 $60 Millions $50 $40 $30 $20 $10 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 135 Table of Contents City of Chandler Resources 2023-24 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. FY 2021-22 includes receipt of an additional transit grant. The FY 2022-23 year-end estimate is an eight-month actual and fourmonth projection based on historical trends. Projection: The FY 2023-24 adopted budget is based on projections provided by the Regional Public Transportation Authority. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 673,598 0.0 2020-21 809,091 20.1 2021-22 697,052 -13.8 2022-23 (Estimate) 673,600 -3.4 2023-24 (Adopted ) 673,600 0.0 Actual Estimate/Adopted $1,000 Thousands $800 $600 $400 $200 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 136 Table of Contents City of Chandler Resources 2023-24 Adopted Budget Source: Smart and Safe Shared Revenue Summary: Distribution from the Smart and Safe Arizona Fund to the City began with the passing of Proposition 207 (Smart and Safe Act which legalized adult-use marijuana) on November 3, 2020. On or before June 30 and December 31 of each year, the State Treasurer transfers monies from the Smart and Safe Arizona Fund in excess of the costs to administer this program based on ARS § 36-2856.C. The percent distributed to municipal police and fire departments is based on the number of enrolled members in the Public Safety Personnel Retirement System (PSPRS). This revenue may be expended for “justice reinvestment programs,” including public and behavioral health, and substance use prevention and treatment. Analysis: The data below reflects the initial distribution of actual revenue, and the FY 2022-23 year-end estimate which is an eight-month actual and four-month projection. Projection: The FY 2023-24 adopted budget is based on the FY 2022-23 estimate. Fiscal Year Amount 2019-20 $ % Inc/(Dec) - 0.0 2020-21 256,702 0.0 2021-22 1,276,846 397.4 2022-23 (Estimate) 1,100,000 -13.9 2023-24 (Adopted ) 1,100,000 0.0 Actual Estimate/Adopted $1,400 $1,200 Thousands $1,000 $800 $600 $400 $200 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 137 Table of Contents City of Chandler Resources 2023-24 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 2020-21 reflects a spike in encroachment permits, which return to a normal level of collections in FY 2021-22. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection reflecting a continued normal level of revenue collection. Projection: The FY 2023-24 adopted budget reflects an overall continued normal level of revenue collection. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 1,664,306 15.8 2020-21 1,422,805 -14.5 2021-22 1,484,489 4.3 2022-23 (Estimate) 1,652,700 11.3 2023-24 (Adopted ) 1,508,700 -8.7 Actual Estimate/Adopted $2,000 Thousands $1,500 $1,000 $500 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 138 Table of Contents City of Chandler Resources 2023-24 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. The FY 2019-20 increases occurred for all fees except sign fees. FY 2020-21 reflects increased inspection fees. FY 2021-22 reflects lower levels of building permits. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on anticipated building permit revenue tied to development activity. Projection: The FY 2023-24 adopted budget reflects lower building permits. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 9,263,257 8.9 2020-21 7,629,986 -17.6 2021-22 8,768,655 14.9 2022-23 (Estimate) 9,005,000 2.7 2023-24 (Adopted ) 7,665,000 -14.9 Actual Estimate/Adopted $12 Millions $9 $6 $3 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 139 Table of Contents City of Chandler Resources 2023-24 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 2021-22 reflects a new lower level of collections for all fees. FY 2021-22 reflects a reduction in site development plan review fees. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on anticipated development projects. Projection: The FY 2023-24 adopted budget reflects a steady lowering level of revenue from development projects. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 330,068 3.0 2020-21 306,668 -7.1 2021-22 339,962 10.9 2022-23 (Estimate) 319,906 -5.9 2023-24 (Adopted ) 299,100 -6.5 Actual Estimate/Adopted $400 Thousands $300 $200 $100 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 140 Table of Contents City of Chandler Resources 2023-24 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 school resource officers (SROs) for Chandler, Kyrene, and Mesa public schools located within City limits. 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 2021-22 reflects a reduced level of asset forfeiture revenue reimbursement. FY 2020-21 reflects a significant amount of asset forfeiture revenue reimbursement. FY 2021-22 reflects funding for one additional SRO in CUSD offset by a significant reduction in asset forfeiture revenue reimbursement. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget anticipates increases in fire contractual services and ambulance services, as well as additional asset forfeiture revenue reimbursement. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 6,940,640 37.7 2020-21 4,656,454 -32.9 2021-22 5,414,453 16.3 2022-23 (Estimate) 6,513,300 20.3 2023-24 (Adopted ) 6,914,702 6.2 Actual Estimate/Adopted $9 Millions $6 $3 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 141 Table of Contents City of Chandler Resources 2023-24 Adopted Budget Source: Library Revenues Summary: Library Revenues are derived primarily from room reservation fees; copier fees; and annual charges to cardholders who live outside Maricopa County and do not work or attend school in Chandler; fees related to damaged items; and returned check fees and other administrative fees . 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. FY 2020-21 reflects the inclusion of copier fees charged by the library which were previously reported in the Other Receipts category. FY 2021-22 reflects decreases in library fines and copier fees due to library closures during the pandemic. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget reflects the elimination of library fines. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 407,909 5.2 2020-21 344,880 -15.5 2021-22 380,141 10.2 2022-23 (Estimate) 336,000 -11.6 2023-24 (Adopted ) 331,500 -1.3 Actual Estimate/Adopted $500 Thousands $400 $300 $200 $100 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 142 Table of Contents City of Chandler Resources 2023-24 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. Revenues from citywide special events are also included in this category. 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 2019-20 revenues declined mainly due to lower amounts received from ball field rentals. FY 2020-21 revenues decreased due to facility closures at the end of the fiscal year due to the pandemic. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends and reflects a full year of revenue from Tumbleweed Recreation Center. Projection: The FY 2023-24 adopted budget reflects anticipated additional programming through partnerships with local schools. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 2,659,586 25.0 2020-21 2,584,759 -2.8 2021-22 3,423,607 32.5 2022-23 (Estimate) 3,189,330 -6.8 2023-24 (Adopted ) 3,374,786 5.8 Actual Estimate/Adopted $4 Millions $3 $2 $1 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 143 Table of Contents City of Chandler Resources 2023-24 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 2019-20 revenues reflect the receipt of $27 million in federal CARES Act funds. FY 2020-21 reflect $2.7 million in federal CARES Act funds, as well as developer contributions for capital improvement projects. The FY 2023-24 year-end estimate is an eight- month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget includes anticipated significant developer contributions for capital improvement projects. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 35,493,146 408.8 2020-21 15,982,972 -55.0 2021-22 10,496,643 -34.3 2022-23 (Estimate) 15,051,813 43.4 2023-24 (Adopted ) 96,401,603 540.5 Actual Estimate/Adopted $120 $100 Millions $80 $60 $40 $20 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 144 Table of Contents City of Chandler Resources 2023-24 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 attributable to the sale of bonds or completion of capital projects, which affect the balance of funds on which interest accrues. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on current rates of return, along with the amount of idle funds invested starting to decline. Projection: The FY 2023-24 adopted budget is based on market rate projections reflecting the current Federal Funds rate used in conjunction with the estimated amount of idle funds invested. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 17,977,155 61.6 2020-21 10,474,546 -41.7 2021-22 6,504,484 -37.9 2022-23 (Estimate) 9,085,500 39.7 2023-24 (Adopted ) 11,354,000 25.0 Actual Estimate/Adopted $20 Millions $15 $10 $5 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 145 Table of Contents City of Chandler Resources 2023-24 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 2023-24 adopted budget for each category: $ 540,988 • Airport T-Hangars, Tie-Downs, T-Shades and Other Charges • Airport Leases 220,000 • Wireless Communication Leases 144,000 • Miscellaneous Property Leases 36,700 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 2020-21 shows an increase due to billing for a new lease agreement. FY 2021-22 reflects lower property rentals due to the end of a property lease. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on existing leases. Projection: The FY 2023-24 adopted budget reflects revenues from a continuation of existing leases. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 975,570 11.0 2020-21 912,507 -6.5 2021-22 961,308 5.3 2022-23 (Estimate) 964,505 0.3 2023-24 (Adopted ) 941,688 -2.4 Actual Estimate/Adopted $1,200 Thousands $900 $600 $300 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 146 Table of Contents City of Chandler Resources 2023-24 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 2019-20 and FY 2020-21 reflect slight declines to photo red light program revenues. FY 2021-22 reflects reduced amounts of court administration fees. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on a return to a normal level of activity. Projection: The FY 2023-24 adopted budget assumes a normal level of activity for a full fiscal year. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 3,099,331 -14.3 2020-21 2,675,657 -13.7 2021-22 3,162,272 18.2 2022-23 (Estimate) 3,828,900 21.1 2023-24 (Adopted ) 3,380,400 -11.7 Actual Estimate/Adopted $5 Millions $4 $3 $2 $1 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 147 Table of Contents City of Chandler Resources 2023-24 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. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget reflects a 2% revenue increase effective January 1, 2024, to support debt service related to new and expanded water facilities and a small measure of new customers. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 53,523,300 4.3 2020-21 57,555,353 7.5 2021-22 52,514,015 -8.8 2022-23 (Estimate) 52,065,500 -0.9 2023-24 (Adopted ) 53,633,973 3.0 Actual Estimate/Adopted $60 Millions $45 $30 $15 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 148 Table of Contents City of Chandler Resources 2023-24 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. The FY 2022-23 estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget reflects a 4% revenue increase effective January 1, 2024, to support debt service related to new and expanded wastewater facilities and additional flows from industrial customers. Fiscal Year WW Portion % Inc/(Dec) 2019-20 $ 50,796,296 6.0 2020-21 50,448,131 2021-22 OBRF Portion Total Amount % Inc/(Dec) 8,025,876 46.6 $ 58,822,172 10.2 -0.7 8,630,000 7.5 59,078,131 0.4 50,447,533 0.0 7,472,175 -13.4 57,919,708 -2.0 2022-23 (Estimate) 50,032,000 -0.8 9,200,000 23.1 59,232,000 2.3 2023-24 (Adopted ) 51,790,600 3.5 15,842,737 72.2 67,633,337 14.2 Actual $ % Inc/(Dec) Estimate/Adopted $80 Millions $60 $40 $20 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 149 Table of Contents City of Chandler Resources 2023-24 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. The FY 2022-23 estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget reflects an 8% rate increase effective January 1, 2024 and anticipated reduced use. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 1,728,366 -0.9 2020-21 1,961,244 13.5 2021-22 1,518,942 -22.6 2022-23 (Estimate) 1,592,500 4.8 2023-24 (Adopted ) 1,656,500 4.0 Actual Estimate/Adopted Millions $2 $1 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 150 Table of Contents City of Chandler Resources 2023-24 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 2020-21 reflects a 6% rate increase which was effective January 1, 2020, to support increased hauling contract and recycling operating costs. The FY 2022-23 year-end estimate is an eight-month actual and four-month projection. Projection: The FY 2023-24 adopted budget reflects higher hauling contract and recycling costs related to the global demand reduction for recycled materials, and a 6% revenue increase effective January 1, 2024. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 16,356,850 3.8 2020-21 17,047,079 4.2 2021-22 17,297,726 1.5 2022-23 (Estimate) 17,963,900 3.9 2023-24 (Adopted ) 18,397,700 2.4 Actual Estimate/Adopted $20 Millions $15 $10 $5 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 151 Table of Contents City of Chandler Resources 2023-24 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 2019-20 reflects lower wastewater service charges, while FY 2020-21 shows higher revenues from increased construction. The FY 2022-23 estimate is an eight-month actual and four-month projection based on historical trends and reflects lower water meter installations. Projection: The FY 2023-24 adopted budget reflects a steady amount of revenue collections. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 2,507,547 6.4 2020-21 2,494,461 -0.5 2021-22 2,246,055 -10.0 2022-23 (Estimate) 2,115,367 -5.8 2023-24 (Adopted ) 2,311,004 9.2 Actual Estimate/Adopted $3 Millions $2 $1 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 152 Table of Contents City of Chandler Resources 2023-24 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 2022-23 year-end estimate is an eight-month actual and four-month projection reflecting current development activity. Projection: The FY 2023-24 adopted budget reflects current development activity with a significant industrial investment. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 5,410,398 -17.1 2020-21 5,160,606 -4.6 2021-22 4,239,339 -17.9 2022-23 (Estimate) 1,170,000 -72.4 2023-24 (Adopted ) 6,300,000 438.5 Actual Estimate/Adopted $9 Millions $6 $3 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 153 Table of Contents City of Chandler Resources 2023-24 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 2022-23 year-end estimate is an eight-month actual and four-month projection reflecting current development activity. Projection: The FY 2023-24 adopted budget reflects current development activity with a significant industrial investment. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 7,188,125 -3.4 2020-21 7,146,259 -0.6 2021-22 6,289,392 -12.0 2022-23 (Estimate) 2,010,000 -68.0 2023-24 (Adopted ) 10,100,000 402.5 Actual Estimate/Adopted $12 Millions $9 $6 $3 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 154 Table of Contents City of Chandler Resources 2023-24 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 2023-24 adopted budget for each category: • • Arterial Streets Parks • Fire $ 6,000,000 449,000 • • Police Public Buildings 553,000 • Library $ 312,000 277,000 115,000 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-ofway 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 2022-23 year-end estimate is an eightmonth actual and four-month projection reflecting current development activity. Projection: The FY 2023-24 adopted budget reflects current development activity. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 8,730,973 -3.2 2020-21 8,064,292 -7.6 2021-22 5,031,031 -37.6 2022-23 (Estimate) 9,827,000 95.3 2023-24 (Adopted ) 7,706,000 -21.6 Actual Estimate/Adopted $12 Millions $9 $6 $3 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 155 Table of Contents City of Chandler Resources 2023-24 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 2022-23 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2023-24 adopted budget reflects increased levels of contributions for all revenues in this category. Fiscal Year Amount 2019-20 $ % Inc/(Dec) 27,718,801 -1.1 2020-21 27,635,495 -0.3 2021-22 27,836,001 0.7 2022-23 (Estimate) 27,326,437 -1.8 2023-24 (Adopted ) 31,475,181 15.2 Actual Estimate/Adopted $40 Millions $30 $20 $10 $0 19-20 20-21 21-22 22-23 23-24 Fiscal Year 156 Table of Contents City of Chandler Resources 2023-24 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 2023-24 due to a higher level of contributions from the General Fund to the General Government Capital Projects Fund. Listed below are all interfund transfers anticipated for FY 2023-24: Indirect Cost Allocation: Highway User Revenue Fund to General Fund Water Fund to General Fund Wastewater Fund to General Fund Reverse Osmosis Fund to General Fund Solid Waste Fund to General Fund Airport Fund to General Fund Reclaimed Water Fund to General Fund Water Fund to Workers’ Compensation Self Insurance Fund Wastewater Fund to Workers’ Compensation Self Insurance Fund Solid Waste Fund to Workers’ Compensation Self Insurance Fund Reclaimed Water Fund to Workers’ Compensation Self Insurance Fund Water Fund to Uninsured Liability Self Insurance Fund Wastewater Fund to Uninsured Liability Self Insurance Fund $ 2,082 3,781,500 2,362,100 623,100 985,600 100,000 123,800 31,288 20,881 14,964 884 21,953 21,953 Contributions to Other Funds: General Fund to the Public Housing Authority (PHA) Management Fund General Fund to the PHA Section 8 Fund General Fund to General Government Capital Projects Fund Reclaimed Water Operating Fund to Water Operating Fund Water Operating Fund to Reclaimed Water Operating Fund Wastewater Operating Fund to Reclaimed Water Operating Fund Reclaimed Water Operating Fund to Wastewater Operating Fund General Fund to Airport Operating Fund (subsidy) General Fund to Insured Liability Self Insurance Fund General Fund to Uninsured Liability Self Insurance Fund Water Operating Fund to Insured Liability Self Insurance Fund Highway User Revenue Fund to Uninsured Liability Self Insurance Fund General Fund to Medical Self Insurance Fund Transfers from various funds to Technology Replacement Fund 237,000 194,000 127,979,127 1,388,800 1,325,116 1,325,116 1,200,392 6,403,448 8,840,000 500,000 500,000 95,000 5,000,000 4,238,302 Reimbursement: Regional Transportation Sales Tax to Streets General Obligation Bond Fund 60,000 Grant Fund to Capital Grant Fund 500,000 Repayments: Park Bond Fund to Museum Bond Fund Public Building Impact Fund to General Fund Police Impact Fund to General Fund Fire Impact Fund to General Fund Arterial Street Impact Fund to General Obligation Debt Service Fund Park NE Impact Fund to General Obligation Debt Service Fund Library Impact Fund to General Obligation Debt Service Fund Water System Development Fee Fund to Water Operating Fund Reclaimed Water System Development Fee Fund to Wastewater System Development Fee Fund 50,000 100,000 250,000 350,000 2,750,000 4,673,432 13,000 4,773,368 500,000 Wastewater System Development Fee Fund to Wastewater Operating Fund 10,000,000 Total Interfund Transfers $ 157 191,336,206 Table of Contents City of Chandler Resources 2023-24 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 2023-24 primary property tax rate has been reduced from the FY 2022-23 rate of $0.2326 per $100 of assessed valuation to $0.2226 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2023-24 secondary property tax rate is remains the same as the FY 2022-23 rate of $0.87 per $100 of assessed valuation. This results in a total tax rate of $1.0926 per $100 of assessed value, reduced from $1.1026. The total impact of the 5.3% increase in Limited Assessed Values, of which 1.9% is new property, will therefore be tempered with the reduction in tax rate. Analysis: The data below reflects recent years of actual revenue, including prior year tax adjustments for both primary and secondary taxes, with the percent of increase or decrease. There is a two-year lag between the market value and the property taxes that are distributed to cities and towns. The FY 2022-23 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 2023-24 reflect property market values from calendar year 2020, 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 2019-20 $ % Inc/(Dec) 34,269,654 5.8 2020-21 36,768,501 7.3 2021-22 39,237,511 6.7 2022-23 (Estimate) 41,078,804 4.7 2023-24 (Adopted ) 42,862,435 4.3 Actual Estimate/Adopted $50 Millions $40 $30 $20 $10 $0 18-19 19-20 20-21 21-22 22-23 Fiscal Year 158 Table of Contents City of Chandler Resources 2023-24 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 2023-24 amounts: City Valuation Year Overall Rate - Including City, County, School District, and Special Assessment Districts City Rate Percent of Total Rate 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 3.5% 20.0% 9.8% 2021-22 P S $3,463,794,661 3,463,794,661 $6.83 4.09 $10.92 $0.2426 0.8700 $1.1126 3.6% 21.3% 10.2% 2022-23 P S $3,702,957,065 3,702,957,065 $6.83 4.09 $10.92 $0.2326 0.8700 $1.1026 3.4% 21.3% 10.1% Type 2023-24 City Valuation % Inc/(Dec) 2023-24 Adopted Rates 2022-23 Levy* 2023-24 Levy* % Inc/(Dec) Primary Secondary $3,900,094,692 3,900,094,692 5.3% 5.3% $0.2226 0.8700 $8,613,078 32,215,726 $8,681,611 33,930,824 0.8% 5.3% $1.0926 $40,828,804 $42,612,435 4.4% *The totals include prior year collections anticipated to be received of $ 250,000 for FY 2022-23 and $ 250,000 for FY 2023-24 159 Table of Contents City of Chandler Resources 2023-24 Adopted Budget 160 Table of Contents 6 General Government • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary General Government Chandler’s employees are passionate about serving the community. Our team of professionals bring innovation and quality to the customer service experience. City of Chandler General Government 2023-24 Adopted Budget 162 Table of Contents City of Chandler General Government 2023-24 Adopted Budget General Government Overview The table below depicts the financial breakdown by division for the Fiscal Year 2023-24 General Government Budget and the personnel breakdown by division. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Mayor and Council $ 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 1,184,388 $ 1,305,416 $ 1,262,159 6.57 % 1,299,712 1,482,483 1,527,819 2,339,003 57.78 % Video Production 807,077 550,229 824,678 792,492 44.03 % Print, Mail, and Graphics 716,734 649,360 742,894 677,615 4.35 % City Clerk 1,138,909 1,033,622 830,100 836,937 -19.03 % City Magistrate 4,213,967 5,025,617 5,804,058 5,400,966 7.47 % Law 4,065,566 4,236,416 4,436,555 4,687,089 10.64 % 2,454,529 3,591,656 3,620,322 3,656,030 1.79 % 931,008 3,988,572 3,645,352 3,988,572 0.00 % City Manager 1,466,101 1,829,806 1,946,168 2,053,320 12.22 % Airport 1,047,869 1,444,307 1,420,176 1,494,813 3.50 % 1,720,280 11,550,156 230,791 19,284,848 66.97 % 7,862,641 8,351,624 8,924,122 8,513,745 1.94 % 1,995,450 7,515,738 1,616,580 14,174,166 88.59 % 352,680 350,341 379,085 385,807 10.12 % Communications and Public Affairs Liability Litigation Liability Litigation Claims Airport Capital Buildings and Facilities Buildings and Facilities Capital (1) Cultural Development Administration Center for the Arts 980,468 $ 2022-23 Adopted Budget 2,104,767 2,509,148 2,379,305 2,712,034 8.09 % Downtown Redevelopment 275,324 377,578 401,055 418,925 10.95 % Cultural Development Capital 672,083 3,651,203 258,284 9,129,983 150.05 % Special Events 404,803 439,189 497,298 535,448 21.92 % Museum 752,592 760,391 769,565 847,081 11.40 % 381,292 442,243 634,775 593,070 34.11 % 1,145,033 1,170,461 1,228,834 1,476,508 26.15 % - 1,056,208 - 1,556,208 47.34 % Tourism 663,943 351,781 1,125,047 395,222 12.35 % Innovations 250,000 285,930 250,000 335,930 17.49 % Fleet Services 1,185,726 1,227,516 1,354,444 1,320,869 7.61 % Diversity, Equity & Inclusion Economic Development Economic Development Capital Fleet Motor Pool 61,914 71,568 65,465 65,568 -8.38 % Human Resources 3,430,364 3,956,441 4,656,064 4,447,424 12.41 % Transportation Policy 1,438,386 4,065,388 4,197,369 6,440,126 58.41 % 651,814 10,226,243 723,945 14,570,734 42.48 % $ 44,471,033 $ 83,375,603 $ 55,795,566 $ 114,392,692 27.64% $ 24,898,627 $ Transportation Policy Capital Total Expenditures by Category Personnel & Benefits Total Personnel 26,962,432 $ 29,377,077 $ 30,582,666 (2) - 26,594,249 29,008,894 29,735,369 11.81 % (2) - 368,183 368,183 847,297 130.13 % Operating & Maintenance 14,532,779 22,413,623 23,588,889 25,094,087 11.96 % Capital - Major 5,039,627 33,999,548 2,829,600 58,715,939 72.70 % 44,471,033 $ 83,375,603 $ 55,795,566 $ 114,392,692 27.64% Ongoing One-time Total $ (1) Effective July 1, 2023, the Cultural Development Department transferred to General Government. (2) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 163 Table of Contents City of Chandler General Government 2023-24 Adopted Budget 2021-22 Revised Staffing by Cost Center Mayor and Council 2022-23 Adopted 2022-23 Revised % Change Adopted to Adopted 2023-24 Adopted 4.500 5.500 5.500 5.500 0.00 % Communications and Public Affairs 8.000 8.000 8.000 8.000 0.00 % Video Production 3.000 3.000 3.000 3.000 0.00 % Print, Mail, and Graphics 4.000 3.000 3.000 3.000 0.00 % City Clerk 6.000 5.000 5.000 6.000 20.00 % City Magistrate 42.000 42.000 42.000 42.000 0.00 % Law 28.000 30.000 30.000 30.000 0.00 % 4.000 4.000 4.000 4.000 0.00 % City Manager Liability Litigation 7.000 8.000 8.000 8.000 0.00 % Airport 7.000 7.000 7.000 7.000 0.00 % Buildings and Facilities 44.000 47.000 47.000 47.000 0.00 % Diversity, Equity & Inclusion 2.000 2.000 2.000 2.000 0.00 % Economic Development 6.500 6.500 6.500 6.500 0.00 % Tourism 1.000 1.000 1.000 2.000 100.00 % Fleet Services 12.000 12.000 12.000 12.000 0.00 % Human Resources 23.000 23.000 23.000 24.000 4.35 % Transportation Policy 3.000 3.000 3.000 3.000 0.00 % (1) (2) Cultural Development Admin (2) Center for the Arts (2) Downtown Redevelopment (2) Special Events (2) Museum Total 2.000 2.000 2.000 2.000 0.00 % 17.000 17.000 17.000 17.000 0.00 % 1.000 1.000 1.000 1.000 0.00 % 2.000 2.000 2.000 2.000 0.00 % 4.000 4.000 4.000 4.000 0.00 % 231.000 236.000 236.000 239.000 1.27% (1) Effective July 1, 2022, cost center 1062, Diversity, Equity & Inclusion, transfers from the Neighborhood Resources Department and is renamed from Community Resources. (2) Effective July 1, 2023, the Cultural Development Department transferred to General Government. 164 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Mayor and Council - 1020 City Council serves Chandler's residents 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 residents through delivery of services, promoting customer service, and communicating with residents. 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. 165 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Mayor and Council - 1020 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 912,803 $ 1,091,305 $ 1,262,962 $ 1,215,663 $ 1,160,472 6.34% 6.34% Ongoing* - 1,091,305 1,262,962 1,215,663 1,160,472 One-time* - - - - - N/A Professional/Contract 7,084 7,000 10,511 7,000 9,856 40.80% Operating Supplies 18,504 20,840 20,840 20,490 14,338 -31.20% Repairs/Maintenance 1,574 2,500 2,500 1,800 2,500 0.00% Communications/Transportation 15,338 37,080 37,080 37,650 54,580 47.20% Other Charges/Services 23,080 23,750 23,750 20,900 18,500 -22.11% Office Furniture & Equipment Capital Replacement 173 - - - - N/A 1,913 1,913 1,913 1,913 1,913 0.00% 6.57% Total Cost Center - 1020 $ 980,468 $ 1,184,388 $ 1,359,556 $ 1,305,416 $ 1,262,159 General Fund $ 902,933 $ 1,184,388 $ 1,221,459 $ 1,191,483 $ 1,262,159 138,097 113,933 1,359,556 $ 1,305,416 $ Grant Fund** 77,535 Grand Total $ 980,468 $ 1,184,388 $ 1,262,159 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised Administrative Assistant 0.5 0.5 0 Digital Media Creator 1 1 1 Executive Management Assistant 2 2 2 Position Title 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted 0 0 0 1 1 1 3 3 3 0.5 Management Assistant 0 0 0.5 0.5 0.5 Manager, Marketing & Communications 1 1 1 1 1 1 Total 4.5 4.5 4.5 5.5 5.5 5.5 Significant Budget and Staffing Changes FY 2023-24 reflects the elimination of one-time funding received in FY 2022-23 for computer hardware and supplies. 166 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Communications and Public Affairs Department Overview Expenditures by Cost Center 2021-22 Actual Expenditures Communications and Public Affairs $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 1,299,712 $ 1,482,483 $ 1,527,819 $ 2,339,003 57.78 % Video Production 807,077 550,229 824,678 792,492 44.03 % Print, Mail, and Graphics 716,734 649,360 742,894 677,615 4.35 % $ 2,823,524 $ 2,682,072 $ 3,095,391 $ 3,809,110 42.02% $ 1,728,308 $ 1,675,562 $ 1,765,522 $ 1,912,660 Total Expenditures by Category Personnel & Benefits Total Personnel (1) - 1,615,467 1,705,427 1,833,738 -0.80 % (1) - 60,095 60,095 78,922 31.33 % Ongoing One-time Operating & Maintenance Total Staffing by Cost Center $ 1,095,216 1,006,510 1,329,869 1,896,450 88.42 % 2,823,524 $ 2,682,072 $ 3,095,391 $ 3,809,110 42.02% 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted % Change Adopted to Adopted Communications and Public Affairs 8.000 8.000 8.000 8.000 0.00 % Video Production 3.000 3.000 3.000 3.000 0.00 % Print, Mail, and Graphics 4.000 3.000 3.000 3.000 0.00 % Total 15.000 14.000 14.000 14.000 0.00% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 167 Table of Contents City of Chandler General Government 2023-24 Adopted Budget 2022-23 Accomplishments Ø Mayor Kevin Hartke delivered the State of the City address at the Chandler Center for the Arts highlighting Chandler’s accomplishments and the city’s evolution from an agricultural community to the technology and innovation center it is today. Produced a lobby experience, performances and videos illustrating Chandler through the decades. Ø Continued the strong tradition of community outreach on behalf of the Mayor and Council by coordinating City Council programs, social media content, videos, columns, outreach presentations and responses to inquiries. Ø Published the 2022 Year In Review, highlighting city news, events and accomplishments achieved this past year. Ø Earned two national industry awards for overall excellence in video programming and the “What is a Bond?” video. Named a national industry award finalist for social media content promoting the city’s recycling programs. Ø Partnered with Human Resources to launch the Join Team Chandler recruitment website and digital marketing campaign to promote career opportunities at the City of Chandler and broaden exposure to prospective candidates. Ø Assisted the Management Services Department in promoting the annual budget survey and promoted a highly successful social media campaign to collect public comments in support of the budget development process. Ø Contributed to the application that led to Chandler earning a top six ranking in the Digital Cities Award by the Center for Digital Government. Ø Issued more than 175 news releases, wrote monthly articles and columns distributed through local community newspapers and published CityScope, a newsletter distributed monthly to utility customers. Ø Managed content on the City’s website and social media platforms, including numerous marketing campaigns to communicate City services, programs and events. Employed digital marketing techniques and analytics to expand the reach and effectiveness of content on the city’s website and social media platforms. Ø Published the weekly employee newsletter, Quicklook, managed content on Chanweb, the City’s internal website, and provided internal communication support for messages to Team Chandler. Supported internal communications and marketing for the city’s recruitment, classification and compensation system and Customer Connection program. Ø The Video Production Division supported public meetings, coordinated video shoots and completed more than 400 video productions shared through cable television, on-demand, streaming and social media platforms Ø The Print, Mail, and Graphics Division completed more than 2,800 print production and graphic design requests. The division also processed nearly 800,000 pieces of outgoing mail, taking measures to qualify for the greatest discounts possible and saving the City thousands in postage costs. Ø Managed the City Hall Information Desk to fulfill customer service inquiries via phone and in-person. Fostered a safe, friendly service environment to direct customer to services, attend meetings, route deliveries, and assist with security and public safety responses. 168 Table of Contents City of Chandler General Government 2023-24 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 residents' 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. 2023-24 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 residents' 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: t Provide public affairs support and act as liaison to the Mayor, City Councilmembers, and City departments. t Provide a convenient and effective mechanism for receiving, responding to, and, when technically and legally possible, satisfactorily fulfilling resident requests for service and information with speed, fairness, and courtesy. t 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 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected (1) 179 140 175 170 Columns, news articles, and blogs 101 56 75 60 60 Newsletters 64 62 63 62 Public record requests 59 Public awareness/marketing campaigns Residents’ requests for services entered into computerized tracking system - Lucity 20 16 18 20 20 6,651 6,640 7,000 6,600 6,700 -Average unique page views per month 246,822 297,857 250,000 300,000 300,000 -Average total page views per month 315,167 379,304 325,000 350,000 360,000 8 (4) (4) News releases (English and Spanish) 112 (2) 120 (3) N/A 60 (3) (3) N/A N/A Web-related measures Public meeting logistics/facilitation 10 N/A N/A (1) In FY 2020-21, due to the pandemic there were fewer news releases as fewer publicly attended City events and programs were held. (2) In FY 2021-22 an online public records request form was implemented to centralize the submittal of general requests for public records, which resulted in better tracking of submitted requests compared to previous methods. (3) In FY 2022-23 this measure no longer tracked, Public Record Requests have been centralized and routed to the Law Department. (4) In FY 2022-23 this measure will no longer be tracked by Communication and Public Affairs as departments have transitioned to facilitating these meetings. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 169 (4) N/A Table of Contents City of Chandler General Government 2023-24 Adopted Budget Communications and Public Affairs - 1070 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,023,414 $ 1,093,512 $ 1,065,559 $ 1,089,994 Ongoing* $ - 1,002,646 1,072,744 1,044,791 1,089,994 8.71 % One-time* - 20,768 20,768 20,768 - -100.00 % Professional/Contract 273,457 362,009 365,846 367,048 1,137,850 214.32 % Operating Supplies 64,471 74,360 74,360 75,601 88,519 19.04 % Repairs/Maintenance 1,082 1,500 1,500 1,000 1,500 0.00 % Communications/Transportation 5,314 7,400 7,400 5,900 7,400 0.00 % Other Charges/Services 5,781 13,800 13,800 12,500 13,740 -0.43 % Machinery/Equipment 949,608 $ - - - 211 6.51 % - N/A Total Cost Center - 1070 $ 1,299,712 $ 1,482,483 $ 1,556,418 $ 1,527,819 $ 2,339,003 57.78% General Fund $ 1,299,712 $ 1,482,483 $ 1,556,418 $ 1,527,819 $ 2,339,003 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted City Hall Receptionist 0 1 1 1 1 1 Digital Content Creator 1 1 1 1 1 1 Digital Content Strategist 1 1 1 1 1 1 Director, Communications & Public Affairs 1 1 1 1 1 1 Management Assistant 1 0 0 0 0 0 Manager, Marketing & Communications 0 1 1 1 1 1 Public Information Officer 3 2 2 2 2 2 Security Officer, Armed 1 1 1 1 1 1 Total 8 8 8 8 8 8 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for translation services, printing costs related to the CityScope newsletter, which have received one-time funding beginning in FY 2021-22. One-time funding is also provided for talent recruitment campaigns, and marketing and promotional campaigns. Additionally, FY 2023-24 reflects the elimination of one-time funding received in FY 2022-23 for social media and digital marketing. 170 Table of Contents City of Chandler General Government 2023-24 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, marketing campaigns, as well as special request programs that highlight events, operations, and information about City related activities. 2023-24 Performance Measurements Goal: 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: t Produce digital media content for all City departments to be aired on the City’s government access cable channel, social media platforms, and websites. (1) Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected External Communication N/A 357 250 360 360 Internal Communication N/A 77 40 90 90 (1) New measures effective FY 2020-21. While the measures were added in FY 2020-21, the actual tracking began in FY 2021-22. Goal: 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): Good Governance Objective: t Produce live digital media content for all City departments. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Council Meetings, Planning and Zoning Meetings 60 58 58 58 58 Special events and communications 75 61 80 60 60 * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 171 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Video Production - 1071 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 326,748 $ 349,636 $ 355,396 $ 469,011 43.54 % Ongoing* $ - 326,748 349,636 355,396 373,954 14.45 % One-time* - - - - 95,057 N/A Professional/Contract 140,771 57,627 415,453 303,260 160,627 178.74 % Operating Supplies 3,815 3,694 3,694 3,839 2,594 -29.78 % Repairs/Maintenance 2,777 1,460 1,460 1,460 460 -68.49 % Communications/Transportation 2,395 2,250 2,250 2,273 3,050 35.56 % Other Charges/Services 3,636 3,200 3,200 3,200 4,500 40.63 % 214 - - - - N/A 239,789 153,000 153,000 153,000 150,000 -1.96 % Office Furniture and Equipment Machinery/Equipment Capital Replacement 411,429 $ 2,250 2,250 2,250 2,250 2,250 0.00 % Total Cost Center - 1071 $ 807,077 $ 550,229 $ 930,943 $ 824,678 $ 792,492 44.03% General Fund $ 807,077 $ 550,229 $ 930,943 $ 824,678 $ 792,492 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Principal Producer, Digital Media 1 1 1 1 1 1 Senior Producer, Digital Media 0 1 1 1 1 1 Marketing & Communications Manager 1 1 1 1 1 1 Total 2 3 3 3 3 3 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for the cable access channels, which received one-time funding in FY 2022-23; this funding has a 100% revenue offset from Cox Communications. Additionally, FY 2023-24 reflects one-time funding for a temporary Digital Media Producer. 172 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 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: t Complete printing order on requested date. t Provide graphic design support to City departments and divisions. 2020-21 Actual Measures Printing completed on requested date Impressions printed for jobs processed 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 100% 100% 100% 100% 100% 1,712 2,128 1,957 2,104 2,012 1,536,315 4,512,089 3,349,036 5,004,028 4,861,624 680 720 666 725 712 Printing requests processed (1) 2021-22 Actual Citywide graphic design projects (1) This measure fluctuates in a cyclical manner following election cycles and other overflow print jobs. 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: t Complete Print, Mail, and Graphics mailing processes (insertion, metering, etc.) within 24 hours of receipt or print completion. Measures 2020-21 Actual Mailing processes completed within 24 hours Utility bill and sales tax item volume to be mailed 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 100% 100% 100% 100% 100% 853,047 811,300 843,092 783,120 807,646 * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 173 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Print, Mail, and Graphics - 1210 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 367,271 $ Ongoing* One-time* - 325,400 $ 343,911 $ 344,567 $ 353,655 267,255 285,766 286,422 277,690 8.68 % 3.90 % 58,145 58,145 58,145 75,965 30.65 % Professional/Contract 1,168 5,792 5,792 5,792 5,792 0.00 % Operating Supplies 67,624 150,023 164,356 224,825 150,023 0.00 % Repairs/Maintenance 29,765 31,220 37,130 31,220 31,220 0.00 % Communications/Transportation 223,032 100,750 100,953 100,500 100,750 0.00 % Other Charges/Services - 750 750 565 750 0.00 % Machinery/Equipment 449 5,000 5,000 5,000 5,000 0.00 % - 3,000 3,000 3,000 3,000 0.00 % Office Furniture/Equipment Capital Replacement 27,425 27,425 27,425 27,425 27,425 0.00 % Total Cost Center - 1210 $ 716,734 $ 649,360 $ 688,317 $ 742,894 $ 677,615 4.35 % General Fund $ 716,734 $ 649,360 $ 688,317 $ 742,894 $ 677,615 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Executive Management Assistant 0 0 1 0 0 0 Offset Press Operator 1 1 0 0 0 0 Senior Technician, Mail & Graphics 1 1 1 1 1 1 Supervisor, Print, Mail & Graphics 1 1 1 1 1 1 Technician, Mail & Print 2 1 1 1 1 1 Total 5 4 4 3 3 3 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects the one-time funding for a temporary Senior Technician, and the elimination of one-time funding received in FY 2022-23 for a temporary Administrative Services Clerk. FY 2023-24 reflects the addition of ongoing funding for one full-time Senior Technician to assist the passport program. FY 2023-24 reflects the elimination of one-time funding received in FY 2022-23 for the 2022 General Election. 174 Table of Contents City of Chandler General Government 2023-24 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. 2022-23 Accomplishments Ø Conducted the 2022 Candidate Election Ø Standardized all Board and Commission agendas and minutes templates, and implemented electronic postings Ø Redesigned the Board and Commission volunteer application form and appointed 91 members Ø Conducted an off-site passport application acceptance day at the Arizona Cardinals Training Facility Ø Conducted an audit on 50-years worth of records and applied criteria for the collection of permanent records and the disposition of records that me their retention 2023-24 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: t Prepare and post electronically all City Council agenda packets within the statutory deadlines. t Post notice of all meetings of the City Council, boards, commissions, subcommittees, and agencies of the City within the required statutory deadlines. t Post notice of all legal actions taken at public meetings of the City Council and boards and commissions within the required statutory deadlines. 2020-21 Actual Measures 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Council meetings coordinated 94 85 99 90 85 Meeting notices posted 468 568 533 530 550 City Council actions and agenda items prepared 582 695 638 600 600 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: t To maintain all contracts, agreements, and leases. t Provide for timely processing of all contractual documents including advertising, signing, recording, and filing. t Provide updated supplements and revisions to the City Code as amended by City Council. t Manage the City’s Record Management Program in partnership with Law. Measures 2020-21 Actual Contractual documents processed * 650 2021-22 Actual 450 2022-23 Projected 686 2022-23 Year End Estimate* 2023-24 Projected 475 450 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 175 Table of Contents City of Chandler General Government 2023-24 Adopted Budget City Clerk - 1030 Goal: Conduct City elections in the most efficient and effective manner possible. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Promote voter participation and provide voter assistance in local, state, and federal elections. t Serve as filing officer for local candidates seeking election and for political committees participating in local elections. 2020-21 Actual Measures 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected (1) Municipal elections Aug 1 0 1 1 0 Nov 1 1 1 0 0 155,563 0 170,000 160,095 175,000 168,598 172,447 170,000 0 0 55,615 0 51,000 56,181 0 142,350 37,724 85,000 0 0 Aug 35.75% 0 30% 35.09% 0 Nov 84.43% 21.88% 50% 0 0 Registered voters Aug Nov (1) Total ballots processed Aug Nov (2) Voter turnout percentage (1) In Nov 2022 (FY 2022-23) a General Election was not conducted (2) Municipal elections take place in the fall of even years unless there is a special election. 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: t Provide for the acceptance of passport applications. t Provide notary public service. 2020-21 Actual Measures (1) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Passport applications accepted 2,268 17,230 14,000 15,000 16,000 Notary Public services provided 1,482 348 1,016 500 575 (3) Decreases beginning in FY 2019-20 reflect the effects of COVID-19 closures with increases starting in FY 2021-22 as additional temporary staffing have been hired to process applications. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 176 Table of Contents City of Chandler General Government 2023-24 Adopted Budget City Clerk - 1030 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 704,601 $ 696,438 $ 736,696 $ 593,500 $ 776,653 Ongoing* $ 704,601 584,479 624,737 481,541 706,238 11.52 % 20.83 % One-time* — 111,959 111,959 111,959 70,415 -37.11 % Professional/Contract 6,361 19,571 51,571 31,800 19,571 0.00 % Operating Supplies 367,086 278,025 337,693 165,800 6,625 -97.62 % Repairs/Maintenance 3,845 2,500 2,500 2,000 2,500 0.00 % Communications/Transportation 48,883 28,088 40,360 26,500 22,588 -19.58 % Other Charges/Services 8,132 9,000 18,235 10,500 9,000 0.00 % Total Cost Center - 1030 $ 1,138,909 $ 1,033,622 $ 1,187,055 $ 830,100 $ 836,937 -19.03% General Fund $ 1,138,909 $ 1,033,622 $ 1,187,055 $ 830,100 $ 836,937 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised Position Title 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted City Clerk 1 1 1 1 1 1 City Clerk Management Assistant 1 1 1 1 0 0 City Records Management Coordinator 1 1 1 0 0 0 Deputy City Clerk 1 1 1 1 1 1 Management Assistant 0 0 0 0 1 1 Senior, Administrative Assistant 0 0 0 0 1 1 Specialist, City Clerk 2 2 2 2 1 2 Total 6 6 6 5 5 6 Significant Budget and Staffing Changes During FY 2022-23, one City Clerk Management Assistant position was reclassified to Management Assistant, and one City Clerk Records Specialist position was reclassified to Senior Administrative Assistant. Effective July 1, 2023, one Specialist, City Clerk position is added along with associated one-time and ongoing increases in operations and maintenance funding. 177 Table of Contents City of Chandler General Government 2023-24 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. 2022-23 Accomplishments Ø Improved court access by implementing an online live chat and autonomous chat feature on the court’s website. Ø Collaborated with criminal justice partners, legal community, and Arizona Department of Transportation – Motor Vehicles Division to offer services on a Saturday. Ø Raised judicial awareness in the community by offering local schools court observations, field trips, in-school presentations, and established a high-school internship program. Ø Expanded digital case processing by participating in Maricopa County Clerk of the Court electronic appeal filing pilot. Ø Established internal employee recognition programs, including service awards and employee of the quarter awards. Ø Promoted staff training by offering internal case processing and financial management classes. 2023-24 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: t Maintain public trust by fairly and impartially rendering decisions. t Provide court users with the timely resolution of cases. t Achieve an adjudication rate of 90% of cases filed within 100 days. t Provide prompt and efficient customer service to all residents. t Promptly and fairly process all criminal and traffic violations. 2020-21 Actual Measures 2021-22 Actual (1) Number of appeals filed 7 Number of appeals overturned Number of filings (3) Percentage of cases adjudicated within 100 days 34 0 2 (2) 36,768 31,936 2022-23 Year End Estimate* 2022-23 Projected 28 2023-24 Projected 38 36 2 5 4 (2) 42,000 41,000 35,000 66% 59% 75% 52% 60% Number of calls received 45,798 41,295 36,000 43,000 41,000 Average wait time 29 sec 23 sec 25 sec 22 sec 25 sec N/A N/A N/A 76% 80% (4) Employee Satisfaction (1) Due to COVID-19, the number of appeals filed decreased since many cases were continued. (2) Due to COVID-19, case fillings have been notably lower. (3) Due to COVID-19, all cases were reset and therefore unable to meet the 90% adjudication percentage starting in FY 2019-20. (4) New measure effective FY 2022-23. This is part of the National Center for State Courts CourTools performance measure of a court. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 178 Table of Contents City of Chandler General Government 2023-24 Adopted Budget City Magistrate - 1050 Budget Summary Description Personnel Services Total Personnel * Ongoing * One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1050 General Fund ** Grant Fund Grand Total 2021-22 Actual Expenditures $ $ $ $ 3,576,870 487,128 69,949 8,031 18,732 219 52,062 26 950 4,213,967 3,706,892 507,075 4,213,967 2022-23 Adopted Budget $ $ $ $ 4,315,557 4,315,557 516,060 127,500 5,000 30,500 500 500 30,000 5,025,617 5,025,617 5,025,617 2022-23 Adjusted Budget $ 2022-23 Estimated Expenditures 5,509,368 5,509,368 520,719 128,000 5,000 66,216 500 500 30,000 6,260,303 5,280,652 979,651 6,260,303 $ $ $ $ $ $ $ 5,079,008 5,079,008 533,000 133,250 5,000 20,800 500 500 30,000 2,000 5,804,058 4,991,350 812,708 5,804,058 2023-24 Adopted Budget $ $ $ $ % Change Adopted to Adopted 4,693,009 4,619,509 73,500 550,577 90,880 5,000 25,500 500 500 35,000 5,400,966 5,400,966 5,400,966 8.75 % 7.04 % N/A 6.69 % -28.72 % 0.00 % -16.39 % 0.00 % 0.00 % 16.67 % N/A N/A 7.47% * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. Authorized Positions Position Title Analyst, Business Systems Support City Magistrate Court Administrator Court Clerk Court Commissioner Court Interpreter Court Security Officer Deputy Court Administrator Lead, Court Clerk Presiding City Magistrate Probation Monitoring Officer Senior Management Analyst Senior, Court Clerk Supervisor, Court Services Total 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted 1 3 1 15 1 1 3 1 2 1 2 1 6 3 41 1 3 1 14 1 1 3 1 3 1 2 1 6 3 41 1 3 1 16 1 1 3 2 2 1 2 0 6 3 42 1 3 1 16 1 1 3 2 2 1 2 0 6 3 42 1 3 1 15 1 1 3 2 3 1 2 0 6 3 42 1 3 1 15 1 1 3 2 3 1 2 0 6 3 42 Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for remote jail court hearing software and a Public Defender pay increase. One-time funding is provided for Judge Pro Tem coverage, tablets for survey and remote interpretation, audio courtroom livestream, and court security coverage which was also approved in FY 2022-23. FY 2023-24 reflects the elimination one-time funding for furniture replacement and workstation document scanners. The court security coverage, audio courtroom livestream, tablets for survey and remote interpretation, and remote jail court hearing software will be offset with Court Enhancement funds. 179 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Law Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Law Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. 2021-22 Actual Expenditures Expenditures by Cost Center Law $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 4,065,566 $ 4,236,416 $ 4,436,555 $ 4,687,089 10.64 % 2,454,529 3,591,656 3,620,322 3,656,030 1.79 % 931,008 3,988,572 3,645,352 3,988,572 0.00 % Total $ 7,451,103 $ 11,816,644 $ 11,702,229 $ 12,331,691 4.36% $ 4,390,581 $ Liability Litigation Liability Litigation Claims Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing - (1) One-time Operating & Maintenance Total $ Staffing by Cost Center Law Total (1) 4,813,000 $ 5,085,912 4,813,000 5,085,912 11.27 % - - - - N/A 3,060,521 7,246,049 6,889,229 7,245,779 0.00 % 7,451,102 $ 11,816,644 $ 11,702,229 $ 12,331,691 4.36% 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted 28.000 Liability Litigation 4,570,595 $ 4,570,595 30.000 30.000 % Change Adopted to Adopted 30.000 0.00 % 4.000 4.000 4.000 4.000 0.00 % 32.000 34.000 34.000 34.000 6.25% Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 180 Table of Contents City of Chandler General Government 2023-24 Adopted Budget 2022-23 Accomplishments Ø Provided ongoing legal advice to Water Resources staff concerning management of drought conditions under various state and federal water rights agreements and represented the City at trial in two contested matters involving water rights in the Gila River General Stream Adjudication. Ø Negotiated a Development Agreement for the sale and development of Site 7, which will now be developed with the privately owned property directly to the north as one larger cohesive development. This new combined development will feature a seven-story mixed-use building with 290 units of residential housing, 13,000 square feet of office, 16,000 square feet of retail space, and a multi-story on-site parking garage. Ø Drafted ordinances amending City Zoning Code as it relates to medical marijuana dispensaries, and as it relates to data centers, clarifying that data centers are not permitted by right in any zoning district unless approved as part of a planned area development, and implementing regulations for sound attenuation, acoustic testing, and operation of backup power generation. Also, drafted ordinance allowing for backyard chickens. Ø Prepared and negotiated a first-of-its-kind overlash agreement for telecommunication/internet services with CenturyLink to increase internet connectivity and availability of these services for central Chandler residents, and telecommunications licenses with Gigapower, Wyyerd, and Google Fiber to increase internet connectivity and availability of these services for Chandler residents. Ø Prepared and negotiated wastewater services and traffic operations agreements with the Gila River Indian Community (GRIC) to help preserve, promote, and protect Chandler’s interests for residents who live near the new GRIC casino. Ø Managed the City’s Record Management Program in partnership with the City Clerk’s Office and continued review and indexing of permanent records. Ø The in-house Litigation and Risk Management Unit investigated and resolved over 60 claims against Chandler through settlement, arbitration, or litigation defense, including three dismissals and one judgment in favor of the City, and pursued and recovered approximately $936,108.80 for damages to City property and emergency response costs. Ø Prosecuted more than 11,068 criminal cases in the Chandler Municipal Court, which included attending 610 criminal bench trials and 6 criminal jury trials and continued prosecutors’ support for Mental Health Court, East Valley Regional Veteran’s Court and Community Support Court. Ø Reviewed and negotiated terms of new contracts and contract extensions for employee benefits: Medical (new agreement), Basic and Voluntary Life and Accidental Death and Dismemberment Insurance (new agreement), LongTerm Disability Insurance for Public Safety Personnel, Wellness Program Services and Portal, Dental Service Plan, Flexible Spending Account Administration, 457(b) Deferred Compensation Plan and Retirement Health Savings Plan Administrative Services, Employee Assistance Program, Employee Benefit Consulting, Group Vision Care Policy. Ø Provided advice and legal services to Municipal Court: Prepared contract documents for Public Defenders; prepared Volunteer/Intern Code of Conduct and Agreement document; reviewed correspondence to provider of courtordered Enrichment Services; reviewed and edited document establishing written requirements for maintaining active status for Magistrates Pro Tempore (pro tem). Ø Negotiated and drafted pilot project agreement between the City and Airspace Link and reviewed and advised on related agreements with Maricopa Association of Governments for an uncrewed aircraft systems (“drones”) pilot project to explore the use of alternative technology to deliver critical medical supplies. Ø Assisted clients with negotiating development agreement with Gorman and Company for RAD project relating to real property located south of the southeast corner of McQueen Road and Chandler Boulevard, and assisted clients with compliance with Uniform Relocation Act and other federal and state laws in relocating and providing relocation benefits to tenants of acquired property located south of the southeast corner of McQueen Road and Chandler Boulevard (aka “Trails End”). 181 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 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: t Reduce civil liability exposure to the City with proactive risk management programming. t Provide 24 hours, seven days a week availability for legal consultation and advice to the Police Department. t Provide an annual minimum of 20 hours of class time and scenario training to all police officers and provide written legal updates. t Prepare and/or review all ordinances and resolutions. t Assist in negotiating and drafting transactional documents for all City departments including, but not limited to, all City contracts and real estate acquisitions. t Provide legal advice and assist in conducting training on Open Meeting Law, conflict of interest, and public record requirements. t Provide advice and assist in compliance with Open Meeting Law requirements for all City boards and commissions, as well as staff supporting them. t 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. t 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. t Continue to file all Racketeer Influenced and Corrupt Organizations Act (RICO) forfeiture actions with the Maricopa County Superior Court. t Review and advise as to proposed state or federal legislation or court action that may impact City operations. t Represent and advise City boards and commissions on all legal matters and retain independent legal counsel where there is a conflict of interest. t Provide legal advice and assist the City Clerk’s Office in implementing the citywide Records Management Program. t Manage the City’s Record Management Program in partnership with the City Clerk’s Office. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Request for legal services 1,256 1,153 1,300 1,200 Fulfill request for legal services within 14 days 83% (1) 98% 90% 95% 1,250 90% 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. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 182 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 Performance Measurements Goals: Perform all duties necessary for the successful prosecution of criminal misdemeanor cases in City Court and Superior Court and provide the Police Department with 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: t Pre-trial preparation and disposition of criminal misdemeanor cases at pre-trial conferences. t 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. t Perform legal research and draft all legal briefs filed in appeals by defendants or the State. t Perform initial review of 90% of long form complaints submitted within 45 days of receipt. t 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. t Advise the Police Department in the areas of DUI detection, investigation, prosecution, and law. t 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. t Work with individual officers on specific cases to ensure the proper documentation of the required criteria. t Encourage prosecutors to pursue evidence-based prosecution in appropriate cases. t Keep track of prosecutions made by way of evidence-based prosecution. t 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 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Pre-trial conferences 10,478 11,180 12,237 10,860 Trials/jury trials 460 (1) 670 636 610 11,946 671 DUI cases 1,952 1,657 2,002 1,686 1,855 Domestic violence charges 2,373 2,539 2,677 2,652 2,917 Prosecutor review/charging decisions 4,128 3,477 3,496 3,718 4,090 Victims’ rights notifications 11,358 10,997 12,586 9,408 10,349 Prosecutor’s Office contacts with victims 3,625 3,218 3,095 3,694 4,063 (1) The decrease reflects the impact of COVID-19. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 183 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Law - 1300 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 4,095,061 $ 4,390,158 $ 4,309,000 $ 4,546,004 11.01% Ongoing* $ 3,922,702 $ - 4,095,061 4,390,158 4,309,000 4,546,004 11.01% One-time* - - - - - N/A Professional/Contract 16,521 50,500 50,500 22,000 25,000 -50.50% Operating Supplies 91,167 49,849 49,849 63,355 69,579 39.58% Repairs/Maintenance 6,299 7,276 7,276 7,500 8,500 16.82% Communications/Transportation 10,143 11,999 11,999 14,700 15,006 25.06% Other Charges/Services 18,257 21,731 21,731 20,000 23,000 5.84% Capital Replacement 475 - - - - N/A 10.64% Total Cost Center - 1300 $ 4,065,566 $ 4,236,416 $ 4,531,513 $ 4,436,555 $ 4,687,089 General Fund $ 4,056,044 $ 4,221,416 $ 4,521,513 $ 4,418,550 $ 4,672,089 General Fund-Domestic Violence Grant Fund** Grand Total $ - 15,000 - 8,005 9,522 - 10,000 10,000 4,531,513 $ 4,436,555 $ 4,065,566 $ 4,236,416 $ 15,000 4,687,089 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant City Attorney 6 6 6 6 6 6 Assistant City Prosecutor I 0 0 0 1 1 1 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 Clerk, Legal 4 4 4 4 4 4 Lead, Legal Secretary 1 1 1 1 1 1 Legal Secretary 6 6 6 6 6 6 Program Coordinator, Records Management 0 0 0 1 1 1 Senior Manager, City Attorney 1 1 1 1 1 1 Senior, Assistant City Prosecutor 1 1 1 1 1 1 Supervisor, Legal Support 1 1 1 1 1 1 Victim Advocate 1 1 1 1 1 1 Total 28 28 28 30 30 30 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 184 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 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: t 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. t Resolve litigation through effective defense and/or settlement where appropriate. Measures 2020-21 Actual Total risk lawsuits handled on annual basis 2021-22 Actual 4 2022-23 Year End Estimate* 2022-23 Projected 3 5 2023-24 Projected 9 5 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: t Monitor and resolve all liability and property claims against the City. t Establish contact within 24 hours for all claims. t Internally adjust all claims under $25,000. t Maintain “cost of risk” indicator at or below 2%. t Recommend changes and assist in loss prevention. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Claims filed 172 155 189 163 164 Percent of filings responded to within 24 hours 100% 100% 100% 100% 100% Claims filed <$5,000 142 107 157 80 118 (1) Cost of risk 1% 1% 1% 1% 1% Liability and property subrogation 251 232 244 208 236 (1) “Cost of risk” = (Claims Paid Expenses + Risk Management Administration + Insurance Premiums) divided by City of Chandler Total Operating Budget. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 185 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Liability Litigation - 1310 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 475,534 $ 507,373 $ 504,000 $ 539,908 13.54% Ongoing* $ - 475,534 507,373 504,000 539,908 13.54% One-time* - - - - - N/A Professional/Contract 43,691 44,000 44,000 35,000 34,500 -21.59% Operating Supplies 75,859 28,732 28,732 37,507 37,707 31.24% Repairs/Maintenance 1,284 1,525 1,525 1,750 1,750 14.75% Communications/Transportation 5,434 12,910 12,910 12,660 12,760 -1.16% 1,854,892 3,021,500 3,021,500 3,021,500 3,021,500 0.00% Other Charges/Services 5,015 7,455 7,455 7,905 7,905 6.04% Capital Replacement 475 - - - - N/A 1.79% Insurance/Taxes 467,879 $ Total Cost Center - 1310 $ 2,454,529 $ 3,591,656 $ 3,623,495 $ 3,620,322 $ 3,656,030 Insured Liability Self Insurance Fund $ 2,454,529 $ 3,591,656 $ 3,623,495 $ 3,620,322 $ 3,656,030 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Risk Management 1 1 1 1 1 1 Assistant City Attorney 1 1 1 1 1 1 Paralegal 1 1 1 1 1 1 Specialist, Risk Management 1 1 1 1 1 1 Total 4 4 4 4 4 4 Position Title Significant Budget and Staffing Changes 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. There are no significant budget and staffing changes for FY 2023-24. 186 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Liability Litigation Claims - 1311 Budget Summary Description Professional/Contract 2021-22 Actual Expenditures $ 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 29,611 $ 338,300 $ 338,300 $ 338,300 $ 340,700 0.71% Operating Supplies 131,442 199,950 252,232 245,072 197,015 -1.47% Repairs/Maintenance 535,131 666,100 688,276 668,301 721,833 8.37% - 8,000 8,000 10,000 10,000 25.00% 180,364 2,610,222 2,610,222 2,185,070 2,545,000 -2.50% Communications/Transportation Insurance/Taxes Other Charges and Services Street Improvements Total Cost Center - 1311 $ Insured Liability Self Insurance Fund Grand Total $ (5) - - - - N/A 54,466 166,000 198,609 198,609 174,024 4.83% 931,008 $ 3,988,572 $ 4,095,639 $ 3,645,352 $ 3,988,572 0.00% 931,008 3,988,572 4,095,639 3,645,352 3,988,572 931,008 $ 3,988,572 $ 4,095,639 $ 3,645,352 $ 3,988,572 Significant Budget Changes The nature of self-insurance is unpredictable in that it requires estimating for unusual expenses that may vary significantly from year to year. 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 and premium trends. To support these trends, FY 2023-24 includes an additional General Fund one-time transfer of $5 million to the Insured Liability Self Insurance Fund. 187 Table of Contents City of Chandler General Government 2023-24 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 residents. This office also promotes interaction with other levels of government to serve the best interests of Chandler's residents, 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: t Keep the City Council apprised of all pertinent municipal activities through periodic briefings and other appropriate written documents. t Compile weekly and annual reports on results of legislative programs in a timely manner. t Maintain excellent working relationships with other entities and other City departments. t Promote interaction between management and employees. t Promote teamwork among employees in order to deliver quality services that add value to the community in a sound fiscal manner. t Communicate to employees through various publications and forums. 2022-23 Accomplishments Ø Designed and released the City’s Performance Portal that measures metrics related to the progress of the Strategic Framework. Ø Increased State Major Manufacturing Fund from $50M to $100M to fund infrastructure projects related to Intel. Ø Secured additional high speed fiber options for residents through agreements with new fiber providers. Ø Military and Veterans Affairs Commission hosted the first ever Town Hall meeting and Military Bound graduation ceremony. Ø Negotiated two agreements with the Gila River Indian Community related to intersection improvements and wastewater. 188 Table of Contents City of Chandler General Government 2023-24 Adopted Budget City Manager - 1040 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,418,388 $ 1,742,541 $ 1,893,470 $ 1,876,000 $ 1,964,827 12.76 % 12.76 % Ongoing* - 1,742,541 1,893,470 1,876,000 1,964,827 One-time* - - - - - N/A Professional/Contract 2,317 2,800 2,800 2,184 3,414 21.93 % Operating Supplies 13,170 21,865 21,865 19,802 22,479 2.81 % Repairs/Maintenance 2,717 2,000 2,000 2,000 2,000 0.00 % Communications/Transportation 7,917 29,300 29,300 19,782 29,300 0.00 % Other Charges/Services 21,591 28,600 28,600 24,850 28,600 0.00 % Machinery/Equipment - 200 200 100 200 0.00 % Office Furniture/Equipment - 2,500 2,500 1,450 2,500 0.00 % 12.22 % Total Cost Center - 1040 $ 1,466,101 $ 1,829,806 $ 1,980,735 $ 1,946,168 $ 2,053,320 General Fund $ 1,466,101 $ 1,829,806 $ 1,980,735 $ 1,946,168 $ 2,053,320 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant City Manager 2 2 1 1 1 1 Assistant to the City Manager 0 1 1 1 1 1 City Manager 1 1 1 1 1 1 Deputy City Manager 0 0 1 1 1 1 Deputy City Manager - Chief Financial Officer 0 0 0 1 1 1 Director, Strategic Initiatives 0 0 1 1 1 1 Executive Management Assistant 1 1 1 1 1 1 Governmental Relations and Policy Manager 1 1 0 0 0 0 Senior Program Manager, Government Relations 0 1 1 1 1 1 Total 5 7 7 8 8 8 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 189 Table of Contents City of Chandler General Government 2023-24 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 Arizona Department of Transportation (ADOT), and working on airport concerns. 2022-23 Accomplishments Ø Airport total operations were 206,092 (take-offs and landings) in calendar year (CY) 2022. In CY 2022, the Airport was the 18th busiest general aviation airport in the U.S. and the 52nd busiest U.S. airport overall. Ø Completed the ADOT Arizona Pavement Management System’s Pavement Preservation on Runway 4L-22R, and Taxiways Alpha and Bravo. Ø Completed the Heliport Lighting Upgrade by converting all lighting to LEDs. Ø Finished the Air Traffic Control Tower Equipment Upgrade. Ø Completed the 100% ADOT-funded Design of the Wildlife Hazard Exclusion Fence. Ø Initiated the Airport’s first Strategic Business Plan. Ø Received $2.66 million in FAA and ADOT project funding to include the 100% ADOT-funded Taxiway Bravo Improvement, as well as the Automated Weather Observation System (AWOS) Replacement and North-Runway End Identifier Lights (REIL) Installation. 2023-24 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: t Strive to operate a safe, well-maintained airport environment. t Encourage an environment of growth for existing organizations at the Airport. 2020-21 Actual Measures (1) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected City fueling services, gallons 24,025 0 (2) 47,500 5,442 (2) 25,000 Fixed Base Operator (FBO) fueling service, gallons 743,341 820,830 990,000 724,705 706,339 Cost per air traffic operation (non-capital costs) $4.37 $4.49 $4.84 $6.77 $7.82 354 354 354 354 365 Number of airport safety inspections conducted (1) Fuel sales are tied to competition from other suppliers. The volume can vary from year to year due to market conditions. (2) The 2021-22 Actual and 2022-23 Year End Estimate was impacted by a direct lightning strike on the fuel sales equipment. Parts scarcity and difficulties sourcing necessary services during the pandemic resulted in a prolonged replacement process. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 190 Table of Contents City of Chandler General Government 2023-24 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: t Seek maximum opportunities for federal and state grant participation projects. Measures Dollar value of grant requests Projects completed with shared funding 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected $1,511,479 $1,725,074 $1,865,000 $2,645,200 $4,570,000 2 1 2 3 3 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: t Maintain occupancy rate of T-hangars and T-shades at 95% or above. t Maintain occupancy rate of tie-downs (based) at 95% or above. t Provide maintenance on T-hangars at least once per year. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 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/ 100% 188/ 100% 188/ 100% 188/ 100% 188/ 100% * 2022-23 Year 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 2023-24 Adopted Budget Airport - 4100 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 752,491 $ 805,897 $ 791,194 $ 855,481 13.69 % Ongoing* $ 596,228 $ - 752,491 805,897 791,194 853,497 13.42 % One-time* - - - - 1,984 N/A Professional/Contract 52,517 117,366 118,366 118,366 83,882 -28.53 % Operating Supplies 55,334 285,700 285,700 130,955 310,200 8.58 % Repairs/Maintenance 185,859 123,720 217,856 211,346 58,720 -52.54 % Communications/Transportation 2,684 6,255 6,255 6,255 12,255 95.92 % Insurance/Taxes 13,478 34,500 34,500 34,500 34,500 0.00 % Rents/Utilities 72,695 89,358 89,358 89,358 89,358 0.00 % Other Charges/Services 14,285 12,700 12,700 15,214 22,700 78.74 % Building and Improvements - - - 131 - N/A 37,044 - 74,142 213 5,500 N/A Office Furniture and Equipment - - - 427 - N/A Street Improvements - 4,500 4,500 4,500 4,500 0.00 % Capital Replacement 17,747 17,717 17,717 17,717 17,717 0.00 % 3.50% Machinery/Equipment Total Cost Center - 4100 $ 1,047,869 $ 1,444,307 $ 1,666,991 $ 1,420,176 $ 1,494,813 Airport Operating Fund $ 988,869 $ 1,444,307 $ 1,666,991 $ 1,420,176 $ 1,494,813 $ 1,047,869 $ Grant Fund** 59,000 Grand Total - - 1,444,307 $ - 1,666,991 $ 1,420,176 $ 1,494,813 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Airport Business Coordinator 1 1 0 0 0 0 Airport Operations and Maintenance Supervisor 1 1 0 0 0 0 Management Assistant 0 0 1 1 1 1 Manager, Airport Operations 1 0 0 0 0 0 Manager, Airport Operations 0 0 1 1 1 1 Program Manager, Airport Planning 0 1 1 1 1 1 Senior Administrative Assistant 1 1 0 0 0 0 Senior Manager, Airport 0 1 1 1 1 1 Senior Technician, Airport Maintenance - CDL 2 2 2 2 2 2 Supervisor, Airport Maintenance - CDL 0 0 1 1 1 1 Total 6 7 7 7 7 7 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for Airport Days anniversary celebration event, six two-way hand held radios and transmitter, breakaway gates, and a spill response trailer and supplies. FY 2023-24 also reflects the elimination of onetime funding for airport movement area sign replacements, a Disadvantaged Business Enterprise study update, Airport Boulevard landscaping, and Santan ramp lighting upgrades. 192 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Airport Capital - 4110 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services - $ - $ 521 $ - N/A Ongoing* Total Personnel $ 39,026 $ - - - 521 - N/A One-time* - - - - - N/A Professional/Contract 298,378 1,351,400 1,537,393 26,288 2,718,330 101.15% Operating Supplies 40,092 - - - - N/A Repairs/Maintenance 14,071 - - 26,545 - N/A Other Charges/Services 10,393 988,550 1,108,340 - 1,324,304 33.96% Project Support Recharge** - - 4,023 - 119,000 N/A Contingencies/Reserves - 4,323,031 - - 7,722,809 78.64% Building/Improvements 191,387 4,887,175 5,538,698 67,116 7,400,405 51.43% Street Improvements - - 292,996 - - N/A Airport Improvements 1,126,932 - 2,719,486 110,321 - N/A 230,791 $ 19,284,848 66.97% Total Cost Center - 4110 $ 1,720,280 $ 11,550,156 $ 11,200,936 $ Grant Capital Fund $ 1,085,090 $ 7,101,645 $ 7,011,629 $ 61,985 $ 13,714,378 635,190 4,448,511 4,189,307 168,806 5,570,470 1,720,280 $ 11,550,156 $ 11,200,936 $ 230,791 $ 19,284,848 Airport Operating Fund Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 193 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Buildings and Facilities - 3200 The Buildings and Facilities Division is responsible for maintaining 61 City-owned buildings and providing various maintenance duties at 10 additional City facilities. This includes providing custodial care and performing preventive maintenance. 2022-23 Accomplishments Ø Completed about 8,000 work orders for City facilities Ø Completed security fence enhancements at the main Police Station and Courts building. Ø Added 8 EV charging station ports outside Development Services and City Hall parking structure to support city vehicles. Ø Completed exterior paint projects at the Police Property & Evidence, Boys & Girls Club, Environmental Education Center, and Fire Support building. Ø Replaced fire alarm panels at Fleet/Central Supply, Sunset Library, Information Technology, Chandler Height Police Station, Fire Station 7, and Police Property and Evidence. Ø Completed main electrical service preventative maintenance and calibration at Fire Stations 1 – 11, Fire Administration, Desert Breeze Police Station, Chandler Heights Police Station, Courts, Environmental Education Center, Boys & Girls Club, Parks/Facilities and Aquatics, Police Property and Evidence, and Chandler Center for the Arts. Ø Completed an elevator upgrade at the Downtown Library. Ø Completed the main Police Department security fence height extension and adding entrance and exit gates at Courts. Ø Completed Fleet and Central Supply gate refurbishment. Ø Completed Chandler Center for the Arts roof replacement. Ø Started the Main Library and Nazomi Aquatics Facilities roof replacements. Ø Completed City Hall cooling tower replacement enhance energy efficiency in building. Ø Completed security camera additions and updates at Fire Administration, City Hall, City Hall parking structure, Community Center, and Oregon Street parking structure. Ø Completed various city facility security enhancements. Ø Completed Sunset Library Monsoon Room HVAC installation. 194 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Buildings and Facilities - 3200 2023-24 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: t Provide emergency service for mechanical, sanitary, and environmental problems. t Maintain cost effective maintenance and custodial practices through proactive management. 2020-21 Actual Measures (1) Custodial expenditures per square foot $2.25 2021-22 Actual $2.79 2022-23 Projected $3.07 2022-23 Year End Estimate* 2023-24 Projected $3.07 $3.40 (1) Increases in costs are due to inflation, wages, and contractual increases. 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: t Maintain cost effective building maintenance through proactive management. t Maintain all public buildings at an optimum state of repair through use of an effective preventive maintenance program. 2020-21 Actual Measures (2) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Building repair costs per square foot $3.71 $3.99 $4.39 $4.39 $4.80 Percentage of preventive work orders over all work orders 45% 45% 50% 50% 65% (2) Increases reflect anticipated increased cost of repairs due to factors including inflation, wages, building age, scope of repairs, increased level of maintenance. * 2022-23 Year 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 2023-24 Adopted Budget Buildings and Facilities - 3200 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 3,787,404 $ 4,466,916 $ 4,168,733 $ 4,128,023 Ongoing* $ 3,479,102 $ - 3,773,075 4,452,587 4,154,404 4,128,023 8.99 % 9.41 % One-time* - 14,329 14,329 14,329 - -100.00 % Professional/Contract 67,330 352,044 451,309 241,694 457,927 30.08 % Operating Supplies 1,072,772 970,461 1,104,489 1,129,393 959,080 -1.17 % Repairs/Maintenance 1,199,091 1,026,785 1,182,971 1,154,970 846,785 -17.53 % Communications/Transportation 15,685 15,170 15,210 15,190 15,170 0.00 % Insurance/Taxes 2,263 3,000 3,238 3,000 3,000 0.00 % 1,953,373 2,015,513 2,015,513 2,015,513 2,015,513 0.00 % 1,742 11,855 11,855 11,755 11,855 0.00 % Rents/Utilities Other Charges/Services Building/Improvements 345 - - 100 - N/A Machinery/Equipment 1,822 93,000 103,432 103,432 - -100.00 % Office Furniture/Equipment 4,026 - - - - N/A Capital Replacement 65,091 76,392 76,392 80,342 76,392 0.00 % 1.94% Total Cost Center - 3200 $ 7,862,641 $ 8,351,624 $ 9,431,325 $ 8,924,122 $ 8,513,745 General Fund $ 7,671,654 $ 8,351,624 $ 9,005,595 $ 8,577,332 $ 8,513,745 425,730 346,790 9,431,325 $ 8,924,122 $ Grant Fund** Grand Total 190,987 $ 7,862,641 $ 8,351,624 $ 8,513,745 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. 196 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Buildings and Facilities - 3200 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Business Systems Support Specialist 1 1 0 0 0 0 Custodian 21 19 19 19 19 19 Electrician 2 2 2 2 2 2 Facility Maintenance Planner 0 0 1 1 1 1 Lead Custodian 3 3 3 3 3 3 Lead Facilities Operations Technician 1 0 0 0 0 0 Maintenance Planner/Scheduler 0 1 0 0 0 0 Management Assistant 1 1 1 1 1 1 Project Manager, Facilities 0 0 0 1 1 1 Senior Manager, Facility & Fleet Services 1 1 1 1 1 1 Senior Technician, Energy Management Controls 1 1 1 1 1 1 Senior Technician, Facility Maintenance 4 6 6 7 7 7 Senior Technician, HVAC 3 3 3 3 3 3 Specialist, Business Systems Support 1 1 1 2 2 2 Superintendent, Facility Maintenance 1 1 1 1 1 1 Supervisor, Business Systems Support 0 0 1 1 1 1 Supervisor, Custodial Services 2 2 2 2 2 2 Position Title Technician, Facility Maintenance 2 2 2 2 2 2 Total 44 44 44 47 47 47 Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for contract custodial service increases, and the elimination of one-time funding received in FY 2022-23 for building security enhancements, an energy utilization audit, an electric electric vehicle and charging feasibility study, and part-time custodial services. 197 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Buildings and Facilities Capital - 3210 Capital Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel - $ - $ 410 $ - N/A Ongoing* $ 16,720 $ - - - 410 - N/A One-time* - - - - - N/A Professional/Contract 7,057 - 19,863 - 146,680 N/A Repairs/Maintenance 130,016 - 249,652 259,490 - N/A Other Charges/Services 12,825 - - 9,572 484,689 N/A Contingencies/Reserves - 4,065,738 - - 6,719,541 65.27 % Building/Improvements 928,309 2,650,000 4,017,373 347,718 6,437,256 142.92 % Office Furniture/Equipment 900,523 800,000 3,935,858 999,390 386,000 -51.75 % Total Cost Center - 3210 $ 1,995,450 $ 7,515,738 $ 8,222,746 $ 1,616,580 $ 14,174,166 88.59% General Gov't Capital Projects Fund $ 1,984,342 $ 7,512,846 $ 8,222,746 $ 1,616,580 $ 11,586,516 Public Facility Bonds - - - - Water Operating Fund 11,108 2,892 - - - Airport Operating Enterprise Fund - - - - 10,650 - 57,000 Medical Self Insurance Grand Total $ 1,995,450 $ 7,515,738 $ 8,222,746 $ 2,520,000 1,616,580 $ 14,174,166 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the FY 2024-2033 Capital Improvement Program. 198 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Cultural Development Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Cultural Development Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Cultural Development Administration $ Center for the Arts 352,680 $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 350,341 $ 379,085 $ 2023-24 Adopted Budget % Change Adopted to Adopted 385,807 10.12 % 2,104,767 2,509,148 2,379,305 2,712,034 8.09 % Downtown Redevelopment 275,324 377,578 401,055 418,925 10.95 % Cultural Development Capital 672,083 3,651,203 258,284 9,129,983 150.05 % Special Events 404,803 439,189 497,298 535,448 21.92 % Museum 752,592 760,391 769,565 847,081 11.40 % Total $ 4,562,249 $ 8,087,850 $ 4,684,592 $ 14,029,278 73.46% $ 2,874,315 $ Expenditures by Category Personnel & Benefits Total Personnel 2,961,834 $ 3,164,349 $ 3,380,273 (1) - 2,883,099 3,085,614 3,188,279 10.59 % (1) - 78,735 78,735 191,994 143.85 % 1,016,559 1,474,813 1,263,376 1,519,022 3.00 % 671,375 3,651,203 256,867 9,129,983 150.05 % 4,562,249 $ 8,087,850 $ 4,684,592 $ 14,029,278 73.46% 2022-23 Revised 2023-24 Adopted Ongoing One-time Operating & Maintenance Capital - Major Total $ 2021-22 Revised Staffing by Cost Center 2022-23 Adopted % Change Adopted to Adopted Cultural Development Administration 2.000 2.000 2.000 2.000 0.00 % Center for the Arts 17.000 17.000 17.000 17.000 0.00 % Downtown Redevelopment 1.000 1.000 1.000 1.000 0.00 % Special Events 2.000 2.000 2.000 2.000 0.00 % Museum 4.000 4.000 4.000 4.000 0.00 % 26.000 26.000 26.000 26.000 0.00% Total (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 199 Table of Contents City of Chandler General Government 2023-24 Adopted Budget 2022-23 Accomplishments Ø The Vision Gallery hosted 85 free events that included opening receptions, Vision Kids classes, and special events with more than 6,500 attendees. The Vision Gallery was recognized as one of the ten best art galleries in metro Phoenix. Ø The Chandler Arts Commission supported public art projects including the vibrant Zora Folley mural (on the FLO Yoga & Cycle building), traffic control boxes near Basha high school, the downtown library artwork, the Pueblo Alto/ High Town neighborhood mural, and the Provinces Park project next to Shumway Elementary. Ø The Chandler Center for the Arts (CCA) served over 160,000 people and continued its commitment to diverse and inclusive programming. Ø CCA presented the Arizona premiere of NORTH: The Musical an uplifting story set against the backdrop of the Underground Railroad. Ø Free public events were offered to over 8,000 attendees and over 50 nonprofit and cultural institutions utilized the CCA for their activities. Ø The Connecting Kids program served over 7,000 young people through performance field trips, visual arts classes, teen arts appreciation programs, and musical theatre camps. Ø Over 200 volunteers and community leaders donated over 8,700 hours of service to support the CCA’s activities. Ø Two film/photo shoots, 67 events, and 10 stage rentals were permitted through special events. Ø Approximately 21,250 guests attended the seven City Signature Events. Ø Jazz Appreciation Month was expanded featuring over 30 artists and performances throughout the city with the addition of Jazz on the Move and the Young Artists Jazz Showcase. Ø Family Easter Celebration was redesigned and moved to Dr. AJ Chandler Park – Stage Plaza. Ø Approximately 188,001 guests attended 60 third-party produced events on City property. Ø Facilitated ongoing development and redevelopment projects within the Downtown, including the Shops on Frye, Acqua Di Mare, Maple House, Elliot’s, DC Heights, One Chandler, and others. Ø Completion of several key studies including the Southside Village ULIAzTAP, Pedestrian and Wayfinding Plan, Alley, and Parking Study to guide the redevelopment of downtown Chandler. Ø Added placemaking elements to the downtown including five artist benches, flowering pots, painting and signage. Ø Completed the Ranch at Tumbleweed Park Master Plan and exterior renovations at the McCroskey & Edwards House. Ø Developed new interpretations in the community through kiosks like the Tumbleweed Tree and Ostriches at the History Spot and installation of a kiosk at Homestead North Park. Ø Installed wayfinding signage across the Museum campus including exterior pylons, exterior building signage, and interior wayfinding signage. Ø Instituted two weeks of daily family programming at the Museum during spring break. Ø Chandler Museum Foundation initiated a strategic planning process and hired a nationally recognized Museum strategic planning consultant to facilitate the process. 200 Table of Contents City of Chandler General Government 2023-24 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 Pardners of Tumbleweed Ranch, the Downtown Chandler Community Partnership, and the Chandler Sports Hall of Fame. 2023-24 Performance Measurements Goal: Enhance the quality of life in Chandler by providing customer centric educational and cultural activities. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Sustainable Economic Health Objectives: t Provide leadership and administrative support to develop and implement systems and procedures to continuously improve operations. t Facilitate communication and the cross promotion of programs and services. t Provide opportunities for resident engagement. Measures Public programs provided 2020-21 Actual 2021-22 Actual (1) 550 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 1,088 1,940 1,102 1,100 (1) 496,246 (1) 488,602 517,290 (1) 9,502.25 10,150 11,390 11,450 Number of special events and exhibit 64 39 54 40 42 Public art projects installed 5 19 10 11 9 Attendance at public programs 41,201 Volunteer hours contributed 5,035 174,530 (1) Reductions reflect the COVID-19 impacts. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 201 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Cultural Development Administration - 1090 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 344,036 $ 365,716 $ 375,000 $ 379,502 10.31 % Ongoing* $ 339,821 $ - 344,036 365,716 375,000 379,502 10.31 % One-time* - - - - - N/A Professional/Contract Services 6,267 - - - - N/A Operating Supplies 5,484 925 925 2,485 925 0.00 % Repairs and Maintenance Communication/Transportation Insurance and Taxes Other Charges and Services 302 300 300 200 300 0.00 % - 2,500 2,500 750 2,500 0.00 % 500 - - - - N/A 306 2,580 2,580 650 2,580 0.00 % Total Cost Center - 1090 $ 352,680 $ 350,341 $ 372,021 $ 379,085 $ 385,807 10.12% General Fund $ 352,680 $ 350,341 $ 372,021 $ 379,085 $ 385,807 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Director, Cultural Development 1 1 1 1 1 1 Senior, Management Analyst 1 1 1 1 1 1 Total 2 2 2 2 2 2 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 202 Table of Contents City of Chandler General Government 2023-24 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 2023-24 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: t Continue development of marketing strategies to ensure maximum usage of the CCA and Vision Gallery. t Present professional and community performances and exhibitions with high public visibility. 2020-21 Actual Measures Number of activities, exhibits, and workshops Annual attendance 2021-22 Actual Website page view 2023-24 Projected 694 790 783 775 (1) 129,739 160,530 158,906 162,590 80% 80% 80% 80% 33,999 Social media following 2022-23 Year End Estimate* (1) 550 Average rate of participation for CCA and Vision Gallery hosted programs 2022-23 Projected (2) N/A 38,847 41,526 38,900 43,000 44,500 (1) 1,121,866 1,239,200 1,526,000 1,642,000 N/A N/A N/A 18,956 20,840 439,668 (3) Participation in free public events (1) Reductions reflect the COVID-19 impacts. (2) Measure eliminated effective FY 2022-23. Community engagement (generally off-site) and virtual program capacities are challenging to measure. (3) New measure effective FY 2022-23. * 2022-23 Year 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 2023-24 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: t Continue fundraising program for the CCF. t Continue to recruit and retain volunteer support. t Obtain trade and cash sponsorships in order to support programming efforts. 2020-21 Actual Measures New donations to CCF funds 2021-22 Actual Total cash and trade sponsorships 2023-24 Projected $50,000 $111,000 $50,000 (1) $350,000 $430,817 $295,000 201 136 215 144 159 (2) 7,601 8,700 8,920 8,600 $423,630 Number of volunteer hours contributed 2022-23 Year End Estimate* (1) $211,545 Number of volunteers 2022-23 Projected 4,385 $1,677,653 $1,973,947 (1) Includes a grant received from the small business administration. (2) Reductions reflect the COVID-19 impacts. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 204 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Center for the Arts - 1100 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,698,683 $ 1,811,891 $ 1,801,000 $ 1,897,554 11.71 % Ongoing* $ 1,674,464 $ - 1,698,683 1,811,891 1,801,000 1,897,554 11.71 % One-time* - - - - - N/A Professional/Contract 264,145 590,830 635,893 352,750 661,065 11.89 % Operating Supplies 71,006 81,225 81,225 53,580 71,545 -11.92 % Repairs/Maintenance 31,242 55,500 56,354 48,720 43,700 -21.26 % Communications/Transportation 5,449 14,840 14,840 12,680 14,020 -5.53 % Insurance/Taxes 5,301 4,800 4,800 6,000 6,500 35.42 % Rents/Utilities 1,169 1,590 1,590 1,590 1,600 0.63 % Other Charges/Services 14,741 15,780 15,780 11,735 13,800 -12.55 % Office Furniture/Equipment -100.00 % 35,000 43,650 43,650 57,000 - Park Improvements - - - 32,000 - N/A Capital Replacement 2,250 2,250 2,250 2,250 2,250 0.00 % 8.09% Total Cost Center - 1100 $ 2,104,767 $ 2,509,148 $ 2,668,273 $ 2,379,305 $ 2,712,034 General Fund $ 2,050,022 $ 2,129,148 $ 2,283,273 $ 2,272,305 $ 2,410,369 54,746 380,000 385,000 107,000 301,665 2,104,767 $ 2,509,148 $ 2,668,273 $ 2,379,305 $ 2,712,034 Municipal Arts Fund Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Marketing & Communications 1 1 1 1 1 1 Attendant, Box Office 1 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Manager, Cultural Arts 1 1 1 1 1 1 Program Coordinator, Events 1 1 1 1 1 1 Program Coordinator, Exhibits 1 1 1 1 1 1 Program Coordinator, Marketing & Communications 1 1 1 1 1 1 Program Manager, Cultural Arts 1 1 1 1 1 1 Senior Program Manager, Cultural Arts 1 1 1 1 1 1 Senior, Cultural Arts Production 2 2 2 2 2 2 Senior, Events 1 1 1 1 1 1 Specialist, Cultural Arts 1 1 1 1 1 1 Specialist, Events 1 1 1 1 1 1 Supervisor, Box Office 1 1 1 1 1 1 Supervisor, Cultural Arts Production 1 1 1 1 1 1 Total 17 17 17 17 17 17 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for a needs assessment for Center for the Arts, and the continuation of one-time funding for the Chandler Symphony Orchestra. Additionally, FY 2023-24 reflects the elimination of one-time funding for Center for Art equipment replacement. 205 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 Performance Measurements Goal: Coordinate and facilitate revitalization of the central core of the City. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t t Create a city center that reflects a distinct and positive image for Chandler. To be a destination driver for residents and visitors. Measures 2020-21 Actual 2021-22 Actual Number of new or rehabilitation projects planned for Downtown 2022-23 Year End Estimate* 2022-23 Projected 8 7 2023-24 Projected 5 6 5 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: t Market Downtown to new retail, service, office, and other uses in order to enhance the image of the City’s Downtown District. Measures 2020-21 Actual 2021-22 Actual Number of new businesses located in Downtown with City assistance Estimated square footage of new and rehabilitated space in Downtown with City assistance 7 (2) 218,667 Number of new residential units constructed in Downtown 2022-23 Year End Estimate* 2022-23 Projected 7 0 (1) 8 9 (4) 45,000 (3) 214,672 0 157 18,500 2023-24 Projected (7) 5 (5) 459,672 (6) 0 365 (8) (1) Jersey Mike's, Thai Chili 2 Go, El Taco Santo, 30 Minute Hit, Elliott's, Micdrop Mania, Roll-Em-Up Taquitos, Aqua de Mar, and the Copper House. (2) Square footage includes The Alexander and The Johnathan, both over 100,000 square feet. (3) Sites 2 and 7 have not moved forward. Other projects included in projection are under construction but are not anticipated to be complete in FY 2022-23. (4) Square footage includes DC Heights (200,000 square feet). (5) DC Heights and Nevada/Commonwealth will not be completed until FY 2023-24. (6) Dano's 6,860 square feet, Maple 7,812 square feet, 200 & 210 S. Oregon St. 20,000 square feet, DC Heights 200,000 square feet, Nevada & Commonwealth 225,000 square feet. (7) Effective FY 2021-22, the Downtown Redevelopment Division will be recording housing growth in completed units, rather than by developments. This figure reflects the DC Heights development. (8) 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. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 206 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Downtown Redevelopment - 1540 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 188,955 $ 199,375 $ 195,000 $ 233,078 23.35 % Ongoing* $ 103,249 $ - 110,220 120,640 116,265 140,426 27.41 % One-time* - 78,735 78,735 78,735 92,652 17.68 % Professional/Contract 37,036 15,000 19,800 37,352 15,000 0.00 % Operating Supplies 6,041 6,166 6,166 3,549 3,500 -43.24 % Repairs/Maintenance 551 23,758 23,758 500 23,758 0.00 % Communications/Transportation 2,208 1,915 1,915 1,000 1,915 0.00 % Rents/Utilities 2,343 3,480 3,480 1,500 3,480 0.00 % Other Charges/Services 123,896 138,304 138,304 137,454 138,194 -0.08 % Building/Improvements - - 14,600 14,000 - N/A Office Furniture and Equipment - - 10,000 10,400 - N/A Street Improvements - - - 300 - N/A 10.95% Total Cost Center - 1540 $ 275,324 $ 377,578 $ 417,398 $ 401,055 $ 418,925 General Fund $ 275,124 $ 377,578 $ 397,998 $ 383,055 $ 418,925 $ 275,324 $ Grants** 200 Grand Total 377,578 $ 19,400 18,000 417,398 $ 401,055 $ 418,925 - * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Program Manager, Downtown Redevelopment 1 1 1 1 1 1 Total 1 1 1 1 1 1 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for a temporary Downtown Operations & Special Events Coordinator. 207 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Cultural Development Capital - 4320 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services 708 $ - $ - $ 1,417 $ - N/A Ongoing* Total Personnel $ - - - 1,417 - N/A One-time* - - - - - N/A Professional/Contract 117,411 994,988 1,068,022 84,398 1,667,840 67.62 % Operating Supplies 30,384 - - 5,876 - N/A Repairs/Maintenance 38,120 - 8,216 20,141 - N/A Rents/Utilities 63,915 - - 20,261 - N/A 402 753,695 971,726 9,091 671,300 -10.93 % Contingencies/Reserves - 843,676 160,592 - 3,553,583 321.20 % Building/Improvements 219,518 998,844 1,229,101 44,785 1,644,000 64.59 % Machinery/Equipment - - 12,415 - - N/A Office Furniture/Equipment - - 46,319 41,769 - N/A Street Improvements 201,626 - - - - N/A Park Improvements - 60,000 60,000 - 1,593,260 2,555.43 % 150.05% Other Charges/Services Total Cost Center - 4320 $ 672,083 $ 3,651,203 $ 3,574,267 $ 258,284 $ 9,129,983 General Government Capital Projects $ 562,518 $ 1,891,792 $ 1,789,857 $ 223,152 $ 5,358,705 1,533,573 Streets General Obligation Bonds Capital Grants Park Bonds Art Center Bonds Museum Bonds Grand Total $ - 1,385,000 1,385,000 21,427 87,492 371,287 371,286 - 528,286 - - - - 1,560,000 - 1,198 1,198 - 1,198 22,074 1,926 26,926 13,705 148,221 672,083 $ 3,651,203 $ 3,574,267 $ 258,284 $ 9,129,983 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 208 Table of Contents City of Chandler General Government 2023-24 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, All-American Bash, Halloween Spooktacular, Woofstock, and the Tumbleweed Christmas Tree Lighting and Parade of Lights. 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. 2023-24 Performance Measurements Goal: Enhance the quality of life for all residents by offering family-friendly entertainment and signature events. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified Objectives: t Be attuned to the community and encourage resident participation in citywide signature events. t Solicit donations and sponsorships in order to enhance special events.To help residents and producers work through the special event permitting process. 2020-21 Actual Measures 2021-22 Actual (1) Volunteer hours 263 Donations/sponsorships 421.25 350 (1) $12,337 $8,000 N/A N/A N/A $0 (4) Number of Permitted Events 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (2) 350 (3) $5,000 56 55 215 $3,000 (1) Reductions reflect the COVID-19 impact and the slow recovery anticipated as residents and donors acclimate back to more normal levels of engagement. (2) Tree Lighting & Parade of Lights event was cancelled due to weather. (3) Monetary donations and sponsorships have decreased as sponsors have scaled back to in-kind donations. (4) New measure added effective FY 2022-23. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 209 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Special Events - 4559 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 219,422 $ 237,493 $ 210,081 $ 312,711 42.52 % Ongoing* $ - 219,422 237,493 210,081 213,369 -2.76 % One-time* - - - - 99,342 N/A Professional/Contract 64,751 55,895 89,530 87,201 57,395 2.68 % Operating Supplies 23,317 28,248 29,034 30,065 28,718 1.66 % Repairs/Maintenance 467 700 700 700 700 0.00 % Communications/Transportation 7,086 10,769 11,749 13,078 10,769 0.00 % Rents/Utilities 71,345 42,460 59,811 74,428 42,460 0.00 % Other Charges/Services 206,147 $ 31,690 81,695 81,695 81,745 82,695 1.22 % Total Cost Center - 4559 $ 404,803 $ 439,189 $ 510,012 $ 497,298 $ 535,448 21.92% General Fund $ 401,845 $ 413,689 $ 509,948 Grants** Parks and Recreation Trust Grand Total $ 484,322 $ 471,608 $ 190 - 190 190 - 2,768 25,500 25,500 25,500 25,500 404,803 $ 439,189 $ 510,012 $ 497,298 $ 535,448 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Senior Program Manager, Special Events 1 1 1 1 1 1 Senior Specialist, Special Events 1 1 1 1 1 1 Total 2 2 2 2 2 2 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for a temporary Special Events Coordinator. One-time funding was requested for the 2024 Ostrich Festival and is reflected in the departments receiving the funding: cost center 4530, Park Maintenance and Operations, in the Community Services Department, cost centers 2210, Fire Admin and 2230, Fire Operations, in the Fire Department, cost center 2030, Field Operations, in the Police Department, and cost center 3330, Traffic Engineering, in the Public Works & Utilities Department. 210 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 Performance Measurements Goal: To enhance residents’ 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: t Operate the Chandler Museum, Tumbleweed Ranch, and the McCullough-Price House. t Offer exhibits, school field trips, and programs that interpret Chandler’s history and culture. t Research, design, and install history kiosks. t Work with volunteers to implement history related projects. 2020-21 Actual Measures 2021-22 Actual Number of school children served through field trips 0 Number of Chandler Museum, McCullough-Price House, and Tumbleweed Ranch programs conducted 187 Number of new museum exhibits, both physical and online Volunteer hours contributed to history projects Number of museum visits 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected (1) 1,074 1,150 1,042 1,100 (1) 336 256 242 270 32 32 (1) 1,480 1,100 (1) 8,222 8,700 387 6,207 32 34 35 (1) 2,255 2,500 (1) 12,338 12,000 (1) Reductions reflect the COVID-19 impact and the slow recovery anticipated as residents acclimate back to more normal levels of engagement. 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: t Preserve the cultural heritage of Chandler, both in objects and stories. 2020-21 Actual Measures Number of items digitized and uploaded to Chandler Museum’s online resource: Chandlerpedia (2) Pageviews of Chandlerpedia.org (2) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 15,920 16,289 17,300 18,125 18,250 N/A N/A N/A 94,647 95,000 New measure effective FY 2022-23. * 2022-23 Year 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 2023-24 Adopted Budget Museum - 4560 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 510,738 $ 551,787 $ 581,851 $ 557,428 9.14 % Ongoing* $ - 510,738 551,787 581,851 557,428 9.14 % One-time* - - - - - N/A Professional/Contract 66,622 100,803 119,854 82,450 100,803 0.00 % Operating Supplies 60,083 109,550 119,142 72,952 109,550 0.00 % Repairs/Maintenance 8,364 - - - - N/A Communications/Transportation 3,713 10,800 10,800 9,400 10,800 0.00 % - 500 500 500 500 0.00 % Insurance/Taxes Rents and Utilities Other Charges/Services 549,928 $ 50 - - 3,150 - N/A 63,488 28,000 28,475 19,262 28,000 0.00 % Building and Improvements - - - - 40,000 N/A Office Furniture/Equipment 177 - - - - N/A Wastewater Improvements 47 - - - - N/A Capital Replacement - N/A Total Cost Center - 4560 $ 752,592 $ 120 760,391 $ 830,558 $ 769,565 $ 847,081 11.40% General Fund $ 751,352 $ 730,681 $ 793,370 $ 750,970 $ 817,248 1,240 29,710 37,188 18,595 29,833 752,592 $ 760,391 $ 830,558 $ 769,565 $ 847,081 Museum Trust Grand Total $ - - - * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Customer Service Representative 1 0 0 0 0 0 Manager, Museum 1 1 1 1 1 1 Museum Education Coordinator 1 1 0 0 0 0 Program Coordinator, Museum 1 1 1 1 1 1 Senior Program Manager, Museum 0 0 1 1 1 1 Specialist, Museum 0 1 1 1 1 1 Total 4 4 4 4 4 4 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for the Southside kiosk redesign for Harris Park. 212 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Diversity, Equity & Inclusion – 1062 The Diversity, Equity & Inclusion (DEI) 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, nonprofits, business partners, faith agencies, cultural organizations, and community members. This division also assists the business community with both volunteer and diversity and inclusion outreach efforts. 2022-23 Accomplishments Ø Chandler City Council voted to designate Juneteenth as an official city holiday. In addition to the passing of the holiday, the City has partnered with South Chandler Self-Help Foundation, as well as several local community organizations to celebrate Juneteenth through a variety of educational and cultural events. Ø Brought together multiple City departments and organizations for the annual “Chandler Contigo” —to include over 50 diverse events, with an attendance over 5,000 total. Events included the Contigo Kick-off event, Willis Jr. High Latino Leaders Week, Contigo Galveston Festival and many events at all four Chandler Public Library locations. Ø Over 800 community members attended our first annual Diwali "Festival of Lights" event in Chandler on Oct. 22. The Diwali Planning Committee designed a festive event that included performances, food booths specializing in Indian food and numerous merchandise vendors and community informational booths. Ø Chandler City Council voted to approve the non-discrimination ordinance titled "Chandler Embracing Diversity, Equity, and Inclusion". This ordinance prohibits discrimination due to actual or perceived race, color, religion, sex, age, disability, ethnicity, national origin, sexual orientation, gender identity, veteran status, disability, marital status or familiar status in employment, places of public accommodation and housing in City limits. Ø Engaged in an eight-month internal and external DEI assessment in Chandler leading to the formation of an official DEI Strategic Plan for the City. DEI Strategic Plan goals include Communicate, Connect, Develop, Innovate and Assess. Ø Worked with the Human Relations Commission to fund 21 Diversity Mini-Grant applications that foster diversity education for youth ages 5-18. A total of over 6,800 Chandler students benefited from these programs. Ø Partnering with CUSD, ongoing discussions began with teacher sponsors from High School’s Black Student Union, Hispanic Student Organization, Gay/Straight Alliance, Native American Student Group and Asian American Pacific Islander Club. This partnership will bring accessibility, inclusion, and opportunity for students to participate in local government through employment opportunities, Diversity Mini-Grant sponsorships, or as participants in the planning of activities through the DEI Division. Ø Produced, sponsored, or participated in 52 community events with an approximate total audience of 45,490. 213 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Diversity, Equity & Inclusion – 1062 2023-24 Performance Measurements (1) 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 (1) Objectives: t Encourage volunteer efforts in support of residents in need. t To coordinate service needs of the City and nonprofit organizations with the service resources of faith-based communities, employers, business groups, and others in the Chandler area. (1) Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected Number of community programs and staff led volunteer projects 80 (2) N/A 251 N/A N/A Number of participants involved in the volunteer projects 1,080 N/A 1,601 N/A N/A Number of partnerships with corporate, social, nonprofit, and faith-based groups 160 N/A 185 N/A N/A Number of initiatives completed through these partnerships 8 N/A 7 N/A N/A (1) The goal, objectives and measures are no longer being tracked, due to the re-organization that moved Diversity, Equity and Inclusion from Neighborhood Resources to City Manager's Office. (2) 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, the Pancakes and Pavers event was cancelled for 2020. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 214 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Diversity, Equity & Inclusion – 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: t Create compelling messages, and manage diverse opportunities for sharing DEI messaging. t Cultivate connections with organizations and individuals. t Strengthen recruitment and retention efforts, DEI training and professional development opportunities for City employees. t Develop and strengthen City policies and procedures to advance the DEI mission. t Continually look for feedback from both the community and the municipal organization on DEI stratagies and programming. t Encourage and support diverse communication methods to reach diverse communities. (1)(2) Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Diversity events held in the City 30 N/A 40 N/A 50 Community group partners 40 N/A 50 N/A N/A 4,133 N/A 4,500 N/A 5,000 School partners 18 N/A 20 N/A N/A Create communication and marketing partnerships with community organizations and businesses N/A N/A N/A N/A 25 Establishing connections for organizations and community groups to support each other at upcoming events and opportunities for assistance N/A N/A N/A N/A 12 DEI related training opportunities for City employees N/A N/A N/A N/A 20 Resident DEI surveys completed in the community N/A N/A N/A N/A 100 Students reached through diversity programs (1) Effective FY 2022-23, cost center 1062, Diversity, Equity & Inclusion, is renamed from Community Resources and transfers from the Neighborhood Resources Department. Historical amounts are shown for comparative purposes. (2) New goals, objectives and measures have been created for FY 2023-24. in line with new DEI strategic plan. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 215 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Diversity, Equity & Inclusion – 1062 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 281,183 $ 467,743 $ 428,215 $ 430,010 Ongoing* $ 286,684 $ - 206,183 392,743 353,215 256,754 24.53 % One-time* - 75,000 75,000 75,000 173,256 131.01 % Professional/Contract 79,268 147,273 261,273 190,273 148,773 1.02 % Operating Supplies 11,839 10,000 10,000 13,500 10,500 5.00 % Repairs/Maintenance 354 1,000 1,000 - 500 -50.00 % Communications/Transportation 51 37 37 37 37 0.00 % 3,097 2,750 2,750 2,750 3,250 18.18 % 34.11% Other Charges/Services Total Cost Center - 1062 $ 381,292 $ 442,243 $ 742,803 $ 634,775 $ 593,070 General Fund $ 308,071 $ 442,243 $ 602,479 $ 520,676 $ 593,070 140,324 114,099 $ 381,292 $ 717,803 $ 634,775 $ Grant Fund** 73,221 Grand Total 442,243 $ 52.93 % 593,070 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Community Resources and Diversity Supervisor 0 1 0 0 0 0 Coordinator, Diversity, Equity & Inclusion 0 0 1 1 1 1 Management Assistant 0 1 0 0 0 0 Manager, Diversity, Equity & Inclusion 0 0 1 1 1 1 Total 0 2 2 2 2 2 Position Title Significant Budget and Staffing Changes FY 2023-24 includes one-time funding for DEI Internal Speaker Series, implementation of DEI Strategic Plan and Legacy event, sponsorship program for new DEI events pilot program, along with temporary staffing for Special Events Coordinator and a Management Assistant. Additionally, FY 2023-24 reflects the elimination of one-time funding received in FY 2022-23 for DEI special event temporary coordination staffing and DEI events and initiatives. 216 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Economic Development Department Overview Expenditures by Cost Center 2021-22 Actual Expenditures Economic Development $ 1,145,033 $ Economic Development Capital 2022-23 Adopted Budget 2022-23 Estimated Expenditures 1,170,461 $ 1,228,834 $ 2023-24 Adopted Budget % Change Adopted to Adopted 1,476,508 26.15 % - 1,056,208 - 1,556,208 47.34 % Tourism 663,943 351,781 1,125,047 395,222 12.35 % Innovations 250,000 285,930 250,000 335,930 17.49 % $ 2,058,977 $ 2,864,380 $ 2,603,881 $ 3,763,868 31.40% $ 1,030,306 $ 1,095,099 $ 1,156,889 $ 1,342,272 1,010,861 976,643 1,213,049 20.00 % Total Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing - (1) One-time Operating & Maintenance - 84,238 84,238 129,223 53.40 % 1,028,671 713,073 1,446,992 865,388 21.36 % - 1,056,208 - 1,556,208 47.34 % 3,763,868 31.40% Capital - Major Total Staffing by Cost Center $ 2,058,977 $ 2021-22 Revised 2,864,380 $ 2022-23 Adopted 2,603,881 $ 2022-23 Revised % Change Adopted to Adopted 2023-24 Adopted Economic Development 6.500 6.500 6.500 6.500 0.00 % Tourism 1.000 1.000 1.000 2.000 100.00 % Total 7.500 7.500 7.500 8.500 100.00% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 217 Table of Contents City of Chandler General Government 2023-24 Adopted Budget 2022-23 Accomplishments Ø Supported notable high-tech companies in opening new facilities in Chandler, including Insight, VIAVI, and Edwards. Ø Economic Development-assisted business locate, business retention and expansion projects include Tokyo Electron, Intel’s Fab Construction Enterprise unit, Cirrus Logic, Titan Solar Power, and Raley’s. Ø Supported the expansion of higher education opportunities in Chandler, including the opening of the University of Arizona’s new location and announcement of Grand Canyon University’s new nursing program location. Ø Worked with Arizona State University on an activation plan for the ASU Chandler Innovation Center to introduce additional programs and resources for students, entrepreneurs, and other community members. Ø Participated in more than 55 market assessment calls/visits with Chandler businesses to better understand their opportunities for growth. Ø Facilitated industry roundtable discussions to receive input on how the City can best support business and economic growth. Ø Continued to execute the “I Choose Chandler” marketing campaign with a focus on encouraging residents to shop in Chandler during the holiday shopping season. Ø Place branding project initiated for the Airpark Area employment corridor with branded monument sign designed and upcoming installation at seven locations throughout the area. Ø Maintained Economic Development-specific social media platforms (Twitter and LinkedIn) with a year-over-year audience of more than 5,000 total followers and published content receiving more than 1.8 million impressions. Ø Published a small business guide and a community profile to provide entrepreneurs and business decision-makers with information on resources and opportunities in Chandler. Ø Hosted the twelfth annual Chandler Innovation Fair, which showcases businesses, artists, students, and innovators in the community as Chandler participates in the statewide Arizona SciTech Festival. Ø The Tourism office met one-on-one with more than 150 meeting and event planners to promote Chandler as a small meetings destination. Ø Used Visit Arizona Initiative Marketing Grant funds to promote Chandler as a meeting and events destination. Ø Produced and published the 2023 Chandler Visitor’s Guide and launched Visit Chandler eNewsletter and Chandler Like a Local video series. Ø The VIAVI corporate headquarters relocation and new manufacturing facility project was recognized by the Arizona Association for Economic Development (AAED) with an Award of Merit in the Deal of the Year category at the 2022 Golden Prospector Awards. Ø Economic Development Director was recognized by AAED as Economic Developer of the Year in the category of Large Community at the 2023 AAED Economic Development Distinguished by Excellence Awards. 218 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 Performance Measurements Goal: Promote and aggressively pursue industrial and office development within the City. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t Market the community to new office, industrial, and other uses in order to diversify and strengthen the economy. Measures 2020-21 Actual 2021-22 Actual Estimated number of office/industrial jobs created and retained through business recruitment and expansion 2,403 Estimated office/industrial square feet absorbed/ added with City assistance 995,400 Estimated office/industrial capital investment created with City assistance (1) 4,134 (1) 1,774,700 (1) $334,005,000 $381,801,609 2022-23 Year End Estimate* 2022-23 Projected (2) 3,862 (2) 1,196,020 (2) $241,931,063 2023-24 Projected (3) 1,500 (4) 2,813 (3) 500,000 (3) $41,000,000 (5) (4) 1,144,535 (4) $264,882,313 (5) (1) Includes the expansion of NXP, Rinchem, Array Technologies, VB Cosmetics, and ASML; and new locations for Comtech, Mechanical Keyboards, Bestway, Cranial Technologies, Adept Life Sciences, Skin Script, and Viavi Solutions. (2) Includes the expansion of General Motors IT Innovation Center and Port Plastics; and new locations for VirTra, Cirrus Aircraft, EMD Electronics, Stryker, Edwards Vacuum, NEHP, Advantest, Gummi World, and Yield Engineering Systems (3) 2022-23 Projected represents the prior three-year average plus an additional five percent growth. (4) Includes new locations for Intel's Fab Construction Enterprise unit, Cirrus Logic, and Raley's. (5) 2023-24 Projected represents the prior three-year average plus an additional five percent growth. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 219 Table of Contents (5) City of Chandler General Government 2023-24 Adopted Budget Economic Development - 1520 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 837,824 $ 868,708 $ 927,790 $ 920,000 $ 1,072,440 23.45 % Ongoing* $ 837,824 868,708 927,790 920,000 943,217 8.58 % One-time* - - - - 129,223 N/A Professional/Contract 205,691 178,609 209,210 195,609 251,609 40.87 % Operating Supplies 60,750 64,683 64,683 65,700 53,998 -16.52 % Repairs/Maintenance 1,598 2,750 2,750 1,200 2,750 0.00 % Communications/Transportation 12,828 27,641 27,641 23,200 30,141 9.04 % Other Charges/Services 23,417 25,145 31,145 20,200 27,645 9.94 % - - - - 35,000 N/A 2,925 2,925 2,925 2,925 2,925 0.00 % 1.15% Building and Improvements Capital Replacement Total Cost Center - 1520 $ 1,145,033 $ 1,170,461 $ 1,266,144 $ 1,228,834 $ 1,476,508 General Fund $ 1,144,611 $ 1,170,461 $ 1,249,644 $ 1,228,834 $ 1,476,508 $ 1,145,033 $ Grant Fund** 422 Grand Total - 16,500 1,170,461 $ - 1,266,144 $ 1,228,834 $ 1,476,508 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 0.5 0.5 0 0 0 0 Associate, Economic Development Research 1 1 1 1 1 1 Director, Economic Development 1 1 1 1 1 1 Economic Development Project Manager 1 1 1 1 1 1 Management Assistant 0 0 0.5 0.5 0.5 0.5 Project Manager, Economic Development 2 2 2 2 2 2 Senior Program Manager, Economic Development 1 1 1 1 1 1 Total 6.5 6.5 6.5 6.5 6.5 6.5 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for the Chandler Innovation Fair, funding is offset by sponsorship revenues, and includes one-time funding for business investment software, digital marketing, website data visualization tools, external Community Partnership & Education Opportunities with economic development and business support organizations, as well as one-time pilot funding for a temporary Development Project Manager to assist businesses with workforcerelated needs. 220 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Economic Development Capital - 1550 Capital Budget Summary Description Other Charges/Services 2021-22 Actual Expenditures $ 2022-23 Adopted Budget - $ 2022-23 Adjusted Budget - $ 2022-23 Estimated Expenditures 1,056,208 $ - $ 2023-24 Adopted Budget % Change Adopted to Adopted - N/A 0.00 % Contingencies/Reserves - 1,056,208 - - 1,056,208 Building and Improvements - - - - 500,000 N/A 0.00 % Total Cost Center - 1550 $ - $ 1,056,208 $ 1,056,208 $ - $ 1,556,208 General Gov't Capital Projects Fund $ - $ 1,056,208 $ 1,056,208 $ - $ 1,556,208 Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 221 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 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: t Create and market tourism websites to drive unique visits and provide information about Chandler. t Develop and manage the “I Choose Chandler” marketing campaign. t Initiate and coordinate marketing opportunities for the Chandler tourism community. t Proactively solicit group meetings and events to benefit the Chandler tourism community. 2020-21 Actual Measures Hotel/motel tax revenue collected 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected $3,114,795 $5,845,521 $4,680,000 $5,400,000 $5,500,000 (1) $87.57 $62.57 $90.00 $88.00 Occupancy rate citywide 57.2% 71.1% 61.1% 65.2% 63.5% (3) 3,605 3,553 4,500 3,000 3,000 317,287 560,604 400,000 450,000 400,000 77 136 70 130 70 (2) Revenue per available room (Rev/PAR) citywide $51.97 (2) Visitor guide requests Number of website visits (tethered and mobile) (4) Event prospects and services (1) FY 2021-22 Actual reflects the impacts of COVID-19. (2) 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. (3) Visitor Guide requests are received through various ad placements, website requests, and marketing campaigns. (4) 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. * 2022-23 Year 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 2023-24 Adopted Budget Tourism - 1580 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 192,482 $ 226,391 $ 242,857 $ 236,889 $ 269,832 Ongoing* $ 192,482 142,153 158,619 152,651 269,832 89.82 % One-time* - 84,238 84,238 84,238 - -100.00 % Professional/Contract 426,226 43,000 1,504,252 805,768 43,000 0.00 % Operating Supplies 18,655 18,390 18,390 18,885 18,390 0.00 % Communications/Transportation 24,235 50,000 51,500 50,336 50,000 0.00 % Other Charges/Services 2,345 14,000 14,000 13,169 14,000 0.00 % 1,830,999 $ 1,125,047 $ 395,222 12.35% 613,312 $ 407,344 $ 395,222 Total Cost Center - 1580 $ 663,943 $ 351,781 $ General Fund $ 270,174 $ 351,781 $ Grant Fund** 393,770 Grand Total $ - 663,943 $ 351,781 $ 1,217,687 717,703 1,830,999 $ 1,125,047 $ 19.19 % 395,222 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Marketing and Communications 0 0 0 0 0 1 Senior Program Manager, Economic Development 1 1 1 1 1 1 Total 1 1 1 1 1 2 Position Title Significant Budget and Staffing Changes Effective July 1, 2023, one Analyst, Marketing and Communications position is added. 223 Table of Contents City of Chandler General Government 2023-24 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. 2023-24 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: t Introduce programs and networking events that facilitate connections and conversations across the ecosystem. t Work with partner entities to provide training and education that supports and elevates the community as a whole. t Develop and support an incubator-track curriculum that moves new businesses from early-stage, to launch, to growth, and into maturity. t Connect the existing, established business community with the startup community to foster partnerships and collaboration. t Support established businesses in growth and development with peer support groups, workshops, and events. t 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. 2020-21 Actual Measures 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate 2023-24 Projected (1) 22 26 35 N/A N/A (1) 9 0 (2) 10 N/A N/A 118 40 135 N/A N/A 820 335 1,000 N/A N/A Total number of clients supported Total number of client jobs created Client engagement (1) Total number of events (1) Total number of attendees (1) Beginning July 1, 2022, the Innovations program has been on hold and future performance targets will be established after the program resumes. (2) 2021-22 Actual was not available from the vendor prior to their contract's termination. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 224 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Innovations - 1590 Budget Summary Description Professional/Contract 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Estimated Expenditures 250,000 $ % Change Adopted to Adopted 35,930 35,930 35,930 0.00 % Total Cost Center - 1590 $ 250,000 $ 285,930 $ 285,930 $ 250,000 $ 335,930 17.49% General Fund $ 250,000 $ 285,930 $ 285,930 $ 250,000 $ 335,930 - 300,000 20.00 % 250,000 $ - 250,000 $ 2023-24 Adopted Budget $ Repairs/Maintenance 250,000 $ 2022-23 Adjusted Budget Significant Budget Changes FY 2023-24 reflects one-time allocation for Chandler Innovations Incubator program development. 225 Table of Contents City of Chandler General Government 2023-24 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. 2022-23 Accomplishments Ø Added 5 full electric and 8 hybrid vehicles for various Departments, bringing total of electric vehicles to 10 and hybrids to 24. Ø Effectively managed fleet and service demands during supply chain shortfalls through creative use of existing vehicle policy and effective use of motor pool vehicles. Ø Maintained aging fleet through supply chain issues, while maintaining zero accidents attributed to equipment failure. Ø Procured 23 Public Safety vehicles and 30 city vehicles for various Departments. Ø Completed phase 1 implementation of the new Faster Fleet Management software. Ø Added a solar powered electric vehicle charging station to support city vehicles undergoing service. Ø Completed the SRP Fleet electric vehicle charging station study. 2023-24 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: t Effectively maintain City vehicles in the most cost-effective way possible, with the focus on deferring vehicle replacement and the expenditure of capital monies. t Provide preventive maintenance and repairs to City vehicles and equipment to ensure the safety of employees and the public. t Maintain the citywide vehicle replacement program, minimize cost and downtime, and monitor and replace Cityowned vehicles at set replacement criteria. 2020-21 Actual Measures 2021-22 Actual Accidents attributed to equipment failure (1) Review City-owned vehicles at set criteria 2023-24 Projected 0 0 0 0 0 (2) 73/58 68/40 68/40 125/90 97% 95% 98% 80% 85% 28/22 Preventive maintenance compliance rate 2022-23 Year End Estimate* 2022-23 Projected (1) The first number represents the number of vehicles considered for replacement, and the second number represents the number of vehicles replaced or scheduled for replacement after evaluating each vehicle against the replacement criteria. (2) Due to COVID-19 effecting the overall City Budget, the 2020-21 Actual vehicles were limited to Public Safety vehicles only. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 226 Table of Contents City of Chandler General Government 2023-24 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: t Contain costs and reduce fleet related expenses. t Maintain minimal downtime of vehicles and equipment in order to increase employee productivity. t Maintain a high level of customer satisfaction for repair and preventive maintenance services. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Service Rating Results: Excellent 60% 63% 62% 62% 65% Above average 37% 33% 37% 37% 32% Average 3% 4% 1% 1% 3% Poor 0% 0% 0% 0% 0% 10,604 10,550 11,000 10,750 275 260 295 240 Fleet work order repair hours Factory warranty claims submitted (1) 14,850 225 (1) In FY 2023-24 a new fleet software system will track technician hours. * 2022-23 Year 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 2023-24 Adopted Budget Fleet Services - 1270 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,155,407 $ 1,228,786 $ 1,263,030 $ 1,248,760 8.08 % Ongoing* $ 1,155,721 $ - 1,155,407 1,228,786 1,263,030 1,248,760 8.08 % One-time* - - - - - N/A Professional/Contract 219 1,450 1,450 2,267 1,450 0.00 % Operating Supplies 12,129 31,020 32,622 17,925 31,020 0.00 % Communications/Transportation 0.00 % 1,850 3,000 3,000 2,500 3,000 Insurance and Taxes (76) - - - - N/A Other Charges/Services 2,858 4,300 4,300 3,448 4,300 0.00 % 0.00 % Machinery/Equipment 407 30,000 164,000 62,935 30,000 Office Furniture/Equipment 10,278 - 1,402 - - N/A Capital Replacement 2,339 2,339 2,339 2,339 2,339 0.00 % -0.08% Total Cost Center - 1270 $ 1,185,726 $ 1,227,516 $ 1,437,899 $ 1,354,444 $ 1,320,869 General Fund $ 1,185,726 $ 1,227,516 $ 1,437,899 $ 1,354,444 $ 1,320,869 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant, Fleet Services 1 1 1 1 1 1 Lead, Fleet Services - CDL 2 2 2 2 2 2 Senior Administrative Assistant 1 1 0 0 0 0 Senior Technician, Fleet Services - CDL 5 5 5 5 5 5 Specialist, Fleet Services 0 0 1 1 1 1 Specialist, Fleet Services 1 1 1 1 1 1 Superintendent, Fleet Services 1 1 1 1 1 1 Worker, Fleet Services 1 1 1 1 1 1 Total 12 12 12 12 12 12 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-34. 228 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Fleet Motor Pool - 1271 Fleet Motor Pool provides vehicles for City employees to use for official City business. 2023-24 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: t Provide transportation for administrative and other staff to conduct City business. Measures 2019-20 Actual 2020-21 Actual 2021-22 Projected 2021-22 Year End Estimate* 2022-23 Projected (1) 3,799 3,463 3,266 3,900 Percentage of computerized reservations completed 90% 86% 90% 89% 90% Number of vehicles 16 16 16 15 15 Gallons of fuel consumed 2,775 (1) The utilization was down in part due to COVID-19 and more remote meetings citywide. * 2022-23 Year 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 2023-24 Adopted Budget Fleet Motor Pool - 1271 Budget Summary Description Operating Supplies 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Estimated Expenditures 30,023 $ 23,920 $ 2023-24 Adopted Budget % Change Adopted to Adopted $ 20,369 $ 41,545 41,545 41,545 41,545 41,545 0.00 % Total Cost Center - 1271 $ 61,914 $ 71,568 $ 71,568 $ 65,465 $ 65,568 9.15% General Fund $ 61,914 $ 71,568 $ 71,568 $ 65,465 $ 65,568 Capital Replacement 30,023 $ 2022-23 Adjusted Budget 24,023 -19.98 % Significant Budget Changes FY 2023-24 reflects the elimination of one-time funding for fleet reservation software. 230 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Transportation Policy - 3340 The Transportation Policy Division is responsible for developing and implementing the Transportation Master Plan, formulating policies, design standards, and plans for the City's 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. 2022-23 Accomplishments Ø Launched Chandler Flex with a ribbon cutting ceremony in July 2022. Over 30,000 rides have been provided to more than 1,700 unique riders. Ø Awarded $10.5 million in federal grants for use on six transportation projects (Frye Road Protected Bike Lanes, Traffic Signal Detection/ Communication, Alley Paving, Kyrene Branch Canal Shared Use Path, Highline Canal Shared Use Path, Arizona Avenue Shared Use Path). Ø Held the 15 annual Chandler Family Bike Ride in April 2023 and set an event attendance record. Ø Awarded the Valley Metro Clean Air Award for Outstanding Bicycle Commuter. Ø ADA Improvements were made at Tumbleweed Park, Chandler Airport, Chandler Museum, Pima Park, Sunset Park, and Hamilton and Basha libraries. Ø Extended First-Mile, Last-Mile Program (partnership with Lyft), and provided 3,000 trips over eight months. Ø Coordinated Loop 202 design and construction agreement with ADOT and key departments. Ø Completed the Kyrene Branch Canal Shared Use Path Study. Ø Completed the Highline Canal Shared Use Path Study. Ø Completed the Ashley Trail/ Paseo Trail Connection Study. Ø Finalized design on the Frye Road Protected Bike Lanes project. Ø Initiated design on the Ashley/ Paseo Trails Connection project. Ø Continued Shared Mobility Program and added new vendor Spin with over 1,000 rides being taken each month between Bird and Spin. Ø Launched the Protected Bike Lanes Study. Ø Launched the Chandler Airpark Area Study. Ø Launched the Hunt Highway Separated Bike Lanes/ Traffic Calming Study. Ø Provided an estimated 600,000 trips on bus, 26,000 trips on Paratransit, and 22,000 trips on RideChoice. Ø Transportation Policy staff has represented Chandler’s interests in the county’s efforts to advance a Proposition 400 Extension bill. Ø Installed 5 new bus shelters and repainted 17 bus shelters. th 231 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Transportation Policy - 3340 2023-24 Performance Measurements Goal: Provide technical guidance and recommendations on planning, design, programming, implementation, and operation of all modes of transit services. Supports Priority Based Budgeting Goal(s): Connected and Mobile Community; Safe Community; Contemporary Culture/Unified;Attractive Community Objectives: t Provide transit service in partnership with the Regional Public Transit Authority (RPTA) Valley Metro. t Identify and implement service improvements using available funds, including Public Transit Funds (PTF). t Plan, design, and construct improvements to arterial street bus stops and identify other facility improvements needed to support public transportation. t Provide Paratransit (previously known as Dial-a-Ride) and RideChoice service in partnership with Valley Metro RPTA and other Valley cities. 2020-21 Actual Measures City funded bus service miles 2021-22 Actual 2022-23 Projected 2023-24 Projected 263,895 264,614 (1) 62,589 76,728 70,000 87,999 87,000 (1)(2)(3) $15.69 $6.86 $28.01 $21.08 $26.59 988,161 982,971 1,055,621 1,013,506 1,072,029 479,626 420,125 450,000 512,735 513,000 $7.53 $4.21 $12.91 $15.19 $16.49 City funded passenger boardings City funded cost per boardings (4)(5) PTF funded bus service miles (1) PTF service passenger boardings (1)(2) PTF cost per boarding (5) Average passenger boardings per mile (all service) 254,011 2022-23 Year End Estimate* 245,518 260,000 0.43 0.41 0.40 0.48 0.48 22,802 28,511 43,500 26,296 28,000 Paratransit cost per trip $36.89 $16.01 $46.82 $57.97 $65.00 (1) 11,543 17,875 18,500 22,200 24,000 $13.65 $24.10 $27.12 $28.25 $40.00 N/A N/A 40,000 32,100 32,700 11,300 (1) Paratransit total trips (2) RideChoice total trips (2) RideChoice cost per trip (6) Chandler Flex Trips (6) Chandler Flex Hours N/A N/A 11,924 10,800 Chandler Flex Trips per Hour N/A N/A 3.4 3 3 (6) N/A N/A $27.70 $27.58 $28.27 (6) Chandler Flex Cost per Trip (1) Bus boardings and paratransit trips significantly declined during the Covid-19 pandemic beginning in FY 2020-21 and continuing into FY 2021-22. Boardings increased in 2022-23 Year End Estimate but are still down from pre-pandemic levels. Paratransit trips have not increased as we have seen more paratransit users transition to the lower-cost RideChoice program. (2) PTF and City funded cost per boarding and Paratransit and RideChoice cost per trip were all low in 2020-21 and 2021-22 Actuals due to the presence of federal Covid-relief funds, particularly in FY 2021-22. Costs increased when these funds went away in FY 2022-23. 2023-24 Projected costs are expected to increase as labor costs and inflation have impacted costs. (3) 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 significantly more than other bus service since the pandemic. (4) In October 2022, enhanced peak-hour service on Route 156 (Chandler Blvd) was added, resulting in additional service miles funded by PTF in FY 2022-23 and FY 2023-24. (5) Actual Mileage has been lower than projected mileage due to operator shortages, resulting in occasional missed trips. (6) Chandler Flex began service in July 11, 2022. Operations during FY 2022-23 and FY 2023-24 are fully funded by a $2 million grant, A for Arizona Transportation Modernization. . * 2022-23 Year 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 2023-24 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: t Implement programs and improvements recommended in the City’s Bicycle Plan. Measures 2020-21 Actual Bike lane total miles (as estimated through use of aerial maps) 2021-22 Actual 354 2022-23 Year End Estimate* 2022-23 Projected (1) (2) 358 360 2023-24 Projected 360 360 (1) The increase in bike lane miles reflects the addition of bike lanes on McClintock Drive and Kyrene Road. (2) The increase in bike lane miles reflects the addition of bike lanes on Cooper Road as part of the road widening project. 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: t Reduce the percentage of work-related SOV trips by City employees. Measures 2020-21 Actual SOV commuting percentage 84% 2021-22 Actual 81% 2022-23 Projected 84% 2022-23 Year End Estimate* 2023-24 Projected 80% 80% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 233 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Transportation Policy - 3340 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 393,407 $ 423,159 $ 426,097 $ 482,875 22.74 % Ongoing* $ - 393,407 423,159 426,097 446,972 13.62 % One-time* - - - - 35,903 N/A Professional/Contract 948,210 3,393,331 5,779,381 3,646,022 5,678,601 67.35 % Operating Supplies 4,945 9,416 9,416 8,888 9,416 0.00 % Repairs/Maintenance 9,368 10,171 15,347 10,061 10,171 0.00 % 263 1,759 1,759 1,759 1,759 0.00 % Insurance/Taxes 1,000 3,800 3,800 4,200 3,800 0.00 % Rents/Utilities 13,940 22,046 22,046 22,046 22,046 0.00 % Other Charges/Services 65,367 80,907 81,235 71,713 80,907 0.00 % 0.00 % Communications/Transportation Contingencies/Reserves Capital Replacement Total Cost Center - 3340 General Fund $ Grant Fund** Local Transportation Assistance (LTAF) Grand Total $ 388,711 $ - 143,968 143,968 - 143,968 6,583 6,583 6,583 6,583 6,583 0.00 % 1,438,386 4,065,388 6,486,694 4,197,369 6,440,126 58.41% 1,273,075 $ 2,907,566 $ 3,323,544 $ - - 2,000,000 165,310 1,157,822 1,163,150 1,438,386 $ 4,065,388 $ 6,486,694 $ 2,830,769 $ 3,196,401 910,363 1,600,000 456,237 1,643,725 4,197,369 $ 6,440,126 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Government Relations Coordinator 1 0 0 0 0 0 Manager, Transportation Planning 0 0 0 0 1 1 Program Coordinator, Transportation Planning 0 2 2 2 2 2 Transit Services Coordinator 1 0 0 0 0 0 Transportation Planning Supervisor 1 1 1 1 0 0 Total 3 3 3 3 3 3 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Transportation Planning Supervisor position was reclassified to Manager, Transportation Planning. FY 2023-24 includes ongoing funding for transit services along with one-time funding for part-time temporary Management Assistant, a Pedestrian Connectivity study and Chandler Flex microtransit service. Additionally, FY 2023-24 reflects the elimination of one-time funding received in FY 2022-23 for Transportation Policy support and transit services. 234 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Transportation Policy Capital - 3060 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel - $ - $ 460 $ - N/A Ongoing* $ - - - 460 - N/A One-time* - - - - - N/A 160,244 1,067,000 2,127,930 180,392 - -100.00% - 281,000 305,933 6,816 31,000 -88.97% N/A Professional/Contract Other Charges/Services 17,150 $ Operating Supplies - - - 1,459 - Communication/Transportation - - - 459 - N/A Contingencies/Reserves - 4,033,243 705,000 - 9,177,962 127.56% Land and Improvements - - - - 140,000 N/A Building/Improvements 183,030 4,845,000 5,884,809 151,149 4,951,772 2.20% Street Improvements 283,759 - 843,235 24,670 270,000 N/A Park Improvements 7,631 - - 358,540 - N/A 42.48% Total Cost Center - 3060 $ 651,814 $ 10,226,243 $ 9,866,907 $ 723,945 $ 14,570,734 Local Transportation Assistance Fund $ 309,173 $ 1,116,984 $ 128,204 $ 940,953 General Gov't Capital Projects Fund 191,303 4,594,107 4,400,926 408,093 4,862,833 Street GO Bond Fund 19,948 323,140 303,192 16,176 493,016 131,390 4,192,012 4,278,632 171,472 8,273,932 Grant Capital Fund Grand Total $ 884,157 $ 651,814 $ 10,226,243 $ 9,866,907 $ 723,945 $ 14,570,734 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 235 Table of Contents City of Chandler General Government 2023-24 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 residents. Additional responsibilities include management of the City’s selfinsured workers’ compensation, medical, dental, and short-term disability funds, as well as the safety program. 2022-23 Accomplishments Ø Implemented new internship partnership with Chandler-Gilbert Community College. Ø Completed a Citywide classification and compensation project. Ø Partnered with CAPA on nationwide recruitment campaign. Ø Partnered with the Fire Department to deploy early detection cancer screenings. Ø Reduced barriers to entry with policy and process changes in recruitment and benefits. Ø Designed and implemented a new LEAF landing header page which provides our employees with a one-stop-shop approach and easy navigation to many important resources. Ø Added three new college and university discounts/relationships/educational webinars to enhance our tuition reimbursement program. Ø Vetted and contracted a new external facilitator for the Citywide Diversity, Equity, and Inclusion core workshop; added additional diverse external factors to the Employee Development Academy. Ø Partnered with the Diversity, Equity, and Inclusion Division to implement guest speaker events and the Human Library Experience. Ø Participated as members of the Citywide Customer Connection Committee to implement many new Citywide celebration events focused on customer service and developed monthly online training modules using Articulate. Ø Developed the Unconscious Bias online training module as required training for all interview panel members. Ø Coordinated a COE celebration lunch for our past COE high school student participants who are current employees. Ø Coordinated and implemented two Citywide Mentor Programs to help employees grow professionally and personally. Ø Designed and facilitated many department team building workshops and retreats. Ø Electronic automation was implemented to streamline open enrollment and onboarding processes. Ø Redesigned the active and retiree benefit guides by implementing new colors, simplifying information, and making it more appealing and usable as a recruiting tool. Ø Implemented an automated 24/7 employment and income verification process. Ø Juneteenth holiday was approved by City Council beginning in June, 2023. 236 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Human Resources - 1250 2023-24 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: t Provide expert personnel policy and procedural consulting to City managerial personnel and employees for various personnel actions while influencing positive management-workforce relationships. t 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. t Develop and deliver a comprehensive Wellness Program involving employees throughout the organization in order to manage rising healthcare costs through behavioral economics. t 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. t Develop and deliver comprehensive training to further a positive and productive work environment consistent with the City’s values, policies, and regulatory requirements. t Provide resources for the efficient and effective administration of personnel actions. Measures 2020-21 Actual Personnel Action Requests (PAR) processed 2022-23 Year End Estimate* 2022-23 Projected (1) 8,669 5,500 90 61 550 7,031 Number of classification/job studies conducted Conduct annual salary survey on a minimum of 30% of active City positions with benchmark cities 2021-22 Actual (2) 2023-24 Projected 12,000 (2) 550 6,500 (3) 25 Compliant Compliant Compliant Compliant Compliant Number of training classes conducted for employees related to compliance, policies, federal laws, or employee development 321 340 372 374 374 Participants who rated training programs as satisfactory or higher 1 1 1 1 1 Compliant Compliant Compliant (4) Compliant (6) 105 238 200 7 10 9 5 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 (5) education, retirement, and financial planning (6) 74 Number of technology process improvements implemented to maximize use of staff resources 4 47 Compliant (1) Increase in 2020-21 Actual based on increased personnel turnover as well as higher amount of market adjustments. (2) The 2022 Classification & Compensation study was conducted which assessed every regular and temporary classification except Sworn classifications covered by a MOU. (3) Due to Classification & Compensation Study, the number of classification/job studies conducted should significantly reduce. (4) The survey was conducted as part of the Classification & Compensation Study instead of a singular survey. (5) Amounts represent in-person programming; additional programming is offered through online tools which are not included in these totals. (6) Class offerings were reduce due to the pandemic. * 2022-23 Year 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 2023-24 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: t Provide an aggressive and effective recruitment and selection process to fill vacancies in all City departments. Measures 2020-21 Actual Number of employment applications processed 2021-22 Actual 16,520 2022-23 Projected 19,961 13,000 2022-23 Year End Estimate* 2023-24 Projected 15,000 17,000 Goal: Provide for a cost-effective Occupational Health and Safety program and ensure that the program is compliant with all state and federal Occupational Safety and Health Act (OSHA) requirements. Supports Priority Based Budgeting Goal(s): Good Governance Objective: t 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 2020-21 Actual (1) 2021-22 Actual (2) Lost Days 1,133 (1) Lost personnel hours 624 770 (2) 4,992 6,150 99 84 105 9,064 OSHA recordable injuries 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (3) 600 (3) 4,800 80 85 450 3,600 (1) Statistics based on calendar year due to measurement period and OSHA reporting requirements. (2) 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. (3) Numbers reflect reduced COVID claims and injuries that required time off from work in 2022. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 238 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Human Resources - 1250 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,724,792 $ 3,236,248 $ 3,065,509 $ 3,121,439 14.56% Ongoing* $ - 2,724,792 3,236,248 3,065,509 3,121,439 14.56% One-time* - - - - - N/A Professional/Contract 192,063 217,000 1,092,571 753,648 309,500 42.63% Operating Supplies 70,128 84,825 84,825 76,017 85,461 0.75% Repairs/Maintenance 4,641 4,500 4,500 4,000 4,500 0.00% Communications/Transportation 3,912 9,800 9,800 5,670 9,800 0.00% Insurance/Taxes 440,568 770,000 770,000 583,400 770,000 0.00% Other Charges/Services 66,223 123,525 264,087 164,620 124,725 0.97% Machinery/Equipment 9,430 21,399 24,899 3,200 21,399 0.00% Office Furniture/Equipment 2,643,399 $ 600 0.00% Total Cost Center - 1250 $ 3,430,364 $ - 3,956,441 $ 600 5,487,530 $ 600 4,656,064 $ - 4,447,424 12.41% General Fund $ 1,803,067 $ 2,007,553 $ 2,408,834 2,228,889 $ 2,009,724 $ Grant Fund** 188,111 - 814,471 544,388 - Workers' Comp Self Ins Fund 934,333 1,394,613 1,540,836 1,217,851 1,439,389 Short-term Disability Self Ins Fund 42,773 43,317 46,061 45,000 47,318 Medical Self Insurance Fund 462,081 510,958 857,273 839,101 551,883 3,430,364 $ 3,956,441 $ 5,487,530 $ 4,656,064 $ 4,447,424 Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. 239 Table of Contents City of Chandler General Government 2023-24 Adopted Budget Human Resources - 1250 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Benefits 1 1 1 1 1 1 Analyst, Business Systems Support 2 2 2 2 2 2 Analyst, Human Resources 2 2 2 2 2 2 Benefits Program Manager 1 1 0 0 0 0 Director, Human Resources 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Manager, Human Resources 2 2 2 2 2 2 Manager, Human Resources 0 0 1 1 1 1 Principal Analyst, Human Resources 0 0 1 1 1 2 Principal Analyst, Human Resources 3 3 2 2 2 2 Program Coordinator, Human Resources 2 2 2 2 2 2 Program Coordinator, Human Resources 1 1 1 1 1 1 Program Coordinator, Organizational Development 1 1 1 1 1 1 Program Coordinator, Safety 2 2 2 2 2 2 Senior Program Manager, Organizational Development 1 1 1 1 1 1 Specialist, Human Resources 3 3 3 3 3 3 Total 23 23 23 23 23 24 Position Title Significant Budget and Staffing Changes Effective July 1, 2023, one Principal Analyst, Human Resources position is added along with associated one-time and ongoing increases in operations and maintenance funding. FY 2023-24 reflects one-time funding for an assessment regarding recruitment practices and processes city-wide. 240 Table of Contents 7 Community Services • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Community Services The many programs and facilities available through libraries, parks, aquatic, and recreation centers are an essential part of the Chandler lifestyle. City of Chandler Community Services 2023-24 Adopted Budget 242 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Community Services Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Community Services Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Community Services Administration $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 1,143,545 $ 1,237,860 $ 1,474,224 $ 1,309,200 5.76% Library 6,299,795 6,561,674 7,582,315 6,837,910 4.21% Aquatics 4,400,689 4,447,015 4,613,128 5,492,147 23.50% Park Maintenance & Operations 9,805,730 11,698,901 13,496,376 12,849,608 9.84% Recreation 1,517,601 1,862,043 1,969,343 2,351,794 26.30% Sports and Fitness Facilities 2,432,630 2,882,452 2,919,562 3,075,066 6.68% Nature and Recreation Facilities 1,298,739 1,614,389 1,569,716 1,778,325 10.15% Parks Capital Total 8,556,967 54,886,104 5,399,119 93,507,617 70.37% $ 35,455,696 $ 85,190,438 $ 39,023,783 $ 127,201,667 49.31% $ 17,054,058 $ 18,775,650 $ 20,487,749 $ 21,055,701 Expenditures by Category Personnel & Benefits Total Personnel (1) - 18,748,150 20,460,249 20,734,370 10.59 % (1) - 27,500 27,500 321,331 1068.48 % 9,844,671 11,528,684 13,136,915 12,638,349 9.63 % Ongoing One-time Operating & Maintenance Capital - Major Total Staffing by Cost Center $ 8,556,967 54,886,104 5,399,119 93,507,617 70.37 % 35,455,696 $ 85,190,438 $ 39,023,783 $ 127,201,667 49.31% 2021-22 Revised 2022-23 Adopted 2022-23 Revised % Change Adopted to Adopted 2023-24 Adopted Community Services Administration 8.250 8.250 8.250 8.250 0.00 % Library 61.750 61.750 61.750 61.750 0.00 % Aquatics 15.000 15.000 15.000 15.000 0.00 % Park Maintenance & Operations 54.000 58.000 58.000 63.000 8.62 % Recreation 7.000 7.000 6.000 6.000 -14.29 % Sports and Fitness Facilities 15.625 15.625 15.625 15.625 0.00 % Nature and Recreation Facilities 12.250 12.250 13.250 13.250 8.16 % Total 173.875 177.875 177.875 182.875 2.81% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 243 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget 2022-23 Accomplishments Ø Completed the construction of Homestead North Park. Ø Replaced 12 ramadas at Tumbleweed Park. Ø Created an outdoor courtyard at the Sunset Library. Ø Provided educational classes related to tree care and promoting urban forestry within Chandler. Ø Partnered with Chandler High School agricultural students on tree-planting projects. Ø Added 30 tons of Turface to 10 fields at Snedigar Sports Complex by 30 volunteers in conjunction with “For Our Parks Day.” Ø Conducted 1,428 Playground High-Frequency Inspections. Ø 2,725 total work orders opened; 2,459 completed. Ø Launched the Book & Board Library Lounge at the Downtown Library. Ø Added Vox Books (combined print/audio storybooks) into the children’s collections. Ø Installed new public art in the Downtown Library in partnership with the Chandler Arts Commission. Ø Created outdoor library space at the Sunset Library. Ø Hosted nearly 90,000 participants in library programs. Ø Circulated nearly 1.5M items available at the various libraries. Ø Introduced Beanstack, a reading challenge app for library patrons. Ø Implemented ePACT, a secure HIPPA-compliant cloud-based emergency network, for the youth and therapeutic program areas. Ø Second annual All-City Softball Tournament - Participating cities included Chandler, Gilbert, Mesa, Scottsdale, and Tempe. Ø LITs contributed 3,183 volunteer hours this fiscal year. Ø The Senior Center partnered with AZCEND to serve 7,374 congregate meals and 26,553 homebound meals. Ø Over 850 participants and 400 unique users in Chandler Rec Virtual Programs, with an average of 67 class offerings per month. Ø Chandler Nature Center expanded its hours of operation to include Sundays and has hosted over 75,000 visitors this fiscal year. Ø Attendance during public swim 127,913 across all pool locations. Ø Expanded swim lesson to over 10,000 participants. Ø Recruited and trained 100 lifeguards. 244 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Community Services Administration - 4300 Community Services Administration provides leadership, service coordination, and marketing and communications support to operational divisions on various developmental, recreational, and educational programs and activities offered through libraries, parks, and recreation. Administration supports the development of the Capital Improvement Program, new park planning and development, including system asset replacement and enhancement projects. The division supports the City Manager's Office to implement City Council policies and achieve City Council goals. 2023-24 Performance Measurements Goal: Provide effective administration and coordination for diverse services and programs established to enhance the quality of life for residents. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Good Governance Objectives: t Develop and implement systems and procedures that will improve department operations. t Provide administrative support, leadership, and coordination of departmental activities. t Facilitate communication within the department, the City Manager's Office, and City Council to guarantee the accomplishment of goals and objectives. t Monitor and evaluate the quality, quantity, and satisfaction level of programs, services, and facilities. 2020-21 Actual Measures (1) Cost of service provision per resident Number of full-time equivalency (FTE) staff per 1,000 population 2021-22 Actual $98.69 $97.59 $97.77 $107.58 0.63 FTE 0.62 FTE 0.62 FTE Programs/activities provided 0.62 FTE 0.62 FTE (3) 4,268 (4) 6,028 5,994 6,028 (3) 110,247 156,547 (4) 157,683 165,180 (3) 415 1,000 (3) 12,625 22,500 1,902 (2) 2023-24 Projected $96.88 (2) Programs/activities participants 2022-23 Year End Estimate* 2022-23 Projected 47,140 Number of volunteers 976 Number of volunteer hours 7,005 (4) 500 530 (4) 16,300 18,375 (1) “Cost of service provision per resident” equals Adopted Operations Budget for department (Personnel + O&M, all funds, excluding Capital) divided by City population, per Economic Development current population estimate published in January each fiscal year. (2) Does not include Tumbleweed Recreation Center day passes, Chandler Youth Sports Association, Recreation drop-ins, private pool rentals, and CUSD usage (Aquatics). (3) Amounts reduced to reflect COVID-19 restrictions and facility closures. (4) 2021-22 Year End Estimate and 2022-23 Projected are based on the easing of COVID-19 restrictions. (1) Goal: Develop parks to meet the recreational and open space needs of residents. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health (1) Objectives: t Design, develop, and/or renovate park facilities. t Work with residents on the design and development/renovation of parks. (5) Measures 2020-21 Actual Number of parks developed and/or renovated 2021-22 Actual 12 2022-23 Projected 16 16 2022-23 Year End Estimate* 2023-24 Projected 18 17 (5) Effective FY 2022-23, all goals, objectives, and measures transfer from cost center 4530, Park Maintenance and Operations. Historical amounts are shown for comparative purposes. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 245 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Community Services Administration - 4300 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 956,421 $ Ongoing* - One-time* 1,108,309 $ 1,429,428 $ 1,338,706 $ 1,179,681 6.44 % 1,108,309 1,429,428 1,338,706 1,099,077 -0.83 % - - - - 80,604 N/A Professional/Contract 58,492 37,628 37,628 33,000 37,596 -0.09 % Operating Supplies 56,099 54,148 54,148 52,202 54,148 0.00 % Repairs/Maintenance 2,485 1,500 1,500 1,500 1,500 0.00 % Communications/Transportation 33,388 24,975 24,975 33,500 24,975 0.00 % Other Charges/Services 33,480 11,300 11,300 15,240 11,300 0.00 % Park Improvements 3,182 - - 44 - N/A Capital Replacement - - - 32 - N/A 5.76% Total Cost Center - 4300 $ 1,143,545 $ 1,237,860 $ 1,558,979 $ 1,474,224 $ 1,309,200 General Fund $ 1,010,422 $ 1,237,860 $ 1,312,116 $ 1,264,718 $ 1,309,200 $ 1,143,545 $ Grant Fund** 133,123 Grand Total 1,237,860 $ 246,863 209,506 1,558,979 $ 1,474,224 $ 1,309,200 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Marketing & Communications 0 0 1 1 1 1 Community Services Assistant Director 0 0 0 0 1 1 Director, Community Services 1 1 1 1 1 1 Graphic Designer (0.5 FTE position) 0 0 0.5 0.5 0.5 0.5 Graphic Designer (0.75 FTE position) 0 0 0.75 0.75 0.75 0.75 Management Analyst 0 0 0 0 1 1 Park Planning Superintendent 1 0 0 0 0 0 Program Coordinator, Marketing & Communications 0 0 1 1 1 1 Project Manager, Construction/Design 0 1 1 1 1 1 Senior Administrative Assistant 0 1 1 1 0 0 Senior Manager, Community Services Planning 1 1 1 1 1 1 Senior, Management Analyst 1 1 1 1 0 0 Total 4 5 8.25 8.25 8.25 8.25 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for temporary staff to assist with daily operational task for the department. During FY 2022-23, one Senior Administrative Assistant position transferred to cost center 4555, Nature and Recreation Facilities, and was reclassified to Recreation Coordinator I, one Community Services Assistant Director position was transferred from cost center 4550, Recreation and reclassified from Recreation Manager and one Senior, Management Analyst position was reclassified to Management Analyst. 246 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Library - 4310 The Library Division strives to assist all residents 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. 2023-24 Performance Measurements Goal: Assist residents 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: t Provide appropriate resources of interest for library users. t Provide access to computers, wireless technology, and electronic resources. t Provide assistance to customers seeking information. 2020-21 Actual Measures (1) 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected Number of Library cardholders 66,306 59,538 65,000 68,000 74,000 Number of items in collections (2) 280,154 244,063 315,000 305,000 315,000 Materials circulated 1,251,033 1,341,672 1,350,000 1,450,000 1,600,000 (4) 62,653 54,000 114,582 125,000 (4) 86,013 129,000 119,403 130,000 (4) 1,752,149 2,150,000 1,993,205 2,190,000 (4) 6,284,119 (7) 3,296,280 4,000,000 (3) Reference transactions 25,674 Computer sessions (hours) 28,072 (5) Wireless sessions 930,593 (6) 3,946,823 Website access 6,570,000 (1) Amounts reflect active users for the past two years. (2) 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 reduced the number of items the Library is able to order, receive, and catalog. (3) 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. (4) Reflects reductions resulting from COVID-19 facility closures. (5) Wireless sessions may originate either inside or outside library buildings. (6) Amounts represent the number of times the Library website is accessed. (7) Both the online catalog and library website which comprise this stat was upgraded in FY 2021-22. Page view stats will be significantly altered which makes estimates difficult. Goal: Serve as learning, educational, and cultural center for the community. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified Objective: t Provide comfortable and inviting facilities that support literacy and/or community efforts. t Provide literacy, informational, and educational programs for lifelong learning. Measures Library customer visits Number of programs and classes Program and class attendance 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (8) 524,476 650,000 656,452 720,000 (8) 2,778 4,500 4,500 4,500 (8) 41,404 85,000 90,000 95,000 258,249 500 5,305 (8) Reflects reductions resulting from COVID-19 facility closures and capacity reductions * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 247 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Library - 4310 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 5,482,467 $ 6,513,672 $ 6,168,356 $ 5,755,203 4.97 % Ongoing* $ 5,129,061 $ - 5,482,467 6,513,672 6,168,356 5,697,742 3.93 % One-time* - - - - 57,461 N/A Professional/Contract 242,951 158,500 212,830 186,648 67,914 -57.15 % Operating Supplies 743,433 741,625 1,180,606 1,011,395 818,781 10.40 % Repairs/Maintenance 35,833 40,000 40,370 40,000 40,000 0.00 % Communications/Transportation 22,409 13,650 14,548 24,750 15,500 13.55 % Insurance/Taxes 500 500 500 500 500 0.00 % Rents/Utilities 62,605 72,970 96,455 72,300 80,300 10.05 % Other Charges/Services 56,310 49,000 49,838 72,864 56,750 15.82 % Machinery/Equipment 3,731 - - 2,540 - N/A Capital Replacement 2,962 2,962 2,962 2,962 2,962 0.00 % 6,299,795 $ 6,561,674 $ 8,111,781 $ 7,582,315 $ 6,837,910 4.21% 5,890,379 $ 6,481,674 $ 7,115,729 $ 6,860,404 $ 6,757,910 Total Cost Center - 4310 $ General Fund $ Grant Fund** 372,539 - 916,052 650,625 - Library Trust Fund 36,878 80,000 80,000 71,286 80,000 6,299,795 $ 6,561,674 $ 8,111,781 $ 7,582,315 $ Grand Total $ 6,837,910 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. 248 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Library - 4310 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Library 5 5 5 5 5 5 Assistant, Library (0.5 FTE positions) 4.5 4 4 4 4 4 Assistant, Library (1.0 FTE positions) 11 11 11 11 11 11 Position Title Associate Analyst, Business Systems Support 1 1 1 1 1 1 Community Outreach Coordinator (0.75 FTE position) 0.75 0 0 0 0 0 Community Outreach Coordinator (1.0 FTE position) 0 1 0 0 0 0 Graphic Designer (0.5 FTE position) 0.5 0.5 0 0 0 0 Librarian (0.5 FTE positions) 1 1 1 1 1 1 Librarian (1.0 FTE positions) 13 12 12 12 12 12 Management Assistant 1 1 1 1 1 1 Manager, Library 2 1 1 1 1 1 Marketing Coordinator (0.5 FTE position) 0.5 0.5 0 0 0 0 Program Manager, Library 0 0 1 1 1 1 Program Manager, Library 1 1 1 1 1 1 Program Manager, Library (0.75 FTE position) 0.75 0.75 0.75 0.75 0.75 0.75 Senior Manager, Library 1 1 1 1 1 1 Specialist, Business Systems Support 1 2 2 2 2 2 Specialist, Library (0.5 FTE positions) 3 3 3 3 3 3 Specialist, Library (0.8 FTE position) 0.8 0 0 0 0 0 Specialist, Library(1.0 FTE positions) 13 14 14 14 14 14 Supervisor, Library Circulation 2 2 2 2 2 2 Supervisor, Library Specialist 1 1 1 1 1 1 63.8 62.75 61.75 61.75 61.75 61.75 Total Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for fuel, automotive maintenance, and temporary staff to provide courier services between the Chandler Library locations. 249 Table of Contents City of Chandler Community Services 2023-24 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. 2023-24 Performance Measurements Goal: Offer swimming classes, water safety education, and recreational opportunities. Provide inviting spaces for residents to cool off during the summer heat. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Safe Community Objectives: t Maintain an overall enrollment success rate of 85% for the Learn to Swim lesson program. t 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. t 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 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Overall enrollment success rate of swimming classes 85% 85% 90% 90% 90% Annual swimming lesson attendance 7,457 8,650 7,500 10,000 10,000 Annual recreational swim attendance 256,124 226,336 270,000 258,907 260,000 95% 95% 95% 95% 98% (1) Overall customer satisfaction (1) Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 250 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Aquatics - 4520 Budget Summary 2021-22 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 4520 $ General Fund $ Parks & Recreation Trust Fund Grand Total $ 2,981,846 132,643 739,724 164,698 2,586 349,799 10,497 2,119 16,601 4,400,689 4,397,227 3,462 4,400,689 2022-23 Adopted Budget $ $ $ $ 3,249,868 3,249,868 108,342 469,099 165,040 7,816 1,750 389,605 22,293 33,202 4,447,015 4,440,477 6,538 4,447,015 2022-23 Adjusted Budget $ $ $ $ 2022-23 Estimated Expenditures 3,548,317 3,548,317 128,469 486,825 186,735 7,816 1,750 389,605 27,329 16,601 4,793,447 4,786,668 6,779 4,793,447 $ $ $ $ 3,483,327 3,483,327 30,034 648,608 12,350 7,816 1,750 389,305 22,000 17,938 4,613,128 4,610,628 2,500 4,613,128 2023-24 Adopted Budget $ % Change Adopted to Adopted $ 3,820,980 3,666,013 154,967 135,890 919,758 171,252 7,816 1,750 389,605 28,495 8,100 16,601 5,492,147 5,485,122 7,025 5,492,147 $ $ 17.57 % 12.80 % N/A 25.43 % 96.07 % 3.76 % 0.00 % 0.00 % 0.00 % 27.82 % N/A N/A -50.00 % 23.50% * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions Position Title Administrative Assistant (0.75 FTE position) Administrative Assistant (1.0 FTE position) Associate, Recreation Customer Service Representative Lifeguard II (0.75 FTE positions) Program Coordinator, Recreation Senior Technician, Aquatics Maintenance Superintendent, Aquatics Supervisor, Aquatics Maintenance Supervisor, Pool Worker, Aquatics Maintenance Total 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted 0.75 0 1 1 3 4 3 1 1 1 1 16.75 0 1 1 0 1.5 3 3 1 1 3 1 15.5 0 1 2 0 0 3 3 1 1 3 1 15 0 1 2 0 0 3 3 1 1 3 1 15 0 1 2 0 0 3 3 1 1 3 1 15 0 1 2 0 0 3 3 1 1 3 1 15 Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for temporary staff to provide additional lifeguards at all aquatic facilities, ongoing and one-time funding for increased chemical costs, and one-time funding for additional temporary hours for in-service lifeguard trainings. 251 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Park Maintenance and Operations – 4530 The Park Maintenance and Operations Division is responsible for the stewardship and maintenance of developed parkland at neighborhood and community park sites, including playground/amenity inspections, reporting, repairs, upgrades, documentation retention, and the maintenance of 58 individual playground sites. The division is also responsible for administration of contracts for park mowing, restroom cleaning, landscaping, and Desert Breeze and Veterans Oasis lake maintenance. 2023-24 Performance Measurements (1) Goal: Develop parks to meet the recreational and open space needs of residents. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Contemporary Culture/Unified; Safe Community; Sustainable Economic Health (1) Objective: t Design, develop, and/or renovate park facilities. t Work with residents on the design and development/renovation of parks. (1) Measures 2020-21 Actual Number of parks developed and/or renovated 2021-22 Actual 12 2022-23 Year End Estimate* 2022-23 Projected 16 N/A 2023-24 Projected N/A N/A (1) Effective FY 2022-23, goal, objective, and measures transferred to cost center 4300, Community Services Administration. Goal: Develop parks to meet the recreational and open space needs of residents. Supports Priority Based Budgeting Goal(s): Attractive Community; Safe Community Objectives: t Apply fertilizer and pre-emergent to all parks at a minimum of two applications per year. Measures 2019-20 Actual 2020-21 Actual 2021-22 Year End Estimate* 2021-22 Projected 2022-23 Projected Number of fertilization applications per year 198 201 202 202 Number of pre-emergent applications per year 318 322 323 324 (2) 205 328 (2) 2023-24 Projected amounts reflect anticipated completion of Homestead North and Lantana Ranch Parks. Goal: 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): Attractive Community; Safe Community Objectives: t 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. t Maintain an accident free playground experience for the public and their recreational well-being. Measures Number of monthly park playgrounds inspections completed 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 1,392 1,435 1,440 1,416 1,440 Percentage of monthly inspections completed 100% (3) 100% 100% 100% Number of reported park playground accidents and/or injuries 0 0 0 0 0 103% (3) Staff is required to inspect twice a month. Due to visitations to the park and/or maintenance issues, they have exceeded the number of inspections. * 2022-23 Year 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 2023-24 Adopted Budget Park Maintenance and Operations – 4530 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 4,494,803 $ 5,119,488 $ 4,845,001 $ 5,363,602 19.33 % Ongoing* $ 4,143,480 $ - 4,467,303 5,091,988 4,817,501 5,335,303 19.43 % One-time* - 27,500 27,500 27,500 28,299 2.91 % Professional/Contract 1,372,409 2,760,411 3,616,247 3,614,587 2,820,791 2.19 % Operating Supplies 1,000,301 822,059 948,938 942,597 880,376 7.09 % Repairs/Maintenance 1,031,302 987,170 1,189,857 1,256,912 994,670 0.76 % Communications/Transportation 23,256 18,911 20,610 29,778 18,911 0.00 % Insurance/Taxes 6,000 4,000 5,000 6,500 4,000 0.00 % 1,839,685 2,020,455 2,046,121 2,047,328 2,032,455 0.59 % 27,578 16,600 16,600 34,040 16,600 0.00 % Rents/Utilities Other Charges/Services Building/Improvements 698 - - 170 - N/A Machinery/Equipment 29,020 257,721 395,226 396,056 396,637 53.90 % Office Furniture/Equipment 192,247 166,840 272,837 168,248 166,840 0.00 % Street Improvements 201 - - - - N/A Park Improvements 1,919 - - - - N/A Capital Replacement 137,634 149,931 149,931 155,159 154,726 3.20 % Total Cost Center - 4530 $ 9,805,730 $ 11,698,901 $ 13,780,855 $ 13,496,376 $ 12,849,608 9.84% General Fund $ 9,630,533 $ 11,698,901 $ 12,809,608 13,477,781 $ 13,240,976 $ Grant Fund** 159,787 - 303,074 255,400 Parks & Recreation Trust Fund 15,410 - - - Grand Total $ 9,805,730 $ 11,698,901 $ 13,780,855 $ 13,496,376 $ 40,000 12,849,608 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2023-24 Adopted Budget Park Maintenance and Operations – 4530 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 1 1 1 1 1 Lead, Parks Maintenance 8 8 8 8 8 9 Park Spray Technician 2 1 1 1 0 0 Parks Contract Compliance Inspector 1 1 0 0 0 0 Parks Maintenance Program Administrator 1 1 0 0 0 0 Senior Manager, Parks Operations & Maintenance 1 1 1 1 1 1 Senior Technician, Parks Maintenance - CDL 6 7 7 7 7 7 Superintendent, Parks Maintenance & Operations 1 1 1 1 1 1 Superintendent, Parks Maintenance & Operations 0 0 1 1 1 1 Supervisor, Parks & Grounds Maintenance 3 3 3 3 3 3 Supervisor, Parks & Grounds Maintenance - CDL 1 1 1 1 1 1 Urban Forester 0 0 1 1 1 1 Worker, Parks Maintenance 28 29 29 33 34 38 Total 53 54 54 58 58 63 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for the increased costs of various park maintenance contracts and overtime associated with athletic field preparation, both ongoing and one-time funding for the Urban Forestry Program, and onetime funding for Folley Park maintenance contract, an irrigation contract, and overtime for the 2024 Ostrich Festival. FY 2023-24 reflects the elimination of one-time funding for tree contract maintenance, Folley Park contract maintenance, and an athletic field irrigation audit. During FY 2022-23, one Park Spray Technician position was reclassified to Worker, Park Maintenance. Effective July 1, 2023, one Lead, Parks Maintenance and four Worker, Parks Maintenance positions are added along with associated one-time and ongoing increases in operations and maintenance funding. 254 Table of Contents City of Chandler Community Services 2023-24 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, adults, active adults (55 and older), 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 Chandler Nature Center. In addition, staff provides administrative support to the Parks and Recreation Board. 2023-24 Performance Measurements Goal: Enhance the quality of life for all residents through diverse, innovative, and affordable recreation opportunities. Supports Priority Based Budgeting Goal(s): Attractive Community; Contemporary Culture/Unified; Connected and Mobile Community Objectives: t Achieve excellence in customer service with efficient, friendly, and qualified staff. t Provide leisure opportunities for individuals of all ages that allows for opportunity to discover, imagine, and grow through recreational pursuits. t Be attuned to the community and encourage resident participation in the enhancement of recreation programs. Measures 2020-21 Actual (1) User satisfaction rate (2) Volunteer hours 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 91% 95% 98% 97% 98% (3) 228 6,500 300 375 4,613 Scholarships awarded Recreation programs participation 2021-22 Actual (3) 6 10 6 8 (3) 68,843 71,547 67,683 70,180 2 41,835 (1) User satisfaction rate is calculated annually based on user surveys, which cover all recreational programs and facilities. (2) Participation is slow to return to pre-pandemic levels, in addition to staff shortages impacting the ability to facilitate programs. (3) Reductions due to COVID-19 facility closures and/or capacity restrictions. * 2022-23 Year 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 2023-24 Adopted Budget Recreation - 4550 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 824,664 $ 1,083,599 $ 1,032,945 $ 922,168 11.82 % Ongoing* $ 853,109 $ - 824,664 1,083,599 1,032,945 922,168 11.82 % One-time* - - - - - N/A Professional/Contract 418,377 639,048 757,547 547,899 507,218 -20.63 % Operating Supplies 33,806 69,929 84,254 125,433 70,074 0.21 % Repairs/Maintenance 210 1,914 25,382 49,500 1,914 0.00 % Communications/Transportation 9,249 10,406 10,406 11,050 10,406 0.00 % Insurance/Taxes 1,000 500 500 500 500 0.00 % - - - - 524,000 N/A 176,970 268,646 268,646 178,548 255,046 -5.06 % Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 4550 $ General Fund $ 24,880 46,936 23,468 23,468 23,468 -50.00 % 1,517,601 $ 1,862,043 $ 2,253,802 $ 1,969,343 $ 2,351,794 26.30% 1,404,737 $ 1,682,043 $ 1,863,834 $ 1,786,734 $ 2,321,794 112,865 150,000 359,968 177,609 - - 30,000 30,000 5,000 30,000 1,862,043 $ 2,253,802 $ 1,969,343 $ Grant Fund** Parks & Recreation Trust Fund Grand Total $ 1,517,601 $ 2,351,794 *Ongoing and One-time Personnel Services detail not available for 2020-21 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Business Systems Support 0 1 1 1 1 1 Associate, Recreation 2 2 2 2 2 2 0.75 0.75 0 0 0 0 1 1 0 0 0 0 0.625 0 0 0 0 0 Program Coordinator, Recreation 1 1 1 1 1 1 Senior Administrative Assistant 1 0 0 0 0 0 Senior Manager, Recreation 1 1 1 1 0 0 2 2 2 2 2 2 9.375 8.750 7 7 6 6 Position Title Graphic Designer (0.75 FTE position) Marketing and Communications Coordinator Marketing Assistant (0.625 FTE position) Superintendent, Recreation Total Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for the expansion of recreation programs utilizing Kyrene School District locations which has a full revenue offset and one-time funding for the replacement of four copiers and activity satellite locations in various areas of the City. FY 2023-24 reflects the elimination of one-time funding to replace all recreation pin pads/ credit card readers. During FY 2022-23, one Senior Manager, Recreation position was transferred to cost center 4300, Administration and reclassified to Community Services Assistant Director. 256 Table of Contents City of Chandler Community Services 2023-24 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. 2023-24 Performance Measurements Goals: Assist all residents by providing recreational activities to meet their diverse personal, educational, and age appropriate needs. Enhance the quality of life for all residents through diverse, innovative, and affordable recreational, wellness, sports, and fitness opportunities. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Connected and Mobile Community Objectives: t Provide diverse and appropriate fitness classes, equipment, and instruction that support the personal and wellness needs of individuals of all ages. t 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. t 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. t Support and collaborate with organized youth sports programs by providing sufficient ball fields and lights for activities such as soccer, baseball, softball, and football. t 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. Measures 2020-21 Actual 2021-22 Actual 29,053 28,000 30,000 31,500 (1) 230,760 215,000 243,000 255,000 15,472 TRC annual visitors 122,642 3.75 4.25 4.25 4.25 4.25 (1) 4,438 3,972 (2) 4,275 4,350 (3) TRC participation 2,354 Chandler Tennis Center participation 24,780 Adult Sports participation Snedigar Recreation Center participation Chandler Youth Sports Association participation 2023-24 Projected (1) Number of TRC passes sold TRC “Tell Us What You Think” customer rating 2022-23 Year End Estimate* 2022-23 Projected 29,541 28,000 26,892 27,500 (1) 5,031 (2) 5,120 5,900 5,900 (1) 802 1,110 (2) 635 650 (1) 8,543 8,500 8,219 8,500 4,255 423 6,612 (1) Reflects COVID-19 customer refunds, program cancellations, facility closures, and operations at 25% capacity during the pandemic. (2) Participation is slow to return to pre-pandemic levels, in addition to staff shortages impacting the ability to facilitate programs. (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. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 257 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Sports and Fitness Facilities - 4551 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,907,021 $ Ongoing* - One-time* 2,300,018 $ 2,476,094 $ 2,318,340 $ 2,508,632 9.07 % 2,300,018 2,476,094 2,318,340 2,508,632 9.07 % - - - - - N/A Professional/Contract 288,667 365,846 413,602 380,721 363,735 -0.58 % Operating Supplies 116,419 119,681 117,931 121,436 123,092 2.85 % Repairs/Maintenance 51,066 27,956 44,236 30,923 27,956 0.00 % 562 180 180 260 180 0.00 % - 1,500 1,500 1,000 1,500 0.00 % Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services - 1,515 1,515 1,515 1,515 0.00 % 23,523 49,756 52,572 48,680 48,456 -2.61 % - 16,000 16,000 16,687 - -100.00 % 45,371 - - - - N/A 6.68% Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4551 $ 2,432,630 $ 2,882,452 $ 3,123,630 $ 2,919,562 $ 3,075,066 General Fund $ 2,432,630 $ 2,875,452 $ 3,116,630 $ 2,915,562 $ 3,068,066 7,000 7,000 4,000 2,882,452 $ 3,123,630 $ 2,919,562 $ Parks & Recreation Trust Fund Grand Total $ 2,432,630 $ 7,000 3,075,066 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Associate, Recreation 5 5 4 4 4 4 Program Coordinator, Recreation 2 2 3 3 3 3 Representative, Recreation Customer Service (0.5 FTE position) 0.5 0.5 0 0 0 0 Representative, Recreation Customer Service (0.625 FTE position) 0.625 0.625 0 0 0 0 Representative, Recreation Customer Service (0.75 FTE positions) 2.25 2.25 1.5 1.5 1.5 1.5 Representative, Recreation Customer Service (1.0 FTE positions) 2 3 3 3 3 3 Specialist, Recreation (0.625 FTE position) 0 0 0.625 0.625 0.625 0.625 Specialist, Recreation (0.75 FTE positions) 0 0 1.5 1.5 1.5 1.5 Specialist, Recreation (1.0 FTE position) 1 1 1 1 1 1 Supervisor, Recreation Customer Service 1 1 1 1 1 1 14.375 15.375 15.625 15.625 15.625 15.625 Position Title Total Significant Budget and Staffing Changes FY 2023-24 reflects the elimination of one-time funding awarded in FY 2022-23 for replacement of a gator utility vehicle. 258 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Nature and Recreation Facilities - 4555 The Nature and Recreation Facilities Division includes the Chandler Nature Center (CNC) 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 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, various City parks, and 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. 2023-24 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; Connected and Mobile Community Objectives: t Through marketing, customer feedback, and innovation, offer appropriate classes and programs at the CNC that teach Environmental Education by allowing individuals to explore environmental issues, engage in problem solving, and take action to improve the environment. t Utilize the unique amenities found throughout the CNC 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. t 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. t 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. t 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. Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2023-24 Projected (1) 62,986 66,000 71,409 72,000 (1) 1,336 4,957 1,290 1,475 (1) 3,124 3,918 3,430 3,275 (1) 21,535 25,368 22,251 22,680 (1) 8,011 5,955 8,326 8,500 (1) 3,036 3,125 3,010 4,350 Overall number of visitors to the CNC 29,264 CNC program participation 3,322 Community Center program participation 1,483 Senior Center program participation 12,452 Senior Center congregate meals served 5,570 Special populations (therapeutics) participation 2022-23 Projected 2,009 (1) Reflects COVID-19 customer refunds, program cancellations, facility closures, and operations at 25% capacity during the pandemic. * 2022-23 Year 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 2023-24 Adopted Budget Nature and Recreation Facilities - 4555 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,315,521 $ 1,555,778 $ 1,301,074 $ 1,505,435 14.44 % Ongoing* $ 1,083,120 $ - 1,315,521 1,555,778 1,301,074 1,505,435 14.44 % One-time* - - - - - N/A Professional/Contract 58,878 84,472 111,942 101,721 81,122 -3.97 % Operating Supplies 121,958 140,722 147,450 117,740 136,644 -2.90 % Repairs/Maintenance 1,218 - - - - N/A 642 6,275 6,275 2,981 6,235 -0.64 % 0.00 % Communications/Transportation Insurance/Taxes 500 1,500 1,500 1,500 1,500 Rents/Utilities 2,445 7,674 7,674 6,274 7,874 2.61 % Other Charges/Services 29,978 58,225 59,222 38,426 39,515 -32.13 % 10.15 % Total Cost Center - 4555 $ 1,298,739 $ 1,614,389 $ 1,889,841 $ 1,569,716 $ 1,778,325 1,171,524 $ 1,511,739 $ 1,643,619 $ 1,415,630 $ 1,700,425 Grant Fund** 92,986 24,750 168,322 91,768 - Parks & Recreation Trust Fund 34,229 77,900 77,900 62,318 77,900 1,298,739 $ 1,614,389 $ 1,889,841 $ 1,569,716 $ General Fund $ Grand Total $ 1,778,325 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Associate, Recreation 5 5 5 5 6 6 Business Systems Support Specialist 1 0 0 0 0 0 Program Coordinator, Recreation Position Title 3 3 3 3 3 3 Representative, Recreation Customer Service (0.625 FTE position) 0.625 0 0 0 0 0 Representative, Recreation Customer Service (0.875 FTE position) 0.875 0.875 0.875 0.875 0.875 0.875 2 1 1 1 1 1 Specialist, Recreation (0.625 FTE position) 0 0.625 0.625 0.625 0.625 0.625 Specialist, Recreation (0.75 FTE position) 0.75 0.75 0.75 0.75 0.75 0.75 Representative, Recreation Customer Service (1.0 FTE positions) Specialist, Recreation (1.0 FTE position) Total 0 1 1 1 1 1 13.25 12.25 12.25 12.25 13.25 13.25 Significant Budget and Staffing Changes During FY 2022-23, one Associate, Recreation position transferred from cost center 4300, Community Services Admininstration, and was reclassified from Senior Administrative Assistant. 260 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget Parks Capital - 4580 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services - $ - $ 5,357 $ - N/A Ongoing* Total Personnel $ - - - 5,357 - N/A One-time* - - - - - N/A Professional/Contract 90,444 - 3,076,569 762,723 6,938,575 N/A Operating Supplies 845 - - 310 - N/A 158,921 228,197 228,767 241,252 173,987 -23.76 % - 689,596 733,568 - 1,570,980 127.81 % Contingencies/Reserves - 17,922,104 - - 46,746,617 160.83 % Land/Improvements - - 15,850 - - N/A 7,022,106 30,404,207 32,460,748 1,104,764 36,294,458 19.37 % Other Charges/Services Project Support Recharge** Building/Improvements 90,230 $ Machinery and Equipment - - - - 849,000 N/A Office Furniture/Equipment 198,868 139,000 635,572 105,851 - -100.00 % Street Improvements - 500,000 500,000 - 838,000 67.60 % Parks Improvements 995,553 5,003,000 14,374,664 3,178,862 96,000 -98.08 % - - 120,000 - - N/A 70.37% Transfer to General Fund Total Cost Center - 4580 $ General Gov't Capital Projects Fund $ Capital Grant Fund 8,556,967 $ 54,886,104 $ 52,145,738 $ 5,399,119 $ 93,507,617 2,293,443 $ 9,456,523 $ 9,146,128 $ 854,802 $ 10,024,324 114,923 10,578,776 10,393,708 638,019 10,255,689 3,208,412 30,559,517 29,451,793 1,834,406 68,404,387 926,858 2,658,568 2,085,881 2,071,892 13,989 2,013,331 1,272,720 708,228 - 3,192,228 Library Bonds - 360,000 360,000 - 1,567,000 Library Trust - - - - 50,000 Park Bond Fund Park Impact Fee Fund Parks SE Impact Fee Fund Grand Total $ 8,556,967 $ 54,886,104 $ 52,145,738 $ 5,399,119 $ 93,507,617 *Ongoing and One-time Personnel Services detail not available for 2020-21 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 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 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 261 Table of Contents City of Chandler Community Services 2023-24 Adopted Budget 262 Table of Contents 8 Development Services • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Excellent customer service, thoughtful planning decisions, and high development standards ensure our built environment is safe, beautiful, and well-maintained. Development Services City of Chandler Development Services 2023-24 Adopted Budget 264 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Development Services Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Development Services Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Development Services Administration $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 1,568,470 $ 1,972,891 $ 1,895,908 $ 2,040,858 3.45% Planning 2,593,384 2,804,126 3,168,302 3,431,840 22.39% Building Safety 2,366,392 2,447,612 3,176,939 2,636,119 7.70% Transportation Engineering 1,010,777 1,143,772 1,195,525 1,250,025 9.29% Development Services Capital 49,663 8,866,024 218,253 11,446,620 29.11% Engineering Total 2,261,688 2,377,100 2,600,930 2,424,734 2.00% $ 9,850,374 $ 19,611,525 $ 12,255,857 $ 23,230,196 18.45% $ 9,335,375 $ 9,612,949 $ 11,271,407 $ 10,560,233 9,612,949 11,271,407 10,447,363 8.68% Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing - (1) One-time Operating & Maintenance Capital - Major Total Staffing by Cost Center $ - - - 112,870 0.00% 465,335 1,132,552 766,197 1,223,343 8.02% 49,663 8,866,024 218,491 11,446,620 29.11% 9,850,373 $ 19,611,525 $ 12,256,095 $ 23,230,196 18.45% 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted % Change Adopted to Adopted Development Services Administration 15.000 15.000 15.000 15.000 0.00% Planning 23.000 24.000 24.000 24.000 0.00% Building Safety 20.000 20.000 20.000 20.000 0.00% Transportation Engineering 8.000 8.000 8.000 8.000 0.00% Engineering 17.000 17.000 17.000 17.000 0.00% Total 83.000 84.000 84.000 84.000 0.00% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 265 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget 2022-23 Accomplishments Ø Issued over 4,300 building permits for over $1.7 billion in construction valuation in calendar year 2022 and conducted 17,690 building inspections. Ø The Southside Historic Conservation District was established. Ø Three new zoning ordinances adopted by City Council: Data Centers, Backyard Chickens and Medical Marijuana. Ø Obtained $6.22 million in grants for traffic management enhancements. Ø Continued to advance City digital capabilities with ArcGIS Pro implementation, deployment of tablets to inspections teams, 10 telecom agreements adopted, continuation of work on fiber system upgrades per the Fiber Master Plan. Ø Reviewed over 245 applications through a formal administrative design review process and processed 46 applications requiring public hearings in calendar year 2022. Ø Reviewed over 1,198 utility permits and completed 3,000 utility inspections in calendar year 2022. Ø Reviewed over 205 civil permits totaling 2,285 plan sheets, reviewed 203 civil encroachment permits, completed 2,412 civil inspections, and completed civil plan reviews at an average of 2.37 reviews per project in calendar year 2022. 266 Table of Contents City of Chandler Development Services 2023-24 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, GIS, construction permitting, inspections, and utility regulation services to the City and community. 2023-24 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: t Respond to customer inquiries and requests in a courteous, professional, and timely manner. 2020-21 Actual Measures 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of resident requests/ Percentage responded to within 5 days 215/ 85% 198/ 95% 200/ 90% 200/ 95% 200/ 95% Number of public meetings with residents/ neighborhoods/businesses 110 153 110 110 110 (1) 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 (1) Objective: t Review utility/encroachment plans and conduct inspections for compliance and regulatory requirements and standards. 2020-21 Actual Measure 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of utility/ encroachment plan reviews 1,290 1,135 N/A N/A N/A Number of utility/ encroachment permits issued 1,205 1,104 N/A N/A N/A Number of inspections conducted 4,232 3,217 N/A N/A N/A (1) Effective FY 2022-23, all goals, objectives, and measures transfer to cost center 3020, Engineering. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 267 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Development Service Administration - 1500 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,488,436 $ 1,509,678 $ 1,798,913 $ 1,694,792 $ 1,655,762 9.68 % - 1,509,678 1,798,913 1,694,792 1,655,762 9.68 % - - - - - N/A Professional/Contract 12,594 303,217 221,317 30,000 295,000 -2.71 % Operating Supplies 14,125 103,933 124,373 119,733 34,033 -67.25 % Repairs/Maintenance 3,934 10,775 10,775 9,600 10,775 0.00 % Communications/Transportation 3,223 2,480 2,480 6,580 2,480 0.00 % - 500 500 500 500 0.00 % Other Charges/Services 4,555 27,655 27,655 20,050 27,655 0.00 % Machinery/Equipment 26,922 - 1,077 - - N/A * Ongoing * One-time Insurance/Taxes Office Furniture and Equipment Capital Replacement 27 - - - - N/A 14,653 14,653 14,653 14,653 14,653 0.00 % 3.45% Total Cost Center - 1500 $ 1,568,470 $ 1,972,891 $ 2,201,743 $ 1,895,908 $ 2,040,858 General Fund $ 1,458,980 $ 1,972,891 $ 2,013,346 $ 1,733,516 $ 2,040,858 188,397 162,392 2,201,743 $ 1,895,908 $ ** Grant Fund 109,490 Grand Total $ 1,568,470 $ 1,972,891 $ 2,040,858 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Customer Service Representative 0 1 1 1 1 1 Development Project Coordinator 2 0 0 0 0 0 Director, Development Services 1 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Manager, Private Construction & Permitting 1 1 1 1 1 1 Project Manager, Private Construction 3 2 2 2 2 2 Public Works Inspector 2 0 0 0 0 0 Senior Representative, Construction Permits 0 7 7 7 7 7 Supervisor, Permits & Customer Service 0 1 1 1 1 1 Total 11 15 15 15 15 15 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for the Historic Preservation Program and temporary staffing for plan review and inspection services, which has been funded as one-time since FY 2018-19. FY 2023-24 reflects the elimination of one-time funding provided in FY 2022-23 for purchase of tablet and editing software. 268 Table of Contents City of Chandler Development Services 2023-24 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. 2023-24 Performance Measurements Goal: Provide technical information, guidance, and assistance to a broad range of resident and developer clientele, together with professional recommendations for decision-making by the Planning & Zoning Commission, Board of Adjustment, City Council, and various resident 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: t Respond to developers’ applications and resident requests in a timely and courteous manner. t Present professional analysis and recommendations on all development applications to the Planning & Zoning Commission, Board of Adjustment, and City Council. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of public hearing cases submitted (rezoning, preliminary development plan, use permit, entertainment use permit, architectural review committee, and annexations) 51 55 55 55 55 Number of cases submitted for administrative review (administrative design review, zoning clearances, and zoning verification) 224 321 350 350 350 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: t Review site plans, sign permits, tenant improvements, and certificates of occupancy. t Inspect all on-site development improvements for compliance with approved plans. t Enforce applicable requirements of the Zoning Code and development conditions stipulated by City Council. Measure 2020-21 Actual Total number of plan reviews/ Percentage completed within 20-day turnaround time 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 1,489/ 98% 1,080/ 98% 1,500/ 98% 1,100/ 98% 1,100/ 98% 711/ 98% 446/ 98% 720/ 98% 470/ 98% 470/ 98% Total number of field inspections/ Percentage completed within one business day * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 269 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Planning - 1510 Goal: Provide professional recommendations regarding future growth and development, technical information, and demographics to City Council and resident advisory task forces. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community; Sustainable Economic Health Objectives: t Update and maintain the Chandler General Plan in conformance with state statutes, with particular emphasis upon compliance with Growing Smarter legislation. t Prepare area plans, code amendments, and development policies to implement General Plan guidelines and City Council policy directives. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of specific area plans, plan amendments, and General Plan elements/updates adopted by City Council 14 1 9 5 5 Number of code amendments and/or development policies adopted by City Council 2 1 5 5 3 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: t Assure compliance with City standards and code requirements while responding to City and resident requests. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of requests for maps/presentation materials/ Percentage provided by mapping services staff 987/ 100% 970/ 100% 700/ 100% 875/ 100% 875/ 100% Number of requests for data/information/ Percentage provided by mapping services staff within 14 days or less 9,083/ 100% 8,390/ 100% 8,000/ 100% 8,000/ 100% 8,000/ 100% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 270 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Planning - 1510 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,669,352 $ 3,039,938 $ 2,902,389 $ 2,927,758 9.68 % Ongoing* $ - 2,669,352 3,039,938 2,902,389 2,927,758 9.68 % One-time* - - - - - N/A Professional/Contract 60,817 - 150,000 150,000 400,000 N/A Operating Supplies 18,472 42,117 43,584 29,825 37,515 -10.93 % Repairs/Maintenance 6,898 11,596 12,617 7,000 11,596 0.00 % Communications/Transportation 8,815 14,880 14,880 12,200 14,080 -5.38 % Insurance/Taxes 500 150 150 150 150 0.00 % Rents and Utilities 135 - - - - N/A 3,840 35,903 59,003 33,900 35,903 0.00 % -100.00 % Other Charges/Services Machinery/Equipment Office Furniture and Equipment Capital Replacement 2,489,041 $ - 25,290 25,290 27,000 - 27 - - 1,000 - N/A 4,838 4,838 4,838 4,838 4,838 0.00 % 22.39% Total Cost Center - 1510 $ 2,593,384 $ 2,804,126 $ 3,350,300 $ 3,168,302 $ 3,431,840 General Fund $ 2,522,621 $ 2,804,126 $ 3,156,227 $ 3,015,413 $ 3,431,840 $ 2,593,384 $ Grant Fund** Grand Total 70,763 2,804,126 $ 194,073 152,889 3,350,300 $ 3,168,302 $ 3,431,840 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. 271 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Planning - 1510 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Associate Planner 0 1 1 1 1 1 City Planner 1 0 0 0 0 0 Engineering Records Specialist 1 1 0 0 0 0 Engineering Technician 1 2 2 2 2 2 Geospatial Services Manager 0 0 1 1 1 1 GIS Analyst 1 1 1 1 1 1 GIS Manager 2 2 2 3 3 3 GIS Technician I 1 0 0 0 0 0 GIS Technician II 3 3 3 3 3 3 Planning Administrator 1 1 1 1 1 1 Planning Analyst 1 1 1 1 1 1 Planning Manager 2 2 2 2 2 2 Planning Technician 1 1 1 1 1 1 Principal Planner 1 0 0 0 0 0 Senior Administrative Assistant 1 1 1 1 1 1 Senior Planner 1 1 1 1 1 1 Senior Site Development Inspector 2 2 2 2 2 2 Site Development Coordinator 1 1 1 1 1 1 Site Development Inspector 1 2 2 2 2 2 Position Title Site Development Plans Examiner 1 1 1 1 1 1 Total 23 23 23 24 24 24 Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for a general area plan update and the elimination of one-time funding provided in FY 2022-23 for the purchase of a printer-plotter. 272 Table of Contents City of Chandler Development Services 2023-24 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. 2023-24 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: t Review building plans for compliance with all applicable building codes, fire codes, and other regulatory requirements and standards. t Respond to all building construction inspection requests within the next business day. t Provide prompt, courteous service to all customers requesting information or assistance. 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 4,588/ $815,634,926 4,446/ $1,358,829,257 4,500/ $1,167,000,000 4,000/ $1,340,900,200 4,100/ $1,000,000,000 Percentage of building plans reviewed within 10 business days 99% 91% 99% 95% 97% Percentage of building plans approved within one business day 50% 35% 45% 45% 50% Percentage of inspections conducted on day requested 100% 100% 100% 100% 100% Measure Number of permits issued/ Value of permits issued * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 273 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Building Safety - 1530 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 2,328,329 $ 3,182,866 $ 3,063,447 $ 2,516,962 8.10 % - 2,328,329 3,182,866 3,063,447 2,516,962 8.10 % - - - - - N/A Professional/Contract 124 - - 200 - N/A Operating Supplies 37,343 61,457 63,109 49,915 61,331 -0.21 % * Ongoing * One-time 2,266,426 $ Repairs/Maintenance 1,787 2,845 2,845 1,900 2,845 0.00 % Communications/Transportation 10,107 10,850 10,850 10,825 10,850 0.00 % Insurance/Taxes 1,500 2,000 2,000 1,500 2,000 0.00 % Other Charges/Services 18,299 12,129 12,129 19,030 12,129 0.00 % Machinery/Equipment 778 - - - - N/A Office Furniture and Equipment Capital Replacement 27 - - 120 - N/A 30,002 30,002 30,002 30,002 30,002 0.00 % 7.70% Total Cost Center - 1530 $ 2,366,392 $ 2,447,612 $ 3,303,801 $ 3,176,939 $ 2,636,119 General Fund $ 2,047,819 $ 2,447,612 $ 2,620,798 $ 2,615,992 $ 2,636,119 683,003 560,947 3,303,801 $ 3,176,939 $ ** Grant Fund 318,573 Grand Total $ 2,366,392 $ 2,447,612 $ 2,636,119 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Building Inspection 1 1 1 1 1 1 Administrator, Building Plan Review 1 1 1 1 1 1 Chief Building Official 1 1 1 1 1 1 Construction Permit Representative 7 0 0 0 0 0 Customer Service Representative 1 0 0 0 0 0 Customer Service Supervisor 1 0 0 0 0 0 Position Title Senior Building Plans Examiner 3 3 3 3 3 3 Senior, Building Inspector 11 11 11 11 11 11 Structural Engineer 1 1 1 1 1 1 Supervisor, Building Inspection 2 2 2 2 2 2 Total 29 20 20 20 20 20 Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 274 Table of Contents City of Chandler Development Services 2023-24 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. 2023-24 Performance Measurements Goal: Provide for the efficient and safe movement of people and goods within the City through the use of traffic engineering studies and technology for design, installation, maintenance, and operation of traffic control devices including signals, signs, pavement markings, and streetlights. Supports Priority Based Budgeting Goal(s): Safe Community; Connected and Mobile Community Objective: t Complete requests for traffic engineering studies within four weeks. Measure Number of requests requiring traffic studies/ Average time of completion in weeks * 2020-21 Actual 2021-22 Actual 48/ 4 2022-23 Projected 60/ 3 60/ 3 2022-23 Year End Estimate* 2023-24 Projected 68/ 3.5 62/ 3 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 275 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Transportation Engineering - 1535 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,005,501 $ 1,075,310 $ 1,067,500 $ 1,112,028 10.59 % - 1,005,501 1,075,310 1,067,500 1,112,028 10.59 % - - - - - N/A Professional/Contract 36,772 63,000 101,690 60,600 63,000 0.00 % Operating Supplies 18,622 33,916 34,423 30,555 33,803 -0.33 % * Ongoing * One-time Repairs/Maintenance 931,673 $ 8 1,597 1,597 450 1,436 -10.08 % 5,727 2,593 2,593 5,370 2,593 0.00 % Insurance/Taxes - 1,500 1,500 500 1,500 0.00 % Rents/Utilities 135 1,500 9,797 8,900 1,500 0.00 % Other Charges/Services 2,727 7,165 7,165 2,900 7,165 0.00 % Machinery/Equipment 4,336 16,250 16,250 7,000 16,250 0.00 % 27 - - 700 - N/A 10,750 10,750 10,750 11,050 10,750 0.00 % 9.29% Communications/Transportation Office Furniture and Equipment Capital Replacement Total Cost Center - 1535 $ 1,010,777 $ 1,143,772 $ 1,261,075 $ 1,195,525 $ 1,250,025 General Fund $ 409,275 $ 406,657 $ 440,284 $ 445,885 $ 446,793 601,502 737,115 820,791 749,640 803,232 $ 1,010,777 $ 1,143,772 $ 1,261,075 $ 1,195,525 $ 1,250,025 Highway User Revenue Fund Grand Total * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Traffic Signal Systems 0 2 2 2 2 2 City Transportation Engineer 0 1 1 1 1 1 Principal Engineer (PE) 0 2 2 2 2 2 Senior Technician, Traffic Engineering 0 2 2 2 2 2 Traffic Engineering Analyst 0 1 1 1 1 1 Total 0 8 8 8 8 8 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 276 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget Development Services Capital - 1560 Capital Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 3,815 $ - $ - $ 238 $ - N/A Ongoing* $ - - - 238 - N/A One-time* - - - - - N/A 31,144 3,600,000 6,545,114 167,233 1,242,000 -65.50 % - - - 11,101 - N/A Professional/Contract Other Charges/Services ** - 25,000 25,000 - 19,000 -24.00 % Contingencies/Reserves Project Support Recharge - 4,411,024 - - 9,169,620 107.88 % Building/Improvements 3,139 830,000 830,000 - 961,000 15.78 % - - - - 55,000 N/A 11,564 - 1,987,759 39,681 - N/A 29.11% Office Furniture and Equipment Street Improvements $ 49,663 $ 8,866,024 $ 9,387,873 $ 218,491 $ 11,446,620 General Gov't Capital Projects Fund $ Total Cost Center - 1560 18,608 $ 2,180,811 $ 2,178,807 $ 49,026 $ 4,406,781 Street GO Bond Fund 14,704 1,969,476 1,944,828 13,994 1,930,834 Grants Capital Fund 16,351 4,715,737 5,264,238 155,233 5,109,005 49,663 $ 8,866,024 $ 9,387,873 $ 218,253 $ 11,446,620 Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 reflects the carryforward of uncompleted project funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 277 Table of Contents City of Chandler Development Services 2023-24 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, inspection process and utility regulation services. Engineering reviews civil plans and issues encroachment permits for development projects. 2023-24 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: t Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Average number of reviews per project 3.18 2.87 3.05 2.95 2.95 Number of drawing sheets reviewed 1,433 1,780 1,425 1,800 1,800 Percentage of plan review projects completed within 20 business days or less 100% 100% 100% 100% 100% (1) 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 (1) Objective: t Review utility/encroachment plans and conduct inspections for compliance and regulatory requirements and standards. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of utility/ encroachment plan reviews 1,290 1,135 1,200 1,200 1,200 Number of utility/ encroachment permits issued 1,205 1,104 1,100 1,100 1,100 Number of inspections conducted 4,232 3,217 4,300 4,000 4,000 (1) Effective FY 2022-23, the goal, objective, and measures transferred from cost center 1500, Development Services Administration. Historical amounts are shown here for comparative purposes. * 2022-23 Year 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 Development Services 2023-24 Adopted Budget Engineering - 3020 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 2,159,799 $ 2,100,089 $ 2,562,169 $ 2,543,279 $ 2,347,723 11.79 % - 2,100,089 2,562,169 2,543,279 2,234,853 2.89 % - - - - 112,870 N/A Professional/Contract 715 200,000 200,000 450 - -100.00 % Operating Supplies 38,454 36,348 36,855 29,550 36,348 0.00 % Repairs/Maintenance 3,360 6,550 6,550 3,000 6,550 0.00 % Communications/Transportation 5,469 5,276 5,276 4,900 5,276 0.00 % Insurance/Taxes - 550 550 500 550 0.00 % Rents and Utilities 135 - - 70 - N/A Other Charges/Services 4,916 13,136 13,136 4,030 13,136 0.00 % Machinery/Equipment 33,662 - - - - N/A 27 - - 700 - N/A 15,151 15,151 15,151 15,151 15,151 0.00 % 2.00% * Ongoing * One-time Office Furniture and Equipment Capital Replacement Total Cost Center - 3020 $ 2,261,688 $ 2,377,100 $ 2,839,687 $ 2,600,930 $ 2,424,734 General Fund $ 2,138,489 $ 2,377,100 $ 2,586,053 $ 2,391,651 $ 2,424,734 253,634 209,279 2,839,687 $ 2,600,930 $ Grant Fund** 123,199 Grand Total $ 2,261,688 $ 2,377,100 $ 2,424,734 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Civil Plan Examiner 1 1 1 1 1 1 Administrator, Civil Plan Examiner 1 1 1 1 1 1 Development Project Administrator 0 1 0 0 0 0 Lead Inspector, Civil Construction 1 1 1 1 1 1 Manager, Telecommunications & Utility Franchise 0 0 1 1 1 1 Project Coordinator, Dry Utility Construction 0 2 2 2 2 2 Senior Analyst, Outside Plant Fiber System 0 0 1 1 1 1 Senior Civil Plans Examiner 4 4 4 4 4 4 Senior Inspector, Civil Construction 3 5 5 5 5 5 Position Title Senior Manager, Engineering (PE) 1 1 1 1 1 1 Total 11 16 17 17 17 17 Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for contract temporary services for fiber upgrades which was also approved in FY 2022-23. 279 Table of Contents City of Chandler Development Services 2023-24 Adopted Budget 280 Table of Contents • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Information Technology provides the network, resources, and cybersecurity that enable our City to connect and deliver in-person, mobile, online, and phone services. Information Technology 9 Information Technology City of Chandler Information Technology 2023-24 Adopted Budget 282 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Information Technology Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center IT Service Delivery Management & Admin 2021-22 Actual Expenditures $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 2,615,795 $ 3,614,918 $ 4,232,717 $ 5,721,584 58.28 % IT Applications Support 6,065,763 6,879,162 8,288,903 8,777,194 27.59 % IT Infrastructure & Client Support 5,450,443 5,198,333 9,426,805 5,411,677 4.10 % 904,960 7,748,775 1,127,303 12,861,253 65.98 % 255.66 % IT Projects Capital IT Projects Operations 181,560 391,821 391,821 1,393,545 1,030,894 6,391,248 217,905 7,334,478 14.76 % $ 16,249,415 $ 30,224,257 $ 23,685,454 $ 41,499,731 37.31% $ 7,803,544 $ IT Citywide Infrastructure Support Capital Total Expenditures by Category Personnel & Benefits Total Personnel 8,810,074 $ 9,393,362 $ 10,228,160 16.10 % (1) - 8,714,730 9,298,018 10,041,162 15.22 % (1) - 95,344 95,344 186,998 96.13 % Operating & Maintenance 6,584,402 7,274,160 12,952,462 11,075,840 52.26 % Capital - Major 1,861,469 14,140,023 1,339,630 20,195,731 42.83 % 16,249,415 $ 30,224,257 $ 23,685,454 $ 41,499,731 37.31% 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Ongoing One-time Total Staffing by Cost Center $ % Change Adopted to Adopted IT Service Delivery Management & Admin 13.000 13.000 13.000 14.000 7.69 % IT Applications Support 26.000 26.000 26.000 26.000 0.00 % IT Infrastructure & Client Support 19.000 21.000 21.000 22.000 4.76 % 58.000 60.000 60.000 62.000 3.33% Total (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 283 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget 2022-23 Accomplishments Ø The Information Technology Department successfully completed well over 500+ Infrastructure, Security, Application & Desktop team deployments including major system upgrades and enhancements, security solutions and system monitoring for existing systems and infrastructure. Ø Leveraging innovative technologies such as Artificial Intelligence, Building Blocks and Geographic Information Systems, the team delivered solutions that advanced employee productivity, mobility, and the resident experience in alignment with the City’s Strategic Framework Goals and Focus Areas. These solutions and many more earned the City of Chandler 6th place among cities with a population 250K - 499K nationwide for utilizing technology to strengthen cybersecurity, enhance transparency and digital equity along with Governance and Project Portfolio Management. Ø Partnered with Management Services to deliver an enterprise Budget System. Ø Partnered with City departments to deliver the Compensation Management system. Ø Delivered a new Fleet Management System. Ø Partnered with City departments to deliver digital transformation for Position Control. Ø Partnered with City departments to deliver expansion of the Digital Adoption platform. Ø Partnered with HR to deliver Benefit System enhancements for open enrollment. Ø Delivered the Public Works & Utilities Laboratory Information Management System. Ø Real-time location integration and automation between First Responders and the caller. Ø The Code Enforcement program streamlined the process to identify short term rentals. Ø Partnered with Chandler Police to enable access to owner & landlord attributes used to effectively develop programs to proactively improve public safety. Ø Automated the process used by Tax & License to identify properties that have licenses with taxes and fees owed reducing manual efforts by over 100 hours per month. Ø Neighborhood Services automated how they contacted over 1,100 households to provide essential support, assisted over 300 households to avoid evictions and harness data needed for HUD reporting for Federal funding. Ø Developed the City of Chandler’s Performance Portal. Ø Developed and delivered Information security education for Senior Citizens. 284 Table of Contents City of Chandler Information Technology 2023-24 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. 2023-24 Performance Measurements Goal: Provide effective administration, financial oversight, and coordination 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. (1) Provide citywide training opportunities for citywide applications. Facilitate and manage IT hardware and software application support and management contracts. Develop administrative policies and procedures and maintain all IT policies and procedures. Ensure that citywide IT projects are completed on time and within budget. Provide oversight and management of cybersecurity functions. t t t t t t t t t 2020-21 Actual Measures 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected Percentage of IT projects utilizing the standard project management system 90% 85% 90% 90% 90% Number of times spending plans realigned to IT priorities and resources 4 4 4 4 4 Percentage of projects and targets completed on time and within budget 90% 90% 90% 90% 90% Percentage of projects in alignment with IT project management methodology 95% 95% 95% 95% 95% Number of training opportunities 353 353 N/A N/A N/A Percentage of maintenance/support agreements completed before expiration date 93% 93% 95% 95% 95% 5 7 7 7 7 (2) 1 7 7 7 (1) Number of quarterly security assessments performed on systems to identify risks Number of security policies developed and implemented * 0 (1) Objective and measure discontinued effective FY 2021-22 since training has been outsourced. (2) Three security policies were developed in FY 2020-21, but none were implemented due to staff turnover. 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 285 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Service Delivery Management & Administration - 1199 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,031,964 $ 2,472,860 $ 2,318,417 $ 2,412,239 18.71 % Ongoing* $ 2,039,659 $ - 2,031,964 2,472,860 2,318,417 2,412,239 18.71 % One-time* - - - - - N/A Professional/Contract 94,406 551,710 745,653 776,114 1,499,790 171.84 % Operating Supplies 14,699 22,338 34,201 38,751 41,574 86.11 % Repairs/Maintenance 32,619 74,670 93,239 129,953 694,670 830.32 % Communications/Transportation 259,704 251,586 251,947 249,946 251,661 0.03 % Other Charges/Services 8,411 40,150 40,150 41,807 41,150 2.49 % Machinery/Equipment 162,286 642,500 677,461 677,729 780,500 21.48 % Capital Replacement 4,011 - - - - N/A 58.28% Total Cost Center - 1199 $ 2,615,795 $ 3,614,918 $ 4,315,511 $ 4,232,717 $ 5,721,584 General Fund $ 2,468,222 $ 3,614,918 $ 4,014,780 $ 3,983,300 $ 5,721,584 $ 2,615,795 $ Grants** 147,573 Grand Total 3,614,918 $ 300,731 249,417 4,315,511 $ 4,232,717 $ 5,721,584 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, IT Portfolio 0 0 0 0 1 1 Chief Information Officer 1 1 1 1 1 1 IT Chief Information Security Officer 1 1 1 1 1 1 IT Chief Technology Officer 0 0 1 1 1 1 IT Principal Service Delivery Analyst 2 2 0 0 0 0 IT Senior Service Delivery Analyst 4 4 0 0 0 0 IT Service Delivery Analyst 1 1 0 0 0 0 IT Services Manager 1 1 0 0 0 0 IT Training Coordinator 1 0 0 0 0 0 Management Assistant 1 1 1 1 1 1 Principal, Management Analyst 1 1 1 1 1 1 Program Manager, IT Security 1 1 1 1 1 2 Project Manager, IT 0 0 7 7 6 6 Total 14 13 13 13 13 14 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for contractual services, WebEx subscription services, information security managed services, Information Technology Insights subscription, managed services for technology portfolio programs, as well as ongoing funding for managed services for Chandler Security Operations Center. Additionally, FY 2023-24 reflects the elimination of one-time funding awarded in FY 2022-23 for a network intrusion detection system, contractual services, and WebEx subscription services. 286 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget During FY 2022-23, one IT Project Manager position was reclassified to Administrator, IT Portfolio Manager. Effective July 1, 2023, one Program Manager, IT Security position is added along with associated one-time and ongoing increases in operations and maintenance funding. 287 Table of Contents City of Chandler Information Technology 2023-24 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. 2023-24 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: t Help employees leverage existing data through enterprise systems. t Implement enterprise data models and standards using industry best practices. t Provide high availability of IT-supported enterprise applications. t Provide training and support to meet requirements in accordance with IT Service Level Agreements. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Percentage of citywide applications availability during defined application operating hours 99% 99% 99% 99% 99% Percentage of service requests completed within 90 days of starting work 94% 94% 91% 93% 93% Percentage of citywide applications maintained at actively supported versions of vendor software 100% 100% 99% 100% 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 89% 89% 95% 94% 95% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 288 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Applications Support - 1200 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 3,857,545 $ 4,617,812 $ 4,191,008 $ 4,241,081 9.94 % Ongoing* $ - 3,857,545 4,617,812 4,191,008 4,241,081 9.94 % One-time* - - - - - N/A Professional/Contract 734,219 911,630 1,541,845 1,506,213 1,145,750 25.68 % Operating Supplies 16,012 9,377 9,377 9,377 9,317 -0.64 % Repairs/Maintenance 1,912,080 1,971,420 2,459,566 2,455,502 3,251,856 64.95 % Communications/Transportation 3,334,741 $ 273 17,500 17,500 15,053 17,500 0.00 % Other Charges/Services 46,688 47,190 47,190 47,190 47,190 0.00 % Machinery/Equipment 17,250 60,000 60,000 60,000 60,000 0.00 % Capital Replacement 4,500 4,500 4,500 4,560 4,500 0.00 % 27.59% Total Cost Center - 1200 $ 6,065,763 $ 6,879,162 $ 8,757,790 $ 8,288,903 $ 8,777,194 General Fund $ 5,804,327 $ 6,879,162 $ 8,146,842 $ 7,794,895 $ 8,777,194 610,948 494,008 8,757,790 $ 8,288,903 $ Grant Fund** 261,436 Grand Total $ - 6,065,763 $ 6,879,162 $ 8,777,194 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, IT Systems 1 2 2 2 2 2 Analyst, IT Systems 5 5 5 5 5 5 Analyst, Web Development 1 1 1 1 1 1 IT Chief Applications Officer 0 0 1 1 1 1 IT Principal Programmer/Analyst 3 3 0 0 0 2 IT Senior Database Administrator 1 1 0 0 0 0 Manager, IT Application Services 1 1 3 3 3 3 Manager, IT Data Services 0 0 1 1 1 1 Manager, IT Messaging 0 0 1 1 1 1 Manager, IT Web Development 1 1 1 1 1 1 Principal Analyst, IT Database 1 1 1 1 1 1 Principal Analyst, IT Messaging Integration 2 2 1 1 1 1 Senior Analyst, IT Database 1 1 1 1 1 1 Position Title Senior Analyst, IT Programmer 8 8 8 8 8 6 Total 25 26 26 26 26 26 Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for contractual services, Oracle licenses maintenance and support, managed services for Class, Business Registration and MyChandler, as well as ongoing funding for technology support and maintenance. Additionally, FY 2023-24 reflects the elimination of one-time funding awarded in FY 2022-23 for RiskMaster software. 289 Table of Contents City of Chandler Information Technology 2023-24 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. 2023-24 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: t Enhance computer security and provide security technologies roadmap to meet strategic goals. t Enhance messaging stability. t Perform data backups during specific timeframes. t Perform tape backup restore to ensure data is valid and recoverable. t Perform vulnerability tests on systems. t Provide system availability for citywide functions. t Manage computer hardware and software assets. Measure Total number of help desk requests completed 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 10,873 10873 10,000 10,000 10,000 Percentage of satisfied customers on team projects/help desk requests 80% 80% 80% 80% 80% Percentage of security compliance standards met on servers 80% 80% 80% 80% 80% Percentage of network availability maintained 98% 98% 97% 99% 99% 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 95% 95% 95% 95% 95% Percentage of storage environment availability maintained or updated 99% 99% 99% 99% 99% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 290 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Infrastructure & Client Support - 1280 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,920,565 $ 3,397,026 $ 2,878,359 $ 3,574,840 22.40 % Ongoing* $ 2,354,759 $ - 2,825,221 3,301,682 2,783,015 3,387,842 19.91 % One-time* - 95,344 95,344 95,344 186,998 96.13 % Professional/Contract 1,998,373 1,072,720 4,850,274 4,064,779 592,030 -44.81 % Operating Supplies 82,768 43,572 50,232 55,444 41,056 -5.77 % Repairs/Maintenance 255,307 323,069 401,067 360,745 452,269 39.99 % Communications/Transportation 79,812 197,016 265,026 269,473 197,091 0.04 % Other Charges/Services 16,727 42,265 75,502 75,504 43,265 2.37 % Machinery/Equipment 659,771 596,200 952,985 1,719,455 508,200 -14.76 % Capital Replacement 2,926 2,926 2,926 3,046 2,926 0.00 % 4.10% Total Cost Center - 1280 $ 5,450,443 $ 5,198,333 $ 9,995,038 $ 9,426,805 $ 5,411,677 General Fund $ 3,157,159 $ 5,198,333 $ 5,556,981 $ 5,039,442 $ 5,411,677 4,438,057 4,387,363 9,995,038 $ 9,426,805 $ Grant Fund** 2,293,284 Grand Total $ 5,450,443 $ 5,198,333 $ 5,411,677 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, IT Infrastructure 2 2 2 2 2 2 IT Chief Infrastructure Officer 0 0 1 1 1 1 IT Infrastructure Manager 1 1 0 0 0 0 IT Principal Systems Specialist 2 2 1 1 1 1 IT Service Desk Supervisor 1 1 0 0 0 0 Manager, Technology Support 0 0 1 1 1 1 Principal Analyst, IT Infrastructure Architect 0 0 0 1 1 1 Principal Engineer, Network & Telecommunication 2 2 2 2 2 2 Senior Analyst, IT Infrastructure 1 1 1 2 2 2 Senior Analyst, IT Programmer 0 0 0 0 0 1 Senior Analyst, IT Security 1 1 1 1 1 1 Senior Analyst, Network & Telecommunication 2 2 3 3 3 3 Senior Analyst, Technology Support 3 3 3 3 4 4 Specialist, Technology Support 4 4 4 4 3 3 Total 19 19 19 21 21 22 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for contractual services, two temporary service desk technicians, as well as ongoing funding for computer software licensing costs. Additionally, FY 2023-24 reflects the elimination of one-time funding awarded in FY 2022-23 for VoIP services retainer. During FY 2022-23, one IT Service Desk Technician position was reclassified to IT Service Desk Specialist. Effective July 1, 2023, one Senior Analyst, IT Programmer position is added along with associated one-time and ongoing increases in operations and maintenance funding. 291 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Projects Capital - 1285 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel - $ - $ 5,578 $ - N/A Ongoing* $ - - - 5,578 - N/A One-time* - - - - - N/A Professional/Contract 758,301 4,478,151 7,114,589 1,065,412 6,300,000 40.68 % Operating Supplies 18,288 - 32,836 898 - N/A 971 - - 681 - N/A Other Charges/Services - - 9,350 - - N/A Contingencies/Reserves - 3,270,624 341,488 - 6,561,253 100.61 % 54,734 Communications/Transportation Machinery/Equipment 74,385 $ - N/A $ 904,960 $ 7,748,775 $ 7,687,156 $ 1,127,303 $ 12,861,253 65.98% General Gov't Capital Projects Fund $ 898,360 $ 6,597,010 $ 6,541,991 $ 1,025,303 $ 9,516,938 6,600 563,790 557,190 102,000 1,478,051 Wastewater Operating Fund - 414,525 414,525 - 1,181,498 Solid Waste Operating Fund - 173,450 173,450 - 684,766 7,748,775 $ 7,687,156 $ Total Cost Center - 1285 53,015 Water Operating Fund Grand Total $ 904,960 $ - 188,893 1,127,303 $ 12,861,253 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 292 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Projects Operations - 1286 The Information Technology Projects Operations Division plans, develops, monitors, and documents IT projects. 2023-24 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: t Improve IT project completion rate using the established project management methodology. t Ensure that best business decisions are made through leveraging tools, research, and analysis, while effectively communicating and translating business needs into technical requirements. t Provide IT project sponsors with increased services, structure, tools, and training needed to effectively submit, approve, and track projects. t Improve communication with customers, stakeholders, and key-decision makers through various communication channels. t Improve the Project Management Office implementation by revisiting the following: project management training, website, tracking system, project archiving, and standardization of documents and process. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Percentage of projects and targets completed on time and within budget 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 95% 95% 95% 95% 95% * 2022-23 Year 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 Information Technology 2023-24 Adopted Budget Information Technology Projects Operations - 1286 Budget Summary Description Repairs/Maintenance 2021-22 Actual Expenditures $ Other Charges and Services 181,199 $ 360 2022-23 Adopted Budget 2022-23 Adjusted Budget 391,821 $ - 2022-23 Estimated Expenditures 391,821 $ - 391,821 $ - 2023-24 Adopted Budget % Change Adopted to Adopted 1,393,545 255.66 % - 0.00 % 255.66% Total Cost Center - 1286 $ 181,560 $ 391,821 $ 391,821 $ 391,821 $ 1,393,545 General Fund $ 181,560 $ 391,821 $ 391,821 $ 391,821 $ 1,393,545 Significant Budget Changes FY 2023-24 reflects ongoing funding for a Utility Billing Re-platform adjustment, Call Center Enhancement, E-Signature Solutions, Position Control, Citywide Multi Factor Authentication, Airport Control Towers Internet, Airport Mobile Operations Tablets, Airport Air Field Wi-Fi Emitters, On-Line Event Management Solutions, and Digital Adoption Platform. 294 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget Information Technology Citywide Infrastructure Support Capital - 1287 Capital Budget Summary Description Professional/Contract 2021-22 Actual Expenditures $ Communications/Transportation Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment 345,056 $ 2022-23 Adopted Budget 2022-23 Adjusted Budget 2023-24 Adopted Budget % Change Adopted to Adopted 2,705,451 $ 58,261 $ 2,223 - 7,024 241 - 0.00 % - 3,514,648 - - 6,064,978 72.56 % 683,615 - 511,336 159,403 856,500 0.00 % - 1,624,000 $ 2022-23 Estimated Expenditures - 413,000 -74.57 % 1,252,600 3,059,072 - -100.00 % Total Cost Center - 1287 $ 1,030,894 $ 6,391,248 $ 6,282,883 $ 217,905 $ 7,334,478 14.76% General Gov't Capital Projects Fund $ 1,030,894 $ 6,097,622 $ 5,989,257 $ 217,905 $ 6,942,976 Fund Water Operating Fund - 120,904 120,904 - 161,205 Wastewater Operating Fund - 109,390 109,390 - 145,853 Solid Waste Operating Fund - 51,816 51,816 - 69,088 Airport Operating Fund - 11,516 11,516 - 6,391,248 $ 6,282,883 $ Grand Total $ 1,030,894 $ 217,905 $ 15,356 7,334,478 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 295 Table of Contents City of Chandler Information Technology 2023-24 Adopted Budget 296 Table of Contents 10 Management Services • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Management Services Decades of award-winning budget, financial management, and purchasing practices are indications of our stability and strength. City of Chandler Management Services 2023-24 Adopted Budget 298 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Management Services Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Management Services Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center Management Services Administration 2021-22 Actual Expenditures $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 608,980 $ 510,505 $ 602,971 $ 595,284 Budget 874,490 796,898 820,897 856,312 7.46% Purchasing 615,487 648,627 830,272 731,727 12.81% Central Supply 16.61% 541,745 421,632 600,085 455,519 8.04% Accounting 1,819,519 1,926,394 1,981,501 2,105,996 9.32% Tax and License 1,422,628 1,691,469 1,918,123 1,896,474 12.12% Utility Services 1,426,571 1,585,751 1,585,968 1,648,651 3.97% Environmental Management 534,387 671,378 670,479 707,513 5.38% Environmental Management Liabilities 169,932 473,200 250,000 7,073,200 1394.76% $ 8,013,739 $ 8,725,854 $ 9,260,296 $ 16,070,676 84.17% $ 52,487,995 $ 115,576,324 $ 81,580,742 $ 137,274,821 18.77% 9,781,988 -75.44% $ 52,863,684 $ 124,584,650 $ Total Management Svcs w/o Non-Dept. (1) Non-Departmental Non-Departmental Capital Non-Dept. without Contingency 375,689 Non-Departmental Contingency - 9,008,326 185,291,629 2,212,216 91,362,730 $ 139,487,037 - 149,444,982 -19.35% Non-Dept. Contingency $ - $ 185,291,629 $ - $ 149,444,982 Total Non-Department $ 52,863,684 $ 309,876,279 $ 91,362,730 $ 288,932,019 -6.76% Total Management Svcs. with Non-Dept. $ 60,877,423 $ 318,602,133 $ 100,623,026 $ 305,002,695 -4.27% $ 6,945,914 $ Expenditures by Category Personnel & Benefits Total Personnel (2) (2) Ongoing One-time Operating & Maintenance Total Management Svcs w/o Non-Dept. 7,179,191 $ 8,012,966 $ 7,923,343 - 7,179,191 8,012,966 7,923,343 10.37% - - - - N/A 1,067,824 1,546,663 1,247,330 8,147,333 426.77% $ 8,013,739 $ 8,725,854 $ 9,260,296 $ 16,070,676 84.17% $ 22,845,133 $ Expenditures by Category Personnel & Benefits Total Personnel (2) Ongoing (2) One-time Operating & Maintenance Contingencies & Reserves Capital - Major 71,846,300 $ 50,963,571 $ 94,523,718 - 16,122,500 765,923 16,002,840 -0.74 % - 55,723,800 50,197,648 78,520,878 40.91 % 29,642,862 43,730,024 30,617,171 42,751,103 -2.24 % - 185,291,629 - 149,444,982 -19.35 % 375,689 9,008,326 9,781,988 2,212,216 -75.44 % Total Non-Department $ 52,863,684 $ 309,876,279 $ 91,362,730 $ 288,932,019 -6.76% Total Management Svcs. with Non-Dept. $ 60,877,423 $ 318,602,133 $ 100,623,026 $ 305,002,695 -4.27% (1) Non-Departmental spending typically shows in the Department in which actual spending occurred through the adjusted budget. (2) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 299 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget 2021-22 Revised Staffing by Cost Center 2022-23 Adopted 2022-23 Revised 2023-24 Adopted % Change Adopted to Adopted Management Services Administration 4.000 4.000 4.000 4.000 0.00 % Budget 6.000 6.000 6.000 6.000 0.00 % Purchasing 5.900 5.900 5.900 5.900 0.00 % Central Supply 5.100 5.100 5.100 5.100 0.00 % Accounting 18.000 18.000 18.000 18.000 0.00 % Tax and License 16.500 16.500 16.500 16.500 0.00 % Utility Services 11.125 11.125 11.125 11.125 0.00 % Environmental Management 5.000 5.000 5.000 5.000 0.00 % 71.625 71.625 71.625 71.625 0.00% Total 300 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget 2022-23 Accomplishments Ø Awarded 40th consecutive GFOA Certificate of Achievement for Excellence in Financial Reporting, 35th consecutive GFOA Distinguished Budget Presentation Award, and 18th consecutive Achievement of Excellence in Procurement Award from the National Procurement Institute. Ø 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. Ø Completed the Budget Software replacement and Budget Book creation software projects to streamline processes, reduce manual data entry, create workflow approvals in a paperless environment, and add efficiencies. Ø Updated City Code Ch.3 informal and formal solicitation thresholds and City Council approval thresholds for contracts and agreements and created one consolidated Procurement Administrative Regulation to guide Departments. Ø Brought more than 500 unregistered businesses into compliance with the business registration code to make Chandler’s business list more complete, enhance information sharing, and allow for TPT license validation. Ø Contacted more than 230 business to offer education and correct filing errors for tax audit compliance and initiated essential enhancements to our internal business account management system enhance the tax audit functionality. Ø Finalized the Grants Procedure Manual through the Grants Committee, to provide departments a reference for grant research, grant application, grant management, and closeout phases of the grant process. Ø Assisted with update of City Code Ch. 22 Short Term Rental License, created a formal Short Term Rental Program increasing education and compliance, and initiated new software system changes to incorporate updated ordinance. Ø Enhanced Business Registration approval process through coordinated efforts with the Planning Division to enhance service to home based businesses. Ø Continued to build out a virtual training tool to enhance staff learning opportunities with a new digital Chandler Help Desk within Oracle. Ø Oversaw the disposal of City surplus property, Police property and evidence, and capital assets through the online auction program resulting in approximately $480,000 in revenue. Donated over $1,000 of City surplus property to Chandler schools, Chandler nonprofits, and other public agencies. Ø Conducted over 70 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations, completed about 50 asbestos assessments of City-owned facilities to determine that no new asbestos containing materials were introduced, and completed review and comment on approximately 10 environmental site assessments prior to property acquisitions to ensure no environmental liability existed. Ø Completed cross-training between Utility Services and Solid Waste to seamlessly answer customer calls, upgraded the phone tree system with an overflow functionality to direct customers to available agents during high volume time periods, and initiated a project to implement a phone call recording program improving customer call quality and staff training. 301 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Management Services Administration - 1180 Administration serves the Management Services Department and provides finance, grant, 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. 2023-24 Performance Measurements Goal: Ensure long-term financial stability for the City. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Oversee financial management to secure or improve bond credit ratings. t Facilitate long-term financial planning. t Manage outside investment management services. t Seek optimum and innovative financing structures to reduce debt service costs. t Determine whether resources are properly safeguarded and used efficiently, effectively, and economically. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 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 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: t Provide analysis and timely resolution of system problems, business processes, and procedures. t Collaborate with users and IT teams to address needs. t Coordinate and execute the testing of new applications, releases, and enhancements. t Assist with training of users on new practices, policies, and procedures. t Work closely with vendors using existing maintenance agreements to support department applications. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 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 all Oracle interface transactions are processed successfully 99.9% 100% 99.9% 100% 100% Resolve all issues related to timecard processing prior to processing in Oracle Payroll 100% 100% 100% 100% 100% * 2022-23 Year 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 Management Services 2023-24 Adopted Budget Management Services Administration - 1180 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 497,456 $ 622,901 $ 589,922 $ 582,235 17.04 % Ongoing* $ 600,614 $ - 497,456 622,901 589,922 582,235 17.04 % One-time* - - - - - N/A Professional/Contract 155 - - - - N/A Operating Supplies 1,552 2,880 2,880 2,630 2,030 -29.51 % Repairs/Maintenance 1,472 1,650 1,650 2,100 2,100 27.27 % Communications/Transportation 2,557 4,300 4,300 4,369 4,769 10.91 % Other Charges/Services 2,630 4,219 4,219 3,950 4,150 -1.64 % 16.61% Total Cost Center - 1180 $ 608,980 $ 510,505 $ 635,950 $ 602,971 $ 595,284 General Fund $ 548,834 $ 510,505 $ 543,554 $ 518,049 $ 595,284 92,396 84,922 635,950 $ 602,971 $ Grant Fund ** 60,146 Grand Total $ - 608,980 $ 510,505 $ 595,284 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. ** 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant Director, Financial Services 0 0 1 1 1 1 Business Systems Support Analyst 1 1 1 1 1 1 Business Systems Support Supervisor 1 1 0 0 0 0 Deputy City Manager - Chief Financial Officer 0 0 1 0 0 0 Management Assistant 1 1 1 1 1 1 Management Services Director 1 1 0 0 0 0 Program Manager, Grants 0 0 0 1 1 1 Total 4 4 4 4 4 4 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 303 Table of Contents City of Chandler Management Services 2023-24 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 residents. 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. 2023-24 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: t Maintain and improve appropriation control efforts in compliance with legal and policy requirements. t Meet all state and City charter deadlines for adoption of Annual Budget and CIP. t Continue to improve the budget document and qualify for the GFOA Distinguished Budget Presentation Award. t Monitor expenditures and identify potential problems as well as deviations from approved spending plans. t Work with departments to continuously enhance and improve the budget process and meet or exceed their expectations for an effective budget process. 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Compliant Compliant Compliant Compliant Compliant 6/11/20 6/10/21 6/9/22 6/9/22 6/8/23 Consecutive years for GFOA Distinguished Budget Presentation Award 33 34 35 35 36 Obtain budget user survey results of satisfactory to excellent on budget process 100% 100% 100% 100% 100% Measure Compliance with state budget laws Adopt 10-year CIP and Budget prior to June 15th of the prior fiscal year 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: t Provide City Council and executive leadership with regular updates of City revenues and expenditures. t Provide accessible information to residents and other agencies regarding the City’s economic condition. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Maintain full compliance with state laws regarding public access to financial documents Compliant Compliant Compliant Compliant Compliant Provide information on the City’s budget through CityScope Newsletter and internet Compliant Compliant Compliant Compliant Compliant (2) 10 10 10 10 3 3 3 3 3 Provide monthly financial analysis to City Council and make available on www.chandleraz.gov/budget within the following (1) month for August through May 11 Provide quarterly financial analysis to City Council and make available on www.chandleraz.gov/budget within the following two (1) months for the first three quarters of the fiscal year (1) (2) * 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. FY 2020-21 required additional financial analysis to Mayor & Council to ensure COVID-19 financial impacts were monitored and communicated, so an additional monthly financial analysis was provided. 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 304 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Budget - 1195 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 776,465 $ 832,454 $ 805,000 $ 835,879 7.65 % Ongoing* $ 859,282 $ - 776,465 832,454 805,000 835,879 7.65 % One-time* - - - - - N/A Operating Supplies 8,552 7,975 7,975 7,321 7,975 0.00 % Repairs/Maintenance 1,082 1,150 1,150 1,426 1,150 0.00 % Communications/Transportation 2,891 1,835 1,835 800 1,835 0.00 % Other Charges/Services 2,683 9,473 9,473 6,350 9,473 0.00 % 7.46% Total Cost Center - 1195 $ 874,490 $ 796,898 $ 852,887 $ 820,897 $ 856,312 General Fund $ 874,490 $ 796,898 $ 852,887 $ 820,897 $ 856,312 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Budget & Research 1 1 1 1 1 1 Assistant Director, Budget & Policy 0 0 1 1 1 1 Associate Analyst, Budget & Research 1 1 1 1 1 1 Budget Manager 1 1 0 0 0 0 Principal Analyst, Budget & Research 3 3 3 3 3 3 Total 6 6 6 6 6 6 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 305 Table of Contents City of Chandler Management Services 2023-24 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. 2023-24 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 residents. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Obtain survey results of 95% excellent/good in annual survey to departments. t Demonstrate use of best practices through receipt of awards from professional associations. t Maximize purchasing card rebate. t Continually strive to improve processes. 2020-21 Actual Measure 2021-22 Actual 2022-23 Year End Estimate* 2023-24 Projected (1) 97 % 95 % 95 % 95 % 17 18 19 19 20 27,150 32,214 26,000 26,000 26,000 $168,528 $187,310 $155,000 $155,000 $155,000 1 1 1 1 1 Customer survey results of excellent/good 93% Consecutive years for Achievement of Excellence in Procurement (AEP) award from the National Procurement Institute Purchasing card transactions Purchasing card rebate 2022-23 Projected Identify and implement at least one process improvement (2) annually (1) Using any survey comments provided, the division strives for continuous improvements in communications and operational efficiencies to achieve goal. (2) FY 2020-21 Improvement: Implementation of an eSignature solution. FY 2021-22 Improvement: Implementation of WalkMe tool for Oracle iProcurement training. FY 2022-23 Improvement: City Code Chapter 3 update, raising solicitation and approval thresholds * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 306 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Purchasing - 1220 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 637,490 $ 855,311 $ 819,135 $ 720,590 13.04 % Ongoing* $ - 637,490 855,311 819,135 720,590 13.04 % One-time* - - - - - N/A Operating Supplies 581 1,000 1,000 1,000 1,000 0.00 % Repairs/Maintenance 1,330 1,000 1,000 1,000 1,000 0.00 % 0.00 % Communications/Transportation Other Charges/Services 608,863 $ 415 2,550 2,550 2,550 2,550 4,298 6,587 6,587 6,587 6,587 0.00 % 12.81% Total Cost Center - 1220 $ 615,487 $ 648,627 $ 866,448 $ 830,272 $ 731,727 General Fund $ 520,336 $ 648,627 $ 690,231 $ 681,137 $ 731,727 176,217 149,135 866,448 $ 830,272 $ Grant Fund** 95,151 Grand Total $ - 615,487 $ 648,627 $ 731,727 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. ** 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 1 0 0 0 0 Procurement Officer 3 4 4 4 4 4 Senior Manager, Procurement & Supply 0.9 0.9 0.9 0.9 0.9 0.9 Senior Procurement Officer 1 0 0 0 0 0 Position Title Senior Specialist, Procurement 1 1 1 1 1 1 Total 6.9 6.9 5.9 5.9 5.9 5.9 Significant Budget and Staffing Changes There no significant budget and staffing changes in FY 2023-24. 307 Table of Contents City of Chandler Management Services 2023-24 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. 2023-24 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: t Ensure inventory turnover ratio reflects adequate levels to reduce cost and meet supply needs. t Ensure accurate tracking of inventory through efficient processes. 2020-21 Actual Measure (1) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Total dollar amount of inventory $830,170 $867,925 $835,000 $870,000 $850,000 (1) $1,667,000 $1,737,977 $1,710,000 $1,867,366 $1,850,000 Maintain an inventory turnover ratio of 2.50 or greater 2.01 2.00 2.05 2.15 2.15 Maintain an inventory accuracy rate of 98% or greater 99% 99% 99% 99% 99% Percentage of orders fulfilled from internal requisitions 24% 21% 25% 20% 25% Dollar value of material issued (2) (1) Supports inventory accuracy and turnover ratios, and measures efficiency. FY 2020-21 required additional PPE inventory for COVID-19 mitigation. (2) Inventory turnover ratio equals dollar value of material issued divided by total dollar amount of inventory. Values are lower than desired during the COVID-19 pandemic due to supply chain issues and inflation. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 308 Table of Contents City of Chandler Management Services 2023-24 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: t Maximize revenue received from the sale of surplus, obsolete, and scrap material. t Provide a high level of service through timely pick-up of departmental surplus property. Measure (1) 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Surplus property revenue $161,895 $152,044 $165,000 $90,000 $135,000 (2) $185,460 $144,184 $200,000 $275,000 $200,000 99% 99% 99% 99% 99% Surplus vehicle revenue Percentage of surplus property and vehicle auctions ending in sales (1) Surplus property revenue excludes sales from Racketeer Influenced and Corrupt Organization (RICO) forfeiture. (2) Values in FY2020-21 and after are lower than normal due to vehicle shortages and chip issues during the COVID-19 pandemic. Thus, vehicles are remaining in our fleet longer and not sold as surplus. 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: t Provide a high level of service through timely pick-up of records from departments. t Notify departments, according to the State record retention schedules, when records have reached the destruction date. Measure 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 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% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 309 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Central Supply - 1225 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 404,838 $ 629,732 $ 584,211 $ 438,755 8.38 % Ongoing* $ - 404,838 629,732 584,211 438,755 8.38 % One-time* - - - - - N/A - - - 1,000 - N/A Operating Supplies 5,457 8,035 15,585 8,125 8,005 -0.37 % Repairs/Maintenance 1,195 3,010 3,010 1,000 3,010 0.00 % - - - - - N/A Other Charges/Services 545 440 440 440 440 0.00 % Machinery/Equipment 27,510 - - - - N/A Capital Replacement 5,309 5,309 5,309 5,309 5,309 0.00 % 8.04% Professional/Contract Services Communications/Transportation 501,729 $ Total Cost Center - 1225 $ 541,745 $ 421,632 $ 654,076 $ 600,085 $ 455,519 General Fund $ 437,432 $ 421,632 $ 456,767 $ 433,874 $ 455,519 197,309 166,211 654,076 $ 600,085 $ Grant Fund** 104,313 Grand Total $ - 541,745 $ 421,632 $ 455,519 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. ** 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 2019-20 Revised Position Title 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Program Manager, Warehouse & Supply 1 1 1 1 1 1 Senior Manager, Procurement & Supply 0.1 0.1 0.1 0.1 0.1 0.1 Senior Technician, Warehouse & Supply 1 1 1 1 1 1 Senior, Administrative Assistant 1 1 1 1 1 1 Technician, Warehouse & Supply 2 2 2 2 2 2 Total 5.1 5.1 5.1 5.1 5.1 5.1 Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 310 Table of Contents City of Chandler Management Services 2023-24 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. 2023-24 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: t Process payroll, accounts payable vendor payments, accounts receivable invoices and statements, and special assessment billings accurately and in a timely manner. t Ensure a high level of customer service to City department personnel and accurate Oracle entry, providing education when corrections are necessary. 2020-21 Actual Measure 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Accounts payable payments issued 14,786 15,412 15,000 15,650 15,650 Payroll payments processed 50,850 51,684 52,200 53,000 54,000 Goal: Coordinate the annual financial statement audit and prepare the Annual Comprehensive Financial Report. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Continue to qualify for the GFOA Certificate of Achievement for Excellence in Financial Reporting award. t Ensure the annual financial statement audit and release of the Annual Comprehensive Financial Report is completed timely. 2020-21 Actual Measure Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 40 41 42 42 43 Complete audit by second week in December 12/7/21 12/7/21 12/8/23 12/8/23 12/8/24 Complete release of financial report by third week in December 12/10/21 12/10/21 12/15/23 12/15/23 12/15/24 Goal: Maintain adequate internal controls and adhere to GAAP. Supports Priority Based Budgeting Goal(s):Good Governance Objectives: t Maintain compliance with applicable federal and state mandates concerning financial matters. t Maintain adherence with financial accounting and reporting standards set by the GASB. Measure Compliance with federal and state mandates * 2020-21 Actual 2021-22 Actual Compliant Compliant 2022-23 Projected Compliant 2022-23 Year End Estimate* 2023-24 Projected Compliant Compliant 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 311 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Accounting - 1230 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,757,719 $ 2,035,709 $ 1,817,596 $ 1,936,621 10.18 % Ongoing* $ 1,662,523 $ - 1,757,719 2,035,709 1,817,596 1,936,621 10.18 % One-time* - - - - - N/A Professional/Contract 99,442 99,505 99,505 99,540 105,725 6.25 % Operating Supplies 42,412 47,920 47,920 43,490 45,500 -5.05 % Repairs/Maintenance 3,083 3,950 3,950 3,440 3,360 -14.94 % Communications/Transportation 2,969 5,965 5,965 6,800 5,600 -6.12 % Other Charges/Services 9,089 11,335 11,335 10,635 9,190 -18.92 % 9.32% Total Cost Center - 1230 $ 1,819,519 $ 1,926,394 $ 2,204,384 $ 1,981,501 $ 2,105,996 General Fund $ 1,645,189 $ 1,831,880 $ 1,938,267 $ 1,749,755 $ 2,004,914 Grant Fund** 88,375 - 166,787 140,596 - Workers' Comp Self Ins Trust 36,353 40,799 42,868 38,150 43,641 Medical Self Insurance Trust Grand Total $ 49,602 53,715 56,462 53,000 1,819,519 $ 1,926,394 $ 2,204,384 $ 1,981,501 $ 57,441 2,105,996 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. ** 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Accounting 2 2 2 2 2 2 Business Systems Support Analyst, Payroll 1 1 1 1 1 1 Business Systems Support Associate Analyst, Payroll 1 1 1 1 1 1 Grants Administrator 0 0 1 0 0 0 Management Assistant 1 1 1 1 1 1 Principal Analyst, Business Systems Support 1 1 1 1 1 1 Program Manager, Accounting 3 3 3 3 3 3 Senior Manager, Accounting 1 1 1 1 1 1 Specialist, Accounting 4 4 4 4 4 4 Specialist, Payroll 0 0 0 1 1 1 Position Title Technician, Accounting 3 3 3 3 3 3 Total 17 17 18 18 18 18 Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 312 Table of Contents City of Chandler Management Services 2023-24 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. 2023-24 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 residents. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Process registration and license applications in accordance with code requirements and established performance standards. t Maintain a high level of customer satisfaction through the continuous enhancement of business processes and technology. t Verify taxpayer data, as reported to the ADOR, through analytic processes. t Promote voluntary compliance through taxpayer education, compliance audits, and timely collections. Measure 2020-21 Actual Percentage of business registration and regulatory license applications processed timely per City Code requirements 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 100 % 99 % 100 % 100 % 100 % >5 (1) >5 5 >5 5 Audited Taxpayer Customer Service Survey: Obtain customer satisfaction level above average on at least 90% of surveys 100 % 100 % 100 % 100 % 100 % Canvass 50% of the City per year to ensure compliance with business registration, regulatory, and tax licenses Implement at least five business process or technology improvements 10%(2) 50 % 50 % 50 % 50 % Analyze 10% of active businesses to verify compliance with reporting and payment requirements 10 % 10 % 10 % 10 % 10 % Audits completed within time limits as prescribed by the Taxpayer Bill of Rights, Arizona Revised Statutes, and ADOR requirements 100 % 100 % 100 % 100 % 100 % (1) A new online Business Registration portal has been developed as of October 2020, and business process changes and technology enhancements continue. (2) Business to business City canvassing was temporarily postponed for safety measures during the COVID-19 pandemic. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 313 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Tax and License - 1240 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,617,174 $ 2,118,694 $ 1,878,077 $ 1,822,179 12.68 % Ongoing* $ - 1,617,174 2,118,694 1,878,077 1,822,179 12.68 % One-time* - - - - - N/A - 6,950 950 387 6,950 0.00 % Operating Supplies 7,486 22,895 21,345 12,750 22,495 -1.75 % Repairs/Maintenance 3,789 5,600 5,600 4,600 6,000 7.14 % Communications/Transportation 2,989 16,250 16,250 3,000 14,950 -8.00 % Other Charges/Services 18,102 22,600 22,600 19,309 23,900 5.75 % 279 - - - - N/A 12.12% Professional/Contract Office Furniture/Equipment 1,389,983 $ Total Cost Center - 1240 $ 1,422,628 $ 1,691,469 $ 2,185,439 $ 1,918,123 $ 1,896,474 General Fund $ 1,215,417 $ 1,691,469 $ 1,791,841 $ 1,585,573 $ 1,896,474 393,598 332,550 2,185,439 $ 1,918,123 $ Grant Fund** 207,211 Grand Total $ 1,422,628 $ 1,691,469 $ 1,896,474 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. ** 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 0 0 0 0 0 Administrator, Business Compliance 0 0 1 1 1 1 Administrator, Tax Audit 1 1 1 1 1 1 Analyst, Revenue & Tax 0 0 1 1 1 1 Associate, Business Compliance 0 0 1 1 1 1 Associate, Tax Auditor 0 0 1 1 1 1 Customer Service Supervisor 1 1 0 0 0 0 Financial Analyst 1 1 0 0 0 0 Inspector, Business Compliance 0 0 1 1 1 1 Lead Representative, Business Compliance 0 0 1 1 1 1 License Inspector 1 1 0 0 0 0 Principal, Tax Auditor 1 1 1 1 1 1 Representative, Business Compliance 0 0 3 3 3 3 Revenue Collections Supervisor 1 1 0 0 0 0 Revenue Collector 2 2 0 0 0 0 Senior Manager, Revenue & Tax 0.50 0.50 0.50 0.50 0.50 0.50 Position Title Senior, Tax Auditor 4 4 3 3 3 3 Specialist, Business Compliance 0 0 2 2 2 2 Tax and License Representative 3 3 0 0 0 0 Tax and License Specialist Total 1 1 0 0 0 0 17.5 16.5 16.5 16.5 16.5 16.5 Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 314 Table of Contents City of Chandler Management Services 2023-24 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. 2023-24 Performance Measurements Goal: To provide information and services fairly and accurately to Chandler utility customers with a high level of customer satisfaction. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Provide efficient and friendly services to existing customers and new residents/businesses requiring utility services. t Facilitate on-time payments and collect delinquent receivables to minimize write-offs. 2020-21 Actual Measure 2023-24 Projected 100% 100% 100% 100% Issue 100% of utility bills within four days of meter reading 100% 100% 100% 100% 100% Write-off <0.5% of total revenue 0.4% 0.13% 0.4% 0.1% 0.15% 9% 19% 15% 12% 15% 51% 77% 32% 21% 20% (1)(2) * 2022-23 Year End Estimate* 100% Reduce 90-day aging dollar amount by 20% (2) 2022-23 Projected Activate utility accounts on date specified by customer 100% of the time Increase volume of electronic transactions by 5% (1) 2021-22 Actual On March 16, 2020, the City stopped disconnecting for non-payment and stopped charging late fees due to the COVID-19 pandemic, thus increasing the 90-day aging percentage. Beginning October 2020 limited collection activity began with normal collection activity resuming May 2021. Normal collection activity resumed May 2021 which included disconnecting for non-payment. The 90-day aging dollar amount was reduced as customers made payments to avoid disconnection or to restore service after disconnection. Utility assistance programs remained available, if needed, during the pandemic. 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 315 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Utility Services - 1245 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 928,997 $ 997,248 $ 944,025 $ 991,897 6.77 % Ongoing* $ - 928,997 997,248 944,025 991,897 6.77 % One-time* - - - - - N/A 54 500 44,500 751 1,000 100.00 % Operating Supplies 67,080 77,000 77,000 80,047 72,000 -6.49 % Repairs/Maintenance 128,675 133,220 133,220 133,175 137,576 3.27 % Communications/Transportation 344,390 372,577 372,577 372,117 372,577 0.00 % Other Charges/Services 60,512 73,457 73,457 55,853 73,601 0.20 % 3.97% Professional/Contract 825,860 $ Total Cost Center - 1245 $ 1,426,571 $ 1,585,751 $ 1,698,002 $ 1,585,968 $ 1,648,651 General Fund $ 1,426,571 $ 1,585,751 $ 1,698,002 $ 1,585,968 $ 1,648,651 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Lead Representative, Utility Services 2 2 2 2 2 2 Manager, Utility Services 1 1 1 1 1 1 Representative, Utility Services 5.625 5.625 5.625 5.625 5.625 5.625 Senior Manager, Revenue & Tax 0.5 0.5 0.5 0.5 0.5 0.5 Senior Utility Billing Representative 1 1 1 1 1 1 Supervisor, Utility Services 1 1 1 1 1 1 11.125 11.125 11.125 11.125 11.125 11.125 Position Title Total Significant Budget and Staffing Changes There are not significant budget and staffing changes in FY 2023-24. 316 Table of Contents City of Chandler Management Services 2023-24 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. 2023-24 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: t Monitor and resolve environmental non-compliance issues of City operation. t Evaluate likely cases of non-compliance, develop corrective action plans, and educate personnel. Measure 2020-21 Actual Environmental facility evaluations/audits performed 2021-22 Actual 60 2022-23 Projected 60 55 2022-23 Year End Estimate* 55 2023-24 Projected 50 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: t Review environmental due diligence investigations and other environmental investigations in evaluating property acquisitions and redevelopment parcels in a timely manner. Measure 2020-21 Actual (1) Total number of sites assessed (1) * 2021-22 Actual 44 2022-23 Projected 15 20 2022-23 Year End Estimate* 10 2023-24 Projected 10 As the City reaches build-out the number of reports generated and reviewed will continue to fluctuate. These reports are generated by other departments that are not part of the Environmental Management daily operations. 2022-23 Year 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 Management Services 2023-24 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: t 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 2020-21 Actual Asbestos assessments performed 2021-22 Actual 47 2022-23 Projected 50 50 2022-23 Year End Estimate* 50 2023-24 Projected 50 Goal: Provide a proactive inspection program to ensure regulatory complaince, proper operation and identify need for maintenance of storm sewer system strucutres within the City. Supports Priority Based Budgeting Goal(s): Good Governance Objective: t Inspect storm sewer system strucutres within the City annually to identify those which need maintenance for proper operation. Measure Number of scuppers, drains, catch basins and (1) drywells inspected (1) * 2020-21 Actual 3,511 2021-22 Actual 5,644 2022-23 Projected 6,500 2022-23 Year End Estimate* 6,700 2023-24 Projected 6,700 Number of inspections is dependent on staff availability for inspections. 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 318 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Environmental Management - 1265 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 559,052 $ 593,914 $ 575,000 $ 595,187 6.46 % Ongoing* $ 497,060 $ - 559,052 593,914 575,000 595,187 6.46 % One-time* - - - - - N/A Professional/Contract 2,382 53,401 57,501 25,000 48,401 -9.36 % Operating Supplies 7,235 31,695 31,695 8,650 23,495 -25.87 % Repairs/Maintenance 3,527 1,050 1,050 200 1,050 0.00 % 203 2,880 2,880 1,500 2,880 0.00 % - - - 500 - N/A Other Charges/Services 16,925 16,245 16,245 18,170 29,445 81.26 % Machinery/Equipment - - 35,149 34,404 - N/A Communications/Transportation Insurance and Taxes Capital Replacement 7,055 7,055 7,055 7,055 7,055 0.00 % Total Cost Center - 1265 $ 534,387 $ 671,378 $ 745,489 $ 670,479 $ 707,513 5.38% Uninsured Liability Fund $ 534,387 $ 671,378 $ 745,489 $ 670,479 $ 707,513 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Manager, Environmental Services 1 1 1 1 1 1 Environmental Program Specialist 1 1 0 0 0 0 Senior Technician, Environmental Services 1 1 2 2 2 2 Program Coordinator, Environmental Services 0 0 2 2 2 2 Storm Water Program Specialist 0 1 0 0 0 0 Storm Water Programs Coordinator 0 1 0 0 0 0 Total 3 5 5 5 5 5 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2023-24. 319 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Environmental Management Liabilities - 1266 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel - $ - $ - $ - $ - N/A Ongoing* $ - - - - - N/A One-time* - - - - - N/A Professional/Contract 169,624 377,600 488,262 250,000 6,977,600 1747.88 % Operating Supplies 12 95,600 95,600 - 95,600 0.00 % Communication Transportation 296 - - - - 0.00 % 1394.76% Total Cost Center - 1266 $ 169,932 $ 473,200 $ 583,862 $ 250,000 $ 7,073,200 Uninsured Liability Fund $ 169,932 $ 473,200 $ 583,862 $ 250,000 $ 7,073,200 Significant Budget Changes FY 2023-24 reflects one-time funding for the airport environmental cleanup. 320 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Non-Departmental - 1290 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery and Equipment Capital Replacement Total Cost Center - 1290 2021-22 Actual Expenditures $ $ 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 22,845,133 $ 71,846,300 $ 57,230,392 $ 16,122,500 6,694,132 55,723,800 50,536,260 3,627,875 6,542,188 4,842,128 149,432 1,179,959 1,161,572 25,240,498 30,216,429 30,194,619 200,000 200,000 625,057 3,154,709 3,092,213 185,291,629 136,777,292 173,107 2,436,739 929,176 52,487,995 $ 300,867,953 $ 234,478,265 $ 2023-24 Adopted Budget % Change Adopted to Adopted 50,963,571 $ 94,523,718 765,923 16,002,840 50,197,648 78,520,878 4,269,064 5,539,788 245,654 1,199,759 25,662,359 30,290,000 204,300 440,094 2,880,517 149,444,982 2,636,739 81,580,742 $ 286,719,803 31.56 % -0.74 % 40.91 % -15.32 % 1.68 % 0.24 % 2.15 % -8.69 % -19.35 % N/A 8.21 % -4.70% * Ongoing and One-time Personnel Services detail not available for 2021-22 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 detailed in this section are comprised of: t Personnel Services: Includes ongoing compensation changes anticipated for employees (e.g., merit, market adjustments). One-time funding is included for a PSPRS additional payment towards the Unfunded Liability ($73 million), reserves for public safety and citywide personnel costs related to early hires for upcoming known retirements, public safety, and citywide reserves for compensated absences for overtime coverage of light duty and military absences, a reserve for paramedic training, a reserve for an intern program, and a reserve for employee recognitions. Ongoing reserves are included for completing the class and compensation project and to cover the costs of mid-year reclassifications when departments are unable to cover them. The majority of the FY 2023-24 ongoing Personnel Services budget is for estimated costs of merit and markets for Generals and market for Public Safety (determined in August from a market survey). These amounts will be spent within other departments after transfers of this appropriation once the budget is adopted and the Public Safety market survey is completed. Since MOUs were approved for two years, the Police and Fire merits have already been included within the department’s budgets. t 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. t 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 ($54.9 million), General Fund lump-sum reserve for future developer agreement payouts, grant match reserves, a Council Contingency for City Council’s use during the budget amendment process or during the year for various initiatives ($425,000) and encumbrance reserves which reflect appropriation from FY 2022-23 anticipated to be unspent at year end. This carryforward appropriation is for operating cost centers within all funds. Once FY 2022-23 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 2023-24 Budget is shown on the next page. 321 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget 2021-22 2022-23 2022-23 2022-23 2023-24 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget General Fund $ 23,973,827 $ 134,607,095 $ 101,647,957 $ 52,200,692 $ 170,951,933 Police Forfeiture Fund 22,000 33,000 Highway User Revenue Fund (HURF) 1,753,800 599,601 1,245,600 Local Transportation Assistance Fund (LTAF) 59,300 300 56,300 Grant Fund - Operating 20,197 89,649,051 47,066,702 9,630 21,397,400 HOME Program Fund 125,000 125,000 1,414,428 Community Development Block Grant Fund (CDBG) 1,169,543 1,169,543 2,341,121 Public Housing Authority Family Sites Fund 73,700 113,201 Public Housing Authority Elderly and Scattered Site Fd 124,931 81,568 189,699 Public Housing Authority Management Fund 33,700 26,000 Public Housing Authority Family Self Sufficiency Fund 9,000 9,000 Housing Authority Section 8 Voucher Fund 348,129 326,613 25,200 Capital Fund Program Grant Fund 108,200 291,000 Proceeds Reinvestment Projects Fund 2,290,750 2,287,750 1,825,588 General Obligation Debt Service Fund 350,000 350,000 375,152 General Government Capital Projects Fund 5,650,971 Capital Replacement Fund - Contingency 409,500 42,000 485,696 Technology Replacement Fund - Contingency 2,160,000 1,800,000 2,117,000 Vehicle Replacement Fund - Contingency 2,653,000 612,370 3,082,420 Street Bond Fund 62,200 Storm Sewer GO Bond Fund 79,923 Arterial Street Impact Fees Fund 1,550 11,400 400,233 13,750 6,000 Grant Fund - Capital 14,900,116 Municipal Arts Fund 20,000 31,000 Park Impact Fees 12,011 Parks NW System Development Fund 1,191 29,000 29,210 3,910 51,000 Parks NE System Development Fund 1,191 3,700 3,910 3,910 1,600 Parks SE System Development Fund 1,191 1,630,280 2,194,772 3,910 1,600 Library Bonds 33,000 Library Impact Fund 514 117,000 117,987 13,187 102,000 Public Building Impact Fees Fund 514 12,200 13,187 13,187 180,000 Public Facility Bond Fund 300 300 81,200 Police Impact Fees Fund 1,550 11,400 13,750 13,750 66,000 Fire Impact Fees Fund 1,550 160,000 162,350 13,750 203,000 Water System Development Fund 1,550 4,011,100 4,013,750 13,750 6,000 Water Operating Fund 101,547 9,474,700 5,660,200 37,300 16,006,355 Reclaimed Water System Development Fund 1,550 1,511,400 2,218,423 13,750 1,506,000 Reclaimed Water Fund 9,034 663,700 521,800 1,500 674,800 Wastewater System Development Fund 1,550 11,400 13,750 13,750 6,000 Wastewater Operating Fund 77,490 2,884,100 735,169 38,600 15,245,237 Wastewater Industrial Process Treatment Facility Fd 2,694,200 1,225,933 2,360,000 Solid Waste Operating Fund 67,968 2,009,200 1,159,562 24,966 3,527,300 Airport Operating Fund 238,225 303,745 182,100 Workers' Compensation Self Insurance Trust Fund 2,881,171 4,809,629 4,676,429 2,219,659 4,351,000 Insured Liability Self Insurance Fund 957,200 800,000 1,800,816 Uninsured Liability Self Insurance Fund 622,020 510,900 669,900 Short Term Disability Self Insurance Fund 141,574 567,200 565,000 260,200 572,000 Dental Self Insurance Fund 2,077,857 2,619,000 2,619,000 1,792,200 2,619,000 Medical Self Insurance Trust Fund 23,123,431 29,845,500 29,715,291 24,875,391 30,438,146 Museum Trust Fund 3,100 7,000 Park & Recreation Trust Fund 3,300 Library Trust Fund 1,000 1,000 Grand Total $ 52,487,997 $ 300,867,953 $ 234,478,265 $ 322 81,580,742 $ 286,719,803 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Non-Departmental - 1290 Budget Detail (All Funds) 2022-23 Adopted Budget Description 2023-24 Adopted Budget Personnel Services Employee Compensation $ One-Time Personnel Self Insurance - Short Term Disability Employee Retirement Health Savings Subtotal $ 15,940,700 $ 15,200,840 55,480,600 78,788,878 225,000 228,000 200,000 200,000 71,846,300 $ 94,417,718 Professional Services Self Insurance - Delta Dental Contract Services $ Self Insurance - Medical Contract Services Self Insurance - Short Term Disability Services 119,000 $ 119,000 2,817,000 3,207,000 40,000 40,000 Legal Services 50,000 50,000 County Animal Control Contract 222,000 272,000 Other Professional Services 487,188 491,188 7,000 7,000 2,300,000 500,000 500,000 500,000 6,542,188 $ 5,186,188 Priority Based Budgeting Consultant and Software Technology Reserve Photo Red Light and Speed Control Fees Subtotal $ Operating Supplies One-time Fuel Reserve $ Computer Software Employee Recognition 849,400 $ 849,400 293,559 316,659 37,000 37,000 Subtotal $ 1,179,959 $ 1,203,059 $ 3,676,429 $ 3,750,000 Insurance and Taxes Workers' Comp Self Insurance Claims Dental Self Insurance Claims 2,000,000 2,000,000 Medical Self Insurance Claims 24,500,000 24,500,000 Other Taxes 40,000 Subtotal $ 323 30,216,429 $ 40,000 30,290,000 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Non-Departmental - 1290 Budget Detail 2022-23 Adopted Budget Description 2023-24 Adopted Budget Rent and Utilities One-time Utility Reserve $ 200,000 $ 200,000 Subtotal $ 200,000 $ 200,000 $ 40,000 $ 40,000 Other Charges and Services Citywide Banking Fees Education and Training - Fire Academy Reserve 1,813,317 1,363,000 Maricopa County Association of Governments - Dues 51,481 48,906 Membership and Subscription Fees - e.g. League of Cities, ICMA 174,911 168,611 Fee Waiver Adjustment 339,000 339,000 Peer Recognition 25,000 25,000 City to City Opportunities 5,000 5,000 Domestic Violence Commission Meeting 1,000 1,000 Veteran's Event 5,000 5,000 Traffic Safety Enhancements 100,000 100,000 Physical Inventory Adjustment 10,000 10,000 Strategic Economic Development Opportunities 80,000 360,000 Bad Debt Reserve - Gen., Water, Wastewater, Reclaimed, Solid Waste and Airport 510,000 521,000 Subtotal $ 3,154,709 $ 2,986,517 $ 71,268,433 $ 96,931,910 Grant Operating - Reserve 73,569,946 10,445,839 Lump Sum Reserves/Developer Agreements 1,250,000 2,500,000 Encumbrance and Carryforward Reserves 38,778,250 39,142,233 425,000 425,000 Contingencies and Reserves Contingencies Mayor and Council Reserve Subtotal $ 185,291,629 $ 149,444,982 $ 1,136,739 $ 1,336,739 1,300,000 1,300,000 Subtotal $ 2,436,739 $ 2,636,739 Total $ 300,867,953 $ 286,365,203 Capital Replacement Fleet Replacement Equipment Replacement 324 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Non-Departmental Contingencies/Reserves – 1290 Budget Summary Description General Fund 15% Contingency $ 2022-23 Adopted Budget 2023-24 Adopted Budget % Change Adopted to Adopted 45,454,300 $ 54,970,400 20.94 % General Fund Grant Match Reserve 320,000 100,000 -68.75 % General Fund Development Reserve 750,000 2,500,000 233.33 % General Fund Encumbrance Reserve 8,000,000 10,093,565 26.17 % General Fund Carryforward Reserve 274,000 2,600,987 849.27 % General Fund Council Reserve 425,000 425,000 0.00 % Debt Service Fund Contingency 350,000 375,152 7.19 % Special Revenue Funds Contingencies 4,015,553 8,160,037 103.21 % Special Revenue Funds Grant Reserve 58,673,359 10,345,839 -82.37 % Special Revenue Funds Encumbrance Reserve 4,436,090 6,442,998 45.24 % Special Revenue Funds Carryforward Reserve 28,220,102 3,643,763 -87.09 % Enterprise Funds Contingencies 6,600,000 24,090,752 265.01 % 500,000 - -100.00 % Enterprise Funds Encumbrance Reserve 8,889,625 11,502,000 29.39 % System Development Fees Funds Contingencies 7,405,280 2,088,811 -71.79 % Enterprise Funds Lump Sum System Development Fees Funds Encumbrance Reserve Bond Funds Contingencies Self Insurance Funds Contingencies Self Insurance Funds Encumbrance Reserve Other Funds Contingencies Other Funds Encumbrance Reserve Total Contingency/Reserves for Cost Center - 1290 103,600 52,400 -49.42 % 300 114,200 37966.67 % 5,100,000 5,657,962 10.94 % 524,920 558,000 6.30 % 2,343,000 1,474,596 -37.06 % 2,906,500 4,248,520 46.17 % $ 185,291,629 $ 149,444,982 -19.35% 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, City Council adopted a General Fund Contingency Reserve Policy requiring 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 General Fund budget is $54.9 million. This amount does not accumulate. The unspent portion goes back to the General Fund at the close of the fiscal year and is recalculated and replenished annually based on the anticipated General Fund operating revenues, excluding transfers-in, for the next fiscal year. 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. 325 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Non-Departmental Capital - 1291 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 966 $ - $ - $ - $ - N/A Ongoing* $ - - - - - N/A One-time* - - - - - N/A Professional/Contract 69,921 200,000 266,000 18,806 92,700 -53.65 % Operating Supplies 912 - - - - N/A Repairs/Maintenance 3,825 - - - - N/A Insurance/Taxes 165,269 - - - - N/A Rents/Utilities 58,098 - - - - N/A Contingencies/Reserves - 8,418,326 110,119 - 1,586,116 -81.16 % Building/Improvements 76,698 - 10,076,204 9,721,164 225,000 N/A Machinery/Equipment - - 34,000 3,421 22,400 N/A Office Furniture/Equipment - 390,000 527,000 38,597 286,000 -26.67 % -75.44% Total Cost Center - 1291 $ 375,689 $ 9,008,326 $ 11,013,323 $ 9,781,988 $ 2,212,216 Gen Gov't Capital Projects Fund $ 375,689 $ 9,008,326 $ 11,013,323 $ 9,781,988 $ 2,212,216 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Significant Budget Changes The Non-Departmental Capital cost center 1291 is used to house budgets for General Government Capital Projects not tied to a specific department, those tied to developer agreements, and those managed by departments without a designated capital cost center. This presentation does not include cost center 1290, 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 2024-2033 Capital Improvement Program. 326 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Equipment Replacement - 402 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Machinery/Equipment $ 495,121 $ 445,364 $ 808,202 $ 365,953 $ - -100.00 % Total $ 495,121 $ 445,364 $ 808,202 $ 365,953 $ - -100.00% CAPA - Print, Mail & Graphics $ - $ 136,560 $ 136,560 $ 104,907 $ - 495,121 308,804 671,642 261,046 - $ 495,121 $ 445,364 $ 808,202 $ 365,953 $ - Police Communications Equipment Replacement Fund Significant Budget Changes The Equipment Replacement Fund allows for the ongoing replacement of citywide operating equipment. Revenues to support this fund are generated through ongoing contributions from departments towards the future replacement costs of their operating equipment (reflected in department cost center budgets under the Capital Replacement category). Each year during the budget process, divisions identify anticipated replacement items to be purchased and the amount to be included for payment within their budget. 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 2022-23 reflects funding for the replacement of police communication equipment and a CAPA – print, mail, and graphics printing machine. FY 2023-24 reflects no funding for replacement of equipment. 327 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Technology Replacement - 403 Budget Summary Description Operating Supplies 2021-22 Actual Expenditures $ (15,605) $ 2022-23 Adopted Budget 229,135 $ 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 229,135 $ 229,135 $ 2023-24 Adopted Budget % Change Adopted to Adopted 669,550 192.21 % Repairs/Maintenance 941,017 1,045,000 1,092,555 1,234,300 1,442,500 38.04 % Machinery/Equipment 84,686 917,654 2,709,251 2,567,506 2,795,748 204.66 % 123.92% Total $ 1,030,035 $ 2,191,789 $ 4,033,070 $ 4,033,070 $ 4,907,798 Technology Replacement Fund $ 1,030,035 $ 2,191,789 $ 4,033,070 $ 4,033,070 $ 4,907,798 Significant Budget Changes The Technology Replacement Fund allows for the ongoing replacement of citywide technology equipment. FY 2021-22 and FY 2022-23, the City worked on several major technology replacements, including regularly scheduled replacements of monitors, docking stations, and laptop computers; citywide data storage and servers; batteries; and network infrastructure within various City buildings. FY 2023-24, replacement plans include regularly scheduled replacements of: monitors, docking stations, desktop, and laptop computers; security infrastructure maintenance; citywide data storage and servers; batteries; telephone equipment; and network infrastructure within various City buildings. 328 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget Vehicle Replacement - 404 Budget Summary Description Machinery/Equipment 2021-22 Actual Expenditures $ Contingencies/Reserves 2022-23 Adopted Budget $ Gen Gov't - Airport $ 2022-23 Estimated Expenditures 864,961 $ 2,329,900 $ 3,935,229 $ - Total 2022-23 Adjusted Budget - - 864,961 $ 2,329,900 $ 3,935,229 $ % Change Adopted to Adopted 1,152,544 $ 6,152,000 - N/A 1,152,544 $ 7,075,500 203.68% - $ Gen Gov't - Buildings & Facilities - - 145,586 66,330 92,900 Gen Gov't - Transportation Policy 26,578 - 4,550 4,550 - Community Services - Aquatics - - 38,675 - 62,000 Community Services - Parks - - 173,943 31,261 - Community Services - Recreation - 37,200 70,374 29,200 - - $ - - - 35,149 33,759 - Development Services - Building Safety 26,922 - 70,579 67,518 35,100 Development Services - Engineering 65,589 - 35,794 35,796 - Fire Administration - - - - 362,100 Information Technology - - 27,383 27,383 - Management Services - Central Supply - - 52,974 - - 680,088 1,832,600 2,518,274 780,690 5,068,400 Public Works & Utilities - Streets - - 42,532 - 165,100 Public Works & Utilities - Traffic Engineering - - - - 224,100 33,148 - - - - Police Public Works & Utilities - Utilities Admin Public Works & Utilities - Solid Waste Public Works & Utilities - Water Public Works & Utilities - Wastewater Vehicle Replacement Fund $ - 75,400 119,126 - 102,200 4,177 153,500 341,435 74,096 663,900 28,459 231,200 258,855 1,961 299,700 864,961 $ 2,329,900 $ 3,935,229 $ 164.05 % 923,500 - $ Development Services - Planning - $ 2023-24 Adopted Budget 1,152,544 $ 7,075,500 Significant Budget Changes During COVID-19 pandemic, spending restrictions and holds were implemented to minimize any potential impacts from revenue shortfalls. Deferring fleet replacements during 2020 was one of the expenditure measures put in place to help minimize revenue shortfalls. During FY 2021-22 and FY 2022-23, vehicles were on back order as the nation is experiencing manufacturing delays, which explains the increase in the proposed budget as well as inflation impacts. 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 Fleet Advisory Committee (FAC). Final replacement recommendations are made after extensive discussion and research between the divisions and the FAC. 329 Table of Contents City of Chandler Management Services 2023-24 Adopted Budget 330 Table of Contents 11 Neighborhood Resources • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Neighborhood Resources Maintaining quality neighborhoods, connecting people with resources and engaging community programs, and events are essential to the vitality of Chandler. City of Chandler Neighborhood Resources 2023-24 Adopted Budget 332 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Neighborhood Resources Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Neighborhood Resources Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Neighborhood Resources Administration $ Neighborhood Preservation Neighborhood Resources Capital Housing and Redevelopment 302,128 $ Total 2022-23 Estimated Expenditures 387,081 $ 642,280 $ 2023-24 Adopted Budget % Change Adopted to Adopted 458,434 18.43% 1,708,418 1,854,821 2,587,056 2,237,527 20.63% 156,342 78,659 - 78,658 0.00% 9,881,170 22,115,361 17,031,476 23,943,914 8.27% - 5,525,000 2,628,766 2,896,234 -47.58% Housing and Redevelopment Capital Community Development 2022-23 Adopted Budget 12,798,938 10,760,525 14,987,838 10,283,714 -4.43% $ 24,846,996 $ 40,721,447 $ 37,877,416 $ 39,898,481 -2.02% $ 5,143,538 $ 4,808,605 $ 3,868,427 $ 5,906,592 Expenditures by Category Personnel & Benefits Total Personnel (1) - 4,730,991 3,790,813 5,734,428 21.21% (1) - 77,614 77,614 172,164 121.82% 19,547,116 30,309,183 31,380,223 31,016,997 2.34% 156,342 5,603,659 2,628,766 2,974,892 -46.91% 24,846,996 $ 40,721,447 $ 37,877,416 $ 39,898,481 -2.02% 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Ongoing One-time Operating & Maintenance Capital - Major Total Staffing by Cost Center $ % Change Adopted to Adopted Neighborhood Resources Administration 2.000 2.000 2.000 2.000 0.00% Neighborhood Preservation 16.208 16.208 16.208 17.500 7.97% Housing and Redevelopment 22.500 22.500 22.500 23.500 4.44% Community Development 8.292 8.292 8.292 11.000 32.66% Total 49.000 49.000 49.000 54.000 10.20% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 333 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget 2022-23 Accomplishments Ø Carryforward neighborhood grant requests and 27 new grants totaling $128,301, were awarded for cleanup events, common walls, landscaping improvements, and to humanely address the overpopulation of feral cats. Ø The Golden Neighbors program hosted seven events for senior citizens. Over 200 seniors received services, resources, and information. This program received a second place national award from Neighborhoods USA (NUSA). Ø For Our City Day celebrated its 12th year with a record 1,320 volunteers, including 129 city staff. For Our City Day also received over $115,000 of in-kind and monetary donations and won a first place national award from NUSA. Ø Neighborhood Programs coordinated seven Envision events serving over 2,500 residents in three neighborhoods. Ø The Graffiti Elimination Team removed more than 27,000 square feet of graffiti from 967 sites citywide. Ø Code enforcement staff decreased their overall average case cycle time by 15% with an average cycle time of 26 days (down from 32 days in FY 21-22), while achieving a 54% rate of proactive cases (up from 50% in FY 21-22). Ø Incorporated Citywide data into Building Blocks Map Based Application streamlining data collection and reporting. Ø Continue to receive high performing Public Housing Authority score by HUD. Ø Received ten new HUD Supportive Housing vouchers for homeless Chandler Veterans. Ø The Public Housing Youth Program continues to be a Bookrich Environment PHA serving approximately 300 youth at our sites and secured a grant from Delta Dental for nutritional snacks and oral hygiene education and nutrition. Ø Received HUD and Council approval for Villas on McQueen as phase one of the City’s redevelopment effort to transform public housing into new and expanded affordable housing through the Rental Assistance Demonstration (RAD) program, with 157 units serving veterans, seniors, disabled individuals, and families earning below 60% AMI. Ø Family Self Sufficiency program for both public housing and housing choice voucher graduated 7 families. Ø Allocated $2,291,052 of General Funds to support 56 nonprofit organizations providing human services to residents. Ø Administered $4.6 million of Emergency Rental Assistance (ERA) Program funds to assist residents impacted by COVID. Ø The Chandler Cares Team connected over 1,500 residents to resources for rent, utilities, food, and other crisis services. Ø Provided non-congregate shelter to 214 unhoused residents with 157 individuals transitioning to permanent housing. Ø Provided housing subsidy and case management to 81 unhoused persons with the Tenant Based Rental Assistance and Emergency Housing Voucher programs, thus ending their homelessness and improving housing stability. Ø Utilized Community Development Block Grant (CDBG) and CDBG-Coronavirus funds for the Community Navigation team which provided outreach and basic needs to over 600 unhoused residents, leading 104 to permanent housing. Ø Invested CDBG funds to assist 25 Chandler homeowners with low or moderate income to provide emergency repairs and rehabilitation of their home to address health and safety issues and allow them to remain in their homes. Ø Utilized HOME Investment Partnerships Program funds to increase affordable housing in Chandler by investing in the purchase of one home for new home ownership and two housing units for affordable rental housing. 334 Table of Contents City of Chandler Neighborhood Resources 2023-24 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, 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. 2023-24 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: t Effective regulatory management of funding through program compliance. 2020-21 Actual 2021-22 Actual Compliance with HUD Public Housing regulations Compliant Compliant Compliance with HUD Community Planning & Development regulations Compliant Compliant Measures 2022-23 Year End Estimate* 2023-24 Projected Compliant Compliant Compliant Compliant Compliant Compliant 2022-23 Projected 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: t Maximize service capacity by leveraging public and community resources. Measure 2020-21 Actual 2021-22 Actual (1) Number of initiatives with community partners 613 465 2022-23 Projected 2022-23 Year End Estimate* 435 490 2023-24 Projected 510 (1) 2020-21 Actual is higher due to the inclusion of cost center 1062, Diversity, Equity & Inclusion (formerly known as Community Resources) prior to the cost center transferring to City Manager Department. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 335 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Neighborhood Resources Administration - 1060 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 296,554 $ 298,630 $ 319,130 $ 293,150 $ 341,483 14.35% Ongoing* $ 296,554 298,630 319,130 293,150 319,983 7.15% One-time* - - - - 21,500 N/A Professional/Contract 2,466 4,000 254,000 254,000 12,965 224.13% Operating Supplies 1,292 77,900 87,900 88,679 83,020 6.57% Repairs/Maintenance 499 1,000 1,000 1,000 1,000 0.00% Communications/Transportation 101 2,551 2,551 2,551 2,551 0.00% Insurance/Taxes 250 - - - - N/A Other Charges/Services 966 3,000 3,000 2,900 17,415 480.50% 18.43% Total Cost Center - 1060 $ 302,128 $ 387,081 $ 667,581 $ 642,280 $ 458,434 General Fund $ 302,128 $ 387,081 $ 667,581 $ 642,280 $ 458,434 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Director, Neighborhood Resources 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Total 2 2 2 2 2 2 Position Title Significant Budget and Staffing Changes Ongoing funding needs related to inflationary increases have been assessed, and the changes identified in the Budget Inflationary Changes chart in the Budget Policies, Process, and Decisions section have been incorporated into the appropriate budget lines. FY 2023-24 reflects one-time funding for a citywide outreach pilot program to connect under-represented neighborhoods to City services through mobile programs. 336 Table of Contents City of Chandler Neighborhood Resources 2023-24 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. 2023-24 Performance Measurements Goal: Build community by facilitating communication among neighbors. Support Priority Based Budgeting Goal(s): Attractive Community; Sustainable Economic Health Objective: t Enlist resident leadership and encourage communication through neighborhood programs and services. 2020-21 Actual Measures 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of neighborhood grants funded 20 24 20 25 25 Number of registered neighborhood groups 326 326 350 350 360 1,173 1,200 1,600 1,800 1,800 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of neighborhood leaders representing registered neighborhood groups Goal: (1) Create volunteer opportunities. Support Priority Based Budgeting Goal(s): Attractive Community Objective: t Provide training to residents on resources to enhance the quality of life within neighborhoods. 2020-21 Actual Measures Number of residents attending neighborhood training (2) opportunities and classes 2021-22 Actual (3) 3 250 210 210 (3) 5 15 8 10 0 (2) Number of neighborhood training and classes offered 0 (1) Promote Lets Pull Together, For Our City, and Golden Neighbors volunteer opportunities available in our community. (2) Most classes were postponed or converted to a virtual format due to COVID-19. (3) Due to COVID-19, all classes and training were cancelled. (4) The number of HOA Academy classes decreased from 4 to 3 and virtual classes were no longer being offered. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 337 Table of Contents City of Chandler Neighborhood Resources 2023-24 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: t Partner with the community to promote compliance with City Code through collaboration, education, and enforcement. t Proactively initiate at least 50% of all cases. t Conduct an initial inspection on code enforcement complaints within two days of receipt 95% of the time. t Abate graffiti instances both proactively and reactively. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Percentage of proactively initiated cases 57% 50% 50% 50% 50% Total number of inspections completed 42,007 56,805 40,000 60,000 60,000 Percentage of initial inspections conducted within two days of receipt of a complaint 80% 50% 75% 90% 92% Total number of graffiti sites abated 1,172 1,660 1,000 1,000 1,200 Total square footage of graffiti removed 44,925 48,259 45,000 (1) 30,000 (1) 36,000 (1) Decrease in total square footage is primarily attributed to a decrease in gang graffiti. * 2022-23 Year 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 Neighborhood Resources 2023-24 Adopted Budget Neighborhood Preservation - 1061 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,391,732 $ Ongoing* - One-time* 1,525,147 $ 2,266,548 $ 2,014,144 $ 1,848,868 21.23 % 1,525,147 2,266,548 2,014,144 1,848,868 21.23 % - - - - - N/A Professional/Contract 117,318 155,644 325,017 299,889 155,263 -0.24 % Operating Supplies 70,447 56,604 67,110 71,659 64,341 13.67 % Repairs/Maintenance 29,503 31,100 31,100 31,100 32,600 4.82 % Communications/Transportation 34,038 37,000 37,000 55,005 38,200 3.24 % Other Charges/Services 19,301 4,100 4,100 4,443 5,900 43.90 % Machinery/Equipment 303 - 65,590 65,590 42,039 N/A Office Furniture/Equipment 550 - - - - N/A 45,226 45,226 45,226 45,226 50,316 11.25 % 20.63% Capital Replacement Total Cost Center - 1061 $ 1,708,418 $ 1,854,821 $ 2,841,691 $ 2,587,056 $ 2,237,527 General Fund $ 1,352,836 $ 1,854,821 $ 2,215,070 $ 2,058,790 $ 2,237,527 $ 1,708,418 $ Grants 355,582 Grand Total 1,854,821 $ 626,621 528,266 2,841,691 $ 2,587,056 $ 2,237,527 - * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 0 0 0 0 0 Analyst, Neighborhood Preservation 2 2 1 1 1 1 Lead, Code Enforcement Officer 1 1 2 2 2 3 Lead, Code Enforcement Officer 1 1 1 1 1 1 Program Manager, Neighborhood Preservation 1 1 1 1 1 1 Program Manager, Neighborhood Services 1 1 1 1 1 1 Senior Administrative Assistant 0 1 1 1 1 1 Senior Management Analyst 0 0 1 1 1 1 Senior Manager, Neighborhood Preservation 1 1 1 1 1 1 Senior, Code Enforcement Officer 4.5 4.5 4.5 4.5 4.5 4.5 Supervisor, Code Enforcement 1 1 1 1 1 1 Technician, Alley Maintenance 0.708 0.708 0.708 0.708 0.708 1 1 1 1 1 1 1 15.208 15.208 16.208 16.208 16.208 17.5 Position Title Technician, Graffiti Total Significant Budget and Staffing Changes Effective July 1, 2023, one Lead, Code Enforcement Officer position is added along with associated ongoing increases in operations and maintenance funding and 0.292 FTE of the Technician, Alley Maintenance position transfers from cost center 4700, Community Development. FY 2023-24 reflects temporary services for Residential Code Inspector to support Code Enforcement. 339 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Neighborhood Resources Capital - 1065 Capital Budget Summary Description Personnel Services 2021-22 Actual Expenditures $ 2022-23 Adopted Budget 3,330 $ 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget - $ - $ - $ % Change Adopted to Adopted - N/A Other Charges/Services 1,680 - - - - N/A Contingencies/Reserves - 78,659 - - 78,658 0.00 % 78,658 - - N/A Total Cost Center - 1065 Building/Improvements $ 156,342 $ 151,332 78,659 $ - 78,658 $ - $ 78,658 0.00% Capital Grant Fund $ 156,342 $ 78,659 $ 78,658 $ - $ 78,658 Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for FY 2023-24. FY 2023-24 reflects the carryforward of uncompleted project funding from FY 2022-23. Additional detail is available in the FY 2023-24 Capital Improvement Program. 340 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Housing and Redevelopment - 4650 The Housing and Redevelopment Division provides, facilitates, develops, and manages affordable housing products and supportive services to eligible people with limited incomes through a variety of federal, state, local, and private resources. 2023-24 Performance Measurements Goal: To provide affordable, decent, and safe housing for the City’s low and moderate income residents. Supports Priority Based Budget Goal(s): Safe Community; Attractive Community Objectives: t Ensure maximum availability of the City’s 303 public housing units to qualified low income families. t Provide a comprehensive and efficient maintenance program for the City’s public housing units. t Ensure that available Housing Choice Voucher Program funding provides the most opportunity to assist eligible participants and HCV funds are expended using available funds. t As funding allows, provide supportive service programs that promote self-sufficiency and economic independence. Measures 2020-21 Actual 2021-22 Actual Annual lease rate of all public housing units 99.67% 99.67% Annual utilization rate of 95% or better for Housing Choice (1) Voucher (HCV) program 92% (2) 92% 95% 97% Annual Housing Choice Voucher expenditure rate 2022-23 Projected 2022-23 Year End Estimate* 99% 2023-24 Projected 99% 99% (3) 95% 95% 99% 99% 99% 87% Percentage of emergency work orders completed within 24 hours 88% 96% 90% 97% 98% Annual Family Self Sufficiency Enrollment up to 120 families 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. (2) 2020-21 Actual decrease is due to lack of affordable housing. (3) 2021-22 Year End Estimate and 2022-23 Projected decrease is due to lack of housing availability, low vacancy rates, and high rents. * 2021-22 Year 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 Neighborhood Resources 2023-24 Adopted Budget Housing and Redevelopment - 4650 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,205,147 $ 2,378,157 $ 444,650 $ 2,528,472 14.66 % Ongoing* $ - 2,205,147 2,378,157 444,650 2,528,472 14.66 % One-time* - - - - - N/A Professional/Contract 454,537 2,279,900 1,749,262 2,090,162 2,869,900 25.88 % Operating Supplies 113,734 154,834 154,600 154,600 162,506 4.95 % Repairs/Maintenance 401,302 441,000 842,011 642,011 841,000 90.70 % Communications/Transportation 33,064 38,230 38,230 38,740 40,930 7.06 % Insurance/Taxes 47,293 51,750 51,750 51,750 57,750 11.59 % Rents/Utilities 1,982,332 $ 140,360 170,500 170,500 170,563 170,500 0.00 % 6,331,768 7,479,000 7,469,000 7,469,000 8,993,500 20.25 % Contingencies/Reserves - 3,350,000 3,350,000 - 3,079,206 -8.08 % Building/Improvements 376,779 5,945,000 6,130,000 5,970,000 5,200,000 -12.53 % Other Charges/Services 150 N/A Total Cost Center - 4650 Machinery and Equipment $ 9,881,170 $ - 22,115,361 $ - 22,333,510 $ - 17,031,476 $ - 23,943,914 8.27% General Fund $ 119,090 $ 115,415 $ 123,761 $ 94,330 $ 215,027 Home Program - - - - 10,572 Community Development Block Grant (CDBG) - - 5,050 - - PHA Family Site Fund 1,350,510 1,746,501 1,818,876 1,140,217 1,698,799 Scattered Site Fund 719,483 1,212,069 1,261,632 825,511 1,170,301 PHA Management Fund 596,559 674,487 716,773 42,436 718,485 PHA Family Self Sufficiency Fund 132,180 173,446 183,168 182,370 214,374 6,257,458 7,469,871 7,495,637 7,043,485 8,933,410 Capital Program Grant Fund 629,527 2,524,322 2,525,486 2,500,000 2,296,768 Reinvestment Project Fund 76,362 5,199,250 5,203,127 5,203,127 5,686,178 - 3,000,000 3,000,000 - 22,115,361 $ 22,333,510 $ Section 8 Voucher Fund Public Housing Contingency Fund Grand Total $ 9,881,169 $ 17,031,476 $ 3,000,000 23,943,914 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 342 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Housing and Redevelopment - 4650 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant, Housing 1 1 1 1 1 1 Assistant, Recreation (0.5 FTE positions) 1 1 1 1 1 1 Assistant, Recreation (1.0 FTE position) 0.5 0.5 0.5 0.5 0 0 Lead Housing Maintenance Worker 1 0 0 0 0 0 Management Assistant 0 1 1 1 1 1 0.292 0 0 0 0 0 Principal, Management Analyst 1 1 1 1 1 1 Program Coordinator, Recreation 1 1 1 1 1 1 Project Coordinator, Housing 1 1 1 1 1 1 Representative, Community Resources 1 1 1 1 1 1 Senior Inspector, Housing 1 1 1 1 1 1 Senior Manager, Housing & Redevelopment 1 1 1 1 1 1 Senior Program Manager, Housing Assistance 1 1 1 1 1 1 Senior Specialist, Housing Assistance 2 2 2 2 2 2 Specialist, Housing Assistance 4 4 4 4 4 5 Specialist, Recreation (1.0 FTE position) 0 0 0 0 0.5 0.5 Supervisor, Housing Maintenance 1 1 1 1 1 1 Technician, Accounting 1 1 1 1 1 1 Technician, Housing Maintenance 5 5 4 4 4 4 23.792 23.5 22.5 22.5 22.5 23.5 Position Title Neighborhood Preservation Technician Total Significant Budget and Staffing Changes During FY 2022-23, one Assistant, Recreation position was reclassified to Specialist, Recreation. Effective July 1, 2023, one Specialist, Housing Assistance position is added along with associated ongoing increases in operations and maintenance funding. 343 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Housing and Redevelopment Capital - 4651 Capital Budget Summary Description Contingencies/Reserves 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 5,525,000 2,628,766 - N/A Total Cost Center - 4651 $ - $ 5,525,000 $ 5,525,000 $ 2,628,766 $ 2,896,234 -47.58% Reinvestment Project $ - $ 2,900,000 $ 2,900,000 $ 3,766 $ 2,896,234 - 2,625,000 2,625,000 2,625,000 - $ 5,525,000 $ 5,525,000 $ 2,628,766 $ Capital Grant Fund Grand Total $ - - $ % Change Adopted to Adopted - $ - - $ 2023-24 Adopted Budget $ Land/Improvements 5,525,000 $ 2022-23 Estimated Expenditures 2,896,234 -47.58 % 2,896,234 Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for FY 2023-24. FY 2023-24 reflects the carryforward of uncompleted project funding from FY 2022-23. Additional detail is available in the FY 2023-24 Capital Improvement Program. 344 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Community Development - 4700 The Community Development Division administers funds and programs that promote the improvement of the quality of life of residents who have low and moderate income, are at risk of or experiencing homelessness, or are otherwise vulnerable to instability. 2023-24 Performance Measurements Goal: Support and maintain strong relationships with nonprofit, 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: t Work with nonprofit agencies to support the provision of human services to our residents through the City’s Human Services Funding Process. t Utilize CDBG and HOME funds to rehabilitate substandard housing and to provide for new permanent affordable housing properties. t Provide support for capital improvement projects that revitalize neighborhoods and enhance the safety and quality of life. Measures 2020-21 Actual Number of social service programs provided through human services funding and partnerships 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 49 53 48 52 50 (1) 31 25 25 25 (2) 2 2 (3) 2 1 Number of rehabilitated housing units 20 Units of new affordable housing 1 (3) 2 3 Number of public facility CDBG projects 1 1 0 (4) 0 Number of homeless programs funded 13 12 16 10 4,523 6,805 4,900 6,758 30 30 30 30 Number of CDBG projects targeting neighborhoods 1 Number of homeless/near-homeless clients served Number of partnerships to serve the homeless (3) 1 1 (4) (4) 0 (5) 13 (6) 5,670 30 (1) The number of rehabilitated housing units was lower in FY 2020-21 due to pandemic-related labor shortages and supply chain issues. (2) Acquisition and rehabilitation of new affordable housing units was lower in FY 2020-21 due to pandemic-related labor shortages and supply chain issues. (3) In the FY 2022-23 Budget book, the FY 2022-23 projection values were incorrect, the values should be 3 and 2 for measures "Units of new affordable housing" and "Number of CDBG projects targeting neighborhoods" respectively. (4) CDBG funds were directed toward support for a future Rental Assistance Demonstration project, a multi-year project that will result in new affordable housing. (5) Projects are awarded funding through a competitive application process. Available funding allowed for less awards than anticipated. (6) The number of homeless/near-homeless served is projected to decrease as the COVID-19 specific funds are depleted. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 345 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Community Development - 4700 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 779,681 $ 2,669,206 $ 1,116,483 $ 1,187,769 52.34 % Ongoing* $ - 702,067 2,591,592 1,038,869 1,037,105 47.72 % One-time* - 77,614 77,614 77,614 150,664 94.12 % Professional/Contract 9,492,478 7,694,307 13,931,422 9,877,467 7,880,307 2.42 % Operating Supplies 34,268 125,656 132,656 93,974 90,427 -28.04 % Repairs/Maintenance Communications/Transportation Rents/Utilities 1,472,920 $ 2,581 7,500 7,500 4,500 7,500 0.00 % 971,137 938,800 2,574,998 2,148,560 91,810 -90.22 % 1,860 - - 3,106 - N/A Other Charges/Services 844,064 1,212,060 1,669,153 1,714,600 1,014,860 -16.27 % Building/Improvements -20,375 - 3,375 3,375 - N/A Machinery/Equipment 5 2,521 132,521 25,773 2,521 0.00 % Capital Replacement - - - - 8,520 N/A -4.43% Total Cost Center - 4700 $ 12,798,938 $ 10,760,525 $ 21,120,831 $ 14,987,838 $ 10,283,714 General Fund $ 2,794,947 $ 1,757,668 $ 5,573,601 $ 4,367,756 $ 3,789,835 7,816,057 37,400 6,558,873 2,943,207 - 148,060 4,455,000 4,455,000 3,915,044 3,155,000 Grant Fund** HOME Program Fund CDBG Fund Grand Total $ 2,039,874 4,510,457 4,533,357 3,761,831 3,338,879 12,798,938 $ 10,760,525 $ 21,120,831 $ 14,987,838 $ 10,283,714 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Fund. 346 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget Community Development - 4700 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Code Enforcement Officer Senior 1.5 1.5 1.5 1.5 1.5 1.5 Community Development Associate 1 1 1 1 1 1 Community Development Senior Program Manager 1 1 1 1 1 1 Community Navigator 0 0 0 0 0 2 Community Resources and Diversity Supervisor 1 0 0 0 0 0 Community Resources Representative 1 1 1 1 1 1 Community Resources Senior Manager 1 1 1 1 1 1 Community Resources Supervisor 0 0 1 1 1 1 Housing Rehabilitation Analyst 1 1 1 1 1 1 Management Assistant 1 0 0 0 0 0 Recreation Assistant 0.5 0.5 0.5 0.5 0.0 0.0 Recreation Specialist 0 0 0 0 0.5 0.5 Senior, Management Analyst 0 0 0 0 0 1 Technician, Alley Maintenance 0 0.292 0.292 0.292 0.292 0 9.000 7.292 8.292 8.292 8.292 11.000 Position Title Total Significant Budget and Staffing Changes Effective July 1, 2023, one Senior, Management Analyst and two Community Navigator positions are added along with associated ongoing increases in operations and maintenance funding, and 0.292 FTE of the Technician, Alley Maintenance position transfers to cost center 1061, Neighborhood Preservation. FY 2023-24 reflects one-time funding for increasing human services allocations and ChangeUp panhandling signage along with the continuation of one-time funding received in FY 2022-23 for temporary services for a Support Court Navigator program and Operation Open Door operations. 347 Table of Contents City of Chandler Neighborhood Resources 2023-24 Adopted Budget 348 Table of Contents 12 Public Safety - Fire • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Chandler Fire is an internationally accredited agency with an Insurance Services Office class 1 rating. Investments in people, equipment, and facilities enhance their capabilities to respond when the community needs them most. Public Safety - Fire City of Chandler Fire 2023-24 Adopted Budget 350 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Fire Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Fire Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Fire Administration $ 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 3,615,794 $ 3,927,324 $ 4,174,584 $ 4,200,210 6.95% Health and Medical Services 2,248,639 2,057,551 2,410,380 2,223,283 8.05% Fire Operations 32,905,042 30,743,409 33,879,000 35,182,696 14.44% Prevention and Preparedness 1,784,843 1,684,676 2,829,898 1,815,222 7.75% 477,867 13,225,069 2,956,178 13,225,235 0.00% Fire Capital Fire Support Services Total 1,197,245 1,006,011 1,629,693 1,398,000 38.96% $ 42,229,430 $ 52,644,040 $ 47,879,733 $ 58,044,646 10.26% $ 38,029,498 $ 35,862,837 $ 39,651,681 $ 40,906,123 35,838,037 39,626,881 40,855,285 14.00% Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing - (1) One-time Operating & Maintenance Capital - Major Total Staffing by Cost Center $ - 24,800 24,800 50,838 104.99% 3,722,065 3,556,134 5,271,874 3,913,288 10.04% 477,867 13,225,069 2,956,178 13,225,235 0.00% 42,229,430 $ 52,644,040 $ 47,879,733 $ 58,044,646 10.26% 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted % Change Adopted to Adopted Fire Administration 9.000 9.000 9.000 9.000 0.00% Health and Medical Services 10.000 11.000 11.000 11.000 0.00% Fire Operations 206.000 206.000 206.000 214.000 3.88% 9.000 11.000 11.000 11.000 0.00% Prevention and Preparedness Fire Support Services Total 4.000 4.000 4.000 4.000 0.00% 238.000 241.000 241.000 249.000 1.26% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 351 Table of Contents City of Chandler Fire 2023-24 Adopted Budget 2022-23 Accomplishments Ø Responded to over 29,000 emergency incidents. Ø Hosted a regional Fire Academy and Paramedic Program with firefighters from Chandler, Scottsdale, and Arizona Fire and Medical Authority. Ø Received a grant for $224,000 from the Gila River Indian Reservation to purchase new battery-operated extrication tools for all three aerial ladder trucks. Ø Received a grant from the Federal Emergency Management Agency for $963,400 to conduct a one-time comprehensive cancer screening program for all Chandler Firefighters Ø Began the construction 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. Ø Successfully completed the Site Review Phase to become an accredited Paramedic Training Site, which allows individuals to earn college credit by attending the Chandler Paramedic Program. Ø Received the American Heart Association (AHA) Mission: Lifeline Silver Award for excellence in treating timesensitive cardiac diseases such as heart attack or stroke. Ø The Professional Development Unit of the Health and Medical Services Division delivered a Battalion Chief, Fire Engineer, and a Fire Paramedic Development Program for 43 firefighters resulting in 72 earned college credit hours. Ø Trained Chandler Firefighters and Chandler Police Officers in active-shooter operations to prepare for aggressive and safe responses to these events. Ø Installed a PPE extractor at each Chandler Fire Station to enable proper cleaning of firefighter turnouts. Ø Established 8 formal committees through a collaborative Labor/Management process. Ø Embedded a translation application on each electronic patient care chart to facilitate improved multi-lingual care from Chandler firefighters to all Chandler residents. 352 Table of Contents City of Chandler Fire 2023-24 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. 2023-24 Performance Measurements Goal: To manage the operating budget in a fiscally sound manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Provide cost effective fire and emergency medical services to the community. (1) t Compare favorably with the average valley fire department per capita cost. Measures 2020-21 Actual Fire service cost per capita Fire service cost per call 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (2) $152.87 $146.51 $142.64 $139.97 (2) $1,447.62 $1,341.68 $1,391.10 $1,316.46 $153.37 $1,533.09 (1) Chandler uses seven comparable cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. For FY 2021-22, the comparable average for Fire service cost per capita is $239.99 and the comparable average for Fire service cost per call is $1,707.63. (2) The increase in FY 2020-21 was due to an unusually large Fire Academy and Paramedic School, as well as COVID-19 related overtime coverage and PPE materials. Goal: To provide fire and emergency medical services in an effective and efficient manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Maintain staffing within acceptable levels. (3) t Compare favorably with the average firefighters per 1,000 population for comparable cities. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Firefighters per 1,000 population 0.802 0.805 0.794 0.771 0.784 Civilian personnel per 1,000 population 0.075 0.074 0.073 0.081 0.080 (3) Chandler uses seven comparable cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. For FY 2021-22, the comparable average for Firefighters per 1,000 population is 1.00 and the comparable average for civilian personnel per 1,000 population is 0.212. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 353 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Fire Administration - 2210 Goal: To utilize grant funding opportunities. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t Research and apply for grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. 2020-21 Actual Measures Dollar value of grants applications (3) Dollar value of grants awarded 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected $314,375 $942,459 $1,756,525 (1) $1,941,512 $276,461 (2) $197,838 $190,974 $191,809 $1,331,040 $170,186 (2) (1) The majority of the increase in the 2022-23 Projected is for a 2021 Assistance to Firefighters grant application for cancer screening and the 2021 Staffing for Adequate Fire and Emergency Response (SAFER) grant for two new firefighter rover positions. (2) The decrease in new expected grant applications and awards in FY 2023-24 is due to a large expected carryover of grant funds from the department's AFG cancer screening grant. This $985,163.64 grant was has a two year performance period. (3) 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: t Maintain existing agreements with other governmental agencies and enter into agreements that support and enhance services. t Utilize citizen volunteers. t Maintain positive working relationships between labor and management. Measures 2020-21 Actual Automatic/Mutual Aid or Intergovernmental Agreements executed Volunteer hours 2021-22 Actual 2022-23 Year End Estimate* 2023-24 Projected 19 19 19 20 20 (4) 7,692 5,100 7,982 7,837 71 110 88 70 85 2,433 Labor/Management Relations By Objectives (RBO) committee meetings 2022-23 Projected (4) During the COVID-19 pandemic, the Fire Department halted all non-essential programs to limit exposure, which is reflected in the lower amount of volunteer hours for 2020-21 Actual. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 354 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Fire Administration - 2210 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ Ongoing* 1,171,879 $ - One-time* 1,206,012 $ 1,220,735 $ 1,209,000 $ 1,275,844 5.79% 1,206,012 1,220,735 1,209,000 1,275,844 5.79% - - - - - N/A Professional/Contract 1,660,029 1,865,112 1,982,325 1,833,774 1,991,612 6.78% Operating Supplies 540,193 435,404 744,043 714,130 404,883 -7.01% Repairs/Maintenance 32,408 26,000 26,000 21,783 26,000 0.00% Communications/Transportation 69,365 100,160 100,160 105,119 100,160 0.00% Insurance/Taxes 3,730 5,000 5,000 2,400 5,000 0.00% Other Charges/Services 52,297 60,500 66,571 29,242 35,500 -41.32% 103.41% Machinery/Equipment Capital Replacement - 127,725 184,919 157,725 259,800 85,892 101,411 101,411 101,411 101,411 0.00% 6.95% Total Cost Center - 2210 $ 3,615,794 $ 3,927,324 $ 4,431,164 $ 4,174,584 $ 4,200,210 General Fund $ 3,615,794 $ 3,927,324 $ 4,431,164 $ 4,174,584 $ 4,200,210 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 2 2 2 2 2 2 Assistant Fire Chief 1 1 1 1 1 1 Fire Chief 1 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Manager, Fire Administration 1 1 1 1 1 1 Senior, Administrative Assistant 1 1 1 1 1 1 Senior, Management Analyst 1 1 1 1 1 1 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects ongoing and one-time funding for equipment and supplies for the peak time engine, ongoing funding for the fire hose replacement program and operational increases related to the rover positions, and one-time funding for an ambulance feasibility study and safety supplies for the 2024 Ostrich Festival. FY 2023-24 also reflects the elimination of one-time funding for mental health and wellness programs, purchase of an EMS supply vehicle, purchase of a vehicle and turnout clothing for the fire prevention division, and safety supplies for the 2023 Ostrich Festival approved in FY 2022-23. 355 Table of Contents City of Chandler Fire 2023-24 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 residents 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. 2023-24 Performance Measurements Goal: To provide the residents of Chandler with state certified medical personnel. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t Provide training and continuing education that meets or exceeds State of Arizona standards to all medical personnel. 2020-21 Actual Measures (1) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of Firefighter Certified Paramedics 119 123 125 135 146 Number of Firefighter Certified Emergency Medical (1) Technicians 74 75 81 95 100 Meet or exceed state requirement of 24 hours of continuing education for Paramedics 32 hours 26 hours 28 hours 29 hours 28 hours Meet or exceed state requirement of 12 hours of continuing education for Emergency Medical Technicians 23 hours 26 hours 24 hours 25 hours 24 hours (1) 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: t 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. 2020-21 Actual Measures (1) Patient charts that receive a QA review by division staff 6,939 2021-22 Actual 2,300 2022-23 Projected 8,000 2022-23 Year End Estimate* 2,500 2023-24 Projected 2,500 (1) Reduction in QA for 2020-21 Actual, 2023-23 Year end Estimate, and 2023-24 Projected is related to overtime shortage. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 356 Table of Contents City of Chandler Fire 2023-24 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: t 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 2020-21 Actual (1) Number of training hours per firefighter 68 Number of firefighters trained Total number of training hours 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 96.78 84 2023-24 Projected 79.08 82 214 214 214 216 224 (1) 20,711 17,930 16,923 17,548 14,552 (1) 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: t To provide firefighters with hands-on scenario-based training related to fire operations, led by training staff on a (2) quarterly basis. t To provide live fire training to 100% of response personnel annually. Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected Quarterly Scenario Training Number of quarters with scenario-based training 4 4 4 4 4 Live Fire Training (2) Number of firefighters trained 214 214 214 216 224 % firefighters trained 100% 100% 100% 100% 100% (2) Includes all firefighters below the rank of Assistant Fire Chief. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 357 Table of Contents City of Chandler Fire 2023-24 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: t Provide repair, maintenance, and upgrades for all SCBAs and their components without on-duty crew downtime. t Perform an annual face piece test seal for all employees. t Provide required training. Measures 2020-21 Actual Complete inspections and periodic maintenance on time with no crew downtime 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 100% 100% 100% 100% 100% Perform annual face piece seal test 100% 100% 100% 100% 100% Perform required user training 100% 100% 100% 100% 100% (1) (1) This measure was updated to a percentage to remain consistent with the other measures in this grouping. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 358 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Health and Medical Services - 2220 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,821,981 $ 1,950,778 $ 1,999,000 $ 1,943,713 6.68 % Ongoing* $ 1,890,312 $ - 1,821,981 1,950,778 1,999,000 1,943,713 6.68 % One-time* - - - - - N/A Operating Supplies 213,960 137,250 272,130 204,277 138,250 0.73 % Repairs/Maintenance 77,788 25,320 45,088 76,925 25,320 0.00 % - 5,000 5,000 9,360 5,000 0.00 % Other Charges/Services 61,374 53,000 117,067 109,828 96,000 81.13 % Machinery/Equipment 5,205 15,000 16,067 10,990 15,000 0.00 % 8.05% Communications/Transportation Total Cost Center - 2220 $ 2,248,639 $ 2,057,551 $ 2,406,130 $ 2,410,380 $ 2,223,283 General Fund $ 2,248,639 $ 2,057,551 $ 2,406,130 $ 2,410,380 $ 2,223,283 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant Fire Chief 1 1 1 1 1 1 Fire Battalion Chief 2 2 2 2 2 2 Fire Captain 4 4 4 4 4 4 Senior Program Manager, EMS 0 0 0 1 1 1 Senior Technician, Emergency Medical Services Training 1 1 1 1 1 1 Senior Technician, Fire Support Services 1 1 1 1 1 1 Technician, Facility Maintenance 1 1 1 1 1 1 Total 10 10 10 11 11 11 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for computer hardware for the peak time engine and one-time funding for EMS training manikins. 359 Table of Contents City of Chandler Fire 2023-24 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. 2023-24 Performance Measurements Goal: To manage the operating budget in a fiscally sound manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t To respond to 911 emergency calls of all types. t 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. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Emergency incidents 26,677 28,582 30,000 28,980 30,623 Unit responses 39,500 42,539 43,150 44,058 45,811 75% 75% 74% 75% 75% Medical emergencies Fire/other emergencies 25% 24% 26% 25% 25% Response time to reach 90% of emergency calls (min:sec) 5:52 5:57 5:50 5:55 5:55 Goal: To ensure the safety of residents 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: t Provide effective services by maintaining an occurrence of less than two fires per 1,000 population. t To contain 75% of structure fires to the room of origin. Measures 2020-21 Actual (1) 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Fires per 1,000 population 2.0 1.9 2.0 1.9 1.9 Percentage of structure fires contained to room of origin 65% 73% 72% 75% 75% (1) Figures represent all fires reported to the National Fire Incident Reporting System. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 360 Table of Contents City of Chandler Fire 2023-24 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: t Limit the number of on duty injuries. t Provide a safe work environment in instances where we can control the environment. t Maintain the capabilities of the workforce to meet the scope of the Fire Department. Measures 2020-21 Actual (1) Firefighter injuries 2021-22 Actual 20 2022-23 Projected 24 2022-23 Year End Estimate* 26 36 2023-24 Projected 26 (1) Firefighter injury totals are based on the Occupational Safety and Health Administration (OSHA) 300 Reportable Injury Report. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 361 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Fire Operations - 2230 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 30,743,409 $ 35,004,440 $ 33,879,000 $ 35,182,696 Ongoing* $ 32,905,042 $ - 30,718,609 34,979,640 33,854,200 35,131,858 14.37 % One-time* - 24,800 24,800 24,800 50,838 104.99 % 1.35% Total Cost Center - 2230 $ 32,905,042 $ 30,743,409 $ 35,004,440 $ 33,879,000 $ 35,182,696 General Fund $ 32,905,042 $ 30,562,593 $ 35,004,440 $ 33,879,000 $ 35,182,696 $ 32,905,042 $ Grant Fund** - Grand Total 180,816 - 30,743,409 $ 35,004,440 $ - 14.44 % - 33,879,000 $ 35,182,696 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Position Title 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant Fire Chief 1 1 1 1 1 1 Fire Battalion Chief 7 7 7 7 7 7 50 Fire Captain 47 47 47 47 47 Fire Engineer 45 45 45 45 45 46 Firefighter 102 102 106 106 106 110 Total 202 202 206 206 206 214 Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding for paramedic certifications for the peak time engine and overtime for the 2024 Ostrich Festival which has been provided annually since FY 2020-21. Effective July 1, 2023, three Fire Captain, one Fire Engineer, and four Firefighter positions are added along with associated one-time and ongoing increases in operations and maintenance funding. 362 Table of Contents City of Chandler Fire 2023-24 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. 2023-24 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: t Meet suggested Department of Homeland Security guidelines for exercise and evaluation of emergency operations. t Conduct annual reviews of all City emergency plans to comply with federal and state guidelines. Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected City emergency operations drills/training 9 11 10 10 10 Review of City emergency plans 16 17 16 16 17 Goal: To provide preparedness and awareness training to employees and residents. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Offer a Community Emergency Response Team (CERT) basic curriculum course a minimum of two times annually. t Deliver preparedness and awareness training classes, demonstrations, and presentations. Measures 2020-21 Actual CERT basic training classes 2021-22 Actual 2023-24 Projected (1) 1 3 2 2 6 7 10 8 8 0 Preparedness and awareness training 2022-23 Year End Estimate* 2022-23 Projected (1) Due to COVID-19 social distancing requirements, no CERT classes occurred in FY 2020-21. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 363 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Prevention and Preparedness - 2240 Goal: Comply with State Department of Homeland Security (DHS) requirements for the Terrorism Liaison Officer (TLO) program. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Meet the State DHS requirement of 40 hours of participation per month in the TLO program. 2020-21 Actual Measures (1) TLO average monthly participation hours 2021-22 Actual 80 2022-23 Year End Estimate* 2022-23 Projected 40 50 2023-24 Projected 40 20 (1) Reduction in hours reflects Departmental changes to Fire TLO program. 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: t Provide various types of occupancy inspections for buildings and property. t Provide on-call fire investigation services. Measures 2020-21 Actual (2)(3) Total inspections performed 2021-22 Actual 6,865 (4) 2022-23 Year End Estimate* 2022-23 Projected 7,371 6,643 2023-24 Projected 7,700 7,118 Hazardous materials inspections 155 91 166 123 123 (4) 1,651 467 1,753 1,056 1,056 4 6 4 2 4 Reported hazardous materials Structural fire rate per 1,000 commercial occupancies per the Fire Department database Fire investigations (5) Plan reviews performed (5) Training hours 23 38 23 16 31 382 372 361 404 377 230 277 207 372 253 (2) Measure includes low-hazard self-inspection occupancies. (3) Effective FY 2020-21 the measure is revised from “Total occupancies inspected” to “Total inspections performed.” (4) New measures established in FY 2022-23 to better reflect facilities that report the presence of hazardous materials. Historical data added where available. (5) Measures established in FY 2022-23 to document critical performance metrics for the Division, with historical data added where available. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 364 Table of Contents City of Chandler Fire 2023-24 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: t To ensure child vehicle passenger safety by providing car seat installations and inspections. t To provide fire and life safety education programs at Chandler schools. t To install working smoke alarms, fire extinguishers, home safety assessments, and home escape plans for Chandler’s older adults. t To provide fire and life safety education programs to children and their parents on Chandler Channel 11 and online. t To provide fire and life safety demonstrations for resident’s groups upon request. Measures 2020-21 Actual 2021-22 Actual (1) Child car seat installations 77 2022-23 Year End Estimate* 2023-24 Projected 440 300 471 455 (1) 461 (1) 11 530 500 (1) 396 363 300 348 135 (1) 213 207 Learning in Firesafe Environments (L.I.F.E) program hours 4 Homes served by smoke alarm program 0 (1) Public safety demonstrations 2022-23 Projected 4 120 (1) The 2020-21 Actual was greatly affected by the stoppage of community facing programs due to COVID-19. These programs were fully restarted in FY 2021-22. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 365 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Prevention and Preparedness - 2240 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,628,526 $ 2,027,875 $ 1,856,910 $ 1,759,072 8.02% Ongoing* $ 1,530,174 $ - 1,628,526 2,027,875 1,856,910 1,759,072 8.02% One-time* - - - - - N/A 54,076 - 1,137,690 499,967 - N/A Operating Supplies 34,903 24,750 368,133 384,693 24,750 0.00% Repairs/Maintenance 131,968 18,000 95,794 34,804 18,000 0.00% Communications/Transportation 1,646 6,400 9,242 8,161 6,400 0.00% Other Charges/Services 32,076 7,000 64,187 45,363 7,000 0.00% 16.94% Professional/Contract Total Cost Center - 2240 $ 1,784,843 $ 1,684,676 $ 3,702,921 $ 2,829,898 $ 1,815,222 General Fund $ 1,505,527 $ 1,684,676 $ 2,130,276 $ 1,876,347 $ 1,815,222 1,572,645 953,551 3,702,921 $ 2,829,898 $ Grant Fund** 279,316 Grand Total $ 1,784,843 $ 1,684,676 $ 1,815,222 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Fire Battalion Chief 2 2 2 2 2 2 Fire Marshal 1 1 1 1 1 1 Fire Prevention Supervisor 1 1 1 1 1 1 Management Analyst 1 0 0 0 0 0 Senior Inspector, Fire 1 1 1 3 3 3 Senior Program Manager, Crisis Intervention 1 1 1 1 1 1 Senior, Crisis Intervention Advocate 2 2 2 2 2 2 Senior, Management Analyst 0 1 1 1 1 1 Total 9 9 9 11 11 11 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 366 Table of Contents City of Chandler Fire 2023-24 Adopted Budget Fire Capital - 2250 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services 9,923 $ - $ - $ 186 $ - N/A Ongoing* Total Personnel $ - - - 186 - N/A One-time* - - - - - N/A Professional/Contract 355,714 383,000 2,041,368 449,850 - -100.00 % Operating Supplies 11,058 - 23,925 1,854 - N/A Other Charges/Services 63,310 50,000 697,338 126,874 - -100.00 % -100.00 % Project Support Recharge** - 19,000 19,000 - - Contingencies/Reserves - 8,336,069 - - 10,435,235 25.18 % Building/Improvements 26,704 3,516,000 8,488,740 2,363,834 - -100.00 % Machinery/Equipment - - 600,000 - 2,790,000 N/A Office Furniture/Equipment - 921,000 1,495,000 - - -100.00 % Wastewater Improvements 26,042 13,580 - N/A Total Cost Center - 2250 $ 477,867 $ 11,158 13,225,069 $ 13,391,413 $ 2,956,178 $ 13,225,235 0.00% General Gov't Capital Projects $ 15,322 $ 2,604,659 $ 3,164,958 $ 453,993 $ 4,160,965 Capital Grants Public Safety Bond Fund - Fire Grand Total $ - - - - - 462,545 10,620,410 10,226,455 2,502,185 1,340,000 7,724,270 477,867 $ 13,225,069 $ 13,391,413 $ 2,956,178 $ 13,225,235 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. FY 2023-24 reflects the carryforward of uncompleted project funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 367 Table of Contents City of Chandler Fire 2023-24 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. 2023-24 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: t Maintain fully functional reserve fire apparatus for use as front-line apparatus. t Complete vehicle periodic maintenance on time. t Complete power tool periodic maintenance on time. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 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 90% (1) 90% 98% 98% 99% Create and implement scheduled power tool preventive maintenance 90% (1) 90% 96% 96% 96% (1) The reduction in scheduled vehicle and power tool preventative maintenance in 2020-21 and 2021-22 Actuals is due to long term mechanic vacancies resulting from staff vacancies and turnover. The division is now fully staffed and is expecting a return to normal maintenance schedules in FY 2022-23. Goal: Support the logistic needs of department facilities and personnel. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t Provide delivery of fuel for bulk fuel tanks. Measures 2020-21 Actual Maintain useable fuel supply in station bulk fuel tanks 100% 2021-22 Actual 100% 2022-23 Projected 100% 2022-23 Year End Estimate* 100% 2023-24 Projected 100% * 2022-23 Year 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 Fire 2023-24 Adopted Budget Fire Support Services - 2260 Budget Summary Description 2020-21 Actual Expenditures 2021-22 Adopted Budget 2021-22 Adjusted Budget 2021-22 Estimated Expenditures 2022-23 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ Ongoing* 532,091 $ - One-time* 462,909 $ 637,142 $ 707,771 $ 744,798 60.90% 462,909 637,142 707,771 744,798 60.90% - - - - - N/A Operating Supplies 662,148 536,902 717,498 918,518 647,002 20.51% Repairs/Maintenance 2,603 2,000 2,000 - 2,000 0.00% Other Charges/Services 402 4,200 4,200 3,404 4,200 0.00% 3.33% Total Cost Center - 2260 $ 1,197,245 $ 1,006,011 $ 1,360,840 $ 1,629,693 $ 1,398,000 General Fund $ 1,158,548 $ 1,006,011 $ 1,120,690 $ 1,538,832 $ 1,398,000 240,150 90,861 1,360,840 $ 1,629,693 $ Grant Fund** 38,697 Grand Total $ 1,197,245 $ 1,006,011 $ 1,398,000 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Fire Battalion Chief 1 1 1 1 1 1 Fire Mechanic - CDL 2 2 2 2 2 2 Supervisor, Fire Mechanic - CDL 1 1 1 1 1 1 4 4 4 4 4 4 Position Title Total Significant Budget and Staffing Changes FY 2023-24 reflects ongoing funding for automotive supplies and fuel for the peak time engine and the fire hose replacement program and one-time funding for maintenance equipment for fire apparatuses. 369 Table of Contents City of Chandler Fire 2023-24 Adopted Budget 370 Table of Contents • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Chandler Police have continuously maintained international accreditation status since 1996. An exemplary police force, equipped with the latest technology and training, enables Chandler to be one of the safest cities in the nation with outstanding community support. Public Safety - Police 13 Public Safety - Police City of Chandler Police 2023-24 Adopted Budget 372 Table of Contents City of Chandler Police 2023-24 Adopted Budget Police Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Police Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center Police Administration 2021-22 Actual Expenditures $ Professional Standards Property and Evidence 2022-23 Adopted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 2,654,503 $ 3,412,466 $ 3,602,251 $ 3,440,487 0.82 % 1,491,270 1,700,951 1,849,654 1,668,672 -1.90 % 475,948 464,822 643,355 499,316 7.42 % Forensic Services 2,489,932 2,548,165 2,725,354 2,898,580 13.75 % Field Operations 35,703,506 34,604,723 43,831,029 36,823,237 6.41 % Criminal Investigations 15,310,653 14,652,691 16,705,193 18,359,401 25.30 % Planning and Research 986,839 650,858 960,478 773,828 18.89 % Communications 5,266,224 6,231,483 7,062,947 7,050,193 13.14 % Police Technology 2,529,322 3,638,713 3,618,594 3,595,093 -1.20 % Records 1,713,071 1,871,794 2,066,056 2,068,021 10.48 % Detention Services 2,151,098 2,654,280 2,696,697 2,874,374 8.29 % Operational Support 13,230,145 11,703,690 14,768,449 13,594,564 16.16 % Police Capital 2,973,597 8,857,187 1,026,737 10,955,939 23.70 % $ 86,976,108 $ 92,991,823 $ 101,556,794 $ 104,601,705 12.48% $ 74,071,117 $ 72,819,219 $ 87,473,299 $ 80,730,145 Total Expenditures by Category Personnel & Benefits Total Personnel (1) - 71,541,601 86,195,681 79,897,623 11.68 % (1) - 1,277,618 1,277,618 832,522 -34.84 % Operating & Maintenance 9,931,392 11,315,417 13,056,758 12,915,621 14.14 % Capital - Major 2,973,597 8,857,187 1,026,737 10,955,939 23.70 % 86,976,108 $ 92,991,823 $ 101,556,794 $ 104,601,705 12.48% 2021-22 Revised 2022-23 Adopted Ongoing One-time Total Staffing by Cost Center $ 2022-23 Revised % Change Adopted to Adopted 2023-24 Adopted Police Administration 10.000 10.000 10.000 11.000 10.00 % Professional Standards 7.000 7.000 6.000 7.000 0.00 % Property and Evidence 5.000 5.000 5.000 5.000 0.00 % Forensic Services 21.000 21.000 21.000 21.000 0.00 % Field Operations 195.000 197.000 190.000 190.000 -3.55 % Criminal Investigations 89.000 89.000 103.000 103.000 15.73 % Planning and Research 5.000 5.000 6.000 6.000 20.00 % Communications 46.000 47.000 47.000 47.000 0.00 % Police Technology 21.000 23.000 16.000 18.000 -21.74 % Records 24.000 24.000 24.000 24.000 0.00 % Detention Services 13.000 13.000 13.000 14.000 7.69 % Operational Support 71.000 73.000 73.000 74.000 1.37 % Total 507.000 514.000 514.000 520.000 1.17% (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 373 Table of Contents City of Chandler Police 2023-24 Adopted Budget 2022-23 Accomplishments Ø 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, 2022’s crime rate was one of the lowest ever recorded in Chandler. Ø Volunteers in the Volunteers in Policing program donated 6,722 hours of service valued at $182,435 in calendar year 2022. Ø The Commission on Accreditation for Law Enforcement Agencies (CALEA) remotely reviewed and assessed forty-six standards to substantiate ongoing compliance as part of the department’s accreditation process. Ø The Communications Section completed their triennial Agency Training recertification process with the Association of Public-Safety Communications Officials (APCO) International. Ø The Forensic Services Section’s international accreditation was approved; this continuation signifies our commitment to operating in conformance with accreditation requirements. Ø Purchased an evidence freezer with ARPA funds for the Property and Evidence facility, adding an additional 1,900 cubic feet of freezer space. Ø The Property and Evidence Unit impounded over 14,000 items and released or destroyed over 20,000 items. Ø Furnished four wellness rooms and implemented a new wellness program using modern neuroscience to maximize a person’s brain function and resilience. Ø Embedded a crisis counselor into the Communications Section to assist callers experiencing mental crisis and educate staff on how to handle behavioral health calls to provide an alternative to an officer responding. Ø Enhanced the drone program by adding three additional drones equipped to operate in extreme temperatures to assist with accident reconstruction and nighttime patrol operations, with a total of fifteen drones operated by twelve pilots in the drone program. Ø Completed Police Main Station security enhancements as identified in the Police Department Facilities Master Plan for more efficient service delivery, including exterior lighting upgrades, shatter resistant window film, additional fencing, and higher gates around the secure parking area. Ø Initiated deployment of new portable radios to patrol officers, including real time GPS tracking, enhanced emergency button activation mapping, real time crime center integrations, and SmartConnect technology allowing the radio to remain seamlessly in contact when out of range of the conventional radio network. Ø Implemented infrastructure enabling handheld and vehicle radios using cellular and radio frequencies to be updated easily over Wi-Fi. Ø The Training Unit partnered with the Chandler Fire Department to develop and conduct a combined critical incident response training focused on a comprehensive joint response to a mass casualty event. Ø Established a Significant Incident Training Review Committee to evaluate the effectiveness of department training and ensure training concepts are being applied. The review of tactics, techniques, and equipment used during significant incidents will identify examples of properly applied training as well as area of improvement. Ø Awarded a grant from the border security fund through the Arizona Department of Military Affairs for nearly $500K to allow us to acquire cutting-edge surveillance and investigative technology, and fund personnel to work complex human sex trafficking operations. 374 Table of Contents City of Chandler Police 2023-24 Adopted Budget Police Administration - 2010 Police Administration provides leadership and resources for the accomplishment of the department's mission of public safety for the residents of Chandler. 2023-24 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: t Respond to emergency (Priority 1) calls for service in 5 minutes or less. t Respond to urgent (Priority 2) calls in 5 minutes or less. t 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. t Maintain less than one sustained external resident complaint per 10,000 population. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Emergency (Priority 1) median response time (1) (min:sec) 4:28 4:14 5:00 4:20 5:00 Urgent (Priority 2) median response time (1) (min:sec) 5:52 5:32 5:00 5:35 5:00 Part 1 Violent Crimes per 1,000 population 1.9 2.0 2.0 1.8 2.0 Part 1 Property Crimes per 1,000 population 17.5 17.9 32.0 17.5 32.0 Number of sustained external resident complaints per 10,000 population 0.07 0.61 1.00 0.34 0.19 (1) 2020-21 Actual measures reflect the average response times. Effective FY 2021-22, these measures reflect the median response times. * 2022-23 Year 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 Police 2023-24 Adopted Budget Police Administration - 2010 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ Ongoing* 1,851,052 $ - One-time* 2,184,708 $ 2,016,188 $ 2,026,000 $ 2,349,957 7.56 % 2,180,080 2,011,560 2,021,372 2,349,957 7.79 % -100.00 % - 4,628 4,628 4,628 - Professional/Contract 41,876 136,059 136,059 100,400 161,400 18.63 % Operating Supplies 257,458 515,370 658,289 717,046 401,820 -22.03 % Repairs/Maintenance 170,884 268,323 268,323 210,065 215,000 -19.87 % Communications/Transportation 27,665 41,931 41,931 20,550 45,140 7.65 % - 1,250 1,250 - 1,000 -20.00 % Insurance/Taxes Other Charges/Services 255,839 144,825 487,015 518,190 146,170 0.93 % Machinery/Equipment 49,727 105,000 105,000 - 105,000 0.00 % Office Furniture/Equipment 15,000 24,687 10,000 15,000 0.00 % Total Cost Center - 2010 $ 2,654,503 $ - 3,412,466 $ 3,738,742 $ 3,602,251 $ 3,440,487 0.82% General Fund $ 2,505,403 $ 2,662,466 $ 2,855,261 $ 2,925,205 $ 2,690,487 107,975 750,000 786,949 500,000 750,000 Police Forfeiture Fund Grant Fund** 41,125 Grand Total $ 2,654,503 $ 3,412,466 $ 96,532 177,046 3,738,742 $ 3,602,251 $ 3,440,487 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant Police Chief 2 2 2 2 3 3 Management Assistant 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Police Chief 1 1 1 1 1 1 Police Digital Media Creator 2 2 2 2 2 2 Police Officer 1 1 1 1 1 1 Police Sergeant 1 1 1 1 1 1 Public Information Officer 0 0 0 0 0 1 Senior, Administrative Assistant 1 1 1 1 0 0 Total 10 10 10 10 10 11 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Senior, Administrative Assistant position transferred to cost center 2050, Planning and Research, and one Assistant Police Chief position transferred from cost center 2080, Operational Support, and was reclassified from Police Officer. Effective July 1, 2023, one Public Information Officer position is added along with associated ongoing increases in operations and maintenance funding. FY 2023-24 reflects ongoing funding for operational budget increases for example; animal control services, software cost increases and regional wireless cooperative costs. Additionally, FY 2023-24 reflects one-time General Fund appropriation for weapons proceeds fund expenditures and other one-time appropriation related to forfeiture fund expenditures. 376 Table of Contents City of Chandler Police 2023-24 Adopted Budget Professional Standards - 2015 The Professional Standards Section is responsible for the recruitment, selection, and hiring of department personnel; and the coordination of Internal Affairs investigations. 2023-24 Performance Measurements Goal: Instill resident 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: t Conduct regularly scheduled inspections and audits as directed by the Chief of Police to assess the procedural quality control for both departmental and accreditation standards to include yearly policy review and proofs of compliance. t Develop a recruitment plan for attracting both in-state and out-of-state qualified applicants for all positions within the department. t Provide a professional and timely selection and hiring process for applicants applying for positions with the department. t Maintain a 100-day or less hiring process for sworn personnel. t Provide fair, impartial, and timely coordination and investigation of internal and external complaints against department employees. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of special inspections/audits 24 17 23 18 23 Number of recruitment events (1) 6 22 21 50 21 Average number of days for hiring process for sworn (2) positions 77 93 100 93 100 (1) 2020-21 Actual was reduced due to COVID-19 social distancing requirements. (2) The volume of applicants has increased, which in turn has increased the number of days in the hiring process. Additionally, a higher percentage of applicants are either not passing background checks or meeting our qualifications. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 377 Table of Contents City of Chandler Police 2023-24 Adopted Budget Professional Standards - 2015 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,381,506 $ Ongoing* One-time* 1,559,567 $ 1,455,091 $ 1,552,164 $ 1,492,788 -4.28 % - 1,112,217 1,007,741 1,104,814 1,122,182 0.90 % -17.16 % - 447,350 447,350 447,350 370,606 Professional/Contract 51,364 14,040 55,629 52,600 14,240 1.42 % Operating Supplies 923 2,865 2,865 3,700 3,365 17.45 % Repairs/Maintenance 210 3,850 3,850 500 3,850 0.00 % Communications/Transportation 5,671 6,347 6,347 6,000 8,647 36.24 % Other Charges/Services 51,595 114,282 225,593 234,690 145,782 27.56 % -1.90% Total Cost Center - 2015 $ 1,491,270 $ 1,700,951 $ 1,749,375 $ 1,849,654 $ 1,668,672 General Fund $ 1,465,960 $ 1,700,951 $ 1,744,685 $ 1,844,964 $ 1,668,672 4,690 4,690 1,749,375 $ 1,849,654 $ Grant Fund** 25,310 Grand Total $ 1,491,270 $ 1,700,951 $ 1,668,672 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 1 1 1 1 1 Police Accreditation and Compliance Coordinator 1 1 0 0 0 0 Police Lieutenant 1 1 1 1 1 1 Police Officer 3 3 3 3 2 2 Police Sergeant 2 2 2 2 2 2 Polygraph Examiner 0 0 0 0 0 1 Total 8 8 7 7 6 7 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Police Officer position transferred to cost center 2080, Operational Support. Effective July 1, 2023, one Polygraph Examiner position is added along with associated ongoing increases in operations and maintenance funding. FY 2023-24 reflects ongoing appropriation for Recruiting & Academy Costs FY 2023-24 reflects one-time continued funding for four background investigators (to expedite recruiting) and one Crime and Intelligence Analyst 378 Table of Contents City of Chandler Police 2023-24 Adopted Budget Property and Evidence - 2020 The Property and Evidence Unit 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. 2023-24 Performance Measurements Goal: Intake, process, store, and safeguard items of evidence, found property, and items held for safekeeping. Ensure 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: t Prepare/schedule disposition of property within 30 days of court/officer approval in 98% of cases. t Conduct two charity bike giveaways per year. t Conduct monthly property destruction as scheduled. t Maintain an inventory error rate of 3.0% or less for all property and evidence stored. Measures 2020-21 Actual Prepare/schedule disposition of property within 30 days of approval Number of bike giveaways conducted Months of property destruction Inventory error rate 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 100% 100% 98% 98% 98% 2 2 2 2 2 12 12 12 12 12 0.1% 0.8% 3.0% 0.4% 3.0% * 2022-23 Year 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 Police 2023-24 Adopted Budget Property and Evidence - 2020 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ Ongoing* 442,616 $ - One-time* 435,660 $ 635,114 $ 599,565 $ 470,654 8.03 % 435,660 635,114 599,565 470,654 8.03 % - - - - - N/A Professional/Contract 4,822 10,100 10,100 5,500 9,600 -4.95 % Operating Supplies 21,500 12,647 29,147 32,400 13,147 3.95 % Repairs/Maintenance 6,351 4,325 4,325 5,000 4,325 0.00 % Communications/Transportation 214 1,200 1,200 300 700 -41.67 % Other Charges/Services 445 890 890 590 890 0.00 % 7.42% Total Cost Center - 2020 $ 475,948 $ 464,822 $ 680,776 $ 643,355 $ 499,316 General Fund $ 382,200 $ 464,822 $ 504,683 $ 494,790 $ 499,316 176,093 148,565 680,776 $ 643,355 $ Grant Fund** 93,748 Grand Total $ 475,948 $ 464,822 $ 499,316 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 1 1 1 1 1 Supervisor, Property & Evidence 1 1 1 1 1 1 Technician, Property & Evidence 3 3 3 3 3 3 Total 5 5 5 5 5 5 Position Title Significant Budget and Staffing Changes There were no significant budget changes for FY 2023-24. 380 Table of Contents City of Chandler Police 2023-24 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. 2023-24 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: t Complete all requests for blood alcohol analysis within 30 days in 95% of all cases. t Complete all requests for controlled substances analysis within 60 days in 95% of all cases. t Complete all crime scene analysis reports within 14 days in 95% of all cases. (1) t Complete all requests for latent print analysis within 90 days in 95% of all cases. Measures Percentage of requests for blood alcohol analysis completed within 30 days Percentage of requests for controlled substances analysis completed within 60 days Percentage of crime scene analysis report requests completed within 14 days Percentage of requests for latent print analysis (1) completed within 90 days 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (2) 77% 95% 45% 95% (3) 44% 95% 35% 95% 99% 93% 95% 95% 95% N/A N/A N/A 70% 95% 72% 23% (1) New objective and measure added FY 2022-23. (2) 2020-21 Actual, 2021-22 Actual, and 2022-23 Year End Estimate decreased due to an increase in caseload submissions. (3) 2020-21 Actual, 2021-22 Actual, and 2022-23 Year End Estimate decreased due to an increase of analytical time for hazardous substances (e.g., Fentanyl) and complexity of caseload submissions. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 381 Table of Contents City of Chandler Police 2023-24 Adopted Budget Forensic Services - 2021 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,258,730 $ 2,661,532 $ 2,468,980 $ 2,531,180 12.06 % Ongoing* $ - 2,258,730 2,661,532 2,468,980 2,531,180 12.06 % One-time* - - - - - N/A Professional/Contract 2,530 9,239 9,239 2,500 7,704 -16.61 % Operating Supplies 71,692 77,259 151,156 74,224 77,259 0.00 % Repairs/Maintenance 132,400 153,325 165,261 155,000 209,525 36.65 % 4,372 6,620 6,620 3,500 7,420 12.08 % (79) - - - - N/A Other Charges/Services 25,164 42,992 42,992 21,150 42,992 0.00 % Machinery/Equipment 298 - - - 22,500 N/A Street Improvements 14 - - - - N/A Capital Replacement 30 - - - - N/A 13.75% Communications/Transportation Insurance and Taxes 2,253,525 $ Total Cost Center - 2021 $ 2,489,932 $ 2,548,165 $ 3,036,800 $ 2,725,354 $ 2,898,580 General Fund $ 2,348,299 $ 2,548,165 $ 2,697,817 $ 2,499,700 $ 2,898,580 338,983 225,654 3,036,800 $ 2,725,354 $ Grant Fund** 141,633 Grand Total $ 2,489,932 $ 2,548,165 $ 2,898,580 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant, Forensic Science 1 1 1 1 1 1 Lead, Crime Scene Technician 2 2 2 2 2 2 Principal, Forensic Scientist 5 5 5 5 5 5 Senior Manager, Forensic Services 1 1 1 1 1 1 Senior Technician, Crime Scene 10 10 10 10 10 10 Supervisor, Crime Scene 1 1 1 1 1 1 Supervisor, Forensic Science 1 1 1 1 1 1 Total 21 21 21 21 21 21 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects one-time funding to update digital fingerprinting equipment and an additional system to cover all three police stations. 382 Table of Contents City of Chandler Police 2023-24 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 residents work to identify and resolve problems. The Field Operations Division coordinates the Volunteers in Policing Program, and unsheltered resident and animal welfare assistance. 2023-24 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 Objectives: t Develop and communicate effective directed enforcement plans for each district on an ongoing basis to address (1) public safety issues and achieve departmental strategic goals. t Conduct outreach and engagement activities that promote community involvement and enhance the Community (1) Oriented Policing program. (2) t Respond to calls for service generated by citizens and officer initiated calls for service. (2) t Seize illegal weapons and drug related items. (3) t Coordinate departmental volunteer activity to enhance resident interaction and service to our community. 2020-21 Actual Measures 2021-22 Actual Number of directed enforcement plans developed to address public safety issues and achieve departmental (1) strategic goals 672 Number of community outreach and engagement (1)(2) activities 146 (4) (2) Number of citizen generated calls for service (2) Number of officer initiated calls for service N/A 2023-24 Projected N/A 382 350 N/A N/A 62,917 62,211 N/A 60,000 61,000 26,622 27,483 N/A 30,000 32,500 1,788 1,343 N/A 1,400 1,500 (4) 6,058 8,000 8,000 8,000 (2) (3) 875 2022-23 Year End Estimate* (4) Number of seized illegal weapons and drug related items Number of volunteer hours donated 978 2022-23 Projected 6,284 (1) Objectives and measures discontinuing effective 2022-23. (2) New objective and measures effective 2023-24 historical data provided where available. (3) Volunteer program moved from Cost Center 2080 effective FY2023-24, historical data included for comparative purposes.. (4) 2020-21 Actuals were reduced due to COVID-19 social distancing requirements * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 383 Table of Contents City of Chandler Police 2023-24 Adopted Budget Field Operations - 2030 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 30,380,872 $ 40,476,509 $ 39,605,760 $ 32,581,244 Ongoing* $ 31,868,209 $ - 29,860,217 39,955,854 39,085,105 32,366,396 7.24 % 8.39 % One-time* - 520,655 520,655 520,655 214,848 -58.74 % Professional/Contract 90,918 44,811 175,192 70,275 51,811 15.62 % Operating Supplies 1,890,044 2,021,253 2,130,861 1,963,766 2,087,406 3.27 % Repairs/Maintenance 77,844 86,318 86,318 75,150 140,446 62.71 % Communications/Transportation 24,206 21,689 24,102 19,613 23,089 6.45 % Insurance/Taxes 24,545 26,294 26,294 25,000 27,794 5.70 % Other Charges/Services 20,323 18,679 18,679 15,000 21,179 13.38 % Machinery/Equipment 205,647 412,000 603,323 463,658 243,617 -40.87 % Capital Replacement 1,501,755 1,592,807 1,592,807 1,592,807 1,646,651 3.38 % Total Cost Center - 2030 $ 35,703,506 $ 34,604,723 $ 45,134,085 $ 43,831,029 $ 36,823,237 6.41% General Fund $ 34,737,867 $ 34,604,723 $ 39,527,839 $ 39,009,094 $ 36,823,237 5,606,246 4,821,935 45,134,085 $ 43,831,029 $ Grant Fund** 965,639 Grand Total $ 35,703,506 $ 34,604,723 $ 36,823,237 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 7 6 5 5 5 5 Assistant, Fleet Services 1 1 1 1 1 1 Manager, Police Operations 0 1 1 1 1 1 Position Title Police Commander 2 3 3 3 3 3 Police Lieutenant 10 10 10 10 10 10 Police Officer 152 152 152 152 144 144 Police Sergeant 18 18 18 18 18 18 Police Volunteer Coordinator 0 0 0 0 1 1 Quartermaster 1 1 1 1 1 1 Senior Police Communications Technician 1 1 0 0 0 0 Senior Technician, Fleet Services 0 0 1 1 1 1 Senior Technician, Law Enforcement 0 1 1 3 3 3 Total 194 196 195 197 190 190 Significant Budget and Staffing Changes During FY 2022-23, eight Police Officer positions transferred to cost center 2080, Operational Support and one Police Volunteer Coordinator position transferred from cost center 2080, Operational Support. 384 Table of Contents City of Chandler Police 2023-24 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, technology, 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. 2023-24 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: t Maintain a clearance rate of at least 70% for all cases assigned to the Criminal Investigations Bureau. t Ensure quality, complete, and thorough investigations are being submitted for criminal prosecution. t Routinely analyze and address crime trends with proactive investigative strategies. t Decrease violent gang activity and current crime trends through education, enforcement, and suppression. t Cleared or investigated 90% of all vice, drug, and organized crime tips and leads (VDOs) within 30 days. t Provide a minimum of 20 hours per month developing threat vulnerability assessments of critical infrastructure and (1) key resources. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Criminal Investigations clearance rate 76% 78% 70% 76% 70% Percentage of submitted cases requiring no further investigation 89% 90% 90% 90% 90% Number of special projects in response to crime trends 75 75 75 75 75 Number of gang and crime awareness presentations 20 30 20 30 20 90% 80% 90% 80% 90% N/A 20 20 20 20 Percent of all VDO’s cleared or investigated within 30 days Average monthly hours developing threat vulnerability assessments of critical infrastructure (1) and key resources (1) Effective FY 2020-21, the Fire Department transferred responsibility for performing threat vulnerability assessments to the Police Department. See cost center 2240, Prevention and Preparedness, in the Fire Department, for historical detail. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 385 Table of Contents City of Chandler Police 2023-24 Adopted Budget Criminal Investigations - 2040 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 14,338,404 $ 16,453,495 $ 15,914,687 $ 17,803,275 Ongoing* $ - 14,156,006 16,271,097 15,732,289 17,702,980 25.06 % One-time* - 182,398 182,398 182,398 100,295 -45.01 % Professional/Contract 14,663,611 $ 24.16 % - 1,225 1,225 - 1,225 0.00 % Operating Supplies 69,791 32,685 186,714 500,369 62,389 90.88 % Repairs/Maintenance 220,959 126,753 126,753 128,908 292,413 130.70 % Communications/Transportation 66,199 53,328 53,328 49,754 71,663 34.38 % 750 2,750 2,750 6,000 2,750 0.00 % Other Charges/Services 135,211 97,546 104,246 105,475 125,686 28.85 % Machinery/Equipment 147,499 - 190,000 - - N/A Insurance/Taxes Office Furniture/Equipment - N/A Total Cost Center - 2040 $ 15,310,653 $ 6,634 14,652,691 $ - 17,118,511 $ - 16,705,193 $ - 18,359,401 25.30% General Fund $ 18,323,901 14,774,771 $ 14,557,356 $ 15,958,997 $ 15,862,700 $ General Fund-Domestic Violence 35,500 35,500 35,500 35,500 Grant Fund** 500,383 59,835 1,124,014 806,993 15,310,653 $ 14,652,691 $ 17,118,511 $ 16,705,193 $ Grand Total $ 35,500 18,359,401 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 2 2 2 2 2 2 Analyst, Crime and Intelligence 0 0 0 0 1 1 Police Commander 1 1 1 1 1 1 Police Lieutenant 3 3 3 3 4 4 Police Officer 61 61 66 66 72 72 Police Sergeant 11 11 12 12 13 13 Senior Program Manager, Victim Services 1 1 1 1 1 1 Senior Technician, Law Enforcement 2 2 1 1 2 2 Specialist, Law Enforcement 3 3 0 0 3 3 Supervisor, Crime Analysis 0 0 0 0 1 1 Victim Advocate 3 3 3 3 3 3 Total 87 87 89 89 103 103 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Analyst, Crime and Intelligence position, one Senior Technician, Law Enforcement position, three Specialist, Law Enforcement positions, one Supervisor, Crime Analysis position transferred from cost center 2065, Technology, and one Police Lieutenant, six Police Officer positions, and one Police Sergeant positions transferred from cost center 2080, Operational Support. 386 Table of Contents City of Chandler Police 2023-24 Adopted Budget Planning and Research - 2050 The Planning and Research Section is responsible for the department’s budget, grant, and forfeiture fund administration, facilities planning and maintenance, capital improvement program planning, strategic planning, deployment and efficiency analyses, special project research, and accreditation compliance and coordination. 2023-24 Performance Measurements Goal: Administer department financial resources, perform analysis and research, and provide planning services for the effective and efficient operation of the department. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health; Connected and Mobile Community Objectives: t Perform ongoing budget monitoring analysis. t Prepare and/or process grant applications, IGAs, MOUs, and similar contracts for the department. t Perform ongoing staff deployment and efficiency studies. (1) t Research and apply for grant opportunities. (1) t Monitor and complete all requirements in accordance with grant guidelines. 2020-21 Actual Measures 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (2) 234 150 200 200 Number of grants/IGAs/MOUs prepared 24 16 35 25 25 Number of deployment and efficiency studies performed 48 61 50 40 40 $1,293,440 $786,877 N/A $919,000 $919,000 $1,184,600 $767,620 N/A $919,000 $919,000 Number of budget monitoring reports performed Dollar value of grant applications Dollar value of grants awarded (1) (1) 230 (1) New grant related objectives and measures added effective FY 2023-24, historical data provided where available. (2) The increase in 2020-21 Actual is due to additional reporting resulting from social justice protests and the pandemic. * 2022-23 Year 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 Police 2023-24 Adopted Budget Planning and Research - 2050 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 593,348 $ 971,888 $ 928,328 $ 715,618 20.61 % Ongoing* $ - 593,348 971,888 928,328 715,618 20.61 % One-time* - - - - - N/A Professional/Contract 36,833 - - - - N/A Operating Supplies 8,094 19,340 19,340 5,050 16,190 -16.29 % Repairs/Maintenance 18,704 21,500 21,500 13,800 20,500 -4.65 % Communications/Transportation 4,037 6,000 6,000 4,000 8,000 33.33 % Other Charges/Services 913,540 $ 5,631 10,670 10,670 9,300 13,520 26.71 % Total Cost Center - 2050 $ 986,839 $ 650,858 $ 1,029,398 $ 960,478 $ 773,828 18.89% General Fund $ 822,463 $ 650,858 $ 688,487 $ 678,150 $ 773,828 340,911 282,328 1,029,398 $ 960,478 $ Grant Fund** 164,376 Grand Total $ - 986,839 $ 650,858 $ 773,828 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Crime and Intelligence 1 1 0 0 0 0 Management Analyst 1 0 0 0 0 0 Manager, Police Planning & Research 1 1 1 1 1 1 Senior Administrative Assistant 0 0 0 0 1 1 Senior, Management Analyst 0 0 1 1 1 1 Senior, Management Analyst 3 3 3 3 3 3 Specialist, Crime Analysis 2 3 0 0 0 0 Supervisor, Crime Analysis 1 2 0 0 0 0 Total 9 10 5 5 6 6 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Senior, Administrative Assistant position transferred from cost center 2010, Police Administration. 388 Table of Contents City of Chandler Police 2023-24 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. 2023-24 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: t Process calls for services. t Answer a minimum of 90% of all 9-1-1 calls within 15 seconds. t Answer a minimum of 95% of all 9-1-1 calls within 20 seconds. t Enter 85% of Priority 1 calls received through 9-1-1 into the system within one minute. This is Communications’ (1) effort in meeting the department 5-minute response times. (1) t Maintain a median queue of 30 seconds or less on Priority 1 calls for service (entered to dispatched). Measures Total call volume into the dispatch center 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 352,688 268,243 355,000 247,300 355,000 Percentage of 9-1-1 calls answered within 15 seconds 98% 89% 90% 98% 90% Percentage of 9-1-1 calls answered within 20 seconds 99% 90% 95% 99% 95% Percentage of Priority 1 calls received through 9-1-1 entered into the system within one minute of time (1) received 91% N/A (2) 85% N/A (2) N/A Median number of seconds in queue on Priority 1 (1) calls (entered to dispatched) 27 N/A (2) 30 N/A (2) N/A (1) Objectives and measures discontinued effective FY 2023-24. (2) Due to staffing shortages, the manual data collection for Priority 1 call entries is not available after FY 2020-21. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 389 Table of Contents City of Chandler Police 2023-24 Adopted Budget Communications - 2060 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 4,447,488 $ 5,300,373 $ 4,906,716 $ 4,957,526 11.47 % Ongoing* $ 3,720,603 $ - 4,447,488 5,300,373 4,906,716 4,957,526 11.47 % One-time* - - - - - N/A Professional/Contract 7,727 79,787 79,787 85,000 85,787 7.52 % Operating Supplies 70,081 31,817 27,971 28,884 30,086 -5.44 % Repairs/Maintenance 715,123 819,598 819,598 728,900 1,031,978 25.91 % 8,574 13,380 13,380 12,000 17,080 27.65 % - - - 750 - N/A Other Charges/Services 18,183 11,638 11,638 11,884 13,083 12.42 % Machinery/Equipment 416,843 481,963 943,001 943,001 551,213 14.37 % Communications/Transportation Insurance and Taxes Capital Replacement 309,091 345,812 345,812 345,812 363,440 5.10 % Total Cost Center - 2060 $ 5,266,224 $ 6,231,483 $ 7,541,560 $ 7,062,947 $ 7,050,193 13.14% General Fund $ 5,151,838 $ 6,231,483 $ 6,990,178 $ 6,716,231 $ 7,050,193 551,382 346,716 7,541,560 $ 7,062,947 $ Grant Fund** 114,386 Grand Total $ 5,266,224 $ 6,231,483 $ 7,050,193 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 1 1 1 1 1 1 Communications Technology Supervisor 0 0 0 1 0 0 Dispatcher 29 29 33 33 33 33 Emergency Call Taker 7 7 3 3 3 3 Police Communications Operations Supervisor 1 1 1 1 1 1 Senior Manager, Police Communications 1 1 1 1 1 1 Senior Manager, Police Communications Technology 0 0 0 0 1 1 Senior Specialist, Radio Communications 1 1 1 1 1 1 46 46 46 47 47 47 Position Title Total Significant Budget and Staffing Changes During FY 2022-23, one Communications Technology Supervisor position was reclassified to Senior Manager, Police Communications Technology. FY 2023-24 reflects one-time funding to continue the embedded crisis counselor contract in the 9-1-1 Communications Center. FY 2023-24 reflects ongoing and one-time funding to implement a Real Time Crime Center within the Communications Section. FY 2023-24 reflects ongoing funding for Quality Assurance and Self-Service Tools to innovate these services to cloudbased platforms. 390 Table of Contents City of Chandler Police 2023-24 Adopted Budget Police Technology - 2065 The Police Technology Section provides seamless integration of technology services, crime analysis, uniform crime reporting, investigative assistance, and strategies that support the department with carrying out the mission of public safety for the residents of Chandler. 2023-24 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 residents by utilizing agile, cost-effective, innovative, reliable, and secure technology. (1) Provide crime and disorder analysis in support of department members and the public. Supports Priority Based Budgeting Goal(s): Safe Community; Good Governance Objectives: t Maintain 99% availability of critical applications. t Provide training and resources to assist employees with use of critical applications within two weeks of request 90% of the time. t Provide technical, hardware, and application support to Records Management System (RMS) users 90% of the time within one business day. t Provide crime analysis services (tactical crime bulletins, statistical administrative reports, crime maps, etc.) t Produce monthly Uniform Crime Report according to federal and state standards and compile year-end report. Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected Percentage of time critical applications are available 99% 99% 99% 99% 99% Percentage of training and resources provided to employees within two weeks of request time 98% 98% 99% 95% 90% Percentage of RMS support requests responded to within one business day 96% 98% 98% 98% 98% Number of crime analysis products provided 1,009 2,053 (1) 1,500 2,700 1,500 Number of Uniform Crime Reports produced 10 (2) 12 12 12 (2) 14 (1) During FY 2021-22, Crime Analysis was restructured to two specialty units of strategic and tactical services with increased capacity to support departmental crime suppression and apprehension efforts. (2) During FY 2020-21, there was a transition from summary reporting to National Incident-Based Reporting System (NIBRS), which resulted in the delay of two months of reporting until FY 2021-22. * 2022-23 Year 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 Police 2023-24 Adopted Budget Police Technology - 2065 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,435,673 $ 2,794,733 $ 2,473,004 $ 2,148,975 Ongoing* $ 1,507,475 $ - 2,433,357 2,792,417 2,470,688 2,148,975 -11.77 % -11.69 % One-time* - 2,316 2,316 2,316 - -100.00 % Operating Supplies 162,230 82,856 82,856 82,265 73,369 -11.45 % Repairs/Maintenance 544,328 630,974 630,974 604,740 869,264 37.77 % Communications/Transportation 311,166 477,095 477,095 449,035 490,620 2.83 % 4,122 12,115 12,115 8,800 12,865 6.19 % -1.20% Other Charges/Services Total Cost Center - 2060 $ 2,529,322 $ 3,638,713 $ 3,997,773 $ 3,618,594 $ 3,595,093 General Fund $ 2,420,798 $ 3,638,713 $ 3,777,596 $ 3,436,090 $ 3,595,093 220,177 182,504 3,997,773 $ 3,618,594 $ Grant Fund** 108,524 Grand Total $ 2,529,322 $ 3,638,713 $ 3,595,093 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 0 0 1 1 1 1 Analyst, Business Systems Support 4 4 3 4 4 5 Analyst, Crime Intelligence 0 0 1 1 0 0 Associate Analyst, Business Systems Support 1 1 1 1 1 1 Police Sergeant 1 1 1 1 0 0 Senior Manager, Police Technology 1 1 1 1 1 1 Senior Specialist, Business Systems Support 1 1 1 1 1 2 Senior Technician, Law Enforcement 0 0 1 1 0 0 Specialist, Crime Analysis 3 2 5 5 5 5 Specialist, Law Enforcement 0 0 3 3 0 0 Supervisor, Business Systems Support 0 0 1 2 2 2 Supervisor, Crime Analysis 1 0 2 2 1 1 Total 12 10 21 23 16 18 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Police Sergeant position transferred to cost center 2080, Operational Support, one Supervisor, Crime Analysis position, one Senior Technician, Law Enforcement position, three Specialist, Law Enforcement positions, and one Analyst, Crime Intelligence position transferred to cost center 2040, Criminal Investigations. Effective July 1, 2023, one Analyst, Business Systems Support and one Senior Specialist, Business Systems Support positions are added along with associated ongoing increases in operations and maintenance funding. FY 2023-24 reflects ongoing and one-time funding for two new FTEs in Police Technology to support the information technology system and desktop support needs. FY 2023-24 reflects ongoing and One-time funding to transition current technology systems in the Forensic Services and Police Technology Sections to cloud-based systems. 392 Table of Contents City of Chandler Police 2023-24 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. 2023-24 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: t Process requests for report copies within 10 business days in 90% of all cases. t Validate the accuracy of records entered in the ACIC and NCIC information systems within set time limits 100% of the time. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Percentage of report copy requests processed within 10 business days 93% 84% 90% 87% 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: t Process requests for criminal histories by the end of the following shift in 98% of all cases. t Mail "Notice of Recovery" letters to auto theft victims within 24 hours of recovery in 98% of all cases. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Percentage of criminal histories completed by the end of the following shift 100% 100% 98% 98% 98% Percentage of recovery letters mailed to victim with 24 hours 99% 99% 98% 98% 98% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 393 Table of Contents City of Chandler Police 2023-24 Adopted Budget Records - 2070 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel $ 1,836,463 $ 2,188,006 $ 2,037,906 $ 2,027,990 10.43 % - 1,836,463 2,188,006 2,037,906 2,027,990 10.43 % One-time* - - - - - N/A Professional/Contract Services - - - - 4,500 N/A Operating Supplies 24,098 25,281 25,281 21,800 25,281 0.00 % Repairs/Maintenance 322 6,250 6,250 2,000 6,250 0.00 % Communications/Transportation 729 2,000 2,000 2,000 2,200 10.00 % Ongoing* Other Charges/Services 1,686,930 $ 1,800 1,800 2,350 1,800 0.00 % Total Cost Center - 2070 $ 1,713,071 $ 992 1,871,794 $ 2,223,337 $ 2,066,056 $ 2,068,021 10.48% General Fund $ 1,590,629 $ 1,871,794 $ 1,992,391 $ 1,872,150 $ 2,068,021 $ 1,713,071 $ Grant Fund** 122,442 Grand Total 1,871,794 $ 230,946 193,906 2,223,337 $ 2,066,056 $ 2,068,021 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Manager, Police Operations & Support 1 1 1 1 1 1 Representative, Police Records 19 19 19 19 19 19 Supervisor, Police Records 4 4 4 4 4 4 Total 24 24 24 24 24 24 Position Title Significant Budget and Staffing Changes There were no significant budget changes for FY 2023-24. 394 Table of Contents City of Chandler Police 2023-24 Adopted Budget Detention Services - 2071 Detention Services, 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. 2023-24 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: t Prisoners are delivered on time for court ordered appearances in 100% of all cases. t Complaints of mistreatment are promptly investigated, with no prisoners being mistreated. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Prisoners delivered on time for court ordered appearances 100% 100% 100% 100% 100% Percent of investigated complaints resulting in the finding of no mistreatment to prisoners 100% 100% 100% 100% 100% * 2022-23 Year 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 Police 2023-24 Adopted Budget Detention Services - 2071 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,142,217 $ 1,406,197 $ 1,498,064 $ 1,359,421 19.02 % Ongoing* $ - 1,142,217 1,406,197 1,498,064 1,359,421 19.02 % One-time* - - - - - N/A Professional/Contract 801,867 1,509,068 1,543,696 1,196,389 1,509,068 0.00 % Operating Supplies 2,298 1,495 1,495 744 2,035 36.12 % Communications/Transportation - 1,000 1,000 1,200 2,100 110.00 % Insurance and Taxes - - - - 750 N/A 1,050 500 500 300 1,000 100.00 % 8.29% Other Charges/Services 1,345,883 $ Total Cost Center - 2071 $ 2,151,098 $ 2,654,280 $ 2,952,888 $ 2,696,697 $ 2,874,374 General Fund $ 2,053,132 $ 2,654,280 $ 2,772,171 $ 2,566,633 $ 2,874,374 $ 2,151,098 $ Grant Fund** 97,966 Grand Total 2,654,280 $ 180,717 130,064 2,952,888 $ 2,696,697 $ 2,874,374 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 Position Title 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Detention Officer 0 0 11 11 11 11 Detention Officer - CDL 11 11 0 0 0 0 Police Detention Supervisor - CDL 2 2 0 0 0 0 Supervisor, Detention 0 0 2 2 2 3 Total 13 13 13 13 13 14 Significant Budget and Staffing Changes Effective July 1, 2023, one Supervisor, Detention position is added along with associated ongoing increases in operations and maintenance funding. 396 Table of Contents City of Chandler Police 2023-24 Adopted Budget Operational Support - 2080 The Operational Support Bureau includes the Patrol Enforcement, Traffic, and Training Sections. The Patrol Enforcement Section includes the School Resource Officer (SRO) Program, the Crime Prevention Unit, Park Ranger Unit, Cadet Program, Bike Unit, and the new Behavioral Health Unit. Each section strives to maximize residents’ 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 Section enhances motorist safety through directed enforcement initiatives. The Training Section coordinates and documents all training and coordinates the new health and wellness program for department personnel. 2023-24 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, and youth programs. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: t Support the SRO program in schools within the City. t Provide Law Related Education (LRE) instruction to students. t Provide Police Academies and youth programs to the community. (1) t Coordinate departmental volunteer activity to enhance resident interaction and service to our community. 2020-21 Actual Measures Number of schools within the City with an SRO Number of LRE hours taught (1) 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 10 11 12 11 12 (2) 2,295 2,800 3,500 3,000 1,109 Number of academies and youth programs Number of volunteer hours donated 2021-22 Actual (2) 5 15 15 7 (2) 6,058 8,000 8,000 N/A 0 6,284 (1) Volunteer program moved to cost center 2030, Field Operations, effective FY2022-23. (2) Academies and youth programs were reduced due to COVID-19 social distancing requirements. Goal: Provide training and maintain personnel training records. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t 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 2020-21 Actual Maintain AZ POST training standards 100% 2021-22 Actual 100% 2022-23 Projected 100% 2022-23 Year End Estimate* 2023-24 Projected 100% 100% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 397 Table of Contents City of Chandler Police 2023-24 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: t Encourage resident 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/resident solutions to neighborhood problems. t Promote traffic safety by conducting special public awareness events annually. t 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 2020-21 Actual 2021-22 Actual (1) Number of resident community meetings 21 Number of traffic safety and education special events conducted 21 Number of crime prevention program contacts 2022-23 Year End Estimate* 2022-23 Projected 105 150 2023-24 Projected 150 150 (1) 96 180 150 150 (1) 1,298 360 1,500 1,500 198 (1) Number of meetings, events, and contacts reduced due to COVID-19 social distancing requirements. 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: t Reduce traffic accidents and enhance traffic safety. t Maintain or reduce the accident rate at 14.0 per 1,000 population. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected Number of directed traffic enforcement (1) initiatives 447 313 (3) 455 Accidents per 1,000 population 12.4 15.4 14.0 (2) 2022-23 Year End Estimate* 2023-24 Projected (4) 2,000 14.1 14.0 1,700 (1) Focus is at high accident locations based on collision data. (2) Reduced traffic enforcement initiatives due to COVID-19. (3) New methodology tracking busy code, 2020-21 actual with new methodology is 148. (4) Traffic Enforcement busy code usage has increased, resulting in higher counts for future years. * 2022-23 Year 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 Police 2023-24 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: (1) t Maintain a Park Ranger Unit average of 13,000 park visits per year. t Conduct 2,000 hours per year of foot patrol through the parks for enforcement purposes. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Number of park visits per year 14,260 13,938 10,800 14,000 14,000 Number of park foot patrol hours per year 2,414 2,139 2,000 2,400 2,000 (1) Effective FY 2022-23, number of park visits per year increased from 10,800 to 13,000 * 2022-23 Year 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 Police 2023-24 Adopted Budget Operational Support - 2080 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 11,206,089 $ 15,194,113 $ 13,462,125 $ 12,291,517 Ongoing* $ - 11,085,818 15,073,842 13,341,854 12,144,744 9.55 % One-time* - 120,271 120,271 120,271 146,773 22.04 % Professional/Contract Services 12,436,167 $ 9.69 % 187 - - - 200,000 N/A Operating Supplies 500,510 400,062 738,451 1,193,654 999,683 149.88 % Repairs/Maintenance 68,489 23,478 23,478 21,220 28,778 22.57 % Communications/Transportation 51,328 20,459 20,459 21,400 17,124 -16.30 % Insurance/Taxes 1,959 6,750 6,750 3,750 7,500 11.11 % Other Charges/Services 75,357 46,852 72,267 66,300 49,962 6.64 % Machinery/Equipment 96,118 - 53,657 - - N/A Capital Replacement - N/A Total Cost Center - 2080 $ 13,230,145 $ 30 11,703,690 $ 16,109,175 $ 14,768,449 $ 13,594,564 16.16% General Fund $ 12,387,195 $ 11,703,690 $ 14,352,456 $ 13,772,071 $ 13,594,564 1,756,719 996,378 16,109,175 $ 14,768,449 $ Grant Fund** Grand Total 842,950 $ 13,230,145 $ - 11,703,690 $ - - 13,594,564 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. 400 Table of Contents City of Chandler Police 2023-24 Adopted Budget Operational Support - 2080 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrative Assistant 0 1 1 1 1 1 Assistant, Police Support Operations 1 1 1 1 1 1 Civilian Range Instructor 2 2 2 2 2 2 Lead, Park Ranger 0 0 1 1 1 1 Management Analyst 1 1 1 1 1 1 Park Ranger 5 5 4 4 4 4 Police Commander 1 1 1 1 1 1 Police Lieutenant 3 3 3 3 3 3 Police Officer 47 48 44 46 47 48 Police Sergeant 11 11 10 10 10 10 Police Volunteer Coordinator 1 1 1 1 0 0 Program Coordinator, Police Mental Health & Wellness 0 0 1 1 1 1 Senior Technician, Law Enforcement 1 0 0 0 0 0 Specialist, Crime Prevention 1 1 1 1 1 1 Total 74 75 71 73 73 74 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Police Officer position transferred to cost center 2010, Police Administration, and was reclassified to Assistant Police Chief, one Police Volunteer Coordinator position transferred to cost center 2030, Field Operations, six Police Officer positions, one Police Sergeant position, and one Police Lieutenant position transferred to cost center 2040, Criminal Investigations, one Police Officer position transferred from cost center 2015, Professional Standards, eight Police Officer positions transferred from cost center 2030, Field Operations, one Police Sergeant position transferred from cost center 2065, Police Technology, and one Police Officer position was reclassified to Police Lieutenant. Effective July 1, 2023, one Police Officer position is added along with associated ongoing increases in operations and maintenance funding. FY 2023-24 reflects one-time funding to equip all officers with new handgun optics, purchase rifle suppressors for the existing rifle program, rifle replacements for SWAT personnel, expanded support for Police Health and Wellness, including mental and physical health programs; and Educational Engagement pilot program with local schools. 401 Table of Contents City of Chandler Police 2023-24 Adopted Budget Police Capital - 2100 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services - $ - $ 874 $ - N/A Ongoing* Total Personnel $ - - - 874 - N/A One-time* - - - - - N/A Professional/Contract 22,931 540,000 1,241,183 107,665 270,000 -50.00 % Operating Supplies 347 - - - - N/A Repairs/Maintenance 4,821 - - 4,152 - N/A Other Charges/Services 581 - 116,000 8,757 - N/A - - 15,000 - - N/A Contingencies/Reserves - 5,171,187 - - 7,281,519 40.81 % Building/Improvements 1,411,433 - 2,739,724 345,598 - N/A 129.41 % Project Support Recharge** Machinery/Equipment Office Furniture/Equipment 15,166 $ 340,000 340,000 340,000 - 780,000 1,178,320 2,806,000 3,856,349 559,691 2,624,420 -6.47 % 23.70% Total Cost Center - 2100 $ 2,973,597 $ 8,857,187 $ 8,308,256 $ 1,026,737 $ 10,955,939 General Gov't Capital Projects Fund $ 2,945,388 $ 7,516,901 $ 6,995,670 $ 931,980 $ 9,468,110 28,209 1,340,286 1,312,586 94,757 1,487,829 - - - - Public Safety Bonds - Police Police Impact Fees Grand Total $ 2,973,597 $ 8,857,187 $ 8,308,256 $ 1,026,737 $ 10,955,939 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for FY 2023-24. FY 2023-24 reflects the carryforward of uncompleted project funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 402 Table of Contents 14 Public Works & Utilities • • • • • Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Public Works & Utilities Preservation, maintenance, and investment by a nationally accredited Public Works and Utilities Department ensure the reliability of our infrastructure. Innovative people and policies sustain our water and transportation resources as well. City of Chandler Public Works & Utilities 2023-24 Adopted Budget 404 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Public Works & Utilities Department Overview The table below depicts the breakdown by division for the Fiscal Year 2023-24 Public Works & Utilities Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Expenditures by Cost Center 2021-22 Actual Expenditures Public Works Administration $ 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 432,306 $ 422,673 $ 428,351 -0.91 % Capital Projects 1,352,491 785,418 772,318 723,220 -7.92 % Streets 9,840,488 10,329,663 11,972,421 10,919,367 5.71 % Streets Capital 36,033,250 150,910,018 13,310,283 230,281,387 52.60 % Traffic Engineering 5,453,275 5,832,402 5,906,371 5,965,160 2.28 % Street Sweeping 1,101,957 1,073,813 1,110,979 1,143,428 6.48 % Utilities Administration 751,539 1,414,946 1,429,198 1,291,871 -8.70 % Solid Waste Services 13,633,392 15,014,048 15,018,816 17,300,953 15.23 % Solid Waste Capital 371,670 $ 2022-23 Adopted Budget 215,146 1,886,048 66,434 2,465,733 30.74 % Recycling Solid Waste Collection Center 1,489,716 1,630,166 1,664,437 1,825,239 11.97 % Water Distribution 4,479,059 4,476,711 4,773,540 4,737,980 5.84 % Water Capital 24,401,536 84,517,622 13,767,772 130,786,361 54.74 % Water Treatment Plant 4,954,485 6,786,480 6,413,623 7,364,073 8.51 % Environmental Resources 8,610,645 9,063,841 9,128,192 10,844,812 19.65 % Water Quality 1,581,872 1,808,453 1,664,746 1,916,366 5.97 % Water Systems Maintenance 7,071,848 7,321,641 8,174,821 7,540,884 2.99 % San Tan Vista Water Treatment Plant 1,894,540 2,432,519 2,373,500 2,612,519 7.40 % 973,452 2,188,771 2,118,475 2,189,815 0.05 % Wastewater Collection 1,800,781 2,982,848 2,769,734 3,594,692 20.51 % Wastewater Capital 31,654,687 211,483,776 20,980,680 279,700,944 32.26 % Ocotillo Brine Reduction Facility 7,754,687 10,188,812 9,237,942 11,186,876 9.80 % Lone Butte Wastewater Treatment Facility 740,611 1,415,372 913,242 1,432,274 1.19 % Wastewater Quality 711,750 757,258 639,002 787,978 4.06 % 8,198,501 9,660,204 13,661,577 9,965,072 3.16 % 6,770,976 7,619,293 9,123,096 7,867,734 3.26 % $ 181,842,354 $ 552,012,429 $ 157,413,872 $ 754,873,089 36.75% Meter Services Airport Water Reclamation Facility Ocotillo Water Reclamation Facility Total Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing (1) One-time $ 26,548,201 $ 30,320,499 $ 30,451,431 $ 33,053,023 26,548,201 30,066,615 30,197,547 32,943,864 9.57 % -57.00 % - 253,884 253,884 109,159 Operating & Maintenance 62,989,534 72,894,466 78,837,272 78,585,641 7.81 % Capital - Major 92,304,619 448,797,464 48,125,169 643,234,425 43.32 % $ 181,842,354 $ 552,012,429 $ 157,413,872 $ 754,873,089 36.75% Total (1) Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 405 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget 2021-22 Revised Staffing by Cost Center 2022-23 Adopted 2022-23 Revised 2023-24 Adopted % Change Adopted to Adopted Public Works Administration 2.500 2.500 2.500 2.500 0.00 % Capital Projects 18.000 20.000 20.000 20.000 0.00 % Streets 39.500 39.500 39.500 39.500 0.00 % Traffic Engineering 18.000 18.000 18.000 18.000 0.00 % Street Sweeping 9.000 9.000 9.000 9.000 0.00 % Utilities Administration 7.500 7.500 7.500 8.500 13.33 % Solid Waste Services 12.800 12.800 12.800 12.800 0.00 % Recycling Solid Waste Collection Center 9.400 9.400 9.400 9.400 0.00 % Water Distribution 28.000 28.000 28.000 28.000 0.00 % Water Treatment Plant 13.500 13.500 13.500 13.500 0.00 % Environmental Resources 7.800 7.800 8.800 7.800 0.00 % Water Quality 12.000 12.000 12.000 12.000 0.00 % Water Systems Maintenance 20.500 21.500 21.500 21.500 0.00 % Meter Services 10.500 10.500 9.500 9.500 -9.52 % Wastewater Collection 11.000 11.000 11.000 11.000 0.00 % Ocotillo Brine Reduction Facility 17.000 17.000 17.000 17.000 0.00 % Lone Butte Wastewater Treatment Facility 1.000 1.000 1.000 1.000 0.00 % Wastewater Quality 5.000 5.000 5.000 5.000 0.00 % Airport Water Reclamation Facility 28.000 26.000 26.000 26.000 0.00 % Ocotillo Water Reclamation Facility 20.500 21.500 21.500 21.500 0.00 % 291.500 293.500 293.500 293.500 0.00% Total 406 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget 2022-23 Accomplishments Ø Finalized roadway widening improvement project on Cooper Road (Alamosa Rd to Riggs Rd) Ø Capital Projects Division provided management oversight and administration of 175 contracts for 132 CIP projects valued at over $359 million and closed out 13 completed CIP contracts valued at $1.112 million. Ø Converted 13,800 street lights to LED. Ø Completed 4,240 streetlight outage repairs and preventative maintenance on 226 signalized intersections. Ø Maintained, replaced, or installed 1,900 new and existing traffic signs, and fabricated and installed new street name signs in 8 Fire Management Areas updating approximately 1,800 signs. Ø Maintained 275 centerline miles of roadway striping as well as 5,400 bike symbols and road markings. Ø Completed 140 miles of asphalt repaving, surface seal, and slurry rehabilitation treatments. Ø City sweepers swept 64,663 miles of City streets, disposed of 1,951 tons of sweeping debris, and responded to 146 calls from the Police Department and residents requesting a street sweeper to clean up after car accidents, gravel spills, concrete spills, and to remove other debris from the roadway. Ø Cleaned and brushed 300 miles of alleyways, hauled 1,593 tons of debris from the alleyways, and responded to over 64 calls for road spills, pothole patching, and miscellaneous requests. Ø Treated and delivered over 21.8 billion gallons of potable drinking water. Ø Treated and reclaimed 10 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities, 9.4 billion gallons of which were reused by our customers for irrigation and cooling. Ø Water conservation presentations were provided to 5,119 Chandler school children and 774 adults. Ø Provided 1,110 residential water audit and high-water use checks, 95 landscape consultations and 229 smart controller conversions for a total water savings of over 57.4 million gallons. Ø The Household Hazardous Waste (HHW) Collection Facility serviced over 2,300 residents who dropped off approximately 81,250 pounds of HHW. Approximately 18,610 pounds of HHW was reused and recycled, achieving a diversion rate of approximately 23%. Ø Monitored 41 permitted industries including 30 sampling events by Wastewater Industrial Pretreatment Program staff. Ø Replaced 31 potable water valves throughout the city and approximately 18,500 linear feet of new water mains in the Westwood Manor, Kington, and Chieftain Village areas. Ø Completed meter reading software system upgrade, 20,288 service orders, and 3,009 meter replacements. Ø Completed 42 miles of sewer cleaning and 15.6 miles of video inspection. Ø Awarded the 2023 APWA 2023 Project of the Year for the Chandler Heights Utility Relocation Project. Ø Awarded the 2023 APWA 2023 Project of the Year for the Cooper Road Improvement Project. Ø Completed ADA upgrades to 576 sidewalk/driveway locations and 590 corner ramps. Ø Performed 100 fire flow tests and preventative maintenance on 13,980 fire hydrants throughout the City. Ø Completed the exercising of 9,184 potable water and reclaimed water distribution valves. Ø Maintained 2,600 storm drain structures, removed and replaced 13 scupper decks. Ø Maintained 1,151 acres of non-landscape rights of way and retention basins. 407 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Respond to requests for information, assistance, complaints, and direction in a timely manner and keep residents informed of services, programs, and projects affecting them. Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected (1) 30 (1) 0.95 70 50 Number of resident requests 12 14 Percentage of customer service requests responded to within 5 days 80% 14% Number of public meetings with residents/ neighborhoods/businesses 46 2023-24 Projected (2) 20 15 (1) 0.95 70 70 5% (1) Lucity was not sending requests to the Management Assistant or sending them in a delinquent state. (2) Overall less Lucity requests from the public. 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: t 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 2020-21 Actual Number of agency and civic group meetings attended by City representatives 2021-22 Actual (3) 46 2022-23 Year End Estimate* 2022-23 Projected 70 (4) 125 80 2023-24 Projected 80 (3) Reduction in number of public meetings was due to COVID restrictions (4) This number is increased as COVID restrictions lessen and more in-person meetings become available. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 408 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Public Works Administration - 3010 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 338,888 $ 358,680 $ 359,300 $ 362,933 7.10 % Ongoing* $ - 338,888 358,680 359,300 362,933 7.10 % One-time* - - - - - N/A Professional/Contract 21,168 81,587 98,578 52,270 53,587 -34.32 % Operating Supplies 2,101 4,456 4,456 3,987 4,456 0.00 % Repairs/Maintenance 2,562 2,590 2,808 3,338 2,590 0.00 % Communications/Transportation 1,102 2,111 2,111 1,411 2,111 0.00 % Other Charges/Services 870 2,674 2,674 1,926 2,674 0.00 % Machinery and Equipment - - - 40 - N/A Office Furniture and Equipment - - - 401 - N/A 309 - - - - N/A -0.91% Capital Replacement 343,558 $ Total Cost Center - 3010 $ 371,670 $ 432,306 $ 469,307 $ 422,673 $ 428,351 General Fund $ 371,670 $ 432,306 $ 469,307 $ 422,673 $ 428,351 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant to the City Manager 1 0 0 0 0 0 Director, Public Works & Utilities 0.5 0.5 0.5 0.5 0.5 0.5 Management Assistant 1 1 1 1 1 1 Principal, Management Analyst 1 1 1 1 1 1 Total 3.5 2.5 2.5 2.5 2.5 2.5 Position Title Significant Budget and Staffing Changes FY 2023-24 includes one-time funding for on-call temporary services received since FY 2013-14. 409 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Process invoices from consultants and contractors in a timely manner. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t Assure that requests for payment by City consultants and contractors are processed within 10 working days of receipt. Measure 2020-21 Actual Percentage of payments processed within 10 working days of receipt by the Capital Projects staff 2021-22 Actual 92% 2022-23 Projected 90% 85% 2022-23 Year End Estimate* 85% 2023-24 Projected 85% Goal: Limit increases in construction costs of existing projects. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t 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 2020-21 Actual Percentage of aggregate project change orders limited to no more than 5% of original contract amount 2021-22 Actual 2% 2022-23 Projected 1% 5% 2022-23 Year End Estimate* 5% 2023-24 Projected 5% * 2022-23 Year 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 Public Works & Utilities 2023-24 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: t Respond to requests for information, assistance, and direction in a timely manner and keep residents informed of real estate projects and activities that affect them. 2020-21 Actual Measure Number of requests for real estate services (including telephone, in-person and multiple parcel job requests)/ Percentage responded to within 5 days 2021-22 Actual (1) 2022-23 Projected (1) 150 / 95% 159 / 95% 300/ 95% 2022-23 Year End Estimate* (1) 168 / 95% 2023-24 Projected 180/ 95% (1) 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: t Pursue and manage CIP property and land rights acquisition for no or low cost to the City. 2020-21 Actual Measures Cost savings based on land rights by real estate staff rather than by use of consultants Value of CIP right-of-way acquisitions 2021-22 Actual 2022-23 Projected $147,000 $77,000 $168,000 (2) (3) $12,922,394 $926,000 $7,443,000 (4) Sale of surplus land N/A 2022-23 Year End Estimate* 2023-24 Projected $245,000 $250,000 $3,513,000 $2,240,000 $700,000 $0 $2,940,000 $0 (2) Includes acquisition of 34 acres from Sisson North LLC, valued at $5,506,000. (3) Includes purchase of 14 apartment units for Housing/Neighborhood Resources , and Parking Garage on Oregon Street (4) New Measure effective FY 2021-22 based on yearly market conditions * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 411 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Capital Projects - 3025 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,494,394 $ 2,554,419 $ 2,438,851 $ 2,694,277 Ongoing* $ 1,293,302 $ - 2,399,076 2,459,101 2,343,533 2,585,118 8.01 % 7.75 % One-time* - 95,318 95,318 95,318 109,159 14.52 % Professional/Contract 153 2,917 2,917 4,672 2,917 0.00 % Operating Supplies 19,242 80,519 80,519 64,747 45,005 -44.11 % Repairs/Maintenance 5,443 2,512 2,512 2,423 2,512 0.00 % Communications/Transportation 10,224 21,130 21,130 21,634 22,255 5.32 % - 1,153 1,153 1,153 1,153 0.00 % 0.00 % Insurance/Taxes Other Charges/Services 7,721 8,183 8,183 12,586 8,183 - (1,923,082) (1,934,732) (1,881,824) (2,078,294) 8.07 % - 72,480 82,864 82,864 - -100.00 % Project Support Recharge** Machinery and Equipment Capital Replacement 16,406 25,212 25,212 25,212 25,212 0.00 % Total Cost Center - 3025 $ 1,352,491 $ 785,418 $ 855,827 $ 772,318 $ 723,220 -7.92% General Fund $ 1,352,491 $ 785,418 $ 855,827 $ 772,318 $ 723,220 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Administrator, Construction Program 0 0 0 0 1 1 Administrator, Real Estate 1 1 1 1 1 1 Engineer (PE) 2 2 3 4 4 4 Engineer Assistant 1 1 0 0 0 0 Management Assistant 0 0 2 2 2 2 Principal Engineer (PE) 2 2 2 2 1 1 Program Coordinator, Real Estate 1 1 1 1 1 1 Project Manager, Construction/Design 1 2 2 3 3 3 Project Manager, Construction/Design 2 2 2 2 2 2 Project Support Assistant 1 1 0 0 0 0 Senior Administrative Assistant 1 1 0 0 0 0 Senior Analyst, Construction Project Management 1 1 1 1 1 1 Senior Inspector, Civil Construction 1 1 1 1 1 1 Senior Manager, Engineering (PE) 1 1 1 1 1 1 Senior Specialist, Contract Compliance 1 1 1 1 1 1 Senior Specialist, Procurement 1 1 1 1 1 1 Total 17 18 18 20 20 20 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Principal Engineer position was renamed to Administrator, Construction Program. FY 2023-24 reflects ongoing funding for staff development along with one-time funding for the Real Estate Specialist that was funded as one-time in FY 2022-23. 412 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Provide a safe and well-maintained street, sidewalk, and curb/gutter system, thereby minimizing residents’ complaints and requests for maintenance. Supports Priority Based Budgeting Goal(s): Attractive Safe Community; Sustainable Economic Health Community; Connected and Mobile Community; Objectives: t Schedule mowing, weed cutting, and herbicide application of non-landscaped areas in a manner that will maintain their appearance and limit residents’ complaints. Maintain sidewalks, curbs, and gutters to minimize residents’ requests for maintenance. 2020-21 Actual Measures 2021-22 Actual 2023-24 Projected Number of complaints on non-landscaped areas and rights-of-way 0 2 1 1 1 Number of sidewalk maintenance requests 47 50 50 60 70 Number of curb/gutter maintenance requests 8 Number of street repairs/Pothole repair requests (1) 2022-23 Year End Estimate* 2022-23 Projected 64/ 174 9 15 (1) 60/ 160 45/55 7 (1) 60/30 14 (1) 70/40 Decreased in street repairs/pothole repair request due to proactive activity. Goal: Provide timely response to resident’s service requests for street, sidewalk, curb, and gutter repairs and maintenance. Supports Priority Based Budgeting Goal(s): Attractive Safe Community; Sustainable Economic Health Community; Connected Objective: t Complete maintenance work orders for streets, sidewalks, curbs, and gutters within: t 2 days for potholes t 18 days for street repairs t 3 days for safety repairs t t 30 days for sidewalk, curb, and gutter repairs Measures 2020-21 Actual Number of days to respond to residents service requests 2021-22 Actual and Mobile 15 days for ADA related requests 2022-23 Year End Estimate* 2022-23 Projected Community; 2023-24 Projected 2 2 2 2 2 Avg days to complete sidewalk work orders/Curb and gutter repair 2/2 2/2 2/2 2/2 2/2 Avg days to complete street repairs work orders/ Pothole repairs 6/1 6/1 6/1 6/1 6/1 * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 413 Table of Contents City of Chandler Public Works & Utilities 2023-24 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: t Place asphalt, slurry, and crack seal as needed for road repair. t Place concrete to repair damaged sidewalks, curbs, gutters, and drainage structures. t Inspect and clean scuppers, drains, and catch basins as needed. t Grade and place asphalt millings for alley maintenance Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition/ (1) Percentage in satisfactory condition 2,090 2,090 2,090 2,090 2,090 880/ 43% 920/48% 784/ 38% 780/37% 750/35% 684 690 837 752 775 74/ 13% 72/11% 69/ 8% 67/7% 69/8% 408 406 409 408 448 68/ 17% 70/18% 66/ 16% 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 Lane miles of paved roadway needing repaving, poor (2) condition Lane miles of street repaving performed/ Percentage of streets repaved (1) 63/14% (1) 61/13% Other Street Maintenance (2) 900 512 614 2,911,525 3,105,000 3,051,000 3,125,100 3,425,000 Square feet of concrete placed 30,600 11,520 Miles of unpaved alley graded/Miles of rehab alleys brushed 66/ 360 71/165 Tons of asphalt placed for pavement repair 701 Lineal feet of crack sealing Number of scuppers, drains, catch basins, and drywells (5) inspected/Number maintained (6) N/A / 3,930 384 (3) 33,000 25,000 30,600 (4) 60/ 360 50/175 50/195 2,600 3,000 (6) 3,064 N/A / 3,000 (1) As the street system ages, more streets will move from satisfactory condition to fair condition. (2) Street repaving includes street repaving, hot-in-place recycling, asphalt capping, and other major rehabilitation techniques. (3) Reduced square feet of concrete placed due to multiple vacancies on the concrete crew. (4) Reduced miles production due to several vacancies on the alley 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. * 2022-23 Year 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 Public Works & Utilities 2023-24 Adopted Budget Streets - 3300 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 3,728,317 $ 3,980,054 $ 3,306,294 $ 4,093,021 9.78 % Ongoing* $ 2,978,574 $ - 3,728,317 3,980,054 3,306,294 4,093,021 9.78 % One-time* - - - - - N/A Professional/Contract 1,720,434 1,651,350 2,185,259 2,256,364 2,876,350 74.18 % Operating Supplies 388,160 733,162 1,291,819 1,234,776 733,162 0.00 % Repairs/Maintenance 81,058 70,269 75,933 71,190 70,269 0.00 % Communications/Transportation 6,564 19,248 19,248 14,995 19,248 0.00 % Insurance/Taxes 8,431 16,500 16,500 12,000 16,500 0.00 % Rents/Utilities 755,426 837,170 866,756 837,170 837,170 0.00 % Other Charges/Services 71,081 89,937 144,382 139,194 89,937 0.00 % Contingencies/Reserves - 150,232 150,232 - 150,232 0.00 % Machinery/Equipment 46,302 9,268 9,268 9,268 9,268 0.00 % Street Improvements 3,636,393 2,876,145 3,943,105 3,943,105 1,876,145 -34.77 % Capital Replacement 148,065 148,065 148,065 148,065 148,065 0.00 % 5.71% Total Cost Center - 3300 $ 9,840,488 $ 10,329,663 $ 12,830,621 $ 11,972,421 $ 10,919,367 General Fund $ 6,532,877 $ 5,876,496 $ 7,160,866 $ 6,901,776 $ 6,132,141 3,278,042 4,453,167 5,640,105 5,070,645 4,787,226 29,569 - 29,650 - Highway User Revenue Fund Grant Fund Grand Total $ 9,840,488 $ 10,329,663 $ 12,830,621 $ 11,972,421 $ 10,919,367 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 415 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Streets - 3300 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Assistant Director, Public Works & Utilities 0 0 1 1 1 1 Landscape Maintenance and Design Coordinator 1 0 0 0 0 0 Lead, Street Maintenance - CDL 5 5 5 5 5 5 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) 2 2 2 2 2 2 Senior Manager, Transportation 1 1 1 1 1 1 Senior Program Manager, Streets Maintenance 0 0 1 1 1 1 Senior Specialist, Street Maintenance Projects 0 3 3 3 3 3 Senior Technician, Landscape Maintenance Services 2 2 2 2 2 2 Senior Technician, Street Maintenance - CDL 13 13 13 13 13 13 Senior, Management Analyst 1 1 1 1 1 1 Storm Water Program Specialist 1 0 0 0 0 0 Storm Water Programs Coordinator 1 0 0 0 0 0 Street Maintenance Coordinator 2 0 0 0 0 0 Street Maintenance Worker - CDL 1 1 0 0 0 0 Streets Project Manager 1 1 0 0 0 0 Supervisor, Street Maintenance - CDL 3 3 3 3 3 3 Position Title Technician, Street Maintenance - CDL Total 8 8 7 7 7 7 42.5 40.5 39.5 39.5 39.5 39.5 Significant Budget and Staffing Changes FY 2023-24 includes ongoing funding for an increase to expenses for the Landscape Maintenance Program. Additionally, FY 2023-24 reflects the elimination of the one-time funding for the Street Maintenance Program. 416 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Streets Capital - 3310 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services - $ - $ 14,606 $ - N/A Ongoing* Total Personnel $ - - - 14,606 - N/A One-time* - - - - - N/A Professional/Contract 1,487,265 7,910,600 12,112,093 797,567 5,843,462 -26.13 % Other Charges/Services 615,141 1,165,801 2,118,418 32,671 1,058,800 -9.18 % - 839,999 963,381 - 808,540 -3.75 % - 71,765,530 3,362,999 - 131,789,503 83.64 % (8,515) 1,107,600 2,738,028 2,500 921,200 -16.83 % Building/Improvements 298,318 47,065,488 46,572,819 42,209 87,359,671 85.61 % Machinery/Equipment Office 556,586 538,000 642,568 450,351 350,000 -34.94 % Furniture/Equipment 1,037,933 12,183,000 13,869,981 70,301 2,150,211 -82.35 % Street Improvements 31,591,892 8,284,000 64,881,338 11,895,094 - -100.00 % - 50,000 50,000 - - -100.00 % 98,642 - 4,224 - - N/A 13,310,283 $ 230,281,387 52.60% Project Support Recharge** Contingencies/Reserves Land/Improvements Park Improvements Water System Improvements 355,987 $ Total Cost Center - 3310 $ 36,033,250 $ 150,910,018 $ 147,315,849 $ Highway User Revenue Fund $ 6,377,007 $ Local Transportation Assistance Fund 18,867,119 $ 15,784,855 $ 968,286 $ 27,498,274 - - 83,549 - 83,549 General Gov't Capital Projects Fund 3,964,326 21,869,005 22,498,283 931,730 57,882,555 Street GO Bond Fund 11,745,771 20,159,958 20,260,042 4,727,969 45,837,879 84,272 2,161,375 2,081,452 90,209 3,371,243 4,837,409 45,780,071 44,382,929 3,311,217 42,387,792 9,024,465 42,072,490 42,224,739 3,280,872 53,220,095 Storm/Sewer GO Bond Fund Arterial Street Impact Fee Fund Grant Capital Fund Grand Total $ 36,033,250 $ 150,910,018 $ 147,315,849 $ 13,310,283 $ 230,281,387 *Ongoing and One-time Personnel Services detail not available for 2020-21 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 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 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 417 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Provide proper inspection and maintenance of all traffic signals. Supports Priority Safe Community Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; 2022-23 Year End Estimate* 2023-24 Projected Objective: t Complete inspections and preventative maintenance of all traffic signals annually. 2020-21 Actual Measure Total number of signalized intersections/ Percentage of signals inspected and maintained 2021-22 Actual 228/ 100% 238/ 100% 2022-23 Projected 235/ 100% 240/ 100% 243/ 100% Mobile Community; 2022-23 Year End Estimate* 2023-24 Projected Goal: To maintain street markings and traffic signs in accordance with federal and state standards. Supports Priority Safe Community Based Budgeting Goal(s): Attractive Community; Connected 2021-22 Actual 2022-23 Projected and Objectives: t Install and/or maintain traffic signs. t Repaint 100% of road markings annually. Measures 2020-21 Actual Number of signs installed or maintained to standards Number of centerline-miles of striping inventory/ Percentage repainted (1) 1,934 2,400 2,400 2,500 275/ 100% 275/ 100% 275/ 100% 275/ 100% 275/ 100% 1,785 (1) The decrease is due to reduced staffing levels for majority of FY 2020-21. (2) The projected number decrease is due to LED Conversion Program. * 2022-23 Year 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 Public Works & Utilities 2023-24 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: t Repair (or initiate underground repair) of streetlights within five working days. Measures 2020-21 Actual Number of streetlight repairs/ Percentage exceeding 5 work days 4,528/ 2% 2021-22 Actual 4,396/ 2% 2022-23 Projected 5,000/ 2% 2022-23 Year End Estimate* 2023-24 Projected 6,493/ 2% 5,800/ (1) 2% (1) An increase of streetlight replacements due to the Streetlight Pole Assessment Program (rusted poles) & additional accident streetlight knockdowns. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 419 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Traffic Engineering - 3330 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,667,389 $ 1,772,506 $ 1,722,000 $ 1,800,147 7.96 % Ongoing* $ 1,589,607 $ - 1,667,389 1,772,506 1,722,000 1,800,147 7.96 % One-time* - - - - - N/A Professional/Contract 617 2,292 10,165 5,300 2,292 0.00 % Operating Supplies 735,740 684,183 890,287 731,750 684,183 0.00 % Repairs/Maintenance 1,146 3,153 3,794 1,275 3,153 0.00 % Communications/Transportation 1,199 6,821 6,821 3,500 6,821 0.00 % Insurance/Taxes 66,666 7,000 8,437 40,000 7,000 0.00 % Rents/Utilities 2,930,398 3,264,208 3,264,208 3,256,908 3,264,208 0.00 % Other Charges/Services 7,224 12,200 17,933 8,960 12,200 0.00 % Contingencies/Reserves - 48,228 48,228 - 48,228 0.00 % Machinery/Equipment - 16,250 16,250 16,000 16,250 0.00 % 120,678 120,678 120,678 120,678 120,678 0.00 % 2.28% Capital Replacement Total Cost Center - 3330 $ 5,453,275 $ 5,832,402 $ 6,159,307 $ 5,906,371 $ 5,965,160 General Fund $ 1,800,445 $ 2,146,914 $ 2,322,568 $ 2,210,746 $ 2,170,327 3,652,830 3,685,488 3,836,739 3,695,625 3,794,833 5,453,275 $ 5,832,402 $ 6,159,307 $ 5,906,371 $ 5,965,160 Highway User Revenue Fund Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted City Transportation Engineer 1 0 0 0 0 0 Lead, Traffic Signals & Street Lights 1 1 1 1 1 1 Lead, Traffic Signs & Markings - CDL 1 1 1 1 1 1 Senior Engineer 2 0 0 0 0 0 Senior Technician, Street Lights 3 3 3 3 3 3 Senior Technician, Traffic Signals 3 3 4 4 4 4 Senior Technician, Traffic Signs & Markings - CDL 2 2 2 2 2 2 Signal Systems Analyst 2 0 0 0 0 0 Supervisor, Traffic Signals & Street Lights 1 1 1 1 1 1 Supervisor, Traffic Signs & Markings 1 1 1 1 1 1 Technician, Traffic Signals & Street Lights 2 2 2 2 2 2 Technician, Traffic Signs & Markings 3 3 3 3 3 3 Traffic Engineering Analyst 1 0 0 0 0 0 Position Title Traffic Engineering Specialist 2 0 0 0 0 0 Total 25 17 18 18 18 18 Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 420 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Keep streets clean to reduce the number of complaints regarding sweeping services. t Sweep at least 65,000 curb miles per year. t Maintain established schedules and service levels for various areas. t Arterial streets: once every two weeks t Residential streets: once per month t Downtown: twice per week 2020-21 Actual Measure Curb miles swept 70,055 2021-22 Actual (1) 64,885 2022-23 Projected 70,055 2022-23 Year End Estimate* 63,122 2023-24 Projected 65,000 (1) Employee Leave of Absence contribute to sweeping reductions. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 421 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Street Sweeping - 3350 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 792,378 $ 842,354 $ 828,506 $ 861,993 8.79 % Ongoing* $ 794,567 $ - 792,378 842,354 828,506 861,993 8.79 % One-time* - - - - - N/A Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services 419 940 940 940 940 0.00 % 236,270 188,435 191,789 189,185 188,435 0.00 % - 1,145 1,145 1,145 1,145 0.00 % 68 - - 178 - N/A 1,000 - - - - N/A 69,633 90,915 119,006 91,025 90,915 0.00 % Total Cost Center - 3350 $ 1,101,957 $ 1,073,813 $ 1,155,234 $ 1,110,979 $ 1,143,428 6.48% General Fund $ 1,101,957 $ 1,073,813 $ 1,155,234 $ 1,110,979 $ 1,143,428 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Lead, Street Maintenance - CDL 1 1 1 1 1 1 Senior Technician, Street Maintenance - CDL 7 7 7 7 7 7 Supervisor, Street Maintenance - CDL 1 1 1 1 1 1 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 422 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Respond to requests for information, assistance, complaints, and direction in a timely manner and keep residents and City Council informed of services, programs, and projects that affect them. Measures 2020-21 Actual Number of customer service requests (all utilities cost centers) 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 430 494 440 460 490 5 10 5 11 11 Number of public meetings with residents/ neighborhoods * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 423 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Utilities Administration - 3050 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 954,152 $ 1,010,565 $ 1,027,000 $ 1,184,677 24.16 % Ongoing* $ - 954,152 1,010,565 1,027,000 1,184,677 24.16 % One-time* - - - - - N/A Professional/Contract 5,807 382,685 382,685 362,100 29,085 -92.40 % Operating Supplies 6,233 34,097 34,097 15,650 30,897 -9.38 % Repairs/Maintenance 1,105 2,000 2,000 1,500 10,000 400.00 % Communications/Transportation 1,670 14,050 14,050 5,572 11,550 -17.79 % Other Charges/Services 1,255 25,086 25,086 14,500 22,786 -9.17 % Capital Replacement 732,593 $ 2,876 2,876 2,876 2,876 2,876 0.00 % Total Cost Center - 3050 $ 751,539 $ 1,414,946 $ 1,471,359 $ 1,429,198 $ 1,291,871 -8.70% Water Operating Fund $ 602,427 $ 972,019 $ 1,012,778 $ 983,426 $ 1,206,340 149,112 442,927 458,581 445,772 751,539 $ 1,414,946 $ 1,471,359 $ 1,429,198 $ Wastewater Operating Fund Grand Total $ 85,531 1,291,871 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Business Systems Support 0 0 1 1 1 1 Analyst, IT Systems 1 1 1 1 1 1 Director, Public Works & Utilities 0.5 0.5 0.5 0.5 0.5 0.5 Management Analyst 0 0 1 1 1 1 Management Assistant 1 1 0 0 0 0 Manager, Utilities Administrative Support 0 0 1 1 1 1 Principal Engineer (PE) 0 0 0 0 0 1 Senior Business Systems Support Specialist 1 1 0 0 0 0 Senior, Management Analyst 2 2 2 2 2 2 Position Title Specialist, Business Systems Support 0 0 1 1 1 1 Total 5.5 5.5 7.5 7.5 7.5 8.5 Significant Budget and Staffing Changes FY 2023-24 reflects the elimination of one-time funding for contracted services of a Senior Network Analyst. Effective July 1, 2023, one Principal Engineer (PE) position transferred from cost center 3840, Environmental Resources. 424 Table of Contents City of Chandler Public Works & Utilities 2023-24 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 residents. 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. 2023-24 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: t Increase waste diversion to sustain financial health. (1) t Perform inspections to ensure a safe community and increase public awareness of services offered. t Provide citywide education presentations to increase public awareness and encourage participation in waste (1) diversion program. (2) t Achieve an 95% customer service satisfaction with field services. (2) t Achieve compliance with regulatory inspections associated with field service. Measures (1) Waste tonnage 2020-21 Actual 2021-22 Actual Recycling tonnage 2023-24 Projected 80,383 81,000 77,596 N/A 22,060 18,865 20,000 19,203 N/A Waste diversion percentage Field inspections 2022-23 Year End Estimate* (3) 82,106 (1) 2022-23 Projected (1) (1) 19% 19% 20% 20% 126,470 110,100 100,000 110,000 N/A 4/ 360 7/ 400 10/ 1,000 6/ 380 N/A Education presentations/ (4) Attendees 20% (1) (1) Customer satisfaction (5) 96% 95% 95% 95% 95% Results of regulatory compliance inspections Pass Pass Pass Pass Pass (1) Effective FY 2023-24 objective and measure discontinued. (2) New objective to better align with measure. (3) Increased tonnage in FY 2020-21 due to COVID-19; more residential waste. (4) City and school events cancelled due to COVID-19. (5) Customer satisfaction measurement is based on average customer service ratings from annual online and mailed surveys. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 425 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Solid Waste Services - 3700 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,102,885 $ 1,171,076 $ 1,139,411 $ 1,198,368 8.66 % Ongoing* $ - 1,102,885 1,171,076 1,139,411 1,198,368 8.66 % One-time* - - - - - N/A Professional/Contract 11,833,982 13,140,308 13,334,441 13,151,500 15,107,248 14.97 % Operating Supplies 554,628 480,524 486,720 554,906 705,006 46.72 % Repairs/Maintenance 105,465 107,806 108,996 93,000 107,806 0.00 % Communications/Transportation 6,917 30,669 30,669 8,919 30,669 0.00 % Insurance/Taxes 1,000 750 750 750 750 0.00 % Rents/Utilities 32,636 19,631 19,631 20,000 19,631 0.00 % Other Charges/Services 11,914 13,790 13,790 13,645 13,790 0.00 % Contingencies/Reserves - 81,000 81,000 - 81,000 0.00 % Machinery and Equipment 70 - - - - N/A Office Furniture/Equipment 312 - - - - N/A 36,685 36,685 36,685 36,685 36,685 0.00 % 15.23% Capital Replacement 1,049,783 $ Total Cost Center - 3700 $ 13,633,392 $ 15,014,048 $ 15,283,758 $ 15,018,816 $ 17,300,953 Solid Waste Operating Fund $ 13,633,392 $ 15,014,048 $ 15,283,758 $ 15,018,816 $ 17,300,953 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Recycling Program 0.6 0.6 0.6 0.6 0.6 0.6 Lead Technician, Solid Waste 1 1 1 1 1 1 Manager, Solid Waste 0.5 0.5 0.5 0.5 0.5 0.5 Representative, Utility Services 3.2 3.2 3.2 3.2 3.2 3.2 Senior Manager, Utilities Resources 0 0.2 0.2 0.2 0.2 0.2 Senior, Administrative Assistant 0.6 0.6 0.6 0.6 0.6 0.6 Supervisor, Solid Waste Field 1 1 1 1 1 1 Technician, Solid Waste 4 4 4 4 4 4 Position Title Technician, Solid Waste - CDL 1 1 1 1 1 1 Utility Services Supervisor 0.7 0.7 0.7 0.7 0.7 0.7 Water Resource Manager 0.2 0 0 0 0 0 Total 12.8 12.8 12.8 12.8 12.8 12.8 Significant Budget and Staffing Changes FY 2023-24 includes ongoing funding for the annual contract adjustments to the solid waste collection, disposal and container contracts and the Recycling Solid Waste Collection Center loading and hauling contract. FY 2023-24 also reflects one-time funding for a forklift purchase and an additional increase request to the solid waste collection service contract. 426 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Solid Waste Capital - 3710 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 5,134 - - 127 - N/A Ongoing* - - - 127 - N/A One-time* - - - - - N/A Professional/Contract - 1,192,700 1,192,700 - - -100.00 % 3,025 - - 474 - N/A Project Support Recharge** - - 1,972 - 10,000 N/A Contingencies/Reserves - 693,348 - - 1,632,733 135.49 % Land/Improvements - - 57,230 - - N/A Other Charges/Services Building/Improvements 447,265 65,833 823,000 N/A Total Cost Center - 3710 $ 215,146 $ 206,988 1,886,048 $ - 1,699,167 $ 66,434 $ 2,465,733 30.74% Solid Waste Operating Fund $ 215,146 $ 1,886,048 $ 1,699,167 $ 66,434 $ 2,465,733 *Ongoing and One-time Personnel Services detail not available for 2020-21 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 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 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 427 Table of Contents City of Chandler Public Works & Utilities 2023-24 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 residents. 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. 2023-24 Performance Measurements Goal: 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: t Increase waste diversion to sustain financial health. t Achieve an 80% customer service satisfaction at the RSWCC. t Achieve 90% compliance with regulatory inspections associated with the RSWCC including Household Hazardous Waste. Measures (1) 2020-21 Actual 2021-22 Actual (2) Waste tonnage 11,728 (1) Recycling tonnage (4) Waste diversion percentage 11,234 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (1) 10,000 8,114 N/A (3) N/A 1,901 1,682 1,700 1,319 (1) 14% 13% 14% 12% 14% Customer Satisfaction 92% 91% 90% 90% 90% Results of regulatory compliance inspections at the transfer facility Pass Pass Pass Pass Pass (5) (1) Effective FY 2023-24 measure discontinued. (2) Increased tonnage due to COVID-19; more residential waste. (3) 2022-23 Year End Estimate is based on consumer behavior which is decreasing. (4) 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. (5) Percentage of material accepted at RSWCC that is recyclable. * 2022-23 Year 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 Public Works & Utilities 2023-24 Adopted Budget Recycling Solid Waste Collection Center - 3720 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 795,657 $ 847,627 $ 828,900 $ 868,830 9.20 % Ongoing* $ - 795,657 847,627 828,900 868,830 9.20 % One-time* - - - - - N/A Professional/Contract 550,102 560,840 567,535 617,500 644,247 14.87 % Operating Supplies 79,191 91,150 91,150 51,860 91,150 0.00 % Repairs/Maintenance 62,929 115,445 171,238 124,145 115,445 0.00 % 297 6,399 6,399 736 6,399 0.00 % 3,667 39,379 39,379 20,000 39,379 0.00 % Communications/Transportation Rents/Utilities 778,791 $ Machinery and Equipment 70 - - - 38,493 N/A Other Charges/Services 2,054 8,681 8,681 8,681 8,681 0.00 % Capital Replacement 12,615 12,615 12,615 12,615 12,615 0.00 % Total Cost Center - 3720 $ 1,489,716 $ 1,630,166 $ 1,744,624 $ 1,664,437 $ 1,825,239 11.97% Solid Waste Operating Fund $ 1,489,716 $ 1,630,166 $ 1,744,624 $ 1,664,437 $ 1,825,239 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Recycling Program 0.4 0.4 0.4 0.4 0.4 0.4 Lead Technician, Solid Waste 1 1 1 1 1 1 Manager, Solid Waste 0.5 0.5 0.5 0.5 0.5 0.5 Representative, Utility Services 0.8 0.8 0.8 0.8 0.8 0.8 Senior, Administrative Assistant 0.4 0.4 0.4 0.4 0.4 0.4 Supervisor, Solid Waste Field 1 1 1 1 1 1 Technician, Solid Waste 4 4 4 4 4 4 Position Title Technician, Solid Waste - CDL 1 1 1 1 1 1 Utility Services Supervisor 0.3 0.3 0.3 0.3 0.3 0.3 Total 9.4 9.4 9.4 9.4 9.4 9.4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 429 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Perform preventive maintenance on all fire hydrants annually. t Install new water meters for residential and commercial customers. t Ensure all valves have had preventative maintenance performed every six years. t Ensure proper blue staking of all water mains and sanitary sewer lines. t Ensure timely installation and relocation of hydrant meters for construction use. t Final inspection of new meter and box installation adjusted by developer. (1) t Respond to customer requests by performing field investigations and repairs as required. 2020-21 Actual Measures Number of meter/box final inspections Fire hydrant preventative maintenance (inspection, repair and replace) Number of water meter installations Number of water meter replacements (1) (2) Number of valves maintained (3) Number of blue stakes performed 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 250 240 220 190 150 15,562 15,700 16,000 16,050 16,100 983 783 800 410 350 125 N/A N/A N/A N/A 25,642 24,780 24,500 24,600 24,700 26,350 25,490 28,000 27,600 27,700 Number of hydrant meter installations, relocations, removal and repairs 311 320 300 270 230 Customer service field investigations N/A N/A 2,500 2,250 2,300 (1) Water meter replacements now completed by Meter Services Cost Center 3880. (2) Valve maintenance total includes hydrant valves, reclaimed valves, and potable valves. (3) The number of blue stakes, hydrant meters, meter/box inspections and meter installations performed will vary depending upon the amount of construction during the year. * 2022-23 Year 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 Public Works & Utilities 2023-24 Adopted Budget Water Distribution - 3800 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,642,927 $ 2,812,859 $ 2,767,000 $ 2,904,196 9.89 % Ongoing* $ 2,669,283 $ - 2,642,927 2,812,859 2,767,000 2,904,196 9.89 % One-time* - - - - - N/A Professional/Contract 273,159 317,668 393,005 385,000 317,668 0.00 % Operating Supplies 982,112 1,041,395 1,667,222 1,026,759 1,020,895 -1.97 % Repairs/Maintenance 56,719 52,186 77,405 76,970 52,186 0.00 % Communications/Transportation 19,358 22,835 23,436 22,906 22,835 0.00 % Insurance/Taxes 3,928 5,250 5,250 5,250 5,250 0.00 % Rents/Utilities 19,213 24,000 24,000 24,000 24,000 0.00 % Other Charges/Services 29,755 76,962 88,480 79,745 77,462 0.65 % Machinery/Equipment 86 - - - - N/A 345,005 213,578 289,219 306,000 233,578 9.36 % Water System Improvements Wastewater System Improvements Capital Replacement 531 - - - - N/A 79,910 79,910 79,910 79,910 79,910 0.00 % 5.84% Total Cost Center - 3800 $ 4,479,059 $ 4,476,711 $ 5,460,786 $ 4,773,540 $ 4,737,980 Water Operating Fund $ 4,426,484 $ 4,434,983 $ 5,414,914 $ 4,727,464 $ 4,694,749 52,575 41,728 45,872 46,076 $ 4,479,059 $ 4,476,711 $ 5,460,786 $ 4,773,540 $ Reclaimed Water Operating Fund Grand Total 43,231 4,737,980 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Lead Technician, Utility Systems - CDL 5 5 5 5 5 5 Senior Specialist, GIS 1 1 1 1 1 1 Senior, Administrative Assistant 1 1 1 1 1 1 Specialist, GIS 1 1 1 1 1 1 Superintendent, Utility Plant 1 1 1 1 1 1 Supervisor, Utility Systems - CDL 0 3 3 3 3 3 Technician II, Utility Systems - CDL 13 14 15 15 15 15 Technician III, Utility Systems - CDL 1 1 1 1 1 1 Utility Field Supervisor 3 0 0 0 0 0 Utility Location Coordinator 2 1 0 0 0 0 Total 28 28 28 28 28 28 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 431 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Water Capital - 3820 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services - $ 57,120 $ 4,416 $ - N/A Ongoing* Total Personnel $ - - 57,120 4,416 - N/A One-time* - - - - - N/A 14,573 1,820,000 16,069,013 44,505 13,025,999 615.71 % - - 25,297 - - N/A 566,150 831,000 2,263,798 135,448 1,556,000 87.24 % Professional/Contract Operating Supplies Other Charges/Services 132,710 $ Project Support Recharge** - 170,800 214,459 - 639,726 137.22 % Contingencies/Reserves - 65,835,822 835,000 - 68,461,360 3.99 % Building/Improvements 901,341 15,860,000 18,214,133 280,527 43,604,276 174.93 % Office Furniture/Equipment 134,127 - 265,873 - 3,499,000 N/A Water System Improvements 20,668,232 - 24,937,031 10,686,273 - N/A Wastewater System Improvements 1,984,405 - 16,765,409 2,616,603 - N/A 13,767,772 $ 130,786,361 54.74% Total Cost Center - 3820 $ 24,401,536 $ 84,517,622 $ 79,647,133 $ Grant Capital Fund $ 6,983,324 $ 7,850,838 $ 2,006,676 $ 10,127,487 49,472,410 52,039,702 6,963,237 18,132 4,072,602 3,081,634 487,884 2,593,750 7,272,593 23,121,772 22,519,121 5,645,488 31,383,020 24,401,536 $ 84,517,622 $ 79,647,133 $ 13,767,772 $ 130,786,361 Water Bond Fund Water System Dev Fee Fund Water Operating Fund Grand Total $ 671,163 $ 1,335,513 95,474,078 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 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 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 432 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t 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 2020-21 Actual 2021-22 Actual 2022-23 Projected Compliant Compliant Compliant 2022-23 Year End Estimate* 2023-24 Projected 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: t Optimize the use of surface water and minimize the use of groundwater. Measure 2020-21 Actual Surface water deliveries in millions of gallons 12,256 2021-22 Actual 2022-23 Projected (1) 10,247 11,000 2022-23 Year End Estimate* 2023-24 Projected (1) 10,034 (1) Surface water deliveries processed through Pecos SWTP are lower than expected due to an increase in production volume of CAP water at the Santan Vista SWTP. Water delivered to the distribution system from Santan naturally offsets production volume at Pecos SWTP. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 433 (1) 10,000 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Water Treatment Plant - 3830 Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t Minimize increases in water production costs at the facility related to chemicals and utilities. Measure 2020-21 Actual Production cost per MG $251 2021-22 Actual $258 2022-23 Year End Estimate* 2022-23 Projected (2) $300 2023-24 Projected $307 $300 (2) 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: t 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 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Percentage of finished water turbidity samples between 0.05 to 0.15 NTU 95.5% 98.8% 95% 99.5% Percentage of finished water turbidity samples between 0.16 to 0.5 NTU 4.5% 0.2% 5% 0.5% (1) 98% (1) 2% (1) Turbidity readings have improved sharply due to the installation and use of online turbidity analyzers which use newer, more accurate and reliable technology. * 2022-23 Year 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 Public Works & Utilities 2023-24 Adopted Budget Water Treatment Plant - 3830 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,670,440 $ 1,794,090 $ 1,688,188 $ 1,698,305 1.67 % Ongoing* $ 1,358,301 $ - 1,511,874 1,635,524 1,529,622 1,698,305 12.33 % One-time* - 158,566 158,566 158,566 - -100.00 % Professional/Contract 484,302 107,194 248,251 568,300 107,194 0.00 % Operating Supplies 1,519,080 1,640,339 1,930,683 1,491,731 2,228,817 35.88 % Repairs/Maintenance 167,534 846,177 878,964 880,147 826,177 -2.36 % Communications/Transportation 10,293 8,437 8,437 13,000 8,437 0.00 % 250 1,000 1,000 - 1,000 0.00 % 1,338,061 2,012,533 2,020,044 1,700,000 2,012,533 0.00 % 63,153 51,588 32,838 59,935 32,838 -36.35 % 0.00 % Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves - 436,550 436,550 - 436,550 Machinery/Equipment 1,289 - - - - N/A Capital Replacement 12,222 12,222 12,222 12,322 12,222 0.00 % 8.51% Total Cost Center - 3830 $ 4,954,485 $ 6,786,480 $ 7,363,079 $ 6,413,623 $ 7,364,073 Water Operating Fund $ 4,954,485 $ 6,786,480 $ 7,363,079 $ 6,413,623 $ 7,364,073 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted Analyst, Business Systems Support 0 0 1 1 1 1 Assistant Director, Public Works & Utilities 0 0 0 0 0.5 0.5 Senior Administrative Assistant 1 1 0 0 0 0 Superintendent, Utility Plant 1 1 1 1 1 1 Utility Operations Manager 0.5 0.5 0.5 0.5 0 0 Utility Plant Operator III 0 0 0 0 1 1 Utility Plant Operator III 0 0 0 0 5 5 Utility Program Coordinator 1 1 0 0 0 0 Water Plant Operator I 5 5 0 0 0 0 Water Plant Operator II 5 5 10 10 4 4 Position Title Water Systems Senior Manager Total 2022-23 Revised 2023-24 Adopted 1 1 1 1 1 1 14.5 14.5 13.5 13.5 13.5 13.5 Significant Budget and Staffing Changes During FY 2022-23, one Utility Operations Manager position was reclassified to Assistant Director Public Works & Utilities, one Water Plant Operator II position was reclassified to Lead Utility Operator, and five Water Plant Operator II positions were reclassified to Utility Plant Operator III. FY 2023-24 reflects one-time funding for chemical cost increases. Along with the elimination of one-time funding in FY 2022-23 to provide up to two additional Lead Utility Operator positions in the event hiring and retention of staff in this critical area remains difficult. 435 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Protect and defend Chandler’s water rights. t Ensure Chandler’s Water Resource permits are maintained to comply with the State’s GMA. t Maintain Assured Water Supply to allow continued growth and economic development. t Ensure Chandler has sufficient water stored underground to legally pump its wells. t Accumulate long-term storage credits to meet potable water supply needs during droughts. 2020-21 Actual Measures Maintain storage and well recovery permits to comply with Assured Water Supply rules Maintain surface water rights and contracts measured in (1)(2) acre-feet (AF) Secure long-term storage credits as measured in AF (4) 2021-22 Actual 2022-23 Projected 26 26 99,941 99,941 13,237 10,505 2022-23 Year End Estimate* 2023-24 Projected 27 27 27 (3) 99,941 99,941 11,000 8,000 7,000 104,974 (1) Supply under normal conditions and full SRP allocation. (2) Chandler receives 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) Long term storage credits are issued by Arizona Department of Water Resources (ADWR). One AF of water will meet the needs of six Chandler residents for one year. * 2022-23 Year 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 Public Works & Utilities 2023-24 Adopted Budget Environmental Resources - 3840 Goal: Educate the residents 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: t Educate residents on all aspects of water conservation through workshops, community presentations, school programs, public events, and distribution of water conservation packets. t Administer and promote the water conservation rebate program to reduce water usage. t Administer the water saving retrofit kit program. t Provide water conservation assistance to high water use homeowners, and commercial, industrial, and turf customers to reduce overall consumption. t Implement the conservation requirements of the Third Management Plan of the GMA. Measures 2020-21 Actual 2021-22 Actual Number of water conservation workshops 24 Number of residents attending workshops 642 Number of school presentations 46 2022-23 Year End Estimate* 2022-23 Projected 24 22 (1) 650 285 2023-24 Projected 30 24 (1) 500 475 (1) 165 106 264 310 (1) 7,614 10,000 10,245 11,600 Number of residential water conservation packets (2) distributed 713 517 400 500 Number of rebates issued 305 203 300 198 300 1,128 1,234 1,000 1,190 1,100 11 11 11 11 11 Number of children attending school presentations Number of residential water audits 4,961 Number of conservation programs implemented as mandated by Arizona Department of Water Resources 400 (3) (1) Due to COVID-19 restrictions, program participation was reduced. Post COVID-19 in-person participation reductions. (2) Distribution of residential water conservation packets is dependent on new homes. (3) Changes to the rebate program will likely increase participation. 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: t To alert operations staff for compliance with final rules promulgated by federal or state regulatory agencies and report the standard and compliance date. Measure 2020-21 Actual 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 2021-22 Actual 1 2022-23 Year End Estimate* 2022-23 Projected 1 2 2023-24 Projected 1 * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 437 Table of Contents 1 City of Chandler Public Works & Utilities 2023-24 Adopted Budget Environmental Resources - 3840 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,094,849 $ 1,150,777 $ 1,110,296 $ 1,062,933 -2.92 % Ongoing* $ 1,029,982 $ - 1,094,849 1,150,777 1,110,296 1,062,933 -2.92 % One-time* - - - - - N/A Professional/Contract 7,360,657 8,038,290 8,046,603 8,110,673 9,738,290 21.15 % Operating Supplies 38,044 54,360 54,360 38,586 54,360 0.00 % Repairs/Maintenance 31,413 38,330 52,421 52,421 38,587 0.67 % Communications/Transportation 5,559 11,876 11,876 11,054 11,876 0.00 % Rents/Utilities 6,877 8,400 8,400 8,400 8,400 0.00 % Other Charges/Services Project Support Recharge** Capital Replacement 128,941 182,077 181,013 161,360 178,870 -1.76 % - (373,769) (373,769) (373,769) (257,675) -31.06 % 9,171 9,428 9,171 9,171 9,171 -2.73 % Total Cost Center - 3840 $ 8,610,645 $ 9,063,841 $ 9,140,852 $ 9,128,192 $ 10,844,812 19.65% Water Operating Fund $ 8,610,645 $ 9,063,841 $ 9,140,852 $ 9,128,192 $ 10,844,812 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Engineer 1 1 1 1 1 1 Manager, Water Resources 0 0 1 1 1 1 Principal Engineer (PE) 1 1 1 1 1 1 Principal Engineer (PE) 1 1 1 1 1 0 Program Manager, Water Conservation 1 1 1 1 1 1 Senior Manager, Utilities Regulatory Affairs 0.5 0.5 0.5 0.5 0.5 0.5 Senior Manager, Utilities Resources 0 0.8 0.8 0.8 0.8 0.8 Senior Technician, Water Audit 0.5 0.5 0.5 0.5 0.5 0.5 Specialist, Water Conservation 1 1 1 1 2 2 Utility Analyst 1 1 0 0 0 0 Water Resource Manager 0.8 0 0 0 0 0 Total 7.8 7.8 7.8 7.8 8.8 7.8 Position Title Significant Budget and Staffing Changes During FY 2022-23, one Water Conservation Specialist position was transferred from cost center 3880, Meter Services, and reclassified from Utility Meter Account Specialist. Effective July 1, 2023, one Principal Engineer (PE) position transferred to cost center 3050, Utilities Administration. FY 2023-24 reflects ongoing funding for increased cost of surface water deliveries along with one-time funding for the expansion of water conservation efforts. 438 Table of Contents City of Chandler Public Works & Utilities 2023-24 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 to prevent contamination of the City’s potable water supply and assure a palatable taste for the customer. 2023-24 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: t Conduct sampling and analysis of bacteriological activity in the drinking water. t Assure customer satisfaction by responding to water quality complaints in a timely and courteous manner. t Conduct a proactive backflow prevention testing program. t Perform sampling of new mains to eliminate contamination of existing mains. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 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% * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 439 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Water Quality - 3850 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,363,215 $ 1,446,198 $ 1,344,024 $ 1,461,394 7.20 % Ongoing* $ 1,303,852 $ - 1,363,215 1,446,198 1,344,024 1,461,394 7.20 % One-time* - - - - - N/A Professional/Contract 109,705 150,317 184,734 184,000 164,117 9.18 % Operating Supplies 122,308 196,745 192,854 80,540 187,679 -4.61 % Repairs/Maintenance 4,604 6,000 6,996 3,000 11,000 83.33 % Communications/Transportation 6,907 37,265 37,265 10,080 37,265 0.00 % - 500 500 - 500 0.00 % 10,711 31,879 31,879 20,570 31,879 0.00 % 26 - - - - N/A 23,759 22,532 22,532 22,532 22,532 0.00 % 5.97% Insurance/Taxes Other Charges/Services Building and Improvements Capital Replacement Total Cost Center - 3850 $ 1,581,872 $ 1,808,453 $ 1,922,958 $ 1,664,746 $ 1,916,366 Water Operating Fund $ 1,485,339 $ 1,717,178 $ 1,826,874 $ 1,569,673 $ 1,831,177 96,533 91,275 96,084 95,073 1,581,872 $ 1,808,453 $ 1,922,958 $ 1,664,746 $ Reclaimed Water Operating Fund Grand Total $ 85,189 1,916,366 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Utilities Regulatory Affairs 1 1 1 1 1 1 Chemist 4 4 4 4 3 3 Program Manager, Laboratory 1 1 1 1 1 1 Program Manager, Utilities Regulatory Affairs 1 1 1 1 1 1 Senior Analyst, Regulatory Affairs 0 0 0 0 1 1 Senior Program Manager, Utilities Regulatory Affairs 1 1 1 1 1 1 Senior Technician, Water Quality 3 3 3 3 3 3 Position Title Supervisor, Water Quality 1 1 1 1 1 1 Total 12 12 12 12 12 12 Significant Budget and Staffing Changes During FY 2022-23, one Chemist position was reclassified to Senior Analyst, Regulatory Affairs. 440 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t Operate the deep wells and booster stations to ensure regulatory compliance. Measure Compliance with state, county, and Environmental Protection Agency (EPA) requirements 2020-21 Actual 2021-22 Actual Compliant Compliant 2022-23 Year End Estimate* 2022-23 Projected Compliant Compliant 2023-24 Projected 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: t Produce required well water and maintain water storage for use throughout the City. Measure 2020-21 Actual 5,935 Groundwater deliveries in millions of gallons 2021-22 Actual 2022-23 Projected 5,351 6,000 2022-23 Year End Estimate* 5,217 2023-24 Projected 5,000 2022-23 Year End Estimate* 2023-24 Projected Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t Minimize increases in water production costs related to chemicals and utilities. Measure 2020-21 Actual Production cost per MG $383 2021-22 Actual $425 2022-23 Projected (1) $400 $450 (1) The 2022-23 and 2023-24 Projected figures have increased due to rising costs associated with chemicals and power. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 441 (1) $475 Table of Contents City of Chandler Public Works & Utilities 2023-24 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: t Maintain the operational status of equipment at 93% or better efficiency. 2020-21 Actual Measures (1) Instrumentation equipment maintenance efficiency (1) Electrical equipment maintenance efficiency (1) Mechanical equipment maintenance efficiency (2) Total percentage of water production well uptime 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected 95% 95% 95% 95% N/A 95% 95% 95% 95% N/A 95% 95% 95% 95% N/A N/A 93.3% 90% 90% 90% (1) Effective FY 2023-24 measure discontinued. (2) Measure created to combine measures one through three for more efficient reporting. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 442 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Water Systems Maintenance - 3860 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,413,215 $ 2,550,778 $ 2,477,000 $ 2,635,022 9.19 % Ongoing* $ 2,145,830 $ - 2,413,215 2,550,778 2,477,000 2,635,022 9.19 % One-time* - - - - - N/A Professional/Contract 181,422 130,310 169,149 125,000 130,310 0.00 % Operating Supplies 1,031,285 1,020,399 1,279,044 888,490 1,017,835 -0.25 % Repairs/Maintenance 644,094 877,849 1,532,170 1,438,936 877,849 0.00 % Communications/Transportation 24,622 29,700 29,700 28,120 29,700 0.00 % - 2,500 3,000 1,000 2,500 0.00 % Insurance/Taxes Rents/Utilities 2,013,954 2,136,940 2,136,940 2,075,000 2,136,940 0.00 % Other Charges/Services 15,546 65,125 65,125 42,922 65,125 0.00 % Water System Improvements 968,835 600,650 962,347 1,053,400 600,650 0.00 % Capital Replacement 46,260 44,953 44,953 44,953 44,953 0.00 % 2.99% Total Cost Center - 3860 $ 7,071,848 $ 7,321,641 $ 8,773,206 $ 8,174,821 $ 7,540,884 Water Operating Fund $ 7,071,848 $ 7,321,641 $ 8,773,206 $ 8,174,821 $ 7,540,884 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 443 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Water Systems Maintenance - 3860 Authorized Positions Position Title Electrician, Industrial 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted 4 4 4 4 4 4 Instrumentation Technician 4 4 0 0 0 0 Manager, Utility Maintenance 0.5 0.5 0.5 0.5 0.5 0.5 Senior Specialist, Utilities Maintenance Planner 0 0 0 1 1 1 Senior Utilities Mechanic - CDL 1 1 1 1 1 1 Senior Utilities Predictive Maintenance Technician 1 1 0 0 0 0 Senior, Instrumentation Technician 0 0 4 4 4 4 Senior, Utility Mechanic 6 6 6 6 6 6 Specialist, Landscape Compliance 1 1 1 1 1 1 Supervisor, Plant Utilities Maintenance 2 2 2 2 2 2 Technician, Utilities Maintenance 1 1 1 1 1 1 Utility Plant Operator III 0 0 1 1 1 1 Wastewater Operations Manager 1 1 0 0 0 0 Water Plant Operator III 0 0 1 1 1 1 20.5 20.5 20.5 21.5 21.5 21.5 Total Significant Budget and Staffing Changes During FY 2022-23, one Utility Operations Manager position was reclassified to Assistant Director Public Works & Utilities, and two Wastewater Treatment Plant Operator I positions and two Wastewater Treatment Plant Operator II positions were reclassified to Utility Plant Operator III. There are no significant budget changes for FY 2023-24. 444 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: t Operate the Vista Water Treatment Plant to ensure regulatory compliance Measure Compliance with state, county, and EPA requirements 2020-21 Actual 2021-22 Actual Compliant Compliant 2022-23 Year End Estimate* 2022-23 Projected Compliant 2023-24 Projected 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: t Optimize the use of surface water and minimize the use of groundwater throughout the City. Measures 2020-21 Actual Surface water deliveries in millions of gallons 5,612 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected (1) 8,668 2023-24 Projected (1) 6,200 (1) 8,901 8,900 2022-23 Year End Estimate* 2023-24 Projected (1) Flow totals are higher based on larger CAP water orders through Santan. Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: t Minimize increases in water production costs at the facility related to chemicals and utilities. Measures 2020-21 Actual Production cost per MG $105 2021-22 Actual $100 2022-23 Projected $160 (2) $115 $130 (2) Figure based on higher anticipated chemical costs. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 445 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Santan Vista Water Treatment Plant - 3870 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Professional/Contract $ 1,894,540 $ 2,432,519 $ 2,910,218 $ 2,373,500 $ 2,612,519 7.40 % Total Cost Center - 3870 $ 1,894,540 $ 2,432,519 $ 2,910,218 $ 2,373,500 $ 2,612,519 7.40% Water Operating Fund $ 1,894,540 $ 2,432,519 $ 2,910,218 $ 2,373,500 $ 2,612,519 Significant Budget Changes FY 2023-24 reflects ongoing funding for increases in production costs. 446 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Obtain timely water meter readings to facilitate issuance of utility bills on schedule. t Submit accurate water meter readings to Utility Billing to ensure customer water use is billed appropriately. t Provide outstanding customer service when assisting utility customers to start and finalize water service, verify meter accuracy, and detect leaks. t Replace damaged meters and or registers to maintain integrity of meter inventory. (1) t Replace/repair inoperative water meters for residential and commercial customers. 2020-21 Actual Measures Water meter readings completed and reviewed for quality assurance Percentage of water meters read within a 33-day cycle 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected 1,038,288 1,040,244 1,045,000 1,042,000 1,043,000 100% 100% 100% 100% 100% Percentage of meter readings that did not require an estimate due to damaged meters, access, or misreads 99.9% 99.9% 99.9% 99.9% 99.9% Number of customer service orders completed 20,206 23,108 25,000 23,000 24,000 (2) 3,105 5,500 (3) 3,000 4,000 (1) Number of water meters and/or registers replaced 9,050 1 Water meter replacements formally completed by Water Distribution cost center 3800 and now to be completed by Meter Services cost center. 2 Number of water meters and/or registers replaced increased for 2020-21 Actual due to being fully staffed and efficiencies gained from a major route change. 3 2022-23 Projected was overstated and 2022-23 Year End Estimate and 2023-24 Projected are more in line with normal replacements. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 447 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Meter Services - 3880 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 744,933 $ 814,941 $ 876,932 $ 796,256 $ 815,985 0.13 % Ongoing* $ — 814,941 876,932 796,256 815,985 0.13 % One-time* — — — — — N/A Professional/Contract 58 17,050 30,151 10,550 17,050 0.00 % Operating Supplies 188,007 1,282,921 1,369,882 1,270,760 1,283,421 0.04 % Repairs/Maintenance 9,025 34,720 36,754 16,030 34,720 0.00 % Communications/Transportation 11,595 8,454 8,454 5,404 8,454 0.00 % 500 500 500 500 500 0.00 % Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Water System Improvements Capital Replacement — 1,000 1,000 500 1,000 0.00 % 2,819 3,600 3,600 2,400 3,100 -13.89 % 0.00 % — 9,510 9,510 — 9,510 441 — — — — N/A 16,075 16,075 16,075 16,075 16,075 0.00 % 0.05% Total Cost Center - 3880 $ 973,452 $ 2,188,771 $ 2,352,858 $ 2,118,475 $ 2,189,815 Water Operating Fund $ 973,452 $ 2,188,771 $ 2,352,858 $ 2,118,475 $ 2,189,815 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions Position Title 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Lead, Metering Services 1 1 1 1 1 1 Senior Technician, Water Audit 1.5 1.5 1.5 1.5 1.5 1.5 Supervisor, Metering Services 1 1 1 1 1 1 Technician, Metering Services 6 6 6 6 6 6 Utility Meter Account Specialist 1 1 1 1 0 0 10.5 10.5 10.5 10.5 9.5 9.5 Total Significant Budget and Staffing Changes During FY 2022-23, one Utility Meter Account Specialist position was transferred to cost center 3840, Environmental Resources, and reclassified to Water Conservation Specialist. There are no significant budget changes for FY 2023-24. 448 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Wastewater Collection - 3900 The Wastewater Collection Division is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2023-24 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: t Maintain over 900 miles of sewer lines to limit sewer odor and blockages through the use of the Hydrorodder and Jetter programs. t Reduce roach complaints through a preventive Insecticide Painting Program and to respond promptly when complaints are received. t Respond to and repair City-owned broken service lines in a timely manner and to customer satisfaction. 2020-21 Actual Measures 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected 2023-24 Projected Number of odor complaints received 21 27 40 25 21 Number of blockages originating in City sewer mains 6 5 8 7 7 Number of roach complaints received 42 40 35 25 25 Number of sewer service repairs that are the City’s responsibility 60 22 40 8 8 21 29 85 43 60 (1) (2) Number of sewer line miles cleaned annually (1) New objective and measure to improve compliance with continuous online instrumentation and process analysis with results reporting to SCADA. (2) New objective and measure to remove brine from Intel industrial stream and enhance water reused 100% by Intel. (3) Increase reflects city staff processing daily on average 102 laboratory analysis. * 2022-23 Year 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 2023-24 Adopted Budget Wastewater Collection - 3900 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 990,737 $ 1,047,858 $ 951,000 $ 1,113,581 12.40 % Ongoing* $ 980,222 $ - 990,737 1,047,858 951,000 1,113,581 12.40 % One-time* - - - - - N/A Professional/Contract 317,608 1,316,844 1,861,722 1,150,200 1,356,544 3.01 % Operating Supplies 230,168 335,932 426,324 369,445 336,632 0.21 % Repairs/Maintenance 14,065 38,278 46,977 36,500 466,878 1119.70 % Communications/Transportation 6,312 16,444 16,444 14,500 16,444 0.00 % Insurance/Taxes 1,400 1,500 1,500 - 1,500 0.00 % Rents/Utilities 114,203 198,505 198,505 175,000 218,505 10.08 % Other Charges/Services 8,855 31,069 37,744 28,600 31,069 0.00 % Contingencies/Reserves - 10,000 10,000 - 10,000 0.00 % Office Furniture and Equipment 84,408 - - - - N/A Capital Replacement 43,539 43,539 43,539 44,489 43,539 0.00 % 20.51 % Total Cost Center - 3900 $ 1,800,781 $ 2,982,848 $ 3,690,613 $ 2,769,734 $ 3,594,692 Wastewater Operating Fund $ 1,800,781 $ 2,982,848 $ 3,690,613 $ 2,769,734 $ 3,594,692 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Lead Technician, Utility Systems - CDL 1 1 1 1 1 1 Senior Specialist, GIS 1 1 1 1 1 1 Senior Technician, HVAC 0 0 1 1 1 1 Senior, Administrative Assistant 1 1 1 1 1 1 Superintendent, Utility Plant 1 1 1 1 1 1 Technician II, Utility Systems - CDL 5 5 5 5 5 5 Utility Systems Technician III - CDL 1 1 1 1 1 1 Total 10 10 11 11 11 11 Position Title Significant Budget and Staffing Changes FY 2023-24 reflects an ongoing increase in the inspection services contract. 450 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Wastewater Capital - 3910 Capital Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services 143,141 $ - $ 57,120 $ 18,513 $ - N/A Ongoing* Total Personnel $ 143,141 - 57,120 18,513 - N/A One-time* - - - - - N/A Professional/Contract 396,138 5,310,000 7,982,375 842 16,898,000 218.23 % Other Charges/Services 52,777 500,000 932,585 192,154 500,000 0.00 % - 1,932,000 2,011,583 - 1,043,000 3764.00 % Project Support Recharge** Contingencies/Reserves - 85,715,776 2,800,000 - 185,233,944 116.10 % Building/Improvements 206,705 118,026,000 120,778,191 76,936 75,429,000 -36.09 % Street Improvements Water System Improvements Wastewater System Improvements - - - 89,955 - N/A 376,623 - 274,915 90,736 - N/A 30,479,303 - 66,906,855 20,511,544 - N/A 20,980,680 $ 279,700,944 32.26 % Total Cost Center - 3910 $ 31,654,687 $ 211,483,776 $ 201,743,624 $ Reclaimed Water System Dev Fee Fund $ 2,171,057 $ 2,114,181 $ 1,075,677 $ 321,196 $ 754,481 Wastewater Bond Fund 2,824,379 5,145,502 3,396,400 984,381 61,662,019 Wastewater Operating Fund 25,664,265 201,430,927 195,465,882 19,528,469 212,428,413 994,986 2,793,166 1,805,665 146,634 1,659,031 WW Industrial Process Treatment Fund Grand Total $ 31,654,687 $ 211,483,776 $ 201,743,624 $ 20,980,680 $ 279,700,944 * Ongoing and One-time Personnel Services detail not available for 2021-22 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 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 2023-24 incorporates the carryforward of unexpended program funding from FY 2022-23. Additional detail is available in the 2024-2033 Capital Improvement Program. 451 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 Performance Measurements Goal: Improve and enhance the quality of the industrial water stream waste from Intel Corporation to exceed the drinking (1) water standards, so that over 93% can be made available for beneficial use again. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community; Sustainable Economic Health Objectives: t Maintain compliance within the guidelines of the Aquifer Protection Permit (APP). t Operate and maintain the treatment facility efficiently. t Monitor water quality through analytical testing. t Recover over 93% of the industrial brine stream. (1) t Use technology to perform analytical testing. (2) t Treat industrial water creating a renewable resource. Measures Compliance with the APP 2020-21 Actual 2021-22 Actual Compliant Compliant 2022-23 Projected Compliant 2022-23 Year End Estimate* 2023-24 Projected Compliant Compliant Produce zero hardness water to strict Intel Corporation standards 100% of the time 100% 100% 100% Number of water quality tests performed by staff 4,900 37,200 4,700 37,200 37,200 876,000 Number of water quality tests performed with (1) technology 100% (3) 100% (3) 876,000 876,000 876,000 876,000 Industrial water treated (MG) 970 762 800 752 750 Percent of industrial waste recovered 93% 93.7% 94% 93.6% 94% 324 365 320 312 320 (2) Industrial water reused by business (MG) (1) New objective and measure to improve compliance with continuous online instrumentation and process analysis with results reporting to SCADA. (2) New objective and measure to remove brine from Intel industrial stream and enhance water reused 100% by Intel. * 2022-23 Year 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 2023-24 Adopted Budget Ocotillo Brine Reduction Facility - 3930 Budget Summary 2021-22 Actual Expenditures Description 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 1,764,654 $ 1,878,029 $ 1,848,600 $ 1,962,718 11.22 % Ongoing* $ - 1,764,654 1,878,029 1,848,600 1,962,718 11.22 % One-time* - - - - - N/A Professional/Contract 1,187,507 1,040,700 1,973,677 1,205,100 1,045,705 0.48 % Operating Supplies 3,388,682 3,962,453 5,130,801 4,794,017 4,762,453 20.19 % Repairs/Maintenance 211,873 128,505 392,028 230,000 128,505 0.00 % Communications/Transportation 11,051 10,200 10,200 11,300 10,200 0.00 % 1,077,034 1,740,000 1,740,000 1,110,000 1,740,000 0.00 % Rents/Utilities 1,835,427 $ Other Charges/Services 32,415 26,700 26,700 28,330 26,700 0.00 % Contingencies/Reserves - 1,500,000 1,500,000 - 1,500,000 0.00 % Machinery/Equipment 103 - 49,776 - - N/A Capital Replacement 10,595 15,600 15,395 10,595 10,595 -32.08 % Total Cost Center - 3930 $ 7,754,687 $ 10,188,812 $ 12,666,830 $ 9,237,942 $ 11,186,876 9.80% WW Industrial Process Treatment $ Fund 7,754,687 $ 10,188,812 $ 12,666,830 $ 9,237,942 $ 11,186,876 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Electrician, Industrial 1 1 1 1 1 1 Instrumentation Technician 2 2 0 0 0 0 Lead Reverse Osmosis Water Plant Operator 1 1 0 0 0 0 Senior, Administrative Assistant 1 1 1 1 1 1 Senior, Instrumentation Technician 0 0 2 2 2 2 Senior, Utility Mechanic 2 2 2 2 2 2 Superintendent, Utility Plant 1 1 1 1 1 1 Supervisor, Plant Utilities Maintenance 1 1 1 1 1 1 Utility Plant Operator II 8 8 8 8 8 8 Utility Plant Operator III 0 0 1 1 1 1 17 17 17 17 17 17 Position Title Total Significant Budget and Staffing Changes FY 2023-24 reflects a significant increase in chemical costs. 453 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Lone Butte Wastewater Treatment Facility - 3940 The Lone Butte Wastewater Treatment Facility is responsible for treating domestic and industrial wastewater for reclamation. 2023-24 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: t Maintain efficient treatment cost per MG. t Maintain water quality compliance for the APP and Reuse Permits issued by the ADEQ. t Continue to reuse and recharge 100% of reclaimed water. Measures 2020-21 Actual Treatment cost per 1 MG Percent compliance with GRIC lease agreement Reuse of reclaimed water MGD 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected (1) $4,051 $4,600 $4,620 $5,250 92.1% 98.0% 94.0% 98.0% 98.0% (2) 0.50 0.55 0.55 0.50 $3,645 0.67 (1) Cost increases are due to reduced flows into the Lone Butte Wastewater Treatment Facility. (2) Increase in reuse of reclaimed water results from increased flows into the Lone Butte Wastewater Treatment Facility. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 454 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Lone Butte Wastewater Treatment Facility - 3940 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 154,532 $ 160,647 $ 159,500 $ 171,434 10.94 % Ongoing* $ - 154,532 160,647 159,500 171,434 10.94 % One-time* - - - - - N/A Professional/Contract 112,879 298,020 370,685 200,000 298,020 0.00 % Operating Supplies 92,620 417,105 470,006 161,350 417,105 0.00 % Repairs/Maintenance 22,113 31,200 31,398 25,000 31,200 0.00 % Communications/Transportation 2,403 3,070 3,070 2,500 3,070 0.00 % - 500 500 - 500 0.00 % Insurance/Taxes Rents/Utilities 131,255 $ 330,321 466,068 493,836 360,000 466,068 0.00 % Other Charges/Services 9,644 4,185 4,185 2,600 4,185 0.00 % Contingencies/Reserves - 10,400 10,400 - 10,400 0.00 % Machinery/Equipment - 28,000 28,000 - 28,000 0.00 % Office Furniture and Equipment 37,084 - - - - N/A Capital Replacement 2,292 2,292 2,292 2,292 2,292 0.00 % Total Cost Center - 3940 $ 740,611 $ 1,415,372 $ 1,575,019 $ 913,242 $ 1,432,274 1.19% Wastewater Operating Fund $ 740,611 $ 1,415,372 $ 1,575,019 $ 913,242 $ 1,432,274 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions Position Title Utility Plant Operator III Total 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted 1 1 1 1 1 1 1 1 1 1 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 455 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Manage and implement the Industrial Pretreatment Program by inspecting and sampling industrial customers for compliance with federal and local wastewater regulations. t Perform sampling of groundwater and effluent for the APP. t Reduce wastewater collection stoppages by inspecting grease traps and interceptors. t Manage compliance sampling database and communicate with industries to help them achieve compliance. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* 2023-24 Projected Review industrial and City sampling reports to ensure (1) compliance 120 120 150 150 150 Conduct compliance sampling for aquifer protection and reuse permits 100 120 120 120 170 Number of grease traps and sand and oil interceptors inspected 200 200 300 300 300 Number of significant industrial user inspections conducted to determine compliance with applicable requirements 42 40 45 45 45 (1) Sampling reports reviewed may vary dependent on the number of sampling events conducted. * 2022-23 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 456 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Wastewater Quality - 3950 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 486,175 $ 520,673 $ 489,000 $ 516,895 6.32 % Ongoing* $ - 486,175 520,673 489,000 516,895 6.32 % One-time* - - - - - N/A Professional/Contract 198,930 95,863 148,051 79,562 95,863 0.00 % Operating Supplies 81,299 72,945 77,314 44,012 72,945 0.00 % 520 2,857 2,857 1,040 2,857 0.00 % - 500 500 500 500 0.00 % 11,466 9,080 9,080 13,100 9,080 0.00 % 0.00 % Communications/Transportation Insurance/Taxes Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center - 3950 $ Reclaimed Water Operating Fund $ Wastewater Operating Fund Grand Total $ 408,698 $ - 79,000 79,000 - 79,000 10,838 10,838 10,838 11,788 10,838 0.00 % 711,750 $ 757,258 $ 848,313 $ 639,002 $ 787,978 4.06% 24,786 $ 41,890 $ 43,996 $ 25,312 $ 42,038 686,965 715,368 804,317 613,690 745,940 711,750 $ 757,258 $ 848,313 $ 639,002 $ 787,978 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Industrial Waste Inspector 1 1 1 1 1 1 Program Manager, Industrial Waste 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 There are no significant budget and staffing changes for FY 2023-24. 457 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Maintain efficient treatment cost per MG. t Maintain water quality compliance for the APP and Reuse Permits issued by the Arizona Department of Environmental Quality (ADEQ). t Continue to reuse and recharge reclaimed water. t Conserve potable water by supplying reclaimed water for irrigation. Measures 2020-21 Actual 2021-22 Actual 2022-23 Year End Estimate* 2022-23 Projected (1) $1,930 2023-24 Projected (2) $2,113 (2)(3) Treatment cost per 1 MG $1,098 $1,267 $1,910 Percent compliance with permits 99.88% 100% 100% 100% Reuse of wastewater MGD 12.57 12.21 12.00 12.71 10.00 Recharge of reclaimed water MGD 3.17 3.20 2.40 3.20 2.20 100% (3) (1) Treatment cost for 2021-22 Year End Estimate and 2022-23 Projected includes major equipment repair and replacement costs at the Facility. (2) Treatment cost for 2021-22 Year End Estimate and 2022-23 Projected includes major increases in operating cost most notably significant increases in chemical costs. (3) Projected Effluent, Recharge and Reuse volumes reflect increased treatment volumes at the Ocotillo Facility. * 2022-23 Year 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 (3) City of Chandler Public Works & Utilities 2023-24 Adopted Budget Airport Water Reclamation Facility - 3960 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,809,696 $ 2,998,403 $ 2,873,700 $ 3,130,995 11.44 % Ongoing* $ - 2,809,696 2,998,403 2,873,700 3,130,995 11.44 % One-time* - - - - - N/A Professional/Contract 2,020,141 1,906,858 2,289,917 3,390,300 1,915,828 0.47 % Operating Supplies 1,454,836 1,475,708 2,993,918 4,833,970 1,472,733 -0.20 % Repairs/Maintenance 164,026 349,136 423,825 401,500 317,610 -9.03 % 3,250 16,356 16,356 6,600 16,356 0.00 % 500 1,000 1,000 500 1,000 0.00 % Communications/Transportation Insurance/Taxes Rents/Utilities 2,411,229 $ 2,044,075 1,900,149 1,900,149 2,056,050 1,909,249 0.48 % Other Charges/Services 45,235 80,672 80,672 65,500 80,672 0.00 % Contingencies/Reserves - 1,000,000 1,000,000 - 1,000,000 0.00 % Machinery/Equipment 16,843 87,172 87,172 - 87,172 0.00 % Capital Replacement 38,365 33,457 33,457 33,457 33,457 0.00 % 8,198,501 $ 9,660,204 $ 11,824,869 $ 13,661,577 $ 9,965,072 3.16% Total Cost Center - 3960 $ Reclaimed Water Operating Fund $ Wastewater Operating Fund Grand Total $ 703,720 $ 837,247 $ 998,467 $ 1,533,085 $ 855,317 7,494,781 8,822,957 10,826,402 12,128,492 9,109,755 8,198,501 $ 9,660,204 $ 11,824,869 $ 13,661,577 $ 9,965,072 * Ongoing and One-time Personnel Services detail not available for 2021-22 Actual Expenditures. 459 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Airport Water Reclamation Facility - 3960 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Analyst, Business Systems Support 1 1 1 1 1 1 Assistant Director, Public Works & Utilities 0 0 0 0 0.5 0.5 Electrician, Industrial 2 2 2 2 2 2 Instrumentation Technician 3 3 0 0 0 0 Lead Wastewater Treatment Plant Operator 1 1 0 0 0 0 Senior Manager, Utilities Regulatory Affairs 0.5 0.5 0.5 0.5 0.5 0.5 Senior Specialist, Utilities Maintenance Planner 0 0 2 1 1 1 Senior, Administrative Assistant 1 1 1 1 1 1 Senior, Instrumentation Technician 0 0 3 3 3 3 Senior, Utility Mechanic 4 4 4 4 4 4 Senior, Utility Mechanic - CDL 1 1 1 1 1 1 Specialist, Utilities Maintenance & Reliability 0 0 2 1 1 1 Superintendent, Utility Plant 1 1 1 1 1 1 Supervisor, Plant Utilities Maintenance 1 1 1 1 1 1 Utilities Predictive Maintenance Technician 1 1 0 0 0 0 Utility Operations Manager 0.5 0.5 0.5 0.5 0 0 Utility Plant Operator I 2 2 2 2 0 0 Utility Plant Operator II 5 5 5 5 3 3 Utility Plant Operator III 0 0 0 0 4 4 Utility Program Coordinator 1 1 0 0 0 0 Wastewater Facilities Manager 1 1 1 1 1 1 Total 27 27 28 26 26 26 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2023-24. 460 Table of Contents City of Chandler Public Works & Utilities 2023-24 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. 2023-24 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: t Maintain efficient treatment cost per MG. t Maintain water quality compliance for the APP and Reuse Permits issued by the ADEQ. t Continue to reuse and recharge 100% of reclaimed water. Measures 2020-21 Actual 2021-22 Actual 2022-23 Projected 2022-23 Year End Estimate* $1,830 Treatment cost per 1 MG $1,021 $1,447 $1,265 (1) 2023-24 Projected (2) $1,230 Percent compliance with permits 99.8% 99.9% 100.0% 99.9% 100.0% Reuse of wastewater in MGD 14.42 10.81 15.00 9.30 15.00 Recharge of reclaimed water in MGD 1.26 1.26 1.25 2.00 1.25 (1) Treatment cost for 2022-23 Year End Estimate is higher due to reduced flows during facility improvements project. (2) Treatment cost for 2023-24 Projected is lower due to increased flows after completion of WRF Improvements project. * 2022-23 Year 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 2023-24 Adopted Budget Ocotillo Water Reclamation Facility - 3970 Budget Summary Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted Personnel Services Total Personnel 2,241,058 $ 2,399,177 $ 2,296,605 $ 2,515,319 12.24 % Ongoing* $ - 2,241,058 2,399,177 2,296,605 2,515,319 12.24 % One-time* - - - - - N/A Professional/Contract 1,896,178 1,354,656 1,669,673 2,100,000 1,354,656 0.00 % Operating Supplies 1,262,254 1,324,163 2,411,540 2,695,150 1,309,007 -1.14 % Repairs/Maintenance 118,553 136,350 136,982 133,000 136,350 0.00 % Communications/Transportation 27,326 24,870 25,656 37,000 24,870 0.00 % - 1,000 1,000 - 1,000 0.00 % 1,404,280 2,018,600 2,019,298 1,835,000 2,018,600 0.00 % 53,472 64,740 64,740 62,485 64,740 0.00 % - (101,105) (101,105) (101,105) (111,769) 10.55 % Contingencies/Reserves - 500,000 500,000 - 500,000 0.00 % Machinery/Equipment - 25,000 25,000 35,000 25,000 0.00 % 30,270 29,961 29,961 29,961 29,961 0.00 % 3.26% Insurance/Taxes Rents/Utilities Other Charges/Services Project Support Recharge** Capital Replacement 1,968,415 $ Total Cost Center - 3970 $ 6,770,976 $ 7,619,293 $ 9,181,922 $ 9,123,096 $ 7,867,734 Reclaimed Water Operating Fund $ 393,638 $ 498,443 $ 504,710 $ 574,842 $ 508,316 Wastewater Operating Fund Grand Total $ 6,377,338 7,120,850 8,675,662 8,548,254 7,359,418 6,770,976 $ 7,619,293 $ 9,181,922 $ 9,123,096 $ 7,867,734 * Ongoing and One-time Personnel Services detail not available for 2021-22 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. 462 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget Ocotillo Water Reclamation Facility - 3970 Authorized Positions 2019-20 Revised 2020-21 Revised 2021-22 Revised 2022-23 Adopted 2022-23 Revised 2023-24 Adopted Construction Project Manager 1 0 0 0 0 0 Electrician, Industrial 2 2 2 2 2 2 HVAC Technician 1 1 0 0 0 0 Instrumentation Technician 2 2 0 0 0 0 Lead Wastewater Treatment Plant Operator 1 1 0 0 0 0 Manager, Utility Maintenance 0.5 0.5 0.5 0.5 0.5 0.5 Senior Engineer (PE) 1 1 1 1 1 1 Senior, Administrative Assistant 1 1 1 1 1 1 Senior, Instrumentation Technician 0 0 2 2 2 2 Senior, Utility Mechanic 3 3 4 4 4 4 Specialist, Utilities Maintenance & Reliability 0 0 0 1 1 1 Superintendent, Utility Plant 1 1 1 1 1 1 Supervisor, Business Systems Support 1 1 1 1 1 1 Supervisor, Plant Utilities Maintenance 1 1 1 1 1 1 Utilities Mechanic 1 1 0 0 0 0 Utility Plant Operator I 4 4 2 2 0 0 Utility Plant Operator II 4 4 4 4 2 2 Utility Plant Operator III 0 0 1 1 1 1 Utility Plant Operator III 0 0 0 0 4 4 24.5 23.5 20.5 21.5 21.5 21.5 Position Title Total Significant Budget and Staffing Change During FY 2022-23, two Wastewater Treatment Plant Operator I positions and two Wastewater Treatment Plant Operator II positions were reclassified to Utility Plant Operator III. There are no significant budget changes for FY 2023-24. 463 Table of Contents City of Chandler Public Works & Utilities 2023-24 Adopted Budget 464 Table of Contents 15 Capital Budget • • • • Capital Appropriation Summaries Major Capital Projects Operating Capital Capital Replacement Capital Budget Strategic infrastructure investments that facilitate business and economic growth are paired with facility, park, public safety, transportation, and utility infrastructure improvements that support the quality of life enjoyed by residents. City of Chandler Capital Budget 2023-24 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 2024-2033 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 residents. 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. 2024-2033 Capital Improvement Program Shown below is a history of the total 10-year CIP budget as updated annually. The adopted 2024-2033 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. History of 10-Year Capital Improvement Program (in millions) 10-Year City Projects Funding Adopted 2024-2033 CIP $2,500 $1,964 $2,000 $1,665 $1,500 $1,000 $937 $1,164 $1,267 $500 $- 2020-2029 2021-2030 2022-2031 2023-2032 2024-2033 The Council adopts the CIP on the same date as the final adoption of the annual budget. Consequently, the 2024-2033 CIP review is integrated with the FY 2023-24 annual budget process. Both were adopted by the Council on June 15, 2023. The 10-year CIP is summarized below, with additional detail available in the City’s 2024-2033 Capital Improvement Program. 466 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Projected CIP Expenditure Summary EXPENDITURES 2023-24 2024-25 2025-26 7,568,000 $ 6,200,000 $ 2026-27 5-Year Total 2027-28 10-Year Total 2028-2033 General Government: Buildings and Facilities $ 4,200,000 $ 6,200,000 $ 6,200,000 $ 30,368,000 $ 23,600,000 $ 53,968,000 City Magistrate 236,000 - - - - 236,000 - 236,000 City Manager 155,000 50,000 - 50,000 - 255,000 150,000 405,000 Communication & Public Affairs 250,000 - - - - 250,000 - 250,000 Economic Development 500,000 500,000 500,000 500,000 500,000 2,500,000 2,500,000 5,000,000 5,427,772 7,297,000 2,466,000 4,392,000 2,359,000 21,941,772 20,588,000 42,529,772 Transportation Policy Total - General Government $ 14,136,772 $ 14,047,000 $ 7,166,000 $ 11,142,000 $ 9,059,000 $ 55,550,772 $ 46,838,000 $ 102,388,772 Airport: Airport $ 11,562,039 $ 6,449,400 $ 2,782,000 $ 7,827,440 $ 2,750,640 $ 31,371,519 $ 24,273,943 $ 55,645,462 Total - Airport $ 11,562,039 $ 6,449,400 $ 2,782,000 $ 7,827,440 $ 2,750,640 $ 31,371,519 $ 24,273,943 $ 55,645,462 Information Technology Information Technology and IT Projects $ 7,569,500 $ 9,509,000 $ 6,495,000 $ 4,000,000 $ 2,500,000 $ 31,573,500 Total - Information Technology $ 7,569,500 $ 9,509,000 $ 6,495,000 $ 4,000,000 $ 1,500,000 $ 1,500,000 $ 29,073,500 $ 2,500,000 $ 29,073,500 $ 31,573,500 125,269,000 $ 87,858,089 $ 213,127,089 Community Services: Parks & Recreation $ 46,761,000 $ 3,938,000 $ 56,006,000 $ 4,598,000 $ 13,966,000 $ Total - Community Services $ 46,761,000 $ 3,938,000 $ 56,006,000 $ 4,598,000 $ 13,966,000 $ 125,269,000 $ 87,858,089 $ 213,127,089 Cultural Development: Cultural Development $ 5,814,000 $ 5,920,000 $ 16,310,000 $ 1,990,000 $ 600,000 $ 30,634,000 $ 14,820,000 $ 45,454,000 Total - Cultural Development $ 5,814,000 $ 5,920,000 $ 16,310,000 $ 1,990,000 $ 600,000 $ 30,634,000 $ 14,820,000 $ 45,454,000 2,614,000 $ Development Services: Development Services $ 2,277,000 $ 3,227,800 $ 2,616,000 $ 1,647,000 $ Total - Development Services $ 2,277,000 $ 3,227,800 $ 2,616,000 $ 1,647,000 $ 2,614,000 $ 9,293,550 $ 21,675,350 12,381,800 $ 9,293,550 $ 12,381,800 $ 21,675,350 Public Safety: Fire $ Police Total - Public Safety 2,790,000 $ 400,000 $ 1,050,000 $ 2,784,000 $ 5,496,000 $ 12,520,000 $ 33,952,500 $ 46,472,500 49,294,000 10,161,000 6,514,000 74,184,026 94,954,026 3,674,420 4,540,606 6,464,420 $ 4,940,606 $ 50,344,000 $ 12,945,000 $ 12,010,000 $ 86,704,026 $ 54,722,500 $ 141,426,526 $ 64,907,000 $ 50,001,000 $ 61,047,000 $ 54,929,400 $ 51,440,000 $ 282,324,400 $190,247,000 $ 472,571,400 $ 20,770,000 Public Works & Utilities (Utilities): Water Wastewater 99,438,000 31,712,000 91,989,000 7,532,000 9,676,000 240,347,000 126,465,000 366,812,000 Solid Waste 833,000 115,000 342,000 16,000 342,000 1,648,000 562,000 2,210,000 Total - Public Works & Utilities (Utilities) $ 165,178,000 $ 81,828,000 $153,378,000 $ 62,477,400 $ 61,458,000 $ 524,319,400 $317,274,000 $ 841,593,400 Public Works & Utilities (Streets): Streets/Traffic $ 98,491,884 $ 59,569,203 $ 60,058,608 $ 68,040,457 $ 25,374,799 $ Total - Public Works & Utilities (Streets) $ 98,491,884 $ 59,569,203 $ 60,058,608 $ 68,040,457 $ 25,374,799 $ 311,534,951 $199,548,407 $ 511,083,358 Grand Total CIP $ 358,254,615 $189,429,009 $355,155,608 $174,667,297 $129,332,439 $ 1,206,838,968 $757,128,489 $1,963,967,457 RESOURCES 2023-24 Current Revenues 2024-25 2025-26 2026-27 2027-28 $ 128,485,197 $ 64,077,427 $ 54,613,972 $ 57,880,997 $ 41,262,805 $ 311,534,951 $199,548,407 $ 511,083,358 5-Year Total 10-Year Total 2028-2033 346,320,398 $170,516,448 $ 516,836,846 Capital Grants 35,280,919 11,829,545 6,848,573 26,341,496 3,638,134 83,938,667 79,959,342 Impact Fee Revenues/Fund Balance 3,800,080 8,704,960 24,233,000 1,143,000 4,856,633 42,737,673 - 42,737,673 Bond Proceeds Repaid by Secondary Tax Levy 81,040,806 39,948,906 125,463,008 39,852,600 28,134,867 314,440,187 239,747,089 554,187,276 Other Debt Proceeds - Debt Repaid by Enterprise User Fees 109,647,613 64,868,171 143,997,055 49,449,204 51,440,000 419,402,043 266,905,610 686,307,653 Total - All Revenues 163,898,009 $ 358,254,615 $189,429,009 $355,155,608 $174,667,297 $129,332,439 $ 1,206,838,968 $757,128,489 $1,963,967,457 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 2024-2033 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 2024-2033 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. 467 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Capital Improvement Program Impact on Operating Funds (Note: Amounts below are cumulative by year) FTE 2023-24 2024-25 2025-26 2026-27 2027-28 2032-33 General Government: Airport $ 768 $ 768 $ 768 $ 768 $ 768 $ 768 Buildings and Facilities - 15,000 15,000 15,000 15,000 15,000 City Magistrate - 4,650 4,650 4,650 4,650 4,650 Cultural Development - - - 32,000 55,700 79,500 Transportation Policy - 45,000 88,000 95,500 95,500 218,500 Community Services 5.00 746,637 1,090,109 1,046,571 1,605,851 1,605,851 2,352,802 Information Technology 1.00 4,136 1,468,712 1,190,276 1,190,276 1,190,276 1,190,276 Public Safety - Fire - - - - - 2,781,305 Public Safety - Police - - - 1,240,131 2,128,368 2,796,756 Public Works & Utilities: Streets/Traffic - (567,800) (481,700) (649,623) (646,723) (646,723) Solid Waste 3,454 3,454 3,454 3,454 3,454 3,454 Water 8,060 8,060 8,060 8,060 8,060 8,060 Reclaimed Water 1,535 1,535 1,535 1,535 1,535 1,535 1,488,457 Wastewater 5,757 1,488,457 1,488,457 1,488,457 1,488,457 6.00 $ 770,347 $ 3,557,945 $ 3,365,071 $ 5,036,059 $ 5,950,896 $ 10,294,340 New Position (FTE) costs $ 567,437 $ 1,152,975 $ 1,276,770 $ 1,276,770 $ 2,009,007 $ 5,384,172 Ongoing costs (53,125) 1,793,590 2,088,301 3,759,289 3,941,889 4,910,168 One-Time costs 256,035 611,380 - - - - 770,347 $ 3,557,945 $ Total Operating Costs Annual Increase $ 3,365,071 $ 5,036,059 $ 5,950,896 $ 10,294,340 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 2023-24 Capital Budget While the City prepares a 10-year CIP each year, only the first year is appropriated. The FY 2023-24 capital budget of $856,468,614 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 Encumbered Purchase Orders CIP Total $ 171,026,665 $ $ 171,026,665 $ Lump Sum Capital Reserve Grand Total 2023-24 New Appropriation Unencumbered February 2022 326,737,334 $ - 326,737,334 $ 358,254,615 $ 450,000 358,704,615 $ 2023-24 Total Appropriation 856,018,614 450,000 856,468,614 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. 468 Table of Contents City of Chandler Capital Budget 2023-24 Proposed 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 2023-24. Grants 11.6% Current Revenue 18.3% System Dev. & Impact Fees 5.7% Bonds 34.3% User Fees/Other 30.1% Current (1) Revenue System Development & Impact Fees (2) Bonds User Fees/ (3) Other Grants Total General Government Airport 5,570,470 $ 19,284,848 Buildings and Facilities $ 11,586,516 2,520,000 - - 67,650 14,174,166 Cultural Development 5,358,705 3,242,992 - 528,286 - 9,129,983 60,092 - - - - 60,092 Economic Development 1,556,208 - - - - 1,556,208 Non-Departmental 2,152,124 - - - - 2,152,124 Transportation Policy 5,803,786 493,016 - 8,273,932 - 14,570,734 Cultural Development/NonDepartmental - $ - $ - $ 13,714,378 $ Total General Government $ 26,517,431 $ 6,256,008 $ - $ 22,516,596 $ 5,638,120 $ 60,928,155 Community Services $ 10,074,324 $ 69,971,387 $ 3,206,217 $ 10,255,689 $ - $ 93,507,617 Development Services $ 4,406,781 $ 1,930,834 $ - $ 5,109,005 $ - $ 11,446,620 Information Technology Projects $ 9,516,938 $ - $ - $ - $ 3,344,315 $ 12,861,253 6,942,976 - - - 391,502 7,334,478 16,459,914 $ - $ - $ - $ 3,735,817 $ 20,195,731 Information Technology Information Technology Total Information Technology $ Neighborhood Resources $ - $ - $ - $ 2,974,892 $ - $ 2,974,892 Public Safety - Fire $ 4,160,965 $ 7,724,270 $ - $ 1,340,000 $ - $ 13,225,235 Public Safety - Police $ 9,468,110 $ 1,487,829 $ - $ - $ - $ 10,955,939 $ 85,464,378 $ 49,209,122 $ 42,387,792 $ 53,220,095 $ - $ 230,281,387 Public Works & Utilities Streets/Traffic Solid Waste - - - - 2,465,733 2,465,733 Wastewater - 61,662,019 754,481 3,000,000 214,284,444 279,700,944 - 95,474,078 31,383,020 130,786,361 Water 2,593,750 1,335,513 Total Public Works & Utilities $ 85,464,378 $ 206,345,219 $ 45,736,023 $ 57,555,608 $ 248,133,197 $ 643,234,425 Total Major Capital $ 156,551,903 $ 293,715,547 $ 48,942,240 $ 99,751,790 $ 257,507,134 $ 856,468,614 Percentage of Total 18.3% 34.3% 5.7% 11.6% 30.1% 100.0% (1) Includes revenues from General, General Government Capital Projects, Police Forfeiture, Regional Transportation Sales Tax, Highway User Revenue, Library Trust, and Local Transportation Assistance Funds. 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; medical self insurance; and vehicle replacement revenues. (2) 469 Table of Contents City of Chandler Capital Budget 2023-24 Proposed 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 2023-24. The table reflects the budget and historical expenditures by capital cost center. General Government 7.1% Information Technology 2.4% Community Services 10.9% Public Works & Utilities 75.1% Development Services 1.3% Neighborhood Resources 0.3% Fire 1.5% Police 1.3% 2019-20 Actual Department 2020-21 Actual 2022-23 Adjusted Budget 2022-23 Adopted Budget 2021-22 Actual 2022-23 Estimated Expenditures 2023-24 Adopted Budget % of Total General Government Airport 19,284,848 2.3 % Buildings and Facilities $ 1,664,924 2,339,469 $ 1,223,251 548,265 $ 1,720,280 $ 11,550,156 $ 11,200,936 $ 1,995,450 7,515,738 8,222,746 1,616,580 14,174,166 1.7 % Cultural Development 854,603 528,889 672,083 3,651,203 3,574,267 258,284 9,129,983 1.1 % Cultural Development/NonDepartmental Capital - - 966 - 60,092 - 60,092 0.0 % Economic Development - - - 1,056,208 1,056,208 - 1,556,208 0.2 % Transportation Policy - - 651,815 10,226,243 9,866,907 723,945 14,570,734 1.7 % Non-Departmental Capital 5,570,090 537,030 374,723 9,008,326 10,953,231 9,781,988 2,152,124 0.3 % Total General Government $ 10,429,086 $ 2,837,435 $ 12,611,588 $ 60,928,155 7.1% 5,415,317 $ 43,007,874 $ 44,934,387 $ 230,791 $ Community Services Parks & Recreation $ 8,565,899 $ 5,390,436 $ 8,556,967 $ 54,886,104 $ 52,145,738 $ 5,399,119 $ 93,507,617 10.9 % Community Services $ 8,565,899 $ 5,390,436 $ 8,556,967 $ 54,886,104 $ 52,145,738 $ 5,399,119 $ 93,507,617 10.9% Development Services Capital $ - $ - $ 49,663 $ 8,866,024 $ 9,387,873 $ 218,253 $ 11,446,620 1.3 % Total Development Services $ - $ - $ 49,663 $ 8,866,024 $ 9,387,873 $ 218,253 $ 11,446,620 1.3% 868,357 $ 648,938 $ 7,748,775 $ 7,687,156 $ 1,127,303 $ 12,861,253 1.5 % 6,391,248 6,282,883 217,905 7,334,478 0.9 % 1,345,208 $ 20,195,731 2.4% 78,658 0.0 % Development Services Information Technology Information Technology Program $ Information Technology 1,383,659 875,537 $ 2,252,016 $ 1,524,475 $ Neighborhood Resources Capital $ - $ - $ Housing & Redevelopment - - Total Neighborhood Resources $ - $ - $ Total Information Technology 904,960 $ 1,030,894 1,935,854 $ 14,140,023 $ 13,970,039 $ Neighborhood Resources 156,342 $ - 78,659 $ 78,658 $ - $ 5,525,000 5,525,000 2,628,766 2,896,234 0.3 % 5,603,659 $ 5,603,658 $ 2,628,766 $ 2,974,892 0.3% 477,867 $ 13,225,069 $ 13,391,413 $ 2,956,178 $ 13,225,235 1.5 % 1,026,737 10,955,939 1.3 % 156,342 $ Public Safety Fire $ 4,405,136 $ 3,169,774 $ 5,113,993 2,406,958 2,973,597 9,519,129 $ 5,576,732 $ 3,451,464 $ 22,082,256 $ 21,699,669 $ 3,982,915 $ 24,181,174 2.8% $ 40,147,962 $ 45,489,413 $ 36,033,250 $ 150,910,018 $ 147,315,849 $ 13,310,283 $ 230,281,387 26.9 % Police Total Public Safety $ 8,857,187 8,308,256 Public Works & Utilities Streets/Traffic Solid Waste 105,480 558,373 215,146 1,886,048 1,699,167 66,434 2,465,733 0.3 % Wastewater 8,466,506 9,079,048 31,654,687 211,483,776 201,743,624 20,980,680 279,700,944 32.7 % 22,563,387 6,300,511 24,401,536 84,517,622 79,647,133 13,767,772 130,786,361 15.3 % 48,125,169 $ 643,234,425 75.1% Water Total Public Works & Utilities $ 71,283,335 $ 61,427,345 $ 92,304,619 $ 448,797,464 $ 430,405,773 $ Grand Total $ 102,049,465 $ 76,756,423 $ 111,870,226 $ 597,383,404 $ 578,147,137 $ 470 74,311,018 $ 856,468,614 100.0% Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Impact of the Capital Improvement Program on the FY 2023-24 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 Enterprise Operating Funds in FY 2023-24. 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 2023-24 operating budget. CIP Impact on Operating Funds* Personnel (FTE costs) Supplies or Services Total General Fund Tumbleweed Regional Park $ 409,260 $ 4,136 4,136 $ 409,260 $ 341,513 $ 750,773 Wi-Fi Access Points $ - $ 768 $ 768 Total - Airport Operating Fund $ - $ 768 $ 768 Wi-Fi Access Points $ - $ 1,535 $ 1,535 Total - Reclaimed Operating Fund $ - $ 1,535 $ 1,535 Microsoft Office 365 - Total - General Fund 337,377 $ 746,637 Airport Operating Fund Reclaimed Water Operating Fund Solid Waste Operating Fund Wi-Fi Access Points $ - $ 3,454 $ 3,454 Total - Reclaimed Operating Fund $ - $ 3,454 $ 3,454 Wastewater Operating Fund 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 $ 409,260 $ 349,573 $ 770,347 Water Operating Fund * Some of the operating impact is from prior year CIP projects that will begin operations in FY 2023-24. 471 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Capital Improvement Project Summaries for FY 2023-24 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 2023-24 budget and into the long-range financial forecast, as appropriate. General Government (Buildings and Facilities) Existing City Building Renovations/Repairs (6BF628) Funding is allocated for various improvements to the City’s existing buildings. Description: Project Type: Ongoing capital infrastructure maintenance and repair FY 2023-24 Funding: $4,500,000 Funding Source: General Government Capital Projects Public Facility General Obligation Bonds 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. Building Security Cameras (6BF659) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the purchase and installation of cameras at building entry points, main lobbies, and data rooms at the Fire Administration, Fire Training and Information Technology buildings (fourth year of a five-year project). One-time capital acquisition $250,000 General Government Capital Projects Ongoing O&M expenses of $15,000 per year start in FY 2024-25. Facility Key and Security Management System (6BF669) Description: Funding is allocated for the purchase and installation of a key management system in six aquatic facilities, five recreation facilities, Information Technology and the Airport. Project Type: One-time capital improvement FY 2023-24 Funding: $136,000 Funding Source: Airport Operating General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Space Utilization Improvements (6BF670) Description: Funding is allocated for a Centralized Fleet and Fire Support Services feasibility study, collaborative work areas and space development at City Hall, and Information Technology workspace improvements. Project Type: One-time capital improvement FY 2023-24 Funding: $1,382,000 Funding Source: General Government Capital Projects Medical Self Insurance This project has no direct impact on the operating budget. Impact on Operating Budget: Boys and Girls Club Tenant Improvement (6BF673) Description: Funding is allocated for improvements at the Boys and Girls Club which include the Teen Center, front lobby, conference and youth game rooms. Project Type: One-time capital improvement FY 2023-24 Funding: $1,300,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: 472 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Courts Customer Service Enhancements (6GG673) Funding is allocated for the renovation of customer service counter windows. Description: Project Type: One-time capital improvement FY 2023-24 Funding: $236,000 Funding Source: General Government Capital Projects Ongoing O&M expenses of $4,650 per year start in FY 2024-25. Impact on Operating Budget: Sustainability Programs (6GG674) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the installation of electric vehicle car charging stations. Ongoing capital improvements $75,000 General Government Capital Projects This project has no direct impact on the operating budget. Non-Emergency Communication Enhancements (311) (6GG675) Description: Funding is allocated for study opportunities to provide enhanced customer service for residents with non-emergency issues. Project Type: One-time study FY 2023-24 Funding: $80,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Infill Incentive Plan (6GG620) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for public infrastructure improvements that support infill/ redevelopment activities, strategic land acquisition, and assembly to facilitate future redevelopment. Ongoing capital improvements $500,000 General Government Capital Projects This project has no direct impact on the operating budget. Video Production Studio Digital Media Upgrade (6GG672) Description: Funding is allocated to update cinema cameras equipment and studio accessories. Project Type: One-time capital improvement FY 2023-24 Funding: $250,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Bus Pullouts and Bus Stops (6TP015) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for bus shelter painting, refurbishment, and replacement. Ongoing capital maintenance and repair $185,000 Local Transportation Assistance This project has no direct impact on the operating budget. 473 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Americans with Disabilities Act (ADA) Upgrades (6TP707) Description: Funding is allocated for required ADA improvements to parks and facilities including Snedigar and Nozomi parks, the Boys and Girls Club, Municipal Courts, the Downtown Library and Police Main Station as detailed in the City’s ADA Transition Plan to meet federal accessibility requirements. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $600,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Frye Road Protected Bike Lanes (6TP750) Description: Funding is allocated to construct protected bike lanes on Frye Road west of Arizona Avenue to the Paseo Trail. Project Type: One-time capital improvement FY 2023-24 Funding: $4,166,772 Funding Source: Capital Grants Impact on Operating Budget: Ongoing O&M expenses of $45,000 per year start in FY 2024-25. Ashley Trail/Paseo Trail Connection (6TP752) Description: Funding is allocated for land acquisition for a shared use path which will connect Ashley Trail from its current terminus at Cooper Road between Chandler Boulevard and Ray Road to the Paseo Trail. Project Type: One-time capital acquisition FY 2023-24 Funding: $181,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $5,000 per year start in FY 2025-26. Kyrene Branch and Highline Canal Shared Use Path (6TP767) Description: Funding is allocated for fees associated with of a shared use path along Kyrene Branch and Highline Canals from its current termini at the Tempe/Chandler borders southwest to Linda and Orchid Lanes, respectively. Project Type: One-time service FY 2023-24 Funding: $25,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $38,000 per year start in FY 2025-26. Bike Lane and Path Improvements (6TP771) Description: Funding is allocated to install railing or curb to convert standard bike lanes into protected bike lanes. Project Type: Ongoing capital improvements FY 2023-24 Funding: $270,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: 474 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget General Government (Airport) Taxiway B Extension Construction (6AI238) Description: Funding is allocated for the extension of Taxiway B. Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: One-time capital improvement $2,468,240 Airport Operating Capital Grants - ADOT This project has no direct impact on the operating 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 the Precision Approach Path Indicator (PAPI) for Runway 4L/22R to meet current standards. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $2,092,799 Funding Source: Airport Operating Capital Grants - ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. Runway 4R/22L Extension (6AI735) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for an impact study. One-time study $350,000 Airport Operating 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 FAA grant assurances including crack sealing, spall repair, and joint repair. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $610,000 Funding Source: Airport Operating This project has no direct impact on the operating budget. Impact on Operating Budget: Rehabilitate Runway 4R/22L Pavement (6AI737) Description: Funding is allocated to repair 365,250 square feet of pavement on runway 4R/22L. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $3,430,000 Funding Source: Airport Operating Capital Grants – ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. 475 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget North Terminal Reconstruction Phase II (6AI743) Description: Funding is allocated to reconstruct the remaining 38,000 square yards of the North Terminal Apron. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $2,261,000 Funding Source: Airport Operating Capital Grants – ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. Old Heliport Redevelopment (6AI760) Description: Funding is allocated to install gates, update upgrade fencing, and rehabilitate existing lighting to allow for unairworthy aircraft storage. Project Type: One-time capital improvement FY 2023-24 Funding: $350,000 Funding Source: Airport Operating This project has no direct impact on the operating budget. Impact on Operating Budget: General Government (Cultural Development) Museum (6CA384) Description: Funding is allocated for general repairs and maintenance and the installation of synthetic turf. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $135,000 Funding Source: Museum General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Center for the Arts Facilities Improvements (6CA551) Description: Funding is allocated to provide LED fixture upgrades in the Bogle Theatre and Steena Murray Main Stage, back-of-the-house restroom and dressing room renovations. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $314,000 Funding Source: Capital Grants General Government Capital Projects This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs. Impact on Operating Budget: Downtown Redevelopment (6CA619) Description: Funding is allocated to improve and enhance Downtown properties and amenities. Project Type: Ongoing capital infrastructure maintenance and repair FY 2023-24 Funding: $600,000 Funding Source: General Government Capital Projects 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. 476 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Dr. A.J. Chandler Park (6CA650) Description: Funding is allocated for design of Dr. A.J. Chandler Park. Project Type: Capital construction FY 2023-24 Funding: $750,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $15,000 per year start in FY 2027-28. Wall Street Improvements (6CA669) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Tumbleweed Ranch (6CA670) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for Wall Street improvements from Chicago Street to Frye Road which include stamped concrete, pedestrian lighting, concrete walls, landscaping, and an arched entry monument. Ongoing capital infrastructure maintenance and repair $1,650,000 General Government Capital Projects This project has no direct impact on the operating budget. Funding is allocated for the Water Promenade, the Twin Barns, the Treehouse, and general site improvements which include grading, planting trees, pedestrian pathway with historical interpretive signage. Ongoing capital infrastructure maintenance and repair $1,560,000 Parks General Obligation Bonds Ongoing O&M expenses of $32,000 per year start in FY 2026-27. Downtown Alley Projects (6CA671) Description: Funding is allocated for the design of the Downtown Alley project. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $170,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Downtown Tree Grates and Landscaping Fencing (6CA672) Description: Funding is allocated for the installation of landscape fencing and tree grates from Chandler Boulevard to Boston Street. Project Type: Ongoing capital improvements FY 2023-24 Funding: $359,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Downtown Wayfinding Signage (6CA673) Description: Funding is allocated for the installation of 54 pedestrian and vehicular signage throughout the downtown area. Project Type: One-time capital improvement FY 2023-24 Funding: $156,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 477 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Downtown Parking (6GG659) Description: Funding is allocated for the improvements to the Overstreet Parking Garage including internal signage, lighting, and fencing. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $120,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Community Services Tumbleweed Regional Park (6PR044) Description: Funding is allocated for a 18-20 court pickleball complex, Ryan Road half-street and Union Pacific Railroad crossing improvements, and a traffic signal at the Ryan Road/McQueen Road intersection. Project Type: One-time capital improvement FY 2023-24 Funding: $11,736,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $494,738 per year start in FY 2023-24. One-time O&M expense of $251,899 occur in FY 2023-24. Existing Neighborhood Park Improvements/Repairs (6PR049) Description: Funding is allocated for neighborhood park improvements to Los Altos, Navarrete, and Pueblo Alto parks which can include the renovation of amenities such as playgrounds, sport courts, irrigation, ramadas, and landscaping. Project Type: Ongoing capital improvements FY 2023-24 Funding: $700,000 Funding Source: 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. Mesquite Groves Park Site Phase I (6PR396) Description: Funding is allocated for phase one design of approximately 30 acres of a new community park. Project Type: Capital construction FY 2023-24 Funding: $2,484,000 Funding Source: Park SE Impact Fees Impact on Operating Budget: Ongoing O&M expenses of $279,640 per year start in FY 2026-27. Mesquite Groves Park Site Phase II (6PR398) Description: Funding is allocated for phase one design of an additional 30 acres of a new community park. Project Type: Capital construction FY 2023-24 Funding: $2,484,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $279,640 per year start in FY 2026-27. 478 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Mesquite Groves Park Site Phase III (6PR399) Description: Funding is allocated for phase one design of the last 30 acres of a new community park. Project Type: Capital construction FY 2023-24 Funding: $2,484,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $320,894 per year start in FY 2030-31. Existing Community Park Improvements/Repairs (6PR530) Description: Funding is allocated for community park improvements to Pima and Arrowhead parks which can include the renovation of amenities such as playgrounds, sport courts, irrigation, ramadas, and landscaping. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $2,820,000 Funding Source: 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. Existing Recreation Facilities Improvements (6PR630) Description: Funding is allocated for various improvements and/or renovations to the City’s recreational facilities. FY 2023-24 includes improvements to the Nature, Senior, Tumbleweed Recreation and Tennis Centers. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $2,350,000 Funding Source: 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: Funding is allocated for the replacement of fitness equipment at Tumbleweed Recreation Center. Project Type: One-time capital acquisition FY 2023-24 Funding: $96,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Library Facilities Improvements (6PR648) Description: Funding is allocated for program room improvements at the Hamilton Library. Project Type: One-time capital improvement FY 2023-24 Funding: $1,207,000 Funding Source: Library 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. 479 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Tumbleweed Multi-gen Expansion (6PR651) Description: Funding is allocated for site work for a 11,000 square-foot multi-functional, multi-generational programming space. Project Type: Capital construction FY 2023-24 Funding: $18,213,000 Funding Source: Parks General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $258,715 per year start in FY 2024-25. One-time O&M expense of $40,000 occur in FY 2024-25. Aging Park Landscaping Revitalization (6PR654) Description: Funding is allocated to replenish granite gravel, trees, and shrubs in existing parks. This project will also convert the natural turf adjacent to the Police Department and the Downtown Library seat walls to synthetic turf. Project Type: Ongoing capital improvements FY 2023-24 Funding: $838,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Existing Athletic Field Improvements/Repairs (6PR655) Description: Funding is allocated for various improvements to athletic fields to improve field playing surfaces. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $500,000 Funding Source: General Government Capital Projects 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. Athletic Field and Turf Maintenance Equipment (6PR657) Description: Funding is allocated to purchase a turf mower for the athletic fields. Project Type: One-time capital acquisition FY 2023-24 Funding: $140,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Library - Book/Tech Mobile Library Branch (6PR658) Description: Funding is allocated to purchase recreational vehicle to use as a fifth library branch. Project Type: One-time capital acquisition FY 2023-24 Funding: $550,000 Funding Source: Capital Grants Library Trust Ongoing O&M expenses of $47,248 per year start in FY 2024-25. One-time O&M expense of $5,000 occur in FY 2024-25. Impact on Operating Budget: 480 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Equipment Boom Bucket Truck (Forestry) (6PR659) Description: Funding is allocated to purchase a boom bucket truck for the Parks Operations Division. Project Type: One-time capital acquisition FY 2023-24 Funding: $159,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Development Services Citywide Fiber Upgrades (6DS099) Description: Funding is allocated for fiber optic system equipment, and the maintenance and rehabilitation of the City’s fiber optic system. Project Type: Ongoing capital infrastructure maintenance and repair FY 2023-24 Funding: $1,242,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no impact on the operating budget. Traffic Signal Additions (6DS322) Description: Funding is allocated for the purchase of one traffic signal. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $980,000 Funding Source: General Government Capital Projects 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 2023-24 Funding: $55,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Information Technology Information Technology Project Program (6GG617) Description: Funding is allocated for technology research and development, analysis, and projects that support City business objectives. Project Type: One-time hardware/software acquisition and development costs FY 2023-24 Funding: $6,300,000 Funding Source: General Government Capital Projects Solid Waste Operating Wastewater Operating Water Operating Impact on Operating Budget: Ongoing O&M expenses of $201,500 per year start in FY 2024-25. 481 Table of Contents City of Chandler Capital Budget Microsoft O365 (6IT093) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: 2023-24 Proposed Budget Funding is allocated for MS Unified Support Services and contracted personnel services for Sharepoint development. One-time hardware/software acquisition and development costs $398,000 General Government Capital Projects One-time O&M expense of $4,136 occur in FY 2023-24. Ongoing O&M expenses of $280,042 per year start in FY 2024-25. Wi-Fi Access Points (6IT102) Description: Funding is allocated to install wireless access points in various City facilities. Project Type: One-time hardware/software acquisition and development costs FY 2023-24 Funding: $391,500 Funding Source: Airport Operating General Government Capital Projects Solid Waste Operating Wastewater Operating Water Operating Impact on Operating Budget: Ongoing O&M expenses of $19,574 per year start in FY 2023-24. Inventory Control and Compliance (6IT105) Description: Funding is allocated to purchase software which allows for detailed visibility and control across all systems, servers, and workstations citywide. Project Type: One-time hardware/software acquisition and development costs FY 2023-24 Funding: $180,000 Funding Source: General Government Capital Projects Ongoing O&M expenses of $165,000 per year start in FY 2024-25. Impact on Operating Budget: Interface Tool Replacement (6IT106) Description: Funding is allocated to replace the City's current Interface Tool. Project Type: One-time hardware/software acquisition and development costs FY 2023-24 Funding: $300,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Public Safety – Fire Fire Emergency Vehicles Replacements (6FI641) Description: Funding is allocated to replace one low-acuity response vehicle, one 3,000 gallon water tender, and purchase a new fire engine. Project Type: One-time capital acquisition FY 2023-24 Funding: $1,450,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Mobile Command Vehicle (6FI657) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to purchase a mobile command vehicle. One-time capital acquisition $1,340,000 Capital Grants This project has no direct impact on the operating budget. 482 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Public Safety – Police Police Main Station Renovations (6PD653) Funding is allocated for a study for the main station renovations. Description: Project Type: One-time capital improvement FY 2023-24 Funding: $270,000 Funding Source: Public Safety General Obligation Bonds - Police Ongoing O&M expenses of $156,000 per year start in FY 2027-28. Impact on Operating Budget: Radio Communication Equipment (6PD659) Funding is allocated for the purchase of handheld radios. Description: Project Type: One-time capital replacement FY 2023-24 Funding: $2,532,620 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Police Emergency Vehicle Replacements (6PD660) Funding is allocated for the purchase of a DUI processing vehicle. Description: Project Type: One-time capital replacement FY 2023-24 Funding: $780,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Backup Dispatch Consoles and Radio Repeater (6PD663) Funding is allocated for the purchase of a radio repeater system. Description: Project Type: One-time capital replacement FY 2023-24 Funding: $91,800 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: Public Works & Utilities (Streets/Traffic) Landscape Repairs (6ST014) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for landscape upgrades in various areas throughout the City. One-time capital maintenance and repair $605,000 General Government Capital Projects This project has no direct impact on the operating budget. Streetlight Additions and Repairs (6ST051) Description: Funding is allocated to inspect streetlight poles and replace or repair rusted streetlights. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $920,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: 483 Table of Contents City of Chandler Capital Budget Street Repaving (6ST248) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: 2023-24 Proposed 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 $33,363,410 General Government Capital Projects 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 resident issues, or to allow participation in developer constructed improvements. Project Type: Ongoing capital maintenance and repair and/or new construction FY 2023-24 Funding: $5,858,800 Funding Source: Capital Grants Streets General Obligation Bonds This project has no direct impact on the operating budget. Impact on Operating Budget: Traffic Signal Improvements and Repairs (6ST322) Description: Funding is allocated for traffic signal equipment for ongoing operations, maintenance, and rehabilitation of existing traffic signals. Project Type: Ongoing capital maintenance and repair and/or new construction FY 2023-24 Funding: $390,000 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 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the maintenance and repair of City maintained walls. Ongoing capital maintenance and repair $95,000 General Government Capital Projects This project has no direct impact on the operating budget. Detroit Basin Storm Drain Improvements (6ST661) Funding is allocated for improvements to the storm drainage system. Description: Project Type: Capital construction FY 2023-24 Funding: $11,085,000 Funding Source: Capital Grants Stormwater General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. 484 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Chandler Heights Road (6ST692) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for improvements to Chandler Heights Road from Gilbert road to Vista Drive. Improvements include additional traffic lanes, bike lanes, sidewalks, curbs and gutters, street lighting, turn lanes, landscaping, storm drainage, traffic signals, and utility relocation. This is a supplemental request due to rising construction costs. Capital construction $935,000 Arterial Street Impact Fees Streets General Obligation Bonds Ongoing O&M expenses of $67,400 per year start in FY 2024-25. Street Sweeper Replacements (6ST703) Description: Funding is allocated to purchase one street sweeper. Project Type: Ongoing capital acquisitions FY 2023-24 Funding: $350,000 Funding Source: General Government Capital Projects 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 84 cameras at 21 signalized intersections. Project Type: Capital construction FY 2023-24 Funding: $2,755,224 Funding Source: Capital Grants General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Bucket Truck Replacements (6ST715) Description: Funding is allocated to purchase one bucket truck for the Traffic Engineering Division. Project Type: One-time capital acquisition FY 2023-24 Funding: $264,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: City Gateways (6ST718) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to construct, reconstruct, or replace City entrance way signage. Capital maintenance and repair $50,000 General Government Capital Projects This project has no direct impact on the operating budget. Collector St Improvements - Willis Road (Vine St to 1,700' East) (6ST742) Description: Funding is allocated for the design of collector street - Willis Road from Vine Street to 1,700 feet east, between Alma School Road and Arizona Avenue. Project Type: Capital construction FY 2023-24 Funding: $194,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $12,627 per year start in FY 2026-27. 485 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Collector St Improvements - Armstrong Way (Hamilton St Improvements) (6ST743) Description: Funding is allocated for the land acquisition for the collector street - south half of Armstrong Way, Hamilton Street improvements. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $302,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $4,000 per year start in FY 2025-26. Alma School Road (Germann Rd to Queen Creek Rd) (6ST747) Description: Funding is allocated for the land acquisition for Alma School Road from Germann Road to Queen Creek Road improvements. Project Type: Capital construction FY 2023-24 Funding: $561,000 Funding Source: Arterial Street Impact Fees Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $15,600 per year start in FY 2025-26. Ray Road/Dobson Road Intersection Improvements (6ST754) Description: Funding is allocated for the design of Ray and Dobson Road intersection. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $1,260,072 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $7,300 per year start in FY 2026-27. Hamilton Street (Appleby Dr to Carob Dr) (6ST755) Description: Funding is allocated for half-street 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 2023-24 Funding: $2,526,510 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $4,900 per year start in FY 2023-24. Cooper Road/Insight Loop Extension (6ST765) Description: Funding is allocated for improvements to Cooper Road from Queen Creek Road to Ryan Road/Emmett Drive. Improvements include completing Cooper Road to collector roadway standards with asphalt pavement, curb, gutter, sidewalk, streetlights, and utility relocations. Project Type: Capital construction FY 2023-24 Funding: $11,571,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $32,900 per year start in FY 2024-25. Boston Street Improvements (6ST773) Description: Funding is allocated for improvements to Boston Street from California Street to Arizona Avenue, and Oregon and Boston Streets to the Alley. Improvements include curb, gutter, sidewalk, pavement, landscaping, and utility relocations. Project Type: One-time capital maintenance and repair FY 2023-24 Funding: $2,595,700 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 486 Table of Contents City of Chandler Capital Budget Alley Repaving (6ST775) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: 2023-24 Proposed Budget Funding is allocated to pave eight miles of alley asphalt adjacent to residential homes, apartments, and/or businesses. Ongoing capital maintenance and repair $865,950 General Government Capital Projects This project has no direct impact on the operating budget. Union Pacific Railroad/Willis Road Improvements (6ST776) Description: Funding is allocated for the land acquisition for improvements to Union Pacific Railroad/Willis Road crossing to collector roadway standards. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $61,000 Funding Source: General Government Capital Projects Ongoing O&M expenses of $3,900 per year start in FY 2025-26. Impact on Operating Budget: City Owned Parking Lot Maintenance and Resurfacing Program (6ST777) Description: Funding is allocated for the assessment, preventative maintenance, and resurfacing of all City-owned asphalt paved surface parking lots. FY 2023-24 includes Arrowhead Aquatic Center, Paseo Vista Recreation Area, and Snedigar Sportsplex. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $1,647,100 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Delaware Street Parking Lot (6ST779) Description: Funding is allocated for parking lot upgrades adjacent to Delaware Street, south of Chandler Boulevard. Project Type: One-time capital improvement FY 2023-24 Funding: $825,000 Funding Source: General Government Capital Projects This project has no direct impact on the operating budget. Impact on Operating Budget: McQueen Road Improvements (Warner Rd to Ray Rd) (6ST783) Description: Funding is allocated for a study for improvements to McQueen Road from Warner Road to Ray Road. Project Type: One-time study FY 2023-24 Funding: $357,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Arizona Avenue/Warner Road Intersection (6ST786) Description: Funding is allocated for improvements to the intersection of Arizona Avenue and Warner Road. Improvements includes adding dual left turn lanes for both northbound and southbound traffic on Arizona Avenue. Project Type: One-time capital improvement FY 2023-24 Funding: $256,500 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 487 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Turf to Xeriscape Program (6ST787) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to convert approximately 56 acres of turf into xeriscape areas (first year of a three year project). One-time capital improvement $5,253,120 General Government Capital Projects Ongoing O&M savings of $198,450 per year start in FY 2026-27. Railroad Quiet Zone Crossing Improvements (6ST788) Description: Funding is allocated to extend the Quiet Zone limits south from Germann Road to Appleby Road to reduce train horn usage. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $165,000 Funding Source: General Government Capital Projects Streets General Obligation Bonds This project has no direct impact on the operating budget. Impact on Operating Budget: Chandler Heights Road Utility Relocations (6ST789) Description: Funding is allocated to underground the SRP transmission lines. Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Unpaved Alley Program (6ST790) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Capital construction $10,000,000 General Government Capital Projects This project has no direct impact on the operating budget. Funding is allocated to rehabilitate approximately 19.99 centerline miles of alley. One-time capital improvement $3,379,498 Capital Grants Streets General Obligation Bonds This project has no direct impact on the operating budget. Public Works & Utilities (Solid Waste) 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 2023-24 Funding: $833,000 Funding Source: Solid Waste Operating Impact on Operating Budget: This project has no direct impact on the operating budget. 488 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Public Works & Utilities (Wastewater) Collection System Facility Improvements (6WW196) Description: Funding is allocated for repair, replacement, and rehabilitation of water reclamation facilities, motors, pumps, and variable frequency drive units. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $9,484,000 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. Sewer Assessment and Rehabilitation (6WW266) Description: Funding is allocated to address the ongoing need to evaluate, prioritize, and repair sewer lines and manholes within the City’s collection system. This includes the rehab on the 66" sewer main on Price Road from Loop 202 to south of Queen Creek Road. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $59,250,000 Funding Source: Wastewater Bonds Impact on Operating Budget: Ongoing O&M expenses of $84,102 per year start in FY 2024-25. Wastewater System Upgrades with Street Projects (6WW332) Description: Funding is allocated to address the ongoing need to evaluate, prioritize, and repair sewer lines and manholes within the City’s collection system where needed during street repair. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $214,000 Funding Source: Wastewater Operating This project has no direct impact on the operating budget. Impact on Operating Budget: Water Reclamation Facility Improvements (6WW621) Description: Funding is allocated for repairs, replacements, or to rehabilitate infrastructure and large equipment at the water reclamation facilities. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $11,393,000 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. All projects in this program are reimbursed by Intel Corporation. Project Type: Ongoing capital maintenance and repair FY 2023-24 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. 489 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Supervisory Control and Data Acquisition System (6WW685) Description: Funding is allocated for communication system to control equipment in the water and wastewater facilities. Project Type: One-time capital acquisition FY 2023-24 Funding: $597,000 Funding Source: Impact on Operating Budget: Wastewater Operating Water Operating This project has no direct impact on the operating budget. Airport Water Reclamation/Ocotillo Water Reclamation Facility Conveyance (6WW690) Description: Funding is allocated for all piping and appurtenances needed to convey Intel Corporation’s portion of the treated water to their facilities. The additional supply produced from the RWIF will be used to supplement the City's groundwater recharge efforts as well as supply additional water for industrial cooling at Intel Corporation’s expanded facilities. Project Type: Capital construction FY 2023-24 Funding: $18,000,000 Capital Grants Funding Source: Wastewater Operating This project has no direct impact on the operating budget. Impact on Operating 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 2023-24 Funding: $19,896,000 Funding Source: Water Bonds Water Operating This project has no direct impact on the operating budget; however, replacing mains now will result in maintenance savings over time. Impact on Operating Budget: Well Construction/Rehabilitation (6WA034) Description: Funding is allocated to construct new or rehabilitate existing groundwater wells. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $3,418,000 Funding Source: 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 or repair of valves, fire hydrants, and water mains where needed during street repair. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $1,311,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 490 Table of Contents City of Chandler Capital Budget 2023-24 Proposed 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 2023-24 Funding: $24,207,000 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 2023-24 Funding: $6,614,000 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. Joint Water Treatment Plant (6WA334) Description: Funding is allocated for maintaining treatment reliability, capacity and regulatory compliance of the plant as part of the partnership with the Town of Gilbert. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $315,000 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: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Water Purchases (6WA672) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to pay the City’s share of the Water Rights Quantification Agreement with the White Mountain Apache Tribe. One-time capital acquisition $1,132,000 Water Bonds This project has no direct impact on the operating budget. Funding is allocated for Chandler’s share of the Bartlett Dam Modification Feasibility Study. One-time study $109,000 Water Operating This project has no direct impact on the operating budget. Water Meter Replacements (6WA673) Description: Funding for customer's replacement of water meters with a lifecycle greater than 15 years. Project Type: Ongoing capital maintenance and repair FY 2023-24 Funding: $3,255,000 Water Bonds Funding Source: Water Operating This project has no direct impact on the operating budget. Impact on Operating Budget: 491 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Valve Exercising Equipment (6WA678) Description: Funding is allocated to replace a valve truck. Project Type: One-time capital replacement FY 2023-24 Funding: $244,000 Funding Source: Water Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Water Acquisition (6WA679) Description: Project Type: FY 2023-24 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the construction of the Salt River CAP Interconnect Facility (SCIF). Capital construction $3,906,000 Water Operating This project has no direct impact on the operating budget. Water Quality Compliance Program (6WA689) Description: Funding is allocated for material inventories and replacement, assessments on water systems, engineering studies to ensure water system compliance. Project Type: One-time study FY 2023-24 Funding: $500,000 Funding Source: Water Operating This project has no direct impact on the operating budget. Impact on Operating Budget: 492 Table of Contents City of Chandler Capital Budget 2023-24 Proposed 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 2019-20 Actual Expenditures 2020-21 Actual Expenditures 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget General Government: Print, Mail, and Graphics $ Buildings & Facilities Transportation Policy Total General Government - $ - $ 22,992 - $ - - - 136,560 $ - 136,560 $ 104,907 $ 145,586 66,330 - 26,578 $ 22,992 $ - $ 26,578 $ 136,560 $ $ 62,835 $ - $ - $ - $ 38,675 $ 86,104 - - - 173,943 31,261 - - - 37,200 70,374 29,200 - $ 37,200 $ 282,992 $ 60,461 $ - $ 92,900 4,550 4,550 286,696 $ 175,787 $ 92,900 - - $ 62,000 Community Services Aquatics Parks Maintenance and Operations Recreation Total Community Services $ 148,939 $ - $ $ - $ - $ - - 62,000 Development Services Planning Building Safety Engineering - $ 35,149 $ 33,759 $ 26,922 - 70,579 67,518 35,100 342 - 65,589 - 35,794 35,796 $ 342 $ - $ 92,511 $ - $ 141,522 $ 137,073 $ 35,100 IT Infrastructure & Client Support $ - $ - $ - $ - $ 27,383 $ 27,383 $ - Total Information Technology $ - $ - $ - $ - $ 27,383 $ 27,383 $ - Total Development Services - Information Technology Management Services Central Supply $ Non-Departmental Total Management Services $ - $ - $ - $ - $ 2,191,789 52,974 $ 4,862,624 4,355,999 1,030,035 4,033,070 4,862,624 $ 4,355,999 $ 1,030,035 $ 2,191,789 $ 4,086,044 $ - $ 4,033,070 4,907,798 4,033,070 $ 4,907,798 Neighborhood Resources Neighborhood Preservation $ 14,600 $ - $ - $ - $ - $ - $ - Total Neighborhood Resources $ 14,600 $ - $ - $ - $ - $ - $ - - $ 362,100 Public Safety - Fire Administration $ - $ - $ - $ - $ - $ 87,068 - - - - - $ 87,068 $ - $ - $ - $ - $ - $ $ 1,443,551 $ 2,079,878 $ Operations Total Public Safety - Fire 362,100 Public Safety - Police Field Operations Communications Total Public Safety - Police - 8,712 680,088 $ 1,832,600 $ 2,518,274 $ 780,690 $ 5,068,400 495,121 261,046 308,804 $ 1,443,551 $ 2,088,590 $ $ 57,135 $ - $ - $ - $ 2,491 - - - 671,642 1,175,209 $ 2,141,404 $ 3,189,916 $ - 1,041,736 $ 5,068,400 Public Works & Utilities Streets Traffic Engineering Utilities Administration 42,532 $ - $ 165,100 - - 224,100 - - 33,148 - - - - Solid Waste Division 34,551 - - 75,400 119,126 - 102,200 Water Division 141,941 124,692 4,177 153,500 341,435 74,096 663,900 Wastewater Division 104,835 40,819 28,460 231,200 258,855 1,961 299,700 65,785 $ 460,100 $ 761,948 $ 76,057 $ 1,455,000 2,390,118 $ 4,967,053 $ 8,776,501 $ 5,551,567 $ 11,983,298 Total Public Works & Utilities $ 340,953 $ 165,511 $ Grand Total $ 6,921,069 $ 6,610,100 $ 493 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Capital Program Detail for FY 2023-24 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 2022-23 and for project funds that have not yet been expended or encumbered at the time of FY 2023-24 budget preparations. These programs have been approved and appropriated by Council in prior years. If the department spends any of the carryforward appropriation on these programs in FY 2022-23, the appropriation will be reduced in FY 2023-24. General Government/Non-Departmental - 1291 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name 6GG631 Solar Energy 6GG670 Courts Building Wifi & Cabling $ 6GG672 Video Production Studio Digital Media Upgrade 6GG673 Courts Customer Service Enhancements 6GG674 6GG675 Unencumbered February 2023 2023-24 2023-24 New Total Appropriation Appropriation - $ 283,763 $ - $ 283,763 - 225,958 - 225,958 113,145 398,258 250,000 761,403 - 40,000 236,000 276,000 Sustainability Programs - - 75,000 75,000 Non-Emergency Communication Enhancements (311) - - 80,000 80,000 Total Capital Program Budgets $ Lump Sum Contingency 113,145 $ 947,979 $ 641,000 $ 1,702,124 $ - $ - $ 450,000 $ 450,000 Total Non-CIP Capital Program $ - $ - $ 450,000 $ 450,000 Total Capital Program Budgets $ 113,145 $ 947,979 $ 1,091,000 $ 2,152,124 Fund 401 General Government Capital Projects $ 113,145 $ 947,979 $ 1,091,000 $ 2,152,124 Total Capital Program Funding $ 113,145 $ 947,979 $ 1,091,000 $ 2,152,124 Building and Facilities Capital - 3210 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders $ Unencumbered February 2023 2,435,999 $ 2023-24 2023-24 New Total Appropriation Appropriation 6BF628 Existing City Building Renovations/Repairs 6BF653 Fire Station Bay Doors 309,369 2,528,840 $ - 4,500,000 $ - 9,464,839 309,369 6BF658 Facility & Parks Asphalt Maintenance 13,677 110,528 - 124,205 6BF659 Building Security Cameras 55,754 250,000 250,000 555,754 6BF661 Community Center/Senior Center Building - 55,786 - 55,786 6BF665 Energy Management System Upgrades 87,800 62,201 - 150,001 6BF666 Police/Courts Security Fencing Upgrades 696,212 - - 696,212 6BF669 Facility Key and Security Management System - - 136,000 136,000 6BF670 Space Utilization Improvements - - 1,382,000 1,382,000 6BF673 Boys and Girls Club Tenant Improvement - - 1,300,000 1,300,000 Total Capital Program Budgets $ 3,598,811 $ 3,007,355 $ 7,568,000 $ 14,174,166 401 General Gov't Capital Project $ 3,598,811 $ 3,007,355 $ 4,980,350 $ 11,586,516 441 Public Facility Bonds - - 2,520,000 2,520,000 635 Water Operating Fund - - 10,650 10,650 741 Medical Self Insurance Fund - - 57,000 Fund Total Capital Program Funding $ 494 3,598,811 $ 3,007,355 $ 7,568,000 $ 57,000 14,174,166 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Economic Development Capital - 1550 Carryforward Appropriation Program # 6GG620 Encumbered Purchase Orders Program Name Unencumbered February 2023 2023-24 2023-24 New Total Appropriation Appropriation Infill Incentive Plan $ - $ 1,056,208 $ 500,000 $ 1,556,208 Total Capital Program Budgets $ - $ 1,056,208 $ 500,000 $ 1,556,208 General Gov't Capital Project $ - $ 1,056,208 $ 500,000 $ 1,556,208 Total Capital Program Funding $ - $ 1,056,208 $ 500,000 $ 1,556,208 Fund 401 Transportation Policy Capital - 3060 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name $ 2023-24 2023-24 Unencumbered New Total February 2023 Appropriation Appropriation 6TP015 Bus Pullouts and Bus Stops 30,692 $ 689,377 $ 185,000 $ 905,069 6TP707 Americans with Disabilities Act (ADA) Upgrades 149,878 974,742 600,000 1,724,620 6TP750 Frye Road Protected Bike Lanes 336,490 5,919,994 4,166,772 10,423,256 6TP752 Ashley Trail/Paseo Trail Connection - 121,000 181,000 302,000 6TP753 Ocotillo Shared Use Path - 162,000 - 162,000 6TP766 Hunt Highway Separated Bike Lanes/Traffic Calming - 70,000 - 70,000 6TP767 Kyrene Branch and Highline Canal Shared Use Path - 513,789 25,000 538,789 6TP768 Price Road Flexible Transit - 150,000 - 150,000 6TP771 Bike Lane and Path Improvements - 25,000 270,000 8,625,902 $ 5,427,772 $ 517,060 $ 295,000 Total Capital Program Budgets $ 14,570,734 216 Local Transportation Assistance $ 401 General Gov't Capital Project 411 Street Bonds 8,107 278,909 206,000 493,016 417 Capital Grant 328,383 3,778,777 4,166,772 8,273,932 517,060 $ 8,625,902 $ 5,427,772 $ 14,570,734 Fund 30,692 $ 149,878 Total Capital Program Funding $ 495 725,261 $ 3,842,955 185,000 $ 940,953 870,000 4,862,833 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Airport Capital - 4110 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name 2023-24 2023-24 Unencumbered New Total February 2023 Appropriation Appropriation 6AI238 Taxiway B Extension Construction 6AI661 Automated Weather Observation System Replacement 28,759 171,241 - 6AI702 Replace Tower Transceiver Radios 12,482 597,324 - 609,806 6AI728 Airfield Lighting Improve/Runway 4L 22R PAPI Replace - - 2,092,799 2,092,799 6AI729 Wildlife Exclusion Perimeter Fence 25,631 990,987 - 1,016,618 6AI733 Heliport Lighting Replacement 236,466 22,977 - 259,443 6AI734 Hangar Electrical Rewiring 20,787 69,445 - 90,232 6AI735 Runway 4R/22L Extension - - 350,000 350,000 6AI736 Annual Pavement Maintenance Management 38,858 628,303 610,000 1,277,161 6AI737 Rehabilitate Runway 4R/22L Pavement 1,500 2,833,049 3,430,000 6,264,549 6AI743 North Terminal Reconstruction Phase II - - 2,261,000 2,261,000 6AI746 Airport Fuel Tank Relocation - 610,000 - 610,000 6AI753 Install Runway End Indicator Lights - Runway 4L/22R - 110,000 - 110,000 6AI754 Airport Strategic Business Plan Study - 200,000 - 200,000 6AI755 Airport Operations Garage 114,230 885,770 - 1,000,000 6AI756 Hangar Door Hardware Upgrade and Repair - 125,000 - 125,000 6AI760 Old Heliport Redevelopment - - 350,000 $ Total Capital Program Budgets $ 417 Capital Grant $ 635 Airport Operating - $ 478,713 $ - $ 2,468,240 $ 2,468,240 200,000 350,000 7,244,096 $ 11,562,039 $ 19,284,848 Fund Total Capital Program Funding $ 54,390 $ 3,995,951 $ 9,664,037 $ 13,714,378 424,323 3,248,145 1,898,002 5,570,470 478,713 $ 7,244,096 $ 11,562,039 $ 19,284,848 Cultural Development Capital - 4320 Program # Program Name 6CA384 Museum 6CA551 Center for the Arts Facilities Improvements 6CA619 Downtown Redevelopment 6CA650 Dr. A.J. Chandler Park 6CA669 Wall Street Improvements 6CA670 Tumbleweed Ranch 6CA671 Carryforward Appropriation 2023-24 2023-24 New Encumbered Unencumbered Total Purchase Orders February 2023 Appropriation Appropriation $ 17,632 $ 135,000 $ 154,557 - 699,644 314,000 1,013,644 82,618 697,613 600,000 1,380,231 - 76,048 750,000 826,048 147,411 60,519 1,650,000 1,857,930 9,000 160,000 1,560,000 1,729,000 Downtown Alley Projects - 426,000 170,000 596,000 6CA672 Downtown Tree Grates and Landscaping Fencing - - 359,000 359,000 6CA673 Downtown Wayfinding Signage - - 156,000 156,000 6CA778 City Hall Parking Lot and Alleyway 125,174 812,399 - 937,573 6GG659 Downtown Parking - 1,925 $ 120,000 120,000 2,934,148 $ 5,814,000 $ 9,129,983 245,365 $ 1,321,340 $ 3,792,000 $ 5,358,705 125,174 1,238,399 170,000 1,533,573 381,835 $ - Total Capital Program Budgets $ 401 General Gov't Capital Project $ 411 Street Bonds 417 Capital Grant - 371,286 157,000 528,286 420 Park Bonds - - 1,560,000 1,560,000 433 Art Center Bonds 435 Museum Bond Fund Total Capital Program Funding $ 496 - 1,198 - 1,198 11,296 1,925 135,000 148,221 381,835 $ 2,934,148 $ 5,814,000 $ 9,129,983 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Cultural Development/Non-Departmental - 1291 Carryforward Appropriation Program # 6GG669 Encumbered Purchase Orders Program Name 2023-24 2023-24 New Total Appropriation Appropriation Unencumbered February 2023 Wall Street Improvements $ - $ 60,092 $ - $ 60,092 Total Capital Program Budgets $ - $ 60,092 $ - $ 60,092 General Gov't Capital Project $ - $ 60,092 $ - $ 60,092 Total Capital Program Funding $ - $ 60,092 $ - $ 60,092 Fund 401 Community Services - Parks/Recreation Capital - 4580 Carryforward Appropriation Program # Program Name 2023-24 2023-24 Encumbered Unencumbered New Total Purchase Orders February 2023 Appropriation Appropriation 6PR044 Tumbleweed Regional Park $ 2,997,603 $ 6PR047 Aquatic Facility Safety Renovations 6PR049 Existing Neighborhood Park Improvements/Repairs 6PR389 6PR396 6PR397 Snedigar Sportsplex 6PR398 Mesquite Groves Park Site Phase II 6PR399 Mesquite Groves Park Site Phase III 6PR497 Paseo Vista Recreational Area Improvements 6PR530 Existing Community Park Improvements/Repairs 6PR629 Lantana Ranch Park Site 6PR630 Existing Recreation Facilities Improvements 6PR633 Veteran's Memorial Park Phase II 19,780 6PR634 Fitness Equipment 50,383 6PR644 Parks Centralized Irrigation System Replacement 6PR645 Parks Strategic Master Plan 6PR648 Library Facilities Improvements 6PR650 Folley Park/Pool Renovation 6PR651 Tumbleweed Multi-gen Expansion 6PR653 Gazelle Meadows/Galveston Neighborhood Improvement 24,506 6PR654 Aging Park Landscaping Revitalization 6PR655 Existing Athletic Field Improvements/Repairs 6PR657 20,814,889 $ 11,736,000 $ 35,548,492 732 2,949 - 3,681 614,243 3,255,213 700,000 4,569,456 Homestead North Park Site - 270,765 - 270,765 Mesquite Groves Park Site Phase I - - 2,484,000 2,484,000 69,520 866,367 - 935,887 - - 2,484,000 2,484,000 - - 2,484,000 2,484,000 - 3,424 - 3,424 65,879 2,500,648 2,820,000 5,386,527 - 715,925 - 715,925 373,483 959,112 2,350,000 3,682,595 759,407 - 779,187 4,565 96,000 150,948 49,313 525,458 - 574,771 - 26,408 - 26,408 71,961 288,039 1,207,000 1,567,000 - 28,000 - 28,000 630,221 12,037 18,213,000 18,855,258 3,970,137 - 3,994,643 153,025 346,975 838,000 1,338,000 171,763 6,103,887 500,000 6,775,650 Athletic Field and Turf Maintenance Equipment - - 140,000 140,000 6PR658 Library - Book/Tech Mobile Library Branch - - 550,000 550,000 6PR659 Equipment Boom Bucket Truck (Forestry) - - 159,000 159,000 Total Capital Program Budgets $ 5,292,412 $ 41,454,205 $ 46,761,000 $ 93,507,617 401 General Gov't Capital Project $ 1,274,920 $ 7,016,404 $ 1,733,000 $ 10,024,324 417 Capital Grant 231,796 9,523,893 500,000 10,255,689 420 Park Bonds 3,713,735 23,903,652 40,787,000 68,404,387 424 Park Impact Fees - 13,989 - 13,989 427 Parks SE Impact Fees - 708,228 2,484,000 3,192,228 430 Library Bonds 71,961 288,039 1,207,000 1,567,000 836 Library Trust - - 50,000 50,000 Fund Total Capital Program Funding $ 497 5,292,412 $ 41,454,205 $ 46,761,000 $ 93,507,617 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Development Services Capital - 1560 Carryforward Appropriation Program # Program Name 6DS099 Citywide Fiber Upgrades 6DS322 Traffic Signal Additions 6DS736 Traffic Management Center Equipment 2023-24 2023-24 Encumbered Unencumbered New Total Purchase Orders February 2023 Appropriation Appropriation $ 188,424 $ 4,868,636 $ 1,242,000 $ 6,299,060 2,047,629 1,925,863 980,000 4,953,492 - 139,068 55,000 194,068 Total Capital Program Budgets $ 2,236,053 $ 6,933,567 $ 2,277,000 $ 11,446,620 401 General Gov't Capital Project $ 14,594 $ 2,115,187 $ 2,277,000 $ 4,406,781 411 Street Bonds 796,377 1,134,457 - 417 Capital Grant 1,425,082 3,683,923 - 2,236,053 $ 6,933,567 $ Fund Total Capital Program Funding $ 2,277,000 $ 1,930,834 5,109,005 11,446,620 Information Technology Projects Capital - 1285 Carryforward Appropriation Program # Program Name 2023-24 2023-24 Encumbered Unencumbered New Total Purchase Orders February 2023 Appropriation Appropriation 6GG617 Information Technology Project Program 6IC046 EDMS Upgrade $ 14,306 - $ 85,551 $ 1,948 6,300,000 $ - 6,385,551 16,254 6IC088 Project Management Consultants 289,207 643,856 - 933,063 6IC095 Document Retention - 72,571 - 72,571 6IC101 Fire Records Management 15,400 1,952 - 17,352 6IC102 Fleet Management System - 132,870 - 132,870 6IC103 Electronic Agenda Management - 38,000 - 38,000 6IC110 Code Enforcement Case Management - 2,783 - 2,783 6IC112 Utility Billing Replatform 162,400 840,000 - 1,002,400 6IC113 Call Center Enhancements - 11,586 - 11,586 6IC114 Smart City Enhancements - 169,264 - 169,264 6IC117 Aquatic Equipment Room Controllers - 115,000 - 115,000 6IC118 Drowning Detection - 150,000 - 150,000 6IC119 Weather Alert System 6IC121 Budget Replacement Software 6IC122 6IC123 6IC124 - 36,000 - 36,000 227,405 154,408 - 381,813 Compensation Management System - 17,660 - 17,660 E-Signature System - 82,000 - 82,000 Digital Adoption Platform 166,400 600 - 167,000 6IC125 Position Control Implementation 157,400 41,233 - 198,633 6IC126 Citywide 3rd Party Payment - 150,000 - 150,000 6IC127 Citywide Multi Factor Automation - 950,000 - 950,000 6IC128 Benefits Administration System - 1,000,000 - 1,000,000 6IC129 Fire Alarm Panel Solution - 81,000 - 81,000 6IC131 Enterprise Resource Planning - 312,000 - 312,000 000000 ITUP Contingency - Total Capital Program Budgets $ 401 General Gov't Capital Project $ 605 Water Operating 615 625 438,453 - 1,032,518 $ 5,528,735 $ 6,300,000 $ 438,453 12,861,253 Fund 870,118 $ 4,647,970 $ 3,998,850 $ 9,516,938 162,400 292,790 1,022,861 1,478,051 Wastewater Operating - 414,525 766,973 1,181,498 Solid Waste Operating - 173,450 511,316 5,528,735 $ 6,300,000 $ Total Capital Program Funding $ 498 1,032,518 $ 684,766 12,861,253 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Information Technology Capital - 1287 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name 6IT082 Voice and Data Convergence $ 6IT084 6IT091 6IT093 Microsoft O365 6IT095 Infrastructure Monitoring System 6IT096 City Hall Conference Room Technology Upgrades 6IT097 Citywide Technology Infrastructure 6IT098 Microsoft (SQL) Server Upgrade 6IT100 Mobility Pilot 6IT102 Wi-Fi Access Points 6IT103 6IT104 2023-24 New Appropriation Unencumbered February 2023 2023-24 Total Appropriation - $ 225,033 $ - $ 225,033 Redundant Internet Connectivity - 15,669 - 15,669 IT On Demand Projects - 29,184 - 29,184 275,376 1,528,988 398,000 2,202,364 - 62,296 - 62,296 26,017 - - 26,017 - 1,178,590 - 1,178,590 32,000 14,115 - 46,115 - 215,203 - 215,203 4,053 1,117,424 391,500 1,512,977 Enterprise Backup and Recovery Upgrade - 400,000 - 400,000 Collaboration Mobility - 941,030 - 941,030 6IT105 Inventory Control and Compliance - - 180,000 180,000 6IT106 Interface Tool Replacement 300,000 300,000 Total Capital Program Budgets $ 337,446 $ - 5,727,532 $ - 1,269,500 $ 7,334,478 401 General Gov't Capital Project Fund $ 337,446 $ 5,433,906 $ 1,171,624 $ 6,942,976 605 Water Operating Fund - 120,904 40,301 161,205 615 Wastewater Operating Fund - 109,390 36,463 145,853 625 Solid Waste Operating Fund - 51,816 17,272 69,088 635 Airport Operating Fund - 11,516 3,840 5,727,532 $ 1,269,500 $ Fund Total Capital Program Funding $ 337,446 $ 15,356 7,334,478 Neighborhood Resources Capital - 1065 Carryforward Appropriation Program # 3AZ001 Program Name Encumbered Purchase Orders Unencumbered February 2023 2023-24 New Appropriation 2023-24 Total Appropriation Community Support Program $ – $ 78,658 $ – $ 78,658 Total Capital Program Budgets $ – $ 78,658 $ – $ 78,658 Capital Grant $ – $ 78,658 $ 78,658 Total Capital Program Funding $ – $ 78,658 $ – $ 78,658 Fund 417 Housing and Redevelopment Capital - 4651 Carryforward Appropriation Program # 6NR001 Program Name Encumbered Purchase Orders Unencumbered February 2023 2023-24 New Appropriation 2023-24 Total Appropriation Repositioning Housing Projects $ - $ 2,896,234 $ - $ 2,896,234 Total Capital Program Budgets $ - $ 2,896,234 $ - $ 2,896,234 Proceeds Reinvestment Projects $ - $ 2,896,234 $ - $ 2,896,234 Total Capital Program Funding $ - $ 2,896,234 $ - $ 2,896,234 Fund 236 499 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Fire Department Capital - 2250 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name $ 2023-24 New Appropriation Unencumbered February 2023 - $ 600,000 $ 2023-24 Total Appropriation 6FI641 Fire Emergency Vehicles Replacements 6FI643 Dual Band Radios 485,426 4,574 - 490,000 6FI647 Personal Protective Clothing Replacement Plan - 818,925 - 818,925 6FI648 Emergency Operations Center Equipment Replacement - 2,380 - 2,380 6FI649 Rebuild Fire Station #282 8,106,519 417,411 - 8,523,930 6FI657 Mobile Command Vehicle - - 1,340,000 1,340,000 2,790,000 $ 13,225,235 Total Capital Program Budgets $ 8,591,945 $ 1,843,290 $ 401 General Gov't Capital Project $ 1,051,903 $ 1,659,062 $ 417 Capital Grant Fund 470 Public Safety Bonds 1,450,000 $ 2,050,000 Fund - Total Capital Program Funding $ - 7,540,042 184,228 8,591,945 $ 1,843,290 $ 1,450,000 $ 4,160,965 1,340,000 1,340,000 - 7,724,270 2,790,000 $ 13,225,235 Police Department Capital - 2100 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders 6PD606 Records Management System 6PD646 Public Safety Training Facility $ 6PD650 Police Main Station Lobby/Records Renovation 6PD651 Police Work Area and Storage Renovation 6PD652 Forensic Services Facility - 6PD653 Police Main Station Renovations 6PD658 Body Worn Cameras 6PD659 Radio Communication Equipment 6PD660 6PD661 6PD662 6PD663 6PD664 Command Central Aware Platform Unencumbered February 2023 - $ 2023-24 New Appropriation 2023-24 Total Appropriation 17,030 $ - $ 17,030 592,787 - 596,787 11,942 16,811 - 28,753 210,018 2,248,701 - 2,458,719 290,000 - 290,000 - - 270,000 270,000 - 728,000 - 728,000 1,880,569 3,089 2,532,620 4,416,278 Police Emergency Vehicle Replacements 257,912 82,088 780,000 1,120,000 Police Main Station Security Enhancements 121,653 919 - 122,572 Detention Facility - 250,000 - 250,000 Backup Dispatch Consoles and Radio Repeater - 250,000 91,800 341,800 251,805 64,195 - 4,543,620 $ 3,674,420 $ 4,000 316,000 Total Capital Program Budgets $ 2,737,899 $ 10,955,939 401 General Gov't Capital Project $ 2,527,881 $ 3,535,809 $ 3,404,420 $ 9,468,110 460 Public Safety Bonds 210,018 1,007,811 270,000 1,487,829 2,737,899 $ 4,543,620 $ 3,674,420 $ 10,955,939 Fund Total Capital Program Funding $ 500 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Public Works & Utilities - Streets/Traffic Capital - 3310 Carryforward Appropriation Program # Program Name 6ST011 Stormwater Management Master Plan 6ST014 Landscape Repairs 6ST015 Bus Pullouts and Bus Stops 6ST051 Encumbered Purchase Orders $ Unencumbered February 2023 676,372 $ 2023-24 New Appropriation 19,999 $ 2023-24 Total Appropriation - $ 696,371 1,124,901 1,500 605,000 82,773 18,375 - 1,731,401 101,148 Streetlight Additions and Repairs 1,053,282 729,357 920,000 2,702,639 6ST248 Street Repaving 5,946,688 11,190,340 33,363,410 50,500,438 6ST291 Miscellaneous Storm Drain Improvements 54,007 203,786 - 257,793 6ST303 Street Construction-Various Improvements 145,207 2,548,807 5,858,800 8,552,814 6ST322 Traffic Signal Improvements and Repairs 292,460 728,000 390,000 1,410,460 6ST641 Ocotillo Road (Cooper Rd to 148th St) 7,125,311 282,471 - 7,407,782 6ST652 Wall Repairs 75,000 - 95,000 170,000 6ST661 Detroit Basin Storm Drain Improvements 305,912 3,173,144 11,085,000 14,564,056 6ST675 Cooper Road (Queen Creek Rd to Riggs Rd) 293,038 134,377 - 427,415 6ST691 Streets Vactor Truck Replacement 535,293 - - 535,293 6ST692 Chandler Heights Road 20,073,905 11,162,649 935,000 32,171,554 6ST693 Lindsay Road (Ocotillo Rd to Hunt Hwy) 905,063 29,170,242 - 30,075,305 6ST697 Boston Street (Oregon St to Essex St) - 902,000 - 902,000 6ST702 Washington Street Improvements 2,859 545,180 - 548,039 6ST703 Street Sweeper Replacements 6ST705 LED Street Light Upgrade/Conversion 6ST707 6ST713 6ST714 - 98,615 350,000 448,615 10,251,483 2,030,772 - 12,282,255 Americans with Disabilities Act (ADA) Upgrades - 111,404 - 111,404 SharePoint Project Management Tool - 210,641 - 210,641 Signal Detection Cameras 755,511 2,641,805 2,755,224 6,152,540 6ST715 Bucket Truck Replacements 361,912 190,000 264,000 815,912 6ST718 City Gateways - 301,090 50,000 351,090 6ST724 Streets Hot Asphalt Patch Truck Replacement - 224,000 - 224,000 6ST732 Sites 4 & 5 Offsite Infrastructure - 1,323,756 - 1,323,756 6ST734 Streets Gannon Tractor/Trailer Replacement 104,103 23,897 - 128,000 6ST742 Collector St Improvements - Willis Road (Vine St to 1,700' East) - - 194,000 194,000 6ST743 Collector St Improvements - Armstrong Way (Hamilton St Improvements) - 178,000 302,000 480,000 6ST746 Alma School Road (Pecos Rd to Germann Rd) 51,359 113,183 - 164,542 6ST747 Alma School Road (Germann Rd to Queen Creek Rd) - 855,001 561,000 1,416,001 6ST748 Old Price Road Improvements 2,000 958,959 - 960,959 6ST754 Ray Road/Dobson Road Intersection Improvements - 15,218 1,260,072 1,275,290 6ST755 Hamilton Street (Appleby Dr to Carob Dr) 6ST764 Dobson Road Intel Driveways 6ST765 Cooper Road/Insight Loop Extension 6ST772 Traffic Signal CCTV Cameras 6ST773 Boston Street Improvements 6ST775 6ST776 23,800 4,692,918 2,526,510 7,243,228 3,288,768 - - 3,288,768 - 1,927,000 11,571,000 13,498,000 236,273 - - 236,273 128,828 105,909 2,595,700 2,830,437 Alley Repaving - 655,000 865,950 1,520,950 Union Pacific Railroad/Willis Road Improvements - 48,000 61,000 109,000 6ST777 City Owned Parking Lot Maintenance and Resurfacing Program - 350,000 1,647,100 1,997,100 6ST779 Delaware Street Parking Lot - 28,000 825,000 853,000 6ST783 McQueen Road Improvements (Warner Rd to Ray Rd) - - 357,000 357,000 6ST786 Arizona Avenue/Warner Road Intersection - - 256,500 256,500 6ST787 Turf to Xeriscape Program - - 5,253,120 5,253,120 501 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Public Works & Utilities - Streets/Traffic Capital - 3310 Carryforward Appropriation Program # Program Name 6ST788 Railroad Quiet Zone Crossing Improvements 6ST789 Chandler Heights Road Utility Relocations 6ST790 Unpaved Alley Program Encumbered Purchase Orders $ Unencumbered February 2023 2023-24 New Appropriation - $ - $ - - - - 2023-24 Total Appropriation 165,000 $ 10,000,000 165,000 10,000,000 3,379,498 3,379,498 Total Capital Program Budgets $ 53,896,108 $ 77,893,395 $ 98,491,884 $ 230,281,387 215 Highway User Revenue $ 6,449,732 $ 8,366,837 $ 12,681,705 $ 27,498,274 216 Local Transportation Assistance Fund 65,174 18,375 - 83,549 401 General Gov't Capital Project 12,454,906 9,072,466 36,355,183 57,882,555 411 Street Bonds 3,825,414 11,706,659 30,305,806 45,837,879 412 Storm Sewer Bonds 206,963 1,784,280 1,380,000 3,371,243 415 Arterial Street Impact Fees 16,638,444 24,433,268 1,316,080 42,387,792 417 Capital Grant Fund Total Capital Program Funding $ 14,255,475 22,511,510 16,453,110 53,220,095 53,896,108 $ 77,893,395 $ 98,491,884 $ 230,281,387 502 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Public Works & Utilities - Solid Waste Capital - 3710 Carryforward Appropriation Program # Program Name 6SW100 Solid Waste Service Facility Improvements 6SW497 Paseo Vista Recreation Area Improvements Encumbered Purchase Orders Unencumbered February 2023 2023-24 New Appropriation 679,198 $ 2023-24 Total Appropriation $ 2,645 $ - $ 681,843 124,794 826,096 833,000 1,783,890 Total Capital Program Budgets $ 127,439 $ 1,505,294 $ 833,000 $ 2,465,733 Solid Waste Operating $ 127,439 $ 1,505,294 $ 833,000 $ 2,465,733 Total Capital Program Funding $ 127,439 $ 1,505,294 $ 833,000 $ 2,465,733 Fund 625 Public Works & Utilities - Wastewater Capital - 3910 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders $ Unencumbered February 2023 2023-24 New Appropriation 2023-24 Total Appropriation 6IC112 Utility Billing Replatform 6ST713 SharePoint Project Management Tool 6WW189 Effluent Reuse - Storage and Recovery Wells 6WW192 Effluent Reuse - Transmission Mains 36,003 756,582 - 792,585 6WW196 Collection System Facility Improvements 146,106 37,354,664 9,484,000 46,984,770 6WW266 Sewer Assessment and Rehabilitation 1,027,001 15,646,962 59,250,000 75,923,963 6WW332 Wastewater System Upgrades with Street Projects 139,353 2,988,749 214,000 3,342,102 6WW621 Water Reclamation Facility Improvements 19,547,057 10,633,628 11,393,000 41,573,685 6WW681 Ocotillo Brine Reduction Facility Improvements - - 500,000 500,000 6WW684 Advanced Wastewater Treatment 17,745 282 - 18,027 6WW685 Supervisory Control and Data Acquisition System - - 597,000 597,000 6WW686 Intel Ocotillo Brine Reduction Facility Improvements 232,412 926,619 - 1,159,031 6WW688 Utility Line Relocation 4,379,838 10,257 - 4,390,095 6WW689 Reclaimed Water Interconnect Facility 41,168,171 5,317,052 - 46,485,223 6WW690 Airport Water Reclamation/Ocotillo Water Reclamation Facility Conveyance 3,578,867 31,421,705 18,000,000 53,000,572 70,791,483 $ 109,471,461 $ 99,438,000 $ 279,700,944 Total Capital Program Budgets $ 417 Capital Grant Fund $ 605 Water Operating Fund 610 Reclaimed Water System Development Fees 611 - $ 57,120 $ - $ 57,120 - 140,000 - 140,000 518,930 4,217,841 - 4,736,771 Fund - $ - $ 3,000,000 $ 3,000,000 - - 197,000 197,000 554,933 199,548 - 754,481 Wastewater Bonds 1,263,340 1,148,679 59,250,000 61,662,019 615 Wastewater Operating 68,740,798 107,196,615 36,491,000 212,428,413 616 Wastewater Industrial Process Treatment Total Capital Program Funding $ 232,412 926,619 500,000 1,659,031 70,791,483 $ 109,471,461 $ 99,438,000 $ 279,700,944 503 Table of Contents City of Chandler Capital Budget 2023-24 Proposed Budget Public Works & Utilities - Water Capital - 3820 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders $ Unencumbered February 2023 - $ 2023-24 New Appropriation 6IC112 Utility Billing Replatform 6WA023 Main and Valve Replacements 2,103,759 9,415,402 19,896,000 31,415,161 6WA034 Well Construction/Rehabilitation 2,768,957 4,150,364 3,418,000 10,337,321 6WA110 Water System Upgrades with Street Projects 280,231 766,203 1,311,000 2,357,434 6WA210 Water Treatment Plant Improvements 9,916,220 8,728,157 24,207,000 42,851,377 6WA230 Water Production Facility Improvements 3,200,975 781,818 6,614,000 10,596,793 6WA334 Joint Water Treatment Plant - 1,434,117 315,000 1,749,117 6WA638 Water Rights Settlement - 13,257,195 1,132,000 14,389,195 6WA640 Well Remediation - Arsenic Systems 49,964 474,490 - 524,454 6WA672 Water Purchases - 100,000 109,000 209,000 6WA673 Water Meter Replacements 160,932 - 3,255,000 3,415,932 6WA675 Backhoe Replacement - 15,873 - 15,873 6WA676 Water Equipment - 250,000 - 250,000 6WA677 Advanced Metering Infrastructure (AMI) 37,219 5,449,422 - 5,486,641 6WA678 Valve Exercising Equipment - - 244,000 244,000 6WA679 Water Acquisition - 100,000 3,906,000 4,006,000 6WA688 Utility Line Relocation 2,375,541 5,402 - 2,380,943 6WA689 Water Quality Compliance Program - Total Capital Program Budgets $ 417 Capital Grants $ 601 Water Bonds 603 Water System Development Fees 605 Water Operating 20,893,798 $ 57,120 $ 2023-24 Total Appropriation 44,985,563 $ - $ 500,000 57,120 500,000 64,907,000 $ 130,786,361 Fund Total Capital Program Funding 39,519 $ 17,407,753 $ 1,295,994 $ 27,668,712 - $ 50,397,613 1,335,513 95,474,078 823,418 1,770,332 - 2,593,750 2,623,108 14,250,525 14,509,387 31,383,020 20,893,798 $ 44,985,563 $ 64,907,000 $ 130,786,361 504 Table of Contents 16 Bonded Debt • City Debt Obligations • Overview of Bond Types • Bond Payment Schedules As stewards of Chandler’s tax dollars, thoughtful planning and prudent financial management of municipal bonds balance the need for investment in City infrastructure and major projects. Bonded Debt City of Chandler Bonded Debt 2023-24 Adopted Budget Bonded Debt Obligations Chandler has experienced significant growth over the last 35 years. In 2023, the Planning Division estimates a population of 286,030. 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) AAA* Aaa* AAA* Excise Tax Revenue Obligations AAA* Aa1 AAA* Water/Sewer Revenue Bonds AA+ Aa1 AA Highway User Fund Revenue Bonds AA Aa3 AA *Highest rating level from this agency. 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 most recent bond election was Fall 2021 and resulted in voters approving over $272 million in new bond authorization that will fund projects in Parks and Recreation ($73 million), Public Buildings ($33.6 million), Streets ($85.8 million), Public Safety-Fire ($25.2 million) and Public Safety-Police ($55.2 million) program areas. The latest voter approved bond election increased the bond authorization available, which after anticipated bond sales the remaining authorization is anticipated to be $$270 million as shown in the table on the next page. The City most recently sold $33,375,000 in GO bonds during FY 2021-22 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 anticipates a bond sale for GO and Excise Tax Revenue Obligation Bonds in FY 2023-24 as indicated in the summary on the next page. 506 Table of Contents City of Chandler Bonded Debt 2023-24 Adopted Budget Voter Authorization Summary Type of Voter Approved Debt Parks/Recreation Available Authorization Total Remaining Authorization 116,860,000 $ 65,050,000 $ 51,810,000 Library 5,245,000 1,600,000 3,645,000 Public Buildings 43,530,000 2,600,000 40,930,000 Streets 139,951,000 42,000,000 97,951,000 Stormwater 3,529,000 3,250,000 279,000 Public Safety - Fire 19,066,000 4,500,000 14,566,000 Public Safety - Police 55,880,000 700,000 55,180,000 Airport 494,000 - 494,000 Landfill 4,935,000 - 4,935,000 Total $ Anticipated Bond Sales in FY 2023-24 $ 389,490,000 $ 119,700,000 $ 269,790,000 $ - $ 71,550,000 $ - - 17,850,000 - - $ 89,400,000 $ - Other Debt* Water Wastewater Total: $ 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 2023-24 is as shown: Coverage Required (Mandated or Goal) Projected end of 2023-24 Coverage Met? Available Operating Revenue/Debt Service Goal: 1.2x 4.14x Yes Available Operating Revenue/Debt Service Goal: 1.2x 1.90x Yes Type of Debt Coverage Basis Water/Wastewater GO Bonds Excise Tax Revenue Obligations Bonds 507 Table of Contents City of Chandler Bonded Debt 2023-24 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. Debt Service Fund Balance Projection Projected Year End Debt Service Fund Balance 10% of GO Debt Service $8,000,000 $6,000,000 $5,743,739 $5,300,902 $5,254,798 $5,435,438 $4,944,092 $5,231,937 $4,095,262 $4,242,689 $4,092,525 $4,194,608 $4,299,373 $4,000,000 $3,566,765 $3,666,584 $3,766,864 $3,913,959 $4,062,359 $4,138,698 $3,466,127 $3,987,031 $3,366,079 $3,840,655 $3,189,927 2022-23 Estimated 2023-24 Adopted 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 $2,000,000 $0 Assumes no change to secondary tax rate ($0.87) and 4.0% growth in Limited Property Values in FY 2023-24; reduced to 2.5% growth starting in FY 2024-25. 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. 508 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Debt Service – Cost Center 7500 Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget General Purpose GO Bonds $ 2022-23 Estimated Expenditures 2023-24 Adopted Budget % Change Adopted to Adopted 39,337,874 $ 40,656,427 $ 40,656,427 $ 40,656,425 $ 41,367,104 1.75 % Water GO Bonds 8,258,416 8,067,664 8,067,664 8,067,664 7,301,716 -9.49 % Wastewater GO Bonds 4,776,730 4,284,929 4,284,929 4,284,928 3,880,162 -9.45 % - - - 716,169 0.00 % 19,264,861 19,308,768 19,308,768 19,307,967 19,410,341 0.53 % 4.46% Wastewater Revenue Obligations Excise Tax Revenue Obligations Total Cost Center - 7500 $ 71,637,881 $ 72,317,788 $ 72,317,788 $ 72,316,984 $ 75,546,185 General Debt Service Fund $ 39,337,873 $ 40,656,427 $ 40,656,427 $ 40,656,425 $ 41,367,104 Water Operating 13,861,249 13,685,273 13,685,273 13,685,059 15,749,298 Wastewater Operating 18,438,758 17,976,088 17,976,088 17,975,500 18,429,783 71,637,881 $ 72,317,788 $ 72,317,788 $ 72,316,984 $ 75,546,185 Grand Total $ The FY 2023-24 budget provides $75,546,185 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. Debt Service Comparison (with percentage of total by year) 56% 55% 27% 17% 15% 4% 0% General Purpose GOB’s 26% Water / WW GOB’s 0% Water Rev Obligations 2022-23 Adopted Budget 1% Wastewater Revenue Obligations Excise Tax Obligations 2023-24 Adopted Budget 509 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed 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 2023-24 is based on the 2022 Net Assessed Full Cash Property Valuation as shown below: 20% 2023 Net Assessed Full Cash Value $ 6% 6,280,177,157 $ 6,280,177,157 Legal Bond Limit 1,256,035,431 376,810,629 Outstanding Bonded Debt Previously Issued (187,337,150) (4,737,850) Less: Excess Premium (11,183,993) (201,289) Bonding Capacity Available $ Percent of Capacity Available 759,054,796 $ 371,871,490 84% 99% (1) 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). 510 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Summary of Outstanding Bonds by Type Type of Issue Principal Bond Amount % Total General Obligation Bonds (Combined) 6% Capacity $ 20% Capacity 4,737,850 187,337,150 Total General Obligation Bonds $ 192,075,000 189,950,000 49.72% $ 382,025,000 100.00% Excise Tax Revenue Obligations Total 50.28% 2.47% Excise Tax Revenue Obligations 49.72% 6% Capacity GO Bonds 50.28% 97.53% 511 20% Capacity Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Schedule of Total Outstanding Debt Original Issue Outstanding 7/1/2023 2023-24 Principal Interest Payment General Obligation Bonds General & Enterprise Funds: Refunding Series 2014 $ 214,540,000 $ 43,095,000 $ Refunding Series 2016 39,050,000 39,050,000 Series 2017 58,740,000 Series 2019 Series 2021 Refunding Series 2021 1,980,650 $ 27,665,650 - 1,653,800 1,653,800 32,790,000 3,075,000 1,038,760 4,113,760 30,400,000 24,800,000 2,325,000 832,625 3,157,625 31,295,000 6,150,000 4,000,000 307,500 4,307,500 48,205,000 46,190,000 810,000 728,352 1,538,352 $ 422,230,000 $ 192,075,000 $ 35,895,000 $ 6,541,687 $ 42,436,687 $ 104,500,000 $ 4,500,000 $ 4,500,000 $ - $ 4,500,000 Series 2015 66,660,000 49,850,000 3,225,000 1,634,825 4,859,825 Refunding Series 2016 19,510,000 13,590,000 2,405,000 679,500 3,084,500 Series 2017 36,220,000 31,100,000 1,245,000 1,179,400 2,424,400 Series 2019 13,000,000 8,195,000 1,490,000 409,750 1,899,750 Refunding Series 2021 85,460,000 82,715,000 1,045,000 1,596,866 2,641,866 Total General Obligation Bonds 25,685,000 $ * Excise Tax Revenue Obligations: Enterprise Funds: Series 2013 Total Excise Tax Revenue Obligations $ 325,350,000 $ 189,950,000 $ 13,910,000 $ 5,500,341 $ 19,410,341 Total Bonded Debt & Obligations $ 747,580,000 $ 382,025,000 $ 49,805,000 $ 12,042,028 $ 61,847,028 * 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. 512 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget The following pages present breakdowns of the principal and interest payments for all City bond issues outstanding as of June 30, 2023. Annual Bond Obligation for All (1) Existing Bonds and Obligations (2) Maturity Date Bonds Payable July 1, 2024 $ Interest Payable Fiscal Total 49,805,000 $ 12,042,028 $ 61,847,028 July 1, 2025 46,900,000 9,906,324 56,806,324 July 1, 2026 45,520,000 8,183,312 53,703,312 July 1, 2027 46,295,000 7,039,503 53,334,503 July 1, 2028 46,250,000 5,011,538 51,261,538 July 1, 2029 24,210,000 3,895,233 28,105,233 July 1, 2030 24,395,000 3,281,198 27,676,198 July 1, 2031 25,125,000 2,642,080 27,767,080 July 1, 2032 25,415,000 1,984,353 27,399,353 July 1, 2033 21,425,000 1,189,576 22,614,576 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 $ 382,025,000 $ 56,580,545 $ 438,605,545 TOTAL Principal Interest Fiscal Total This Year's Requirement 2024 Year $ 49,805,000 $ 12,042,028 $ 61,847,028 Maximum Requirement 2024 $ 49,805,000 $ 12,042,028 $ 61,847,028 (1) Includes General Obligation, Excise Tax, and Improvement District Debt Obligations. (2) Actual payments are made one day prior to maturity date. 513 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Combined General Obligation Bonds 6% Capacity Portion Outstanding (1) Maturity Date Bonds Payable July 1, 2024 $ Interest Payable Fiscal Total 584,950 $ 156,575 $ 741,525 July 1, 2025 517,300 130,856 648,156 July 1, 2026 539,500 110,389 649,889 July 1, 2027 787,050 93,652 880,702 July 1, 2028 639,050 58,018 697,068 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 4,737,850 $ 665,463 $ 5,403,313 Principal Interest Fiscal Total TOTAL $ Year This Year's Requirement 2024 $ 584,950 $ 156,575 $ 741,525 Maximum Requirement 2027 $ 787,050 $ 93,652 $ 880,702 (1) Actual payments are made one day prior to maturity date. 514 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Combined General Obligation Bonds 20% Capacity Portion Outstanding (1) Maturity Date Bonds Payable July 1, 2024 $ Interest Payable Fiscal Total 35,310,050 $ 6,385,112 $ 41,695,162 July 1, 2025 31,812,700 4,702,887 36,515,587 July 1, 2026 31,195,500 3,512,453 34,707,953 July 1, 2027 29,387,950 2,817,203 32,205,153 July 1, 2028 31,065,950 1,407,004 32,472,954 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 2,178,125 187,337,150 $ 21,308,527 $ 208,645,677 Principal Interest Fiscal Total TOTAL $ Year This Year's Requirement 2024 $ 35,310,050 $ 6,385,112 $ 41,695,162 Maximum Requirement 2024 $ 35,310,050 $ 6,385,112 $ 41,695,162 (1) Actual payments are made one day prior to maturity date. 515 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Combined General Obligation Bonds Enterprise (20%) Supported (1) Maturity Date Bonds Payable July 1, 2024 $ Interest Payable Fiscal Total 9,543,064 $ 1,638,814 $ 11,181,878 July 1, 2025 9,979,977 1,164,418 11,144,395 July 1, 2026 10,096,580 808,143 10,904,723 July 1, 2027 8,737,610 628,609 9,366,219 July 1, 2028 11,123,610 194,663 11,318,273 49,480,841 $ 4,434,647 $ 53,915,488 Principal Interest Fiscal Total TOTAL $ Year This Year's Requirement 2024 $ 9,543,064 $ 1,638,814 $ 11,181,878 Maximum Requirement 2028 $ 11,123,610 $ 194,663 $ 11,318,273 (1) Actual payments are made one day prior to maturity date. 516 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget Combined General Obligation Bonds Ad Valorem Supported (1) Maturity Date Bonds Payable July 1, 2024 $ Interest Payable Fiscal Total 26,351,936 $ 4,902,873 $ 31,254,809 July 1, 2025 22,350,023 3,669,325 26,019,348 July 1, 2026 21,638,420 2,814,700 24,453,120 July 1, 2027 21,437,390 2,282,246 23,719,636 July 1, 2028 20,581,390 1,270,359 21,851,749 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 July 1, 2036 - - TOTAL $ 142,594,159 $ Year - 17,539,343 $ 160,133,502 Principal Interest Fiscal Total This Year's Requirement 2024 $ 26,351,936 $ 4,902,873 $ 31,254,809 Maximum Requirement 2024 $ 26,351,936 $ 4,902,873 $ 31,254,809 (1) Actual payments are made one day prior to maturity date. 517 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed 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 (1) Maturity Date Bonds Payable July 1, 2024 $ Interest Payable Fiscal Total 13,910,000 $ 5,500,341 $ 19,410,341 July 1, 2025 14,570,000 5,072,581 19,642,581 July 1, 2026 13,785,000 4,560,469 18,345,469 July 1, 2027 16,120,000 4,128,648 20,248,648 July 1, 2028 14,545,000 3,546,516 18,091,516 July 1, 2029 18,385,000 3,055,998 21,440,998 July 1, 2030 18,470,000 2,617,588 21,087,588 July 1, 2031 19,075,000 2,160,520 21,235,520 July 1, 2032 19,255,000 1,674,168 20,929,168 July 1, 2033 19,375,000 1,189,576 20,564,576 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 July 1, 2038 - - TOTAL $ 189,950,000 $ Year - 34,911,805 $ 224,861,805 Principal Interest Fiscal Total This Year's Requirement 2024 $ 13,910,000 $ 5,500,341 $ 19,410,341 Maximum Requirement 2029 $ 18,385,000 $ 3,055,998 $ 21,440,998 (1) Actual payments are made one day prior to maturity date. 518 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed 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 (1) Maturity Date Bonds Payable January 1, 2024 TOTAL Interest Payable Fiscal Total $ - $ - $ - $ - $ - $ - Year Principal Interest Fiscal Total This Year's Requirement 2024 $ - $ - $ - Maximum Requirement 2024 $ - $ - $ - (1) Actual payments are made one day prior to maturity date. 519 Table of Contents City of Chandler Bonded Debt 2023-24 Proposed Budget 520 Table of Contents • • • • • Resolution Adopting the FY 2023-24 Budget Auditor General Summary Schedules FY 2023-24 Salary Plan Expenditure Categories Glossary of Terms/List of Acronyms Thank you for investing your time reviewing this year’s Budget Book. Chandler’s FY 2023-24 budget is a financial plan outlining investments in our community for this year and the future. Schedules and Terms 17 Schedules and Terms City of Chandler Schedules and Terms 2023-24 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. Schedule A is submitted to the Auditor General’s Office along with the Resolution of Budget Adoption. Schedules A-G are posted on the City’s website. Ø Ø Ø Ø Ø Ø Ø Ø 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 – 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 2021-22, adopted budget, adjusted budget, and estimated expenditures for FY 2022-23, and adopted budget for FY 2023-24. Schedule 2 – Summary of Department Total FY 2023-24 Budget by Fund: A summary, by fund, of each department’s FY 2023-24 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, 2023, 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. 522 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget RESOLUTION NO. 5708 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHANDLER, MARICOPA COUNTY, ARIZONA, ADOPTING THE ANNUAL BUDGET IN THE AMOUNT OF $1,656,274,385; 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) 2023-24, AND ADOPTING THE 2024-2033 CAPITAL IMPROVEMENT PROGRAM (CIP) IN THE AMOUNT OF $1,963,967,457 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 25th day of May 2023, 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 15, 2023, 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 15, 2023, 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 as follows: Section 1. Adopts the said estimates of revenue and expenditures shown on the accompanying schedules as the budget amounting to One Billion, Six Hundred Fifty-Six Million, Two Hundred Seventy-Four Thousand, Three Hundred and Eighty-Five Dollars ($1,656,274,385) for the City of Chandler for FY 2023-24; and 523 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget a. Current personnel policies and practices, including salary schedules and benefits previously approved by the City Council are to continue except as hereinafter changed by separate action. The classification plan may be amended by the City Manager from time to time to create or abolish classes or positions. The City Manager shall assign each new classification a grade in the salary schedule so that all positions substantially similar with respect to duties, responsibilities, authority, and character of work receive the same schedules of compensation; b. Consistent with the responsibilities, duties, authority and performance of the employee, the City Manager may assign employees a salary within the salary rate schedules approved by the City Manager; c. That the City Manager or City Manager’s designee may transfer part or all of any unencumbered appropriation balance among divisions within a department. Upon written request by the City Manager, the City Council may transfer part or all of any unencumbered appropriation balance from one department to another; d. That the City Manager or City Manager’s designee is authorized to transfer part or all of any encumbrance or carryforward reserve within or to a department’s budget within or to another fund if necessary; e. That the City Manager or City Manager’s designee is authorized to transfer all or part of savings from prior appropriations in a department’s budget from the nondepartmental contingency reserves to the appropriate department; f. That the City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental salary account to the various departmental salary accounts in the appropriate funds and departments; g. That the City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental, fuel and utility reserve accounts to the various departmental fuel and utility accounts in the appropriate funds and departments; h. That the City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental lump sum agreement account to a department or departments to utilize these funds on a specific capital project or other improvement; i. That the City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental grant or grant match contingency reserve account to the various departments upon the City’s receipt and acceptance of federal, state, or local grants; j. The City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental vehicle replacement contribution reserve account to the vehicle replacement contribution account in the appropriate funds and departments; k. The City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental technology reserve account to the appropriate funds and department cost centers; The City Manager or City Manager’s designee is authorized to transfer appropriation in the non-departmental fire academy/paramedic school education and training reserve account to the appropriate funds and department cost centers; l. 524 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget m. The funds appropriated by the resolution are authorized to be expended as necessary and proper for municipal purposes; n. In the event that at any time during the fiscal year, revenues collected are less than appropriated projected revenues, the City Manager or City Manager’s designee is authorized to reduce expenditure appropriation accordingly; o. In accordance with A.R.S. Section 9-500.04E, Council elects to exercise a waiver of the minimum fleet conversion requirement to alternative fuel; p. That money from any fund may be used for any of these appropriations, except money specifically restricted by State or Federal law, or by City Code or resolution and that the 2024-2033 CIP in the amount of $1,963,967,457, on file in the office of the City Clerk, is hereby approved and adopted as a planning guide for use in scheduling the development of capital facilities for the ensuing ten-year period. The statement/exhibits of the tentative budget, as described in Schedules A through G below, are attached hereto and by reference adopted herein. 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 or Other Financing Sources/ and Interfund Transfers Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Type Schedule F Summary by Department of Expenditures/Expenses Schedule G Full-Time Employees and Personnel Compensation PASSED AND ADOPTED by the City Council of the City of Chandler, Arizona, this 15th day of June, 2023. 525 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2023-24 FUNDS S c h Fiscal Year General Fund Special Revenue Funds 371,917,111 161,117,051 41,006,427 357,469,327 370,959,863 50,188,757 1,352,658,536 311,239,239 61,280,708 40,656,425 53,332,102 147,944,873 39,526,705 653,980,052 218,914,901 27,332,688 - 191,899,557 175,103,258 8,421,479 621,671,883 Debt Service Funds Capital Projects Funds Enterprise Funds Available Internal Service Funds Total All Funds 2023 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1 2023 Actual Expenditures/Expenses** E 2 2024 Beginning Fund Balance/(Deficit) or Net Position/ (Deficit) at July 1*** 2024 Primary Property Tax Levy B 4 2024 Secondary Property Tax Levy B 5 2024 Estimated Revenues Other than Property Taxes C 6 357,497,062 77,264,300 764,168 76,881,774 236,344,504 34,627,000 783,378,808 2024 Other Financing Sources D 7 - - - 209,100,000 - - 209,100,000 2024 Other Financing (Uses) D 8 - - - - - - - 2024 Interfund Transfers In D 9 8,678,182 431,000 7,436,432 133,327,429 26,416,240 15,046,923 191,336,206 2024 Interfund Transfers (Out) D 10 152,883,408 685,401 - 23,459,800 14,285,044 22,553 191,336,206 2024 Line 11: Reduction for Fund Balance Reserved for Future Budget Year Expenditures 3 Maintained for Future Debt Retirement 8,582,038 8,582,038 33,541,656 33,541,656 11 - Maintained for Future Capital Projects - Maintained for Future Financial Stability 2024 Total Financial Resources Available 2024 Budgeted Expenditures/Expenses E 12 440,788,775 104,342,587 41,742,256 587,748,960 423,578,958 58,072,849 1,656,274,385 13 440,788,775 104,342,587 41,742,256 587,748,960 423,578,958 58,072,849 1,656,274,385 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2,023 2,024 1,352,658,536 1,656,274,385 1,352,658,536 1,656,274,385 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 1,352,658,536 1,656,274,385 6. EEC expenditure limitation 1,352,658,536 1,656,274,385 *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/(deficit) or net position/(deficit) amounts except for nonspendable amounts (e.g., pre-paids and inventories) or amounts legally or contractually required to be maintained intact (e.g., principal of a permanent fund). SCHEDULE A 526 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary of Tax Levy and Tax Rate Information Fiscal Year 2023-24 2022-23 Fiscal Year 2023-24 Fiscal Year 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 21,253,844 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - A. Primary property taxes $ Property tax judgment $ B. Secondary property taxes $ $ 22,839,839 8,507,940 $ 8,582,038 - $ - 31,822,477 $ 33,541,656 $ - $ - $ 40,330,417 $ 42,123,694 8,507,940 3. Property tax levy amounts Property tax judgment (1) C. Total property tax levy amounts 4. Property taxes collected* A. Primary property taxes (1) Current year's levy $ (2) Prior years’ levies (2) $ 50,000 (3) Total primary property taxes $ 8,557,940 31,822,477 B. Secondary property taxes (1) Current year's levy $ (2) Prior years’ levies (2) $ 200,000 (3) Total secondary property taxes $ 32,022,477 $ 40,580,417 C. Total property taxes collected 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.2326 Property tax judgment (2) Secondary property tax rate - 0.87 0.87 Property tax judgment (3) Total city/town tax rate 0.2226 - - 1.1026 1.0926 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was not operating any special assessment districts for which secondary property taxes are levied. For information pertaining to special assessment districts and their tax rates, please contact the city. (1) The estimated Salt River Project voluntary contributions in lieu of taxes has been moved to Schedule C under the General Fund in the amount of $105,138 in 2022-23, $99,573 in 2023-24 for primary property tax and under the Debt Service Funds in the amount of $393,249 in 2022-23, and $389,168 in 2023-24 for the secondary property tax. (2) Amount budgeted for Prior Year Primary and Secondary Levies for 2022-23 $250,000 and 2023-24 $250,000 are presented under Schedule C, Prior Year Property Tax Collections. Estimated revenue collected for prior year levies is presented above under Section 4, lines A (2) & B (2) *Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the fiscal year. SCHEDULE B 527 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2023-24 Estimated Revenues 2022-23 Source of Revenues General Fund Local Taxes Franchise Fees Property Taxes (prior year's levies) Transaction Privilege License Taxes/Fees Licenses and Permits Building Division Permits Miscellaneous Licenses Intergovernmental State Smart and Safe Shared Revenue State Shared Sales Taxes Urban Revenue Sharing County Auto Lieu Taxes Charges for Services Engineering Fees Library Revenues Parks and Recreation Fees Planning Fees Public Safety Miscellaneous Revenue Fines and Forfeits Court Fines Library Fines Miscellaneous Violation Fines Interest on Investments Interest on Investments Contributions Voluntary Contributions Miscellaneous Leases Other Receipts Property Rentals Sale of Fixed Assets Special Revenue Funds Forfeiture Fund Police Forfeiture Reimbursement $ Actual Revenues* 2022-23 Estimated Revenues 2023-24 3,451,000 $ 50,000 174,858,400 3,630,000 $ 50,000 202,658,400 3,471,000 50,000 196,758,400 7,665,000 915,500 9,005,000 1,000,300 7,665,000 1,028,300 605,000 32,000,000 42,720,000 1,100,000 39,000,000 52,000,000 1,100,000 39,000,000 74,000,000 13,500,000 13,000,000 13,000,000 1,469,100 339,000 3,220,100 299,500 5,558,700 1,652,700 321,800 3,161,830 319,906 5,652,500 1,508,700 321,500 3,342,086 299,100 5,949,502 3,273,600 18,000 122,200 3,828,900 14,200 176,700 3,380,400 10,000 149,700 2,317,000 3,056,600 3,818,000 105,138 105,138 99,573 Total General Fund $ 144,000 1,354,400 134,700 400,000 294,520,338 $ 158,000 1,537,300 63,400 355,000 341,847,674 $ 144,000 1,922,401 69,400 410,000 357,497,062 $ Total Forfeiture Fund $ 750,000 $ 750,000 $ 630,000 $ 630,000 $ 750,000 750,000 $ 302,000 $ 302,000 $ 6,956 $ 6,956 $ 60,000 60,000 17,744,011 $ 363,000 18,107,011 $ 16,800,000 $ 480,100 17,280,100 $ 17,000,000 606,000 17,606,000 673,600 $ 159,600 55,000 888,200 $ 673,600 $ 160,905 67,500 902,005 $ 673,600 159,600 85,000 918,200 59,484,522 $ 5,680,000 28,770,000 3,075,000 91,000 37,616,000 $ 24,905,085 $ 5,680,000 25,770,000 3,075,000 110,700 34,635,700 $ 20,037,400 5,680,000 28,770,000 3,075,000 154,000 37,679,000 Proposition 400 Fund Regional Transportation Sales Taxes Interest on Investments Total Proposition 400 Fund $ Highway User Revenue Fund Highway Users Taxes Interest on Investments Other Receipts $ Total Highway User Revenue Fund $ Local Transportation Assistance Fund HB2565 RPTA Grant Funds Bus Shelter Revenue Interest on Investments Other Receipts $ Total Local Transportation Assistance Fund $ Grant Funds Grants-In-Aid Community Development Block Grant Housing Urban Development Public Housing Authority Interest on Investments $ Total Grant Funds $ *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) 528 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2023-24 Actual Revenues* 2022-23 Estimated Revenues 2022-23 Source of Revenues Estimated Revenues 2023-24 Special Revenue Funds - continued Expendable Trust Funds Library Trust $ Museum Trust Parks and Recreation Trust Interest on Investments 80,000 $ 66,300 $ - 3,100 85,300 1,100 80,900 35,900 119,300 5,000 5,900 8,000 Total Expendable Trust Funds $ 165,900 $ 111,200 $ 213,700 Total Special Revenue Funds $ 117,313,633 $ 78,471,046 $ 77,264,300 $ Debt Service Funds Property Taxes (prior year's levies) 200,000 $ 200,000 $ 200,000 Voluntary Contributions 393,249 393,249 389,168 Interest on Investments 138,000 128,500 175,000 Total Debt Service Funds $ 731,249 $ 721,749 $ 764,168 $ Capital Projects Funds System Development Fees Arterial Streets 6,000,000 $ 7,900,000 $ 6,000,000 Library 115,000 115,000 115,000 Parks 2,879,000 750,000 449,000 Public Building 277,000 250,000 277,000 Public Safety - Fire 553,000 500,000 553,000 Public Safety - Police 312,000 312,000 312,000 10,100,300 2,010,300 10,100,300 Wastewater Water 6,300,000 1,170,000 6,300,000 Capital Grants 47,427,475 13,021,514 46,667,193 Capital Replacement 423,098 423,068 440,696 1,890,500 2,059,100 2,328,000 Municipal Arts Contributions 359,000 234,357 173,987 Sale of Fixed Assets 300,000 218,864 300,000 Vehicle Replacement 2,793,349 2,766,212 2,865,598 79,729,722 $ 31,730,415 $ 76,881,774 Interest on Investments Total Capital Project Funds $ Enterprise Funds Airport Services $ Reclaimed Water Services 881,000 $ 926,605 $ 984,988 1,536,370 1,592,500 1,656,500 Solid Waste Services 18,465,964 18,321,200 18,751,994 Wastewater Services 131,692,076 66,479,005 157,550,949 Water Services 55,961,932 55,194,720 54,582,073 Interest on Investments 2,527,000 2,576,300 2,818,000 Total Enterprise Funds $ 211,064,342 $ 145,090,330 $ 236,344,504 $ 33,055,000 Internal Service Funds 31,166,200 $ 28,286,500 $ Other Receipts Self-Insurance Premiums 210,000 214,596 210,000 Interest on Investments 384,000 600,800 1,362,000 Total Internal Service Funds $ 31,760,200 $ 29,101,896 $ 34,627,000 Total All Funds $ 735,119,484 $ 626,963,110 $ 783,378,808 *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) 529 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2023-24 Other Financing 2023-24 (1) Sources Fund Interfund Transfers 2023-24 In General Fund General Fund $ - $ - $ 8,678,182 $ 152,883,408 Total General Fund $ - $ - $ 8,678,182 $ 152,883,408 $ - $ - $ - $ 60,000 Highway User Revenue - - - 123,665 Local Transportation Assistance - - - 1,736 Housing - - 431,000 - $ - $ 431,000 $ 685,401 $ - $ - $ 7,436,432 $ - Total Debt Service Funds $ - $ - $ 7,436,432 $ - - $ - $ 127,979,127 $ - Arterial Street Impact Fees - - - Computer Replacement - - 4,238,302 - Park Impact Fees - - - 4,673,432 Public Building Impact Fees - - - 100,000 Public Safety Impact Fees - Fire - - - 350,000 Public Safety Impact Fees - Police - - - 250,000 Reclaimed Water System Development Fees - - - 500,000 42,000,000 - 60,000 - - - 500,000 10,000,000 - - Special Revenue Funds Proposition 400 Total Special Revenue Funds $ - Debt Service Funds General Obligation Debt Service Capital Projects Funds General Government Capital Projects $ Street Bonds Wastewater System Development Fees Water System Development Fees Total Capital Projects Funds $ 209,100,000 $ - $ 2,750,000 - 4,773,368 133,327,429 $ 23,459,800 Enterprise Funds Airport Operating - $ - $ 6,403,448 $ 115,047 Reclaimed Water Operating $ - - 2,650,232 2,716,946 Solid Waste Operating - - - 1,068,549 Wastewater Operating - - 11,200,392 3,873,314 Water Operating - - 6,162,168 5,874,358 Wastewater Industrial Process Treatment - - - Total Enterprise Funds $ - $ - $ 26,416,240 $ 14,285,044 636,830 Internal Service Funds Self-Insurance Funds $ - $ - $ 15,046,923 $ 22,553 Total Internal Service Funds $ - $ - $ 15,046,923 $ 22,553 Total All Funds $ 209,100,000 $ - $ 191,336,206 $ 191,336,206 SCHEDULE D 530 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2023-24 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 Contingency/Reserves Adopted Budgeted Expenditures/Expenses 2022-23 $ 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 Fund City Magistrate City Manager Community Services Cultural Development Development Services Information Technology Law Management Services Mayor & Council Neighborhood Resources Public Safety - Fire Public Safety - Police Public Works & Utilities Non-Departmental Contingency/Reserves Community Development Block Grant Fund Neighborhood Resources Contingency/Reserves Housing and Urban Development Fund Neighborhood Resources Non-Departmental Contingency/Reserves Expendable Trust Funds Community Services Cultural Development Non-Departmental Contingency/Reserves Total Special Revenue Funds $ Expenditure/Expense Adjustments Approved 2022-23 Actual Budgeted Expenditures/Expenses Expenditures/Expenses 2022-23 2023-24 1,033,622 $ 5,025,617 18,646,048 2,682,072 29,928,146 4,001,437 10,008,386 16,084,234 4,236,416 7,486,762 1,184,388 4,114,985 79,383,795 39,238,155 83,324,801 10,314,947 55,223,300 371,917,111 $ 153,433 $ 255,035 2,153,547 493,606 3,388,231 329,547 808,322 2,026,190 285,097 484,787 37,071 4,465,028 (16,640,418) 5,854,545 10,573,260 1,637,205 (16,318,720) (14,234) $ 830,100 $ 4,991,350 19,190,756 3,095,391 32,094,652 4,257,023 10,202,457 17,209,458 4,426,555 7,375,253 1,191,483 7,163,156 52,200,692 43,879,143 91,713,278 11,418,492 311,239,239 $ 836,937 5,400,966 20,359,467 3,809,110 33,452,125 4,542,297 10,980,344 21,304,000 4,687,089 8,188,881 1,262,159 6,700,823 100,261,981 44,819,411 92,895,766 10,597,467 70,689,952 440,788,775 750,000 $ 22,000 36,949 $ (22,000) 500,000 $ - 750,000 33,000 737,115 27,005,774 318,800 1,435,000 83,676 (1,744,075) (219,200) (934,999) 749,640 9,734,556 - 803,232 36,080,333 269,600 976,000 2,274,806 300 59,000 (227,499) 83,549 (59,000) 584,441 - 2,584,678 83,549 300 56,000 174,750 37,400 180,816 59,835 89,649,051 979,651 4,614,712 1,819,529 19,590 1,319,107 5,349,736 10,000 1,026,307 138,097 7,148,094 1,631,979 10,567,575 29,650 21,533 (42,603,882) 812,708 2,633,343 1,384,908 18,190 1,085,507 5,130,788 10,000 873,414 113,933 3,471,473 1,044,412 8,316,779 9,630 - 1,600,000 40,000 21,397,400 4,510,457 1,169,543 27,950 - 3,761,831 - 3,358,879 2,321,121 29,354,946 102,900 3,010,510 204,753 (102,730) (189,749) 20,855,956 - 29,780,121 85,000 3,809,116 201,438 55,210 400 7,000 161,117,051 $ 241 7,478 (400) (6,000) (10,989,378) $ 145,104 44,095 61,280,708 $ 251,925 55,333 7,000 104,342,587 * 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 E (1 OF 2) 531 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2023-24 Fund/Department Adopted Budgeted Expenditures/Expenses 2022-23 Expenditure/Expense Adjustments Approved 2022-23 Actual Budgeted Expenditures/Expenses Expenditures/Expenses 2022-23 2023-24 Debt Service Funds General Obligation Debt Service $ Contingency/Reserves 40,656,427 $ 350,000 - $ - 40,656,425 $ - 41,367,104 375,152 Total Debt Service Funds $ 41,006,427 $ - $ 40,656,425 $ 41,742,256 $ 24,779,958 $ 643,511 $ 2,345,186 $ 43,099,783 Capital Projects Funds City Manager Communications and Public Affairs Community Services 136,560 - 104,907 - 54,923,304 (2,494,574) 5,459,580 93,519,617 Cultural Development 4,031,203 (71,936) 365,284 9,431,648 Development Services 8,866,024 663,371 355,326 11,481,720 Information Technology 12,694,632 (136,001) 1,270,591 16,459,914 - 52,974 - - Neighborhood Resources 2,703,659 (1) 2,625,000 78,658 Public Safety - Fire 13,225,069 166,344 2,956,178 13,587,335 Public Safety - Police 10,998,591 499,581 2,068,473 16,024,339 Public Works & Utilities 201,158,532 (7,335,850) 21,845,915 368,974,405 Management Services Non-Departmental 11,200,115 3,966,882 13,935,662 7,120,014 Contingency/Reserves 12,751,680 19,456,918 - 7,971,527 357,469,327 $ 15,411,219 $ 53,332,102 $ Total Capital Projects Funds $ 587,748,960 Enterprise Funds City Manager 5,895,710 $ (39,412) $ 1,588,982 $ 7,075,933 Information Technology $ 1,445,391 (6,600) 102,000 3,735,817 Public Works & Utilities 340,592,335 313,993,276 3,706,273 114,490,966 Non-Departmental 1,974,500 (1,045,731) 102,366 2,403,040 Contingency/Reserves 15,989,625 (7,311,985) - 35,592,752 Debt Service 31,661,361 Total Enterprise Funds $ - 370,959,863 $ (4,697,455) $ 31,660,559 34,179,081 147,944,873 $ 423,578,958 Internal Service Funds Self-Insurance City Manager $ 1,948,888 $ 495,282 $ 2,101,952 $ 2,095,590 7,580,228 138,906 7,265,674 7,644,602 Management Services 1,239,092 189,589 1,011,629 7,881,795 Non-Departmental 33,795,629 (9,009) 29,147,450 34,234,900 Law Contingency/Reserves 5,624,920 (524,920) Total Internal Service Funds $ 50,188,757 $ 289,848 $ 39,526,705 $ - 58,072,849 6,215,962 Total All Funds $ 1,352,658,536 $ - $ 653,980,052 $ 1,656,274,385 * 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 E (2 OF 2) 532 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2023-24 Department/Fund Adopted Budgeted Expenditures/Expenses 2022-23 Expenditure/Expense Adjustments Approved 2022-23 Actual Expenditures/ Expenses* 2022-23 Budgeted Expenditures/Expenses 2023-24 City Clerk General Fund $ 1,033,622 $ 153,433 $ 830,100 $ 836,937 Department Total $ 1,033,622 $ 153,433 $ 830,100 $ 836,937 $ 5,025,617 $ 255,035 $ 4,991,350 $ 5,400,966 City Magistrate General Fund Special Revenue Fund - Grant - 979,651 812,708 - Department Total $ 5,025,617 $ 1,234,686 $ 5,804,058 $ 5,400,966 $ 18,646,048 $ 2,153,547 $ 19,190,756 $ 20,359,467 2,274,806 (227,499) 584,441 2,584,678 - 4,614,712 2,633,343 1,600,000 13,163,161 516,719 2,024,673 18,005,557 City Manager General Fund Special Revenue Fund - LTAF Special Revenue Fund - Grants Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet - 150,136 70,880 92,900 Capital Projects Fund - Grants 11,293,657 (3,396) 233,457 21,988,310 Capital Projects Fund - Bonds 3,013,016 323,140 (19,948) 16,176 Enterprise Fund - Water 2,892 (2,892) - - Enterprise Fund - Airport 5,892,818 (36,520) 1,588,982 7,075,933 Internal Service Fund - Self Insurance 1,948,888 495,282 2,101,952 2,095,590 Department Total $ 53,545,410 $ 7,640,141 $ 28,444,660 $ 76,815,451 $ 2,682,072 $ 493,606 $ 3,095,391 $ 3,809,110 Communications and Public Affairs General Fund Capital Projects Fund - Equipment 136,560 Department Total $ 2,818,632 $ $ 29,928,146 $ - 104,907 - 493,606 $ 3,200,298 $ 3,809,110 33,452,125 Community Services General Fund 3,388,231 $ 32,094,652 $ Special Revenue Fund - Grants 174,750 1,819,529 1,384,908 40,000 Special Revenue Fund - Trust 201,438 241 145,104 251,925 9,456,523 (310,395) 854,802 10,024,324 37,200 245,792 60,461 62,000 Capital Projects Fund - Grants 10,578,776 (185,068) 638,019 10,255,689 Capital Projects Fund - Bonds 30,919,517 (1,107,724) 1,834,406 69,971,387 Capital Projects Fund - Impact Fees 3,931,288 (1,137,179) 2,071,892 3,206,217 Department Total $ 85,227,638 $ 2,713,427 $ 39,084,244 $ 127,263,667 $ 4,001,437 $ 4,542,297 Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet Cultural Development General Fund 329,547 $ 4,257,023 $ - 19,590 18,190 - 55,210 7,478 44,095 55,333 Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Projects Fund - Gen Gov't Capital Project 1,891,792 (101,935) 223,152 5,358,705 Capital Projects Fund - Grants 371,287 (1) - 528,286 Capital Projects Fund - Municipal Art 380,000 5,000 107,000 301,665 1,388,124 25,000 35,132 3,242,992 Department Total $ 8,087,850 $ 284,679 $ 4,684,592 $ 14,029,278 $ Capital Projects Fund - Bonds Development Services General Fund 10,008,386 $ 808,322 $ 10,202,457 $ 10,980,344 Special Revenue Fund - HURF 737,115 83,676 749,640 803,232 Special Revenue Fund - Grants - 1,319,107 1,085,507 - 2,180,811 (2,004) 49,026 4,406,781 - 141,522 137,073 35,100 4,715,737 548,501 155,233 5,109,005 Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet Capital Projects Fund - Grants Capital Projects Fund - Bonds Department Total $ 1,969,476 (24,648) 13,994 1,930,834 19,611,525 $ 2,874,476 $ 12,392,930 $ 23,265,296 * 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 F (1 OF 3) 533 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2023-24 Department/Fund Adopted Budgeted Expenditures/Expenses 2022-23 Expenditure/Expense Adjustments Approved 2022-23 Actual Expenditures/ Expenses* 2022-23 Budgeted Expenditures/Expenses 2023-24 Information Technology General Fund $ 16,084,234 $ 2,026,190 $ 17,209,458 $ - 5,349,736 5,130,788 - 12,694,632 (163,384) 1,243,208 16,459,914 Special Revenue Fund - Grants Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet 21,304,000 - 27,383 27,383 - Enterprise Fund - Water 684,694 (6,600) 102,000 1,639,256 Enterprise Fund - Wastewater 523,915 - - 1,327,351 Enterprise Fund - Solid Waste 225,266 - - 753,854 Enterprise Fund – Airport 11,516 - - 15,356 Department Total $ 30,224,257 $ 7,233,325 $ 23,712,837 $ 41,499,731 $ 4,236,416 $ 4,687,089 Law General Fund 285,097 $ 4,426,555 $ - 10,000 10,000 - 7,580,228 138,906 7,265,674 7,644,602 Department Total $ 11,816,644 $ 434,003 $ 11,702,229 $ 12,331,691 $ 7,486,762 $ 484,787 $ 7,375,253 $ 8,188,881 Special Revenue Fund - Grants Internal Service Fund - Self Insurance Management Services General Fund Special Revenue Fund - Grants - 1,026,307 873,414 Capital Projects Fund - Fleet - 52,974 - - 94,514 4,816 91,150 101,082 Internal Service Fund - Self Insurance Internal Service Fund - Uninsured Liability 1,144,578 Department Total $ 8,725,854 $ $ 1,184,388 $ - 184,773 920,479 7,780,713 1,753,657 $ 9,260,296 $ 16,070,676 37,071 $ 1,191,483 $ 1,262,159 Mayor and Council General Fund Special Revenue Fund - Grants Department Total $ 1,184,388 $ 138,097 175,168 $ 113,933 - 1,305,416 $ 1,262,159 Neighborhood Resources General Fund $ Special Revenue Fund - Grants Capital Projects Fund - Grants 4,114,985 $ 4,465,028 $ 7,163,156 $ 6,700,823 33,902,803 7,380,797 28,089,260 33,119,000 2,703,659 (1) 2,625,000 78,658 Department Total $ 40,721,447 $ 11,845,824 $ 37,877,416 $ 39,898,481 $ 134,607,095 $ (32,959,138) $ 52,200,692 $ 170,951,933 22,000 (22,000) - 33,000 1,753,800 (1,154,199) - 1,245,600 Non-Departmental - Includes Contingencies General Fund Special Revenue Fund - Police Forfeiture Special Revenue Fund - HURF Special Revenue Fund - LTAF Special Revenue Fund - Grants 59,300 (59,000) - 56,300 93,932,004 (42,874,828) 9,630 27,632,637 Special Revenue Fund - Trust 7,400 (6,400) - 7,000 350,000 - - 375,152 Capital Projects Fund - Gen Gov't Capital Project 9,008,326 7,655,968 9,781,988 2,212,216 Capital Projects Fund - Equip/Tech/Fleet 7,414,289 (926,849) 4,033,070 10,592,914 - 14,900,116 - - 20,000 (20,000) - 31,000 Debt Service - General Obligation Capital Projects Fund - Grants Capital Projects Fund - Municipal Art Capital Projects Fund - Bonds 300 142,123 - 114,200 Capital Projects Fund - Impact/System Dev Fees 7,508,880 1,672,442 120,604 2,141,211 Enterprise Fund - Water 9,474,700 (3,814,500) 37,300 16,006,355 663,700 (141,900) 1,500 674,800 Enterprise Fund - Wastewater 5,578,300 (3,617,198) 38,600 17,605,237 Enterprise Fund - Solid Waste 2,009,200 (849,638) 24,966 3,527,300 238,225 65,520 - 182,100 38,798,529 (422,809) 29,147,450 39,780,962 Enterprise Fund - Reclaimed Water Enterprise Fund - Airport Internal Service Fund - Self Insurance Internal Service Fund - Uninsured Liability Department Total $ 622,020 (111,120) 312,068,068 $ (62,543,410) $ - 669,900 95,395,800 $ 293,839,817 * 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 F (2 OF 3) 534 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2023-24 Adopted Budgeted Expenditures/Expenses 2022-23 Department/Fund Expenditure/Expense Adjustments Approved 2022-23 Actual Expenditures/ Expenses* 2022-23 Budgeted Expenditures/Expenses 2023-24 Public Safety - Fire General Fund $ 39,238,155 $ Capital Projects Fund - Fleet 5,854,545 $ 43,879,143 $ 44,819,411 - - - Special Revenue Fund - Grants 180,816 1,631,979 1,044,412 362,100 - Capital Projects Fund - Grants - - - 1,340,000 4,160,965 Capital Projects Fund - Gen Gov't Capital Project 2,604,659 560,299 453,993 Capital Projects Fund - Bonds 10,620,410 (393,955) 2,502,185 7,724,270 Department Total $ 52,644,040 $ 7,652,868 $ 47,879,733 $ 58,406,746 $ Public Safety - Police General Fund 83,324,801 $ 10,573,260 $ 91,713,278 $ 92,895,766 Special Revenue Fund - Police Forfeiture 750,000 36,949 500,000 750,000 Special Revenue Fund - Grants 59,835 10,567,575 8,316,779 - Capital Projects Fund - Gen Gov't Capital Project 7,516,901 (521,231) 931,980 9,468,110 Capital Projects Fund - Equipment/Fleet 2,141,404 1,048,512 1,041,736 5,068,400 Capital Projects Fund - Bonds 1,340,286 (27,700) 94,757 1,487,829 Department Total $ 95,133,227 $ 21,677,365 $ 102,598,530 $ 109,670,105 $ Public Works & Utilities General Fund 10,314,947 $ 1,637,205 $ 11,418,492 $ 10,597,467 Special Revenue Fund - HURF 27,005,774 (1,744,075) 9,734,556 36,080,333 Special Revenue Fund - LTAF - 83,549 - 83,549 Special Revenue Fund - Grants - 29,650 - - 21,869,005 629,278 931,730 57,882,555 Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet 460,100 301,848 76,057 1,455,000 Capital Projects Fund - Grants 49,923,328 (5,691,913) 3,952,035 57,555,608 Capital Projects Fund - Bonds 76,939,245 838,351 12,765,796 206,345,219 Capital Projects Fund - Impact/System Dev Fees 51,966,854 (3,426,614) 4,120,297 45,736,023 Enterprise Fund - Water 58,039,204 3,274,696 41,134,662 69,864,389 Enterprise Fund - Reclaimed Water 1,510,583 178,546 2,274,388 1,534,091 235,913,227 68,944 54,332,229 247,601,930 Enterprise Fund - Wastewater Enterprise Fund - Solid Waste 18,530,262 197,287 16,749,687 21,591,925 Department Total $ 552,472,529 $ (3,623,248) $ 157,489,929 $ 756,328,089 $ Debt Service Debt Service - General Obligation 40,656,427 $ - $ 40,656,425 $ 41,367,104 Enterprise Fund - Water 13,685,273 - 13,685,059 15,749,298 Enterprise Fund - Wastewater 17,976,088 - 17,975,500 18,429,783 Department Total $ 72,317,788 $ - $ 72,316,984 $ 75,546,185 Total All Departments $ 1,352,658,536 $ - $ 653,980,052 $ 1,656,274,385 * 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 F (3 OF 3) 535 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget City of Chandler, Arizona Full-Time Employees and Personnel Compensation Fiscal Year 2023-24 Full-Time Equivalent (FTE) 2024 Fund General Fund Employee Salaries and Hourly Costs 2024 Retirement Costs 2024 Total Estimated Personnel Compensation 2024 Other Benefit Costs 2024 Healthcare Costs 2024 1,436.290 $ 157,290,230 $ 105,121,454 $ 19,285,533 $ 15,551,614 $ 297,248,831 Special Revenue Funds Highway Users Revenue Grants 49.250 $ 3,695,006 $ 469,109 $ 619,867 $ 377,652 $ 5,161,634 - - - - - - Community Development Block Grant 4.500 325,365 39,674 25,658 31,482 422,179 PHA Family Sites 6.650 476,181 56,023 87,576 46,019 665,799 PHA Elderly & Scattered Sites 3.150 255,975 28,588 41,089 24,543 350,195 PHA Management 5.100 529,589 65,263 75,195 50,538 720,585 PHA Family Self Sufficiency 2.000 154,793 19,376 33,656 15,549 223,374 PHA Section 8 4.300 293,347 35,067 53,630 28,266 410,310 PHA Capital Fund Program - 22,796 912 1,140 1,920 26,768 Museum Trust - 1,142 46 57 88 1,333 Parks and Recreation Trust - 4,638 186 232 469 5,525 75.160 $ 5,800,728 $ 718,862 $ 942,604 $ 579,911 $ 8,042,105 18.000 $ 1,952,286 $ 241,556 $ 193,810 $ 166,086 $ 2,553,738 18.000 $ 1,952,286 $ 241,556 $ 193,810 $ 166,086 $ 2,553,738 Water Operating 97.960 $ 8,633,010 $ 1,090,350 $ 1,355,045 $ 843,907 $ 11,922,312 Reclaimed Water Operating 4.090 334,292 42,324 44,141 34,474 455,231 Wastewater Operating 60.850 5,338,539 675,935 843,188 530,927 7,388,589 WW Industrial Process Treatment 17.000 1,495,021 184,249 213,736 149,712 2,042,718 Solid Waste Operating 22.200 1,514,703 189,393 316,688 130,414 2,151,198 7.000 660,612 Total Special Revenue Funds Capital Projects Funds In-House Capital Total Capital Projects Funds Enterprise Funds Airport Operating Total Enterprise Funds 209.100 $ 17,976,177 $ 83,155 74,775 67,939 886,481 2,265,406 $ 2,847,573 $ 1,757,373 $ 24,846,529 Internal Service Funds Workers' Compensation Self Insurance 4.550 $ 415,359 $ 52,199 $ 70,278 $ 33,855 $ 571,691 Insured Liability Self Insurance 4.000 428,640 53,241 52,012 34,015 567,908 Uninsured Liability Self Insurance 5.000 464,606 58,789 56,872 37,920 618,187 Short Term Disability Self Insurance 0.400 39,480 4,716 4,064 231,058 279,318 Medical Self Insurance 3.500 355,552 44,311 44,965 296,569 741,397 17.450 $ 1,703,637 $ 213,256 $ 228,191 $ 633,417 $ 2,778,501 1,756.000 $ 184,723,058 $ 108,560,534 $ 23,497,711 $ 18,688,401 $ 335,469,704 Total Internal Service Funds Total All Funds SCHEDULE G 536 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Schedule 1 Total Expenditures and Budget by Fund Fund Description 2021-22 Actual Expenditures 2022-23 Adopted Budget 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget $ 246,499,764 $ 371,917,111 $ 371,902,877 $ 311,239,239 $ 107,975 772,000 786,949 500,000 783,000 13,909,381 29,496,689 26,682,091 10,484,196 38,129,165 474,484 2,334,106 2,131,156 584,441 2,724,527 101 General Fund 202 Police Forfeiture 215 Highway User Revenue Fund 216 Local Transportation Assistance Fund 217 Operating Grants 18,008,744 90,101,852 82,173,530 24,905,085 23,037,400 218 HOME Program 148,060 4,580,000 4,580,000 3,915,044 4,580,000 219 Community Development Block Grant 2,039,874 5,680,000 5,707,950 3,761,831 5,680,000 224 PHA Family Sites 1,350,510 1,820,201 1,818,876 1,140,217 1,812,000 227 PHA Elderly and Scattered Site 719,483 1,337,000 1,343,200 825,511 1,360,000 230 PHA Management 596,559 708,187 716,773 42,436 744,485 232 PHA Family Self Sufficiency 132,180 182,446 183,168 182,370 223,374 233 Hsg Authority Section 8 Voucher 6,257,458 7,818,000 7,822,250 7,043,485 8,958,610 234 Capital Fund Program Grant 629,527 2,632,522 2,525,486 2,500,000 2,587,768 236 Proceeds Reinvestment Projects 76,362 10,390,000 10,390,877 5,206,893 10,408,000 240 Public Housing Grant Contingency - 3,000,000 3,000,000 - 3,000,000 310 General Obligation Debt Service 39,337,873 41,006,427 41,006,427 40,656,425 41,742,256 401 General Government Capital Projects 14,280,191 80,385,810 88,649,125 16,494,552 127,979,127 402 Equipment Replacement 495,121 854,864 850,202 365,953 485,696 403 Technology Replacement 1,030,035 4,351,789 5,833,070 4,033,070 7,024,798 404 Vehicle Replacement 864,961 4,982,900 4,547,599 1,152,544 10,157,920 411 Streets General Obligation Bonds 11,780,423 23,837,574 23,955,262 4,779,566 49,795,302 412 Storm Sewer GO Bonds 84,272 2,161,375 2,161,375 90,209 3,371,243 415 Arterial Street Impact Fees 4,838,959 45,791,471 44,783,162 3,324,967 42,393,792 417 Capital Grants 17,599,376 79,586,444 89,154,682 7,603,744 96,855,556 420 Park Bonds 3,208,412 30,559,517 29,451,793 1,834,406 69,964,387 423 Municipal Arts Fund 54,746 400,000 385,000 107,000 332,665 424 Park System Impact Fees 926,858 2,658,568 2,085,881 2,071,892 26,000 425 Parks NW Impact Fees 1,191 29,000 29,210 3,910 51,000 426 Parks NE Impact Fees 1,191 3,700 3,910 3,910 1,600 427 Parks SE Impact Fees 2,014,521 2,903,000 2,903,000 3,910 3,193,828 430 Library Bonds - 360,000 360,000 - 1,600,000 431 Library Impact Fees 514 117,000 117,987 13,187 102,000 433 Art Center Bonds - 1,198 1,198 - 1,198 435 Museum Bonds 22,074 1,926 26,926 13,705 148,221 440 Public Building Impact Fees 514 12,200 13,187 13,187 180,000 441 Public Facility Bonds - 300 300 - 2,601,200 460 Public Safety Bonds - Police 28,209 1,340,286 1,312,586 94,757 1,487,829 465 Police Impact Fees 1,550 11,400 13,750 13,750 66,000 470 Public Safety Bonds - Fire 462,545 10,620,410 10,226,455 2,502,185 7,724,270 475 Fire Impact Fees 1,550 160,000 162,350 13,750 203,000 537 440,788,775 Table of Contents City of Chandler Schedules and Terms Fund Description 601 Water Bonds - Capital Projects 603 Water System Dev Fees 605 610 2023-24 Adopted Budget 2021-22 Actual Expenditures 2022-23 Adjusted Budget 2022-23 Estimated Expenditures 2023-24 Adopted Budget 10,127,487 $ 49,472,410 $ 52,039,702 $ 6,963,237 $ 95,474,078 19,683 8,083,702 7,095,384 501,634 2,599,750 Water Operating 51,272,318 81,886,763 81,337,467 54,959,021 103,259,298 Reclaimed Water System Dev Fees 2,172,607 3,625,581 3,294,100 334,946 2,260,481 611 Wastewater Bonds - Capital Projects 2,824,379 5,145,502 3,396,400 984,381 61,662,019 612 Reclaimed Water Operating 1,280,286 2,174,283 2,210,929 2,275,888 2,208,891 614 Wastewater System Dev Fees 1,550 11,400 13,750 13,750 6,000 615 Wastewater Operating 61,430,101 244,315,352 240,731,648 62,961,753 269,758,394 616 WW Industrial Process Treatment 8,749,673 15,676,178 15,698,428 9,384,576 15,205,907 625 Solid Waste Operating 15,406,221 20,764,728 20,112,377 16,774,653 25,873,079 635 Airport Operating 1,624,059 6,142,559 6,171,559 1,588,982 7,273,389 736 Workers' Comp. Self Insurance Trust 3,851,856 6,245,041 6,260,133 3,475,660 5,834,030 737 Insured Liability Self Insurance 3,385,537 8,537,428 8,519,134 7,265,674 9,445,418 738 Uninsured Liability Self Insurance 704,318 1,766,598 1,840,251 920,479 8,450,613 739 Short Term Disability Self Insurance 184,347 610,517 611,061 305,200 619,318 740 Dental Self Insurance 2,077,857 2,619,000 2,619,000 1,792,200 2,619,000 741 Medical Self Insurance Trust 23,635,114 30,410,173 30,629,026 25,767,492 31,104,470 833 Museum Trust 1,240 32,810 37,188 18,595 36,833 834 Parks & Recreation Trust 55,868 150,238 147,179 99,318 147,425 836 Library Trust 36,878 81,000 81,000 71,286 130,000 902 In-House Capital - - 13,200 - - Grand Total $ 2022-23 Adopted Budget $ 576,826,826 $ 1,352,658,536 $ 1,352,658,536 $ 538 653,980,052 $ 1,656,274,385 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Schedule 2 FY 2023-24 Summary of Department Budget by Fund Fund Description Mayor & Council City Clerk $ 1,262,159 $ City Manager City Magistrate Community & Public Affairs 836,937 $ 2,053,320 $ 5,400,966 $ Community Services 3,809,110 $ Cultural Development 101 General Fund 202 Police Forfeiture 33,452,125 $ 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 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 10,255,689 528,286 420 Park Bonds 68,404,387 1,560,000 423 Municipal Arts Fund 424 Park Impact Fees 425 Park NW Impact Fees 426 Park NE Impact Fees 427 Park SE Impact Fees 3,192,228 430 Library Bonds 1,567,000 431 Library Impact Fees 433 Art Center Bonds 1,198 435 Museum Bonds 148,221 440 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 833 Museum Trust 834 Parks & Recreation Trust 121,925 836 Library Trust 130,000 Debt Service 4,542,297 40,000 41,367,104 10,024,324 5,358,705 62,000 1,533,573 301,665 13,989 15,749,298 18,429,783 29,833 Grand Total $ 1,262,159 $ 836,937 $ 2,053,320 $ 5,400,966 $ 539 3,809,110 $ 127,263,667 $ 25,500 14,029,278 $ 75,546,185 Table of Contents City of Chandler Schedules and Terms Fund Development Information Services Technology 101 $ Law 2023-24 Adopted Budget Management Neighborhood NonServices Resources Departmental 10,980,344 $ 21,304,000 $ 4,687,089 $ 8,188,881 $ Organization al Support 6,700,823 $ 170,951,933 $ 202 Public Safety Fire 803,232 Public Works & Utilities Grand Total 18,306,147 $ 44,819,411 $ 92,895,766 $ 10,597,467 $ 440,788,775 33,000 215 Public Safety Police 750,000 1,245,600 783,000 36,080,333 2,584,678 83,549 38,129,165 216 56,300 217 21,397,400 23,037,400 2,724,527 218 3,165,572 1,414,428 4,580,000 219 3,338,879 2,341,121 5,680,000 224 1,698,799 113,201 1,812,000 227 1,170,301 189,699 1,360,000 230 718,485 26,000 744,485 232 214,374 9,000 223,374 233 8,933,410 25,200 8,958,610 234 2,296,768 291,000 2,587,768 236 8,582,412 1,825,588 10,408,000 240 3,000,000 375,152 41,742,256 3,000,000 310 401 4,406,781 16,459,914 2,212,216 18,005,557 4,160,965 9,468,110 57,882,555 127,979,127 402 485,696 485,696 403 7,024,798 7,024,798 404 35,100 411 1,930,834 3,082,420 362,100 5,068,400 493,016 412 415 6,000 417 5,109,005 78,658 21,988,310 1,340,000 1,455,000 10,157,920 45,837,879 49,795,302 3,371,243 3,371,243 42,387,792 42,393,792 57,555,608 96,855,556 420 69,964,387 423 31,000 332,665 424 12,011 26,000 425 51,000 51,000 426 1,600 1,600 427 1,600 3,193,828 430 33,000 1,600,000 431 102,000 102,000 433 1,198 435 148,221 440 180,000 180,000 441 81,200 2,601,200 460 1,487,829 465 1,487,829 66,000 66,000 470 7,724,270 475 7,724,270 203,000 203,000 601 95,474,078 603 605 1,639,256 6,000 2,593,750 2,599,750 16,006,355 69,864,389 103,259,298 610 1,506,000 754,481 2,260,481 61,662,019 61,662,019 1,534,091 2,208,891 15,245,237 234,756,023 269,758,394 611 612 674,800 614 6,000 615 1,327,351 95,474,078 616 6,000 2,360,000 12,845,907 15,205,907 625 753,854 3,527,300 21,591,925 25,873,079 635 15,356 182,100 7,075,933 7,273,389 4,351,000 1,439,389 5,834,030 736 43,641 737 7,644,602 738 1,800,816 7,780,713 9,445,418 669,900 8,450,613 739 572,000 740 2,619,000 2,619,000 30,438,146 31,104,470 741 57,441 833 7,000 834 47,318 619,318 36,833 147,425 836 130,000 $ 23,265,296 $ 41,499,731 $12,331,691 $ 16,070,676 $ 39,898,481 $ 293,839,817 $ 540 74,762,131 $ 58,406,746 $109,670,105 $ 756,328,089 $1,656,274,385 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Salary Plan Effective 7/1/23 The information in the following tables reflects personnel system data effective July 1, 2023. 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: C Confidential D Director F Fire FB Fire Battalion M Management O Police Officer P Professional PL Police Lieutenant PS Police Sergeant S Supervisory X General Classification Title Job Group Grade FLSA Status Annual Minimum Annual Maximum ACCOUNTING ADMINISTRATOR S 18 Ex $ 92,061 $ 133,494 ACCOUNTING PROGRAM MANAGER S 16 Ex $ 80,413 $ 116,605 ACCOUNTING SENIOR MANAGER M 20 Ex $ 105,414 $ 152,838 ACCOUNTING SPECIALIST X 9 Non-Ex $ 52,291 $ 70,595 ACCOUNTING TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 ADMINISTRATIVE ASSISTANT X 7 Non-Ex $ 45,677 $ 61,651 ADMINISTRATIVE ASSISTANT SENIOR X 8 Non-Ex $ 48,880 $ 65,978 AIRPORT MAINTENANCE SENIOR TECHNICIAN - CDL X 10 Non-Ex $ 55,952 $ 75,546 AIRPORT MAINTENANCE SUPERVISOR - CDL S 13 Non-Ex $ 65,645 $ 95,181 AIRPORT OPERATIONS MANAGER M 20 Ex $ 105,414 $ 152,838 AIRPORT PLANNING PROGRAM MANAGER P 17 Ex $ 86,050 $ 124,758 AIRPORT SENIOR MANAGER M 22 Ex $ 120,682 $ 174,990 ALLEY MAINTENANCE TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 AQUATICS MAINTENANCE SENIOR TECHNICIAN X 12 Non-Ex $ 64,064 $ 86,486 AQUATICS MAINTENANCE SUPERVISOR S 14 Non-Ex $ 70,242 $ 101,837 AQUATICS MAINTENANCE WORKER X 6 Non-Ex $ 42,682 $ 57,616 AQUATICS SUPERINTENDENT S 17 Ex $ 86,050 $ 124,758 ARMED SECURITY OFFICER X 8 Non-Ex $ 48,880 $ 65,978 ASSISTANT CITY ATTORNEY M 22 Ex $ 120,682 $ 174,990 ASSISTANT CITY MANAGER D 28 Ex $ 175,067 $ 262,600 ASSISTANT CITY PROSECUTOR I M 17 Ex $ 86,050 $ 124,758 ASSISTANT CITY PROSECUTOR II M 19 Ex $ 98,509 $ 142,834 ASSISTANT CITY PROSECUTOR SENIOR M 21 Ex $ 112,778 $ 163,530 ASSISTANT FIRE CHIEF M FAC Ex $ 169,748 $ 187,452 ASSISTANT POLICE CHIEF M PAC Ex $ 204,885 $ 214,525 ASSISTANT TO THE CITY MANAGER P 19 Ex $ 98,509 $ 142,834 ASSOCIATE ENGINEER P 15 Ex $ 75,150 $ 108,971 ASSOCIATE PLANNER P 12 Non-Ex $ 64,064 $ 86,486 BENEFITS ANALYST C 14 Ex $ 70,242 $ 101,837 BOX OFFICE ATTENDANT X 5 Non-Ex $ 39,894 $ 53,851 BOX OFFICE SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 BUDGET & POLICY ASSISTANT DIRECTOR M 22 Ex $ 120,682 $ 174,990 BUDGET & RESEARCH ADMINISTRATOR P 18 Ex $ 92,061 $ 133,494 BUDGET & RESEARCH ASSOCIATE ANALYST C 13 Ex $ 65,645 $ 95,181 BUDGET & RESEARCH PRINCIPAL ANALYST C 17 Ex $ 86,050 $ 124,758 BUDGET & RESEARCH SENIOR ANALYST C 16 Ex $ 80,413 $ 116,605 BUILDING INSPECTION ADMINISTRATOR M 18 Ex $ 92,061 $ 133,494 BUILDING INSPECTION SUPERVISOR S 16 Non-Ex $ 80,413 $ 116,605 541 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status BUILDING INSPECTOR SENIOR X 13 Non-Ex $ 65,645 $ 95,181 BUILDING PLAN REVIEW ADMINISTRATOR M 19 Ex $ 98,509 $ 142,834 BUSINESS COMPLIANCE ADMINISTRATOR S 17 Ex $ 86,050 $ 124,758 BUSINESS COMPLIANCE ASSOCIATE P 14 Non-Ex $ 70,242 $ 101,837 BUSINESS COMPLIANCE INSPECTOR X 9 Non-Ex $ 52,291 $ 70,595 BUSINESS COMPLIANCE LEAD REPRESENTATIVE X 11 Non-Ex $ 59,862 $ 80,829 BUSINESS COMPLIANCE REPRESENTATIVE X 8 Non-Ex $ 48,880 $ 65,978 BUSINESS COMPLIANCE SPECIALIST X 10 Non-Ex $ 55,952 $ 75,546 BUSINESS SYSTEMS SUPPORT ANALYST P 16 Ex $ 80,413 $ 116,605 BUSINESS SYSTEMS SUPPORT ASSOCIATE ANALYST P 14 Ex $ 70,242 $ 101,837 BUSINESS SYSTEMS SUPPORT PRINCIPAL ANALYST P 17 Ex $ 86,050 $ 124,758 BUSINESS SYSTEMS SUPPORT SENIOR SPECIALIST P 13 Non-Ex $ 65,645 $ 95,181 BUSINESS SYSTEMS SUPPORT SPECIALIST X 12 Non-Ex $ 64,064 $ 86,486 BUSINESS SYSTEMS SUPPORT SUPERVISOR S 18 Ex $ 92,061 $ 133,494 CHEMIST P 14 Ex $ 70,242 $ 101,837 CHIEF BUILDING OFFICIAL M 21 Ex $ 112,778 $ 163,530 CHIEF INFORMATION OFFICER D 25 Ex $ 142,896 $ 214,365 CITY ATTORNEY SENIOR MANAGER M 24 Ex $ 138,154 $ 200,346 CITY CLERK SPECIALIST X 8 Non-Ex $ 48,880 $ 65,978 CITY HALL RECEPTIONIST X 7 Non-Ex $ 45,677 $ 61,651 CITY PROSECUTOR M 23 Ex $ 129,126 $ 187,221 CITY TRANSPORTATION ENGINEER M 21 Ex $ 112,778 $ 163,530 CIVIL CONSTRUCTION LEAD INSPECTOR X 14 Non-Ex $ 70,242 $ 101,837 CIVIL CONSTRUCTION SENIOR INSPECTOR X 13 Non-Ex $ 65,645 $ 95,181 CIVIL PLAN EXAMINER ADMINISTRATOR M 19 Ex $ 98,509 $ 142,834 CIVIL PLANS EXAMINER PRINCIPAL P 17 Ex $ 86,050 $ 124,758 CIVILIAN RANGE INSTRUCTOR X 10 Non-Ex $ 55,952 $ 75,546 CODE ENFORCEMENT OFFICER LEAD X 13 Non-Ex $ 65,645 $ 95,181 CODE ENFORCEMENT OFFICER SENIOR X 11 Non-Ex $ 59,862 $ 80,829 CODE ENFORCEMENT SUPERVISOR S 15 Non-Ex $ 75,150 $ 108,971 COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR D 25 Ex $ 142,896 $ 214,365 COMMUNITY DEVELOPMENT ASSOCIATE X 13 Non-Ex $ 65,645 $ 95,181 COMMUNITY DEVELOPMENT SENIOR PROGRAM MANAGER S 17 Ex $ 86,050 $ 124,758 COMMUNITY RESOURCES REPRESENTATIVE X 8 Non-Ex $ 48,880 $ 65,978 COMMUNITY RESOURCES SENIOR MANAGER M 20 Ex $ 105,414 $ 152,838 COMMUNITY RESOURCES SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 COMMUNITY SERVICES ASSISTANT DIRECTOR M 23 Ex $ 129,126 $ 187,221 COMMUNITY SERVICES DIRECTOR D 25 Ex $ 142,896 $ 214,365 COMMUNITY SERVICES PLANNING SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 CONSTRUCTION PERMITS SENIOR REPRESENTATIVE X 9 Non-Ex $ 52,291 $ 70,595 CONSTRUCTION PROGRAM ADMINISTRATOR M 19 Ex $ 98,509 $ 142,834 CONSTRUCTION PROJECT MANAGEMENT SENIOR ANALYST S 15 Ex $ 75,150 $ 108,971 CONSTRUCTION/DESIGN PROJECT MANAGER P 17 Ex $ 86,050 $ 124,758 Classification Title 542 Annual Minimum Annual Maximum Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status CONTRACT COMPLIANCE SENIOR SPECIALIST X 11 Non-Ex $ 59,862 $ 80,829 COURT ADMINISTRATOR M 22 Ex $ 120,682 $ 174,990 COURT CLERK X 7 Non-Ex $ 45,677 $ 61,651 COURT CLERK LEAD X 11 Non-Ex $ 59,862 $ 80,829 COURT CLERK SENIOR X 9 Non-Ex $ 52,291 $ 70,595 COURT COMMISSIONER M 21 Ex $ 112,778 $ 163,530 COURT INTERPRETER X 9 Non-Ex $ 52,291 $ 70,595 COURT SECURITY OFFICER X 7 Non-Ex $ 45,677 $ 61,651 COURT SERVICES SUPERVISOR S 13 Ex $ 65,645 $ 95,181 CRIME ANALYSIS SPECIALIST X 10 Non-Ex $ 55,952 $ 75,546 CRIME ANALYSIS SUPERVISOR S 16 Ex $ 80,413 $ 116,605 CRIME INTELLIGENCE ANALYST P 14 Ex $ 70,242 $ 101,837 CRIME PREVENTION SPECIALIST X 10 Non-Ex $ 55,952 $ 75,546 CRIME SCENE SENIOR TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 CRIME SCENE SUPERVISOR S 15 Ex $ 75,150 $ 108,971 CRIME SCENE TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 CRIME SCENE TECHNICIAN LEAD X 12 Non-Ex $ 64,064 $ 86,486 CRISIS INTERVENTION SENIOR PROGRAM MANAGER S 16 Ex $ 80,413 $ 116,605 CRISIS INTERVENTIONIST SENIOR P 15 Ex $ 75,150 $ 108,971 CULTURAL ARTS MANAGER M 21 Ex $ 112,778 $ 163,530 CULTURAL ARTS PRODUCTION SENIOR X 11 Non-Ex $ 59,862 $ 80,829 CULTURAL ARTS PRODUCTION SUPERVISOR P 13 Ex $ 65,645 $ 95,181 Classification Title Annual Minimum Annual Maximum CULTURAL ARTS PROGRAM MANAGER P 15 Ex $ 75,150 $ 108,971 CULTURAL ARTS SENIOR PROGRAM MANAGER S 17 Ex $ 86,050 $ 124,758 CULTURAL ARTS SPECIALIST X 8 Non-Ex $ 48,880 $ 65,978 CULTURAL DEVELOPMENT DIRECTOR D 25 Ex $ 142,896 $ 214,365 CUSTODIAL SERVICES SUPERVISOR S 10 Non-Ex $ 55,952 $ 75,546 CUSTODIAN X 4 Non-Ex $ 37,274 $ 50,315 CUSTOMER SERVICE REPRESENTATIVE X 8 Non-Ex $ 48,880 $ 65,978 DEPUTY CITY CLERK S 17 Ex $ 86,050 $ 124,758 DEPUTY CITY MANAGER D 27 Ex $ 163,613 $ 245,420 DEPUTY CITY MANAGER/CHIEF FINANCIAL OFFICER D 27 Ex $ 163,613 $ 245,420 DEPUTY COURT ADMINISTRATOR M 17 Ex $ 86,050 $ 124,758 DETENTION OFFICER X 9 Non-Ex $ 52,291 $ 70,595 DETENTION OFFICER TRAINEE X 8 Non-Ex $ 48,880 $ 65,978 DETENTION SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 DEVELOPMENT SERVICES DIRECTOR D 25 Ex $ 142,896 $ 214,365 DIGITAL CONTENT CREATOR P 14 Ex $ 70,242 $ 101,837 DIGITAL CONTENT STRATEGIST P 16 Ex $ 80,413 $ 116,605 DIGITAL MEDIA CREATOR P 14 Ex $ 70,242 $ 101,837 DIGITAL MEDIA SENIOR PRODUCER X 14 Non-Ex $ 70,242 $ 101,837 DISPATCH SUPERVISOR S 14 Non-Ex $ 70,242 $ 101,837 DISPATCHER X 11 Non-Ex $ 59,862 $ 80,829 543 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status DIVERSITY, EQUITY & INCLUSION COORDINATOR X 13 Non-Ex $ 65,645 $ 95,181 DIVERSITY, EQUITY & INCLUSION MANAGER S 20 Ex $ 105,414 $ 152,838 DOWNTOWN REDEVELOPMENT PROGRAM MANAGER P 17 Ex $ 86,050 $ 124,758 DRY UTILITY CONSTRUCTION PROJECT COORDINATOR P 15 Ex $ 75,150 $ 108,971 ECONOMIC DEVELOPMENT DIRECTOR D 25 Ex $ 142,896 $ 214,365 ECONOMIC DEVELOPMENT PROJECT MANAGER P 17 Ex $ 86,050 $ 124,758 Classification Title Annual Minimum Annual Maximum ECONOMIC DEVELOPMENT RESEARCH ASSOCIATE X 12 Non-Ex $ 64,064 $ 86,486 ECONOMIC DEVELOPMENT SENIOR PROGRAM MANAGER P 19 Ex $ 98,509 $ 142,834 ELECTRICIAN X 13 Non-Ex $ 65,645 $ 95,181 EMERGENCY CALL TAKER X 9 Non-Ex $ 52,291 $ 70,595 EMERGENCY MEDICAL SERVICES TRAINING SENIOR TECHNICIAN X 13 Non-Ex $ 65,645 $ 95,181 EMS SENIOR PROGRAM MANAGER P 16 Ex $ 80,413 $ 116,605 ENERGY MANAGEMENT CONTROLS SENIOR TECHNICIAN X 13 Non-Ex $ 65,645 $ 95,181 ENGINEER (PE) P 18 Ex $ 92,061 $ 133,494 ENGINEERING (PE) SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 ENVIRONMENTAL SERVICES MANAGER M 18 Ex $ 92,061 $ 133,494 ENVIRONMENTAL SERVICES PROGRAM COORDINATOR P 15 Ex $ 75,150 $ 108,971 ENVIRONMENTAL SERVICES SENIOR TECHNICIAN X 11 Non-Ex $ 59,862 $ 80,829 EVENTS PROGRAM COORDINATOR S 13 Ex $ 65,645 $ 95,181 EVENTS SENIOR X 11 Non-Ex $ 59,862 $ 80,829 EVENTS SPECIALIST X 10 Non-Ex $ 55,952 $ 75,546 EXECUTIVE MANAGEMENT ASSISTANT P 13 Ex $ 65,645 $ 95,181 EXHIBITS PROGRAM COORDINATOR P 13 Ex $ 65,645 $ 95,181 FACILITIES PROJECT MANAGER P 16 Ex $ 80,413 $ 116,605 FACILITY & FLEET SERVICES SENIOR MANAGER M 22 Ex $ 120,682 $ 174,990 FACILITY MAINTENANCE PLANNER X 13 Non-Ex $ 65,645 $ 95,181 FACILITY MAINTENANCE SENIOR TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 FACILITY MAINTENANCE SUPERINTENDENT S 18 Ex $ 92,061 $ 133,494 FACILITY MAINTENANCE TECHNICIAN X 9 Non-Ex $ 52,291 $ 70,595 FACILITY MAINTENANCE WORKER X 1 Non-Ex $ 29,973 $ 40,456 FINANCIAL SERVICES ASSISTANT DIRECTOR M 22 Ex $ 120,682 $ 174,990 FIRE ADMINISTRATION MANAGER S 19 Ex $ 98,509 $ 142,834 FIRE BATTALION CHIEF (40 Hours) FB FB Ex $ 134,642 $ 146,232 FIRE BATTALION CHIEF (56 Hours) FB FB Ex $ 134,642 $ 146,232 FIRE CAPTAIN (40 Hours) F 22 Non-Ex $ 99,356 $ 106,749 FIRE CAPTAIN (56 Hours) F 23 Non-Ex $ 99,356 $ 106,749 FIRE CHIEF D 27C Ex $ 220,320 $ 236,640 FIRE ENGINEER (40 Hours) F 30 Non-Ex $ 84,593 $ 94,620 FIRE ENGINEER (56 Hours) F 23 Non-Ex $ 84,593 $ 94,620 FIRE LEAD INSPECTOR X 14 Non-Ex $ 70,242 $ 101,837 FIRE MARSHAL M 20 Ex $ 105,414 $ 152,838 FIRE MECHANIC - CDL X 12 Non-Ex $ 64,064 $ 86,486 FIRE MECHANIC SUPERVISOR - CDL S 14 Non-Ex $ 70,242 $ 101,837 544 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status FIRE PREVENTION SUPERVISOR X 14 Non-Ex $ 70,242 $ 101,837 FIRE SENIOR INSPECTOR X 13 Non-Ex $ 65,645 $ 95,181 FIRE SUPPORT SERVICES SENIOR TECHNICIAN X 12 Non-Ex $ 64,064 $ 86,486 FIREFIGHTER (40 Hours) F FC Non-Ex $ 57,569 $ 80,517 FIREFIGHTER (56 Hours) F FC Non-Ex $ 57,569 $ 80,517 FLEET SERVICES ASSISTANT X 9 Non-Ex $ 52,291 $ 70,595 FLEET SERVICES LEAD - CDL X 13 Non-Ex $ 65,645 $ 95,181 FLEET SERVICES SENIOR TECHNICIAN X 11 Non-Ex $ 59,862 $ 80,829 FLEET SERVICES SENIOR TECHNICIAN - CDL X 12 Non-Ex $ 64,064 $ 86,486 FLEET SERVICES SPECIALIST P 11 Non-Ex $ 59,862 $ 80,829 FLEET SERVICES SUPERINTENDENT S 18 Ex $ 92,061 $ 133,494 FLEET SERVICES SUPERVISOR - CDL S 15 Non-Ex $ 75,150 $ 108,971 FLEET SERVICES WORKER X 6 Non-Ex $ 42,682 $ 57,616 FORENSIC SCIENCE ASSISTANT X 8 Non-Ex $ 48,880 $ 65,978 FORENSIC SCIENCE SUPERVISOR S 17 Ex $ 86,050 $ 124,758 FORENSIC SCIENTIST ASSOCIATE P 13 Ex $ 65,645 $ 95,181 FORENSIC SCIENTIST PRINCIPAL P 16 Ex $ 80,413 $ 116,605 FORENSIC SCIENTIST SENIOR P 15 Ex $ 75,150 $ 108,971 FORENSIC SERVICES SENIOR MANAGER M 19 Ex $ 98,509 $ 142,834 GEOSPATIAL SERVICES MANAGER M 20 Ex $ 105,414 $ 152,838 GIS ANALYST P 15 Ex $ 75,150 $ 108,971 GIS SENIOR ANALYST S 16 Ex $ 80,413 $ 116,605 GIS SENIOR SPECIALIST X 13 Non-Ex $ 65,645 $ 95,181 GIS SPECIALIST X 11 Non-Ex $ 59,862 $ 80,829 GOVERNMENT RELATIONS SENIOR PROGRAM MANAGER C 19 Ex $ 98,509 $ 142,834 GRAFFITI TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 GRANTS PROGRAM MANAGER P 16 Ex $ 80,413 $ 116,605 GRAPHIC DESIGNER P 13 Ex $ 65,645 $ 95,181 HOUSING & REDEVELOPMENT SENIOR MANAGER M 20 Ex $ 105,414 $ 152,838 HOUSING ASSISTANCE SENIOR PROGRAM MANAGER S 15 Ex $ 75,150 $ 108,971 HOUSING ASSISTANCE SENIOR SPECIALIST X 11 Non-Ex $ 59,862 $ 80,829 HOUSING ASSISTANCE SPECIALIST X 9 Non-Ex $ 52,291 $ 70,595 HOUSING ASSISTANT X 8 Non-Ex $ 48,880 $ 65,978 HOUSING MAINTENANCE SUPERVISOR S 13 Ex $ 65,645 $ 95,181 HOUSING MAINTENANCE TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 HOUSING PROJECT COORDINATOR P 15 Ex $ 75,150 $ 108,971 HOUSING REHABILITATION ANALYST X 14 Non-Ex $ 70,242 $ 101,837 HOUSING SENIOR INSPECTOR X 10 Non-Ex $ 55,952 $ 75,546 Classification Title Annual Minimum Annual Maximum HUMAN RESOURCES ANALYST C 15 Ex $ 75,150 $ 108,971 HUMAN RESOURCES DIRECTOR D 25 Ex $ 142,896 $ 214,365 HUMAN RESOURCES MANAGER C 20 Ex $ 105,414 $ 152,838 HUMAN RESOURCES PRINCIPAL ANALYST C 17 Ex $ 86,050 $ 124,758 HUMAN RESOURCES PROGRAM COORDINATOR C 15 Ex $ 75,150 $ 108,971 545 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status HUMAN RESOURCES SPECIALIST C 10 Non-Ex $ 55,952 $ 75,546 HVAC SENIOR TECHNICIAN X 11 Non-Ex $ 59,862 $ 80,829 INDUSTRIAL ELECTRICIAN X 14 Non-Ex $ 70,242 $ 101,837 INDUSTRIAL WASTE INSPECTOR X 10 Non-Ex $ 55,952 $ 75,546 INDUSTRIAL WASTE INSPECTOR SENIOR X 11 Non-Ex $ 59,862 $ 80,829 INDUSTRIAL WASTE PROGRAM MANAGER S 16 Ex $ 80,413 $ 116,605 INSTRUMENTATION TECHNICIAN X 9 Non-Ex $ 52,291 $ 70,595 INSTRUMENTATION TECHNICIAN SENIOR X 14 Non-Ex $ 70,242 $ 101,837 IT APPLICATION SERVICES MANAGER M 20 Ex $ 105,414 $ 152,838 IT CHIEF APPLICATIONS OFFICER M 22 Ex $ 120,682 $ 174,990 IT CHIEF INFORMATION SECURITY OFFICER M 22 Ex $ 120,682 $ 174,990 IT CHIEF INFRASTRUCTURE OFFICER M 22 Ex $ 120,682 $ 174,990 IT CHIEF TECHNOLOGY OFFICER M 22 Ex $ 120,682 $ 174,990 IT DATA ARCHITECT PRINCIPAL ANALYST X 19 Ex $ 98,509 $ 142,834 IT DATA SERVICES MANAGER M 20 Ex $ 105,414 $ 152,838 IT DATABASE PRINCIPAL ANALYST P 19 Ex $ 98,509 $ 142,834 IT DATABASE SENIOR ANALYST P 18 Ex $ 92,061 $ 133,494 IT INFRASTRUCTURE ANALYST P 17 Ex $ 86,050 $ 124,758 IT INFRASTRUCTURE ARCHITECT PRINCIPAL ANALYST P 19 Ex $ 98,509 $ 142,834 IT INFRASTRUCTURE PRINCIPAL ANALYST S 19 Ex $ 98,509 $ 142,834 IT INFRASTRUCTURE SENIOR ANALYST P 18 Ex $ 92,061 $ 133,494 IT MESSAGING INTEGRATION PRINCIPAL ANALYST P 19 Ex $ 98,509 $ 142,834 IT MESSAGING MANAGER M 20 Ex $ 105,414 $ 152,838 IT PORTFOLIO ADMINISTRATOR S 20 Ex $ 105,414 $ 152,838 IT PROGRAMMER PRINCIPAL ANALYST P 19 Ex $ 98,509 $ 142,834 IT PROGRAMMER SENIOR ANALYST P 18 Ex $ 92,061 $ 133,494 IT PROJECT MANAGER P 19 Ex $ 98,509 $ 142,834 IT SECURITY PROGRAM MANAGER S 19 Ex $ 98,509 $ 142,834 IT SECURITY SENIOR ANALYST P 18 Ex $ 92,061 $ 133,494 IT SYSTEMS ANALYST P 17 Ex $ 86,050 $ 124,758 IT WEB DEVELOPMENT MANAGER P 20 Ex $ 105,414 $ 152,838 LABORATORY PROGRAM MANAGER S 16 Ex $ 80,413 $ 116,605 LANDSCAPE COMPLIANCE SPECIALIST X 13 Non-Ex $ 65,645 $ 95,181 LANDSCAPE MAINTENANCE SERVICES SENIOR TECHNICIAN X 11 Non-Ex $ 59,862 $ 80,829 LAW ENFORCEMENT SENIOR TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 LAW ENFORCEMENT SPECIALIST X 11 Non-Ex $ 59,862 $ 80,829 LEAD CUSTODIAN X 7 Non-Ex $ 45,677 $ 61,651 LEGAL CLERK C 9 Non-Ex $ 52,291 $ 70,595 Classification Title Annual Minimum Annual Maximum LEGAL SECRETARY C 10 Non-Ex $ 55,952 $ 75,546 LEGAL SECRETARY LEAD C 12 Non-Ex $ 64,064 $ 86,486 LEGAL SUPPORT SUPERVISOR C 15 Ex $ 75,150 $ 108,971 LIBRARIAN P 13 Ex $ 65,645 $ 95,181 LIBRARY ADMINISTRATOR S 15 Ex $ 75,150 $ 108,971 546 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status LIBRARY ASSISTANT X 5 Non-Ex $ 39,894 $ 53,851 LIBRARY CIRCULATION SUPERVISOR S 12 Ex $ 64,064 $ 86,486 LIBRARY MANAGER S 18 Ex $ 92,061 $ 133,494 LIBRARY PROGRAM MANAGER P 14 Ex $ 70,242 $ 101,837 LIBRARY SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 LIBRARY SPECIALIST X 7 Non-Ex $ 45,677 $ 61,651 LIBRARY SPECIALIST SUPERVISOR X 10 Non-Ex $ 55,952 $ 75,546 MAIL & GRAPHICS SENIOR TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 MAIL & PRINT TECHNICIAN X 5 Non-Ex $ 39,894 $ 53,851 MANAGEMENT ANALYST P 14 Ex $ 70,242 $ 101,837 MANAGEMENT ANALYST PRINCIPAL S 17 Ex $ 86,050 $ 124,758 MANAGEMENT ANALYST SENIOR S 16 Ex $ 80,413 $ 116,605 MANAGEMENT ASSISTANT C 10 Non-Ex $ 55,952 $ 75,546 MANAGEMENT SUPPORT CLERK X 4 Non-Ex $ 37,274 $ 50,315 MARKETING & COMMUNICATIONS ANALYST P 14 Ex $ 70,242 $ 101,837 MARKETING & COMMUNICATIONS MANAGER M 19 Ex $ 98,509 $ 142,834 MARKETING & COMMUNICATIONS PROGRAM COORDINATOR P 15 Ex $ 75,150 $ 108,971 METERING SERVICES LEAD X 10 Non-Ex $ 55,952 $ 75,546 METERING SERVICES SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 MUSEUM MANAGER M 20 Ex $ 105,414 $ 152,838 MUSEUM PROGRAM COORDINATOR P 13 Ex $ 65,645 $ 95,181 MUSEUM SENIOR PROGRAM MANAGER S 17 Ex $ 86,050 $ 124,758 MUSEUM SPECIALIST X 9 Non-Ex $ 52,291 $ 70,595 NEIGHBORHOOD PRESERVATION ANALYST X 13 Non-Ex $ 65,645 $ 95,181 NEIGHBORHOOD PRESERVATION PROGRAM MANAGER P 17 Ex $ 86,050 $ 124,758 NEIGHBORHOOD PRESERVATION SENIOR MANAGER M 19 Ex $ 98,509 $ 142,834 NEIGHBORHOOD RESOURCES DIRECTOR D 25 Ex $ 142,896 $ 214,365 NEIGHBORHOOD SERVICES PROGRAM MANAGER S 17 Ex $ 86,050 $ 124,758 NETWORK & TELECOMMUNICATION PRINCIPAL ENGINEER P 19 Ex $ 98,509 $ 142,834 NETWORK & TELECOMMUNICATION SENIOR ANALYST P 18 Ex $ 92,061 $ 133,494 ORGANIZATIONAL DEVELOPMENT PROGRAM COORDINATOR C 14 Ex $ 70,242 $ 101,837 ORGANIZATIONAL DEVELOPMENT SENIOR PROGRAM MANAGER P 18 Ex $ 92,061 $ 133,494 OUTSIDE PLANT FIBER SYSTEM SENIOR ANALYST P 15 Ex $ 75,150 $ 108,971 PARALEGAL C 12 Non-Ex $ 64,064 $ 86,486 PARK RANGER X 8 Non-Ex $ 48,880 $ 65,978 PARK RANGER LEAD X 10 Non-Ex $ 55,952 $ 75,546 PARKS & GROUNDS MAINTENANCE SUPERVISOR S 14 Non-Ex $ 70,242 $ 101,837 PARKS & GROUNDS MAINTENANCE SUPERVISOR - CDL S 14 Non-Ex $ 70,242 $ 101,837 PARKS MAINTENANCE & OPERATIONS SUPERINTENDENT M 17 Ex $ 86,050 $ 124,758 PARKS MAINTENANCE LEAD X 10 Non-Ex $ 55,952 $ 75,546 PARKS MAINTENANCE SENIOR TECHNICIAN - CDL X 10 Non-Ex $ 55,952 $ 75,546 PARKS MAINTENANCE SUPERVISOR - CDL S 14 Non-Ex $ 70,242 $ 101,837 PARKS MAINTENANCE WORKER X 6 Non-Ex $ 42,682 $ 57,616 Classification Title 547 Annual Minimum Annual Maximum Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status PARKS OPERATIONS & MAINTENANCE SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 PAYROLL SPECIALIST C 10 Non-Ex $ 55,952 $ 75,546 PERMITS & CUSTOMER SERVICE SUPERVISOR S 15 Ex $ 75,150 $ 108,971 PLANNER P 14 Ex $ 70,242 $ 101,837 PLANNING MANAGER M 20 Ex $ 105,414 $ 152,838 PLANNING SENIOR ANALYST S 14 Ex $ 70,242 $ 101,837 PLANNING SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 PLANNING SENIOR PROGRAM MANAGER S 18 Ex $ 92,061 $ 133,494 PLANT UTILITIES MAINTENANCE SUPERVISOR S 16 Ex $ 80,413 $ 116,605 POLICE CHIEF D 27C Ex $ 220,320 $ 236,640 POLICE COMMANDER M PCM Ex $ 178,000 $ 186,259 POLICE COMMUNICATIONS ADMINISTRATOR S 17 Ex $ 86,050 $ 124,758 POLICE COMMUNICATIONS SENIOR MANAGER M 19 Ex $ 98,509 $ 142,834 POLICE COMMUNICATIONS TECHNOLOGY SENIOR MANAGER P 19 Ex $ 98,509 $ 142,834 POLICE DIGITAL MEDIA CREATOR X 14 Non-Ex $ 70,242 $ 101,837 POLICE LIEUTENANT PL PL Non-Ex $ 140,330 $ 154,783 POLICE MENTAL HEALTH & WELLNESS PROGRAM COORDINATOR C 14 Ex $ 70,242 $ 101,837 POLICE OFFICER O 0 Non-Ex $ 67,056 $ 97,159 POLICE OFFICER - LATERAL CERTIFIED O 23 Non-Ex $ 67,056 $ 97,159 POLICE OFFICER - LATERAL NOT CERTIFIED O PO Non-Ex $ 67,056 $ 97,159 POLICE OFFICER - RECRUIT O 17 Non-Ex $ 67,056 $ 67,056 POLICE OPERATIONS & SUPPORT MANAGER M 18 Ex $ 92,061 $ 133,494 POLICE OPERATIONS MANAGER S 18 Ex $ 92,061 $ 133,494 POLICE OPERATIONS SUPPORT SUPERVISOR S 14 Non-Ex $ 70,242 $ 101,837 POLICE PLANNING & RESEARCH MANAGER M 19 Ex $ 98,509 $ 142,834 POLICE RECORDS CLERK X 6 Non-Ex $ 42,682 $ 57,616 POLICE RECORDS REPRESENTATIVE X 8 Non-Ex $ 48,880 $ 65,978 POLICE RECORDS SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 POLICE SERGEANT PS T16 Non-Ex $ 102,406 $ 126,424 POLICE SUPPORT OPERATIONS ASSISTANT X 9 Non-Ex $ 52,291 $ 70,595 POLICE TECHNOLOGY SENIOR MANAGER M 19 Ex $ 98,509 $ 142,834 POLICE VOLUNTEER COORDINATOR P 13 Ex $ 65,645 $ 95,181 POLYGRAPH EXAMINER P 14 Non-Ex $ 70,242 $ 101,837 POOL SUPERVISOR S 9 Non-Ex $ 52,291 $ 70,595 PRINCIPAL ENGINEER (PE) M 20 Ex $ 105,414 $ 152,838 PRINT, MAIL & GRAPHICS SUPERVISOR S 14 Ex $ 70,242 $ 101,837 PRIVATE CONSTRUCTION & PERMITTING MANAGER M 20 Ex $ 105,414 $ 152,838 PRIVATE CONSTRUCTION PROJECT MANAGER P 17 Ex $ 86,050 $ 124,758 PROBATION MONITORING OFFICER P 13 Ex $ 65,645 $ 95,181 PROCUREMENT & SUPPLY SENIOR MANAGER M 20 Ex $ 105,414 $ 152,838 PROCUREMENT OFFICER P 15 Ex $ 75,150 $ 108,971 PROCUREMENT SENIOR SPECIALIST X 11 Non-Ex $ 59,862 $ 80,829 Classification Title 548 Annual Minimum Annual Maximum Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status PROPERTY & EVIDENCE SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 PROPERTY & EVIDENCE TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 PUBLIC INFORMATION OFFICER P 16 Ex $ 80,413 $ 116,605 PUBLIC WORKS & UTILITIES ASSISTANT DIRECTOR M 23 Ex $ 129,126 $ 187,221 PUBLIC WORKS & UTILITIES DIRECTOR D 25 Ex $ 142,896 $ 214,365 QUARTERMASTER X 10 Non-Ex $ 55,952 $ 75,546 Classification Title Annual Minimum Annual Maximum RADIO COMMUNICATIONS SENIOR SPECIALIST P 14 Ex $ 70,242 $ 101,837 REAL ESTATE ADMINISTRATOR M 18 Ex $ 92,061 $ 133,494 REAL ESTATE PROGRAM COORDINATOR P 16 Ex $ 80,413 $ 116,605 RECORDS MANAGEMENT PROGRAM COORDINATOR P 14 Ex $ 70,242 $ 101,837 RECREATION ASSISTANT S 6 Non-Ex $ 42,682 $ 57,616 RECREATION ASSOCIATE S 10 Non-Ex $ 55,952 $ 75,546 RECREATION CUSTOMER SERVICE REPRESENTATIVE X 8 Non-Ex $ 48,880 $ 65,978 RECREATION CUSTOMER SERVICE SUPERVISOR S 15 Ex $ 75,150 $ 108,971 RECREATION PROGRAM COORDINATOR S 13 Ex $ 65,645 $ 95,181 RECREATION SPECIALIST S 8 Non-Ex $ 48,880 $ 65,978 RECREATION SUPERINTENDENT M 16 Ex $ 80,413 $ 116,605 RECYCLING PROGRAM ANALYST P 12 Ex $ 64,064 $ 86,486 REGULATORY AFFAIRS SENIOR ANALYST P 14 Ex $ 70,242 $ 101,837 REVENUE & TAX ANALYST P 14 Ex $ 70,242 $ 101,837 REVENUE & TAX SENIOR MANAGER M 20 Ex $ 105,414 $ 152,838 RISK MANAGEMENT ADMINISTRATOR S 16 Ex $ 80,413 $ 116,605 RISK MANAGEMENT SPECIALIST C 10 Non-Ex $ 55,952 $ 75,546 SAFETY PROGRAM COORDINATOR C 15 Ex $ 75,150 $ 108,971 SENIOR BUILDING PLANS EXAMINER P 14 Ex $ 70,242 $ 101,837 SENIOR CIVIL PLANS EXAMINER P 14 Ex $ 70,242 $ 101,837 SENIOR ENGINEER (PE) P 19 Ex $ 98,509 $ 142,834 SENIOR PLANNER P 16 Ex $ 80,413 $ 116,605 SITE DEVELOPMENT PLANS EXAMINER X 13 Non-Ex $ 65,645 $ 95,181 SITE DEVELOPMENT SUPERVISOR S 18 Ex $ 92,061 $ 133,494 SITE INSPECTOR X 12 Non-Ex $ 64,064 $ 86,486 SOLID WASTE FIELD SUPERVISOR S 13 Non-Ex $ 65,645 $ 95,181 SOLID WASTE LEAD TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 SOLID WASTE MANAGER M 18 Ex $ 92,061 $ 133,494 SOLID WASTE TECHNICIAN X 7 Non-Ex $ 45,677 $ 61,651 SOLID WASTE TECHNICIAN - CDL X 8 Non-Ex $ 48,880 $ 65,978 SPECIAL EVENTS SENIOR PROGRAM MANAGER S 16 Ex $ 80,413 $ 116,605 SPECIAL EVENTS SENIOR SPECIALIST S 11 Non-Ex $ 59,862 $ 80,829 STRATEGIC INITIATIVES DIRECTOR D 25 Ex $ 142,896 $ 214,365 STREET LIGHTS SENIOR TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 STREET MAINTENANCE LEAD - CDL X 12 Non-Ex $ 64,064 $ 86,486 STREET MAINTENANCE PROJECTS SENIOR SPECIALIST X 13 Non-Ex $ 65,645 $ 95,181 STREET MAINTENANCE SENIOR TECHNICIAN - CDL X 10 Non-Ex $ 55,952 $ 75,546 549 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status STREET MAINTENANCE SUPERVISOR - CDL S 14 Non-Ex $ 70,242 $ 101,837 STREET MAINTENANCE TECHNICIAN - CDL X 8 Non-Ex $ 48,880 $ 65,978 STREETS MAINTENANCE SENIOR PROGRAM MANAGER S 18 Ex $ 92,061 $ 133,494 STREETS OPERATIONS & MAINTENANCE MANAGER M 21 Ex $ 112,778 $ 163,530 STRUCTURAL ENGINEER P 18 Ex $ 92,061 $ 133,494 TAX AUDIT ADMINISTRATOR S 18 Ex $ 92,061 $ 133,494 Classification Title Annual Minimum Annual Maximum TAX AUDITOR P 14 Ex $ 70,242 $ 101,837 TAX AUDITOR ASSOCIATE X 13 Non-Ex $ 65,645 $ 95,181 TAX AUDITOR PRINCIPAL P 16 Ex $ 80,413 $ 116,605 TAX AUDITOR SENIOR P 15 Ex $ 75,150 $ 108,971 TECHNOLOGY SUPPORT MANAGER M 20 Ex $ 105,414 $ 152,838 TECHNOLOGY SUPPORT SENIOR ANALYST P 18 Ex $ 92,061 $ 133,494 TECHNOLOGY SUPPORT SPECIALIST X 13 Non-Ex $ 65,645 $ 95,181 TELECOMMUNICATIONS & UTILITY FRANCHISE MANAGER M 20 Ex $ 105,414 $ 152,838 TRAFFIC ENGINEERING ANALYST X 13 Non-Ex $ 65,645 $ 95,181 TRAFFIC ENGINEERING SENIOR TECHNICIAN X 12 Non-Ex $ 64,064 $ 86,486 TRAFFIC SIGNAL SYSTEMS ANALYST P 15 Ex $ 75,150 $ 108,971 TRAFFIC SIGNALS & STREET LIGHTS LEAD X 12 Non-Ex $ 64,064 $ 86,486 TRAFFIC SIGNALS & STREET LIGHTS SUPERVISOR S 14 Non-Ex $ 70,242 $ 101,837 TRAFFIC SIGNALS & STREET LIGHTS TECHNICIAN X 9 Non-Ex $ 52,291 $ 70,595 TRAFFIC SIGNALS SENIOR TECHNICIAN X 11 Non-Ex $ 59,862 $ 80,829 TRAFFIC SIGNS & MARKINGS LEAD - CDL X 12 Non-Ex $ 64,064 $ 86,486 TRAFFIC SIGNS & MARKINGS SENIOR TECHNICIAN - CDL X 10 Non-Ex $ 55,952 $ 75,546 TRAFFIC SIGNS & MARKINGS SUPERVISOR S 14 Non-Ex $ 70,242 $ 101,837 TRAFFIC SIGNS & MARKINGS TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 TRANSPORTATION PLANNING MANAGER M 20 Ex $ 105,414 $ 152,838 TRANSPORTATION PLANNING PROGRAM COORDINATOR P 15 Ex $ 75,150 $ 108,971 URBAN FORESTER S 14 Non-Ex $ 70,242 $ 101,837 UTILITIES ADMINISTRATIVE SUPPORT MANAGER M 19 Ex $ 98,509 $ 142,834 UTILITIES MAINTENANCE & RELIABILITY SPECIALIST X 14 Non-Ex $ 70,242 $ 101,837 UTILITIES MAINTENANCE PLANNER SENIOR SPECIALIST P 15 Ex $ 75,150 $ 108,971 UTILITIES MAINTENANCE TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 UTILITIES MECHANIC X 11 Non-Ex $ 59,862 $ 80,829 UTILITIES REGULATORY AFFAIRS ANALYST P 13 Ex $ 65,645 $ 95,181 UTILITIES REGULATORY AFFAIRS PROGRAM MANAGER S 16 Ex $ 80,413 $ 116,605 UTILITIES REGULATORY AFFAIRS SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 UTILITIES REGULATORY AFFAIRS SENIOR PROGRAM MANAGER M 19 Ex $ 98,509 $ 142,834 UTILITY MAINTENANCE MANAGER M 19 Ex $ 98,509 $ 142,834 UTILITY MECHANIC SENIOR X 12 Non-Ex $ 64,064 $ 86,486 UTILITY MECHANIC SENIOR - CDL X 13 Non-Ex $ 65,645 $ 95,181 UTILITY PLANT OPERATOR I X 9 Non-Ex $ 52,291 $ 70,595 UTILITY PLANT OPERATOR II X 11 Non-Ex $ 59,862 $ 80,829 UTILITY PLANT OPERATOR III X 12 Non-Ex $ 64,064 $ 86,486 550 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget Job Group Grade FLSA Status UTILITY PLANT OPERATOR LEAD X 13 Non-Ex $ 65,645 $ 95,181 UTILITY PLANT SUPERINTENDENT S 18 Ex $ 92,061 $ 133,494 UTILITY SERVICES LEAD REPRESENTATIVE X 11 Non-Ex $ 59,862 $ 80,829 UTILITY SERVICES MANAGER M 18 Ex $ 92,061 $ 133,494 UTILITY SERVICES REPRESENTATIVE X 7 Non-Ex $ 45,677 $ 61,651 UTILITY SERVICES SENIOR REPRESENTATIVE X 8 Non-Ex $ 48,880 $ 65,978 UTILITY SERVICES SUPERVISOR S 15 Ex $ 75,150 $ 108,971 UTILITY SYSTEMS LEAD TECHNICIAN - CDL X 12 Non-Ex $ 64,064 $ 86,486 UTILITY SYSTEMS SUPERVISOR - CDL S 14 Non-Ex $ 70,242 $ 101,837 UTILITY SYSTEMS TECHNICIAN I - CDL X 6 Non-Ex $ 42,682 $ 57,616 UTILITY SYSTEMS TECHNICIAN II - CDL X 8 Non-Ex $ 48,880 $ 65,978 UTILITY SYSTEMS TECHNICIAN III - CDL X 10 Non-Ex $ 55,952 $ 75,546 VICTIM ADVOCATE X 11 Non-Ex $ 59,862 $ 80,829 VICTIM SERVICES SENIOR PROGRAM MANAGER P 16 Ex $ 80,413 $ 116,605 WAREHOUSE & SUPPLY PROGRAM MANAGER S 15 Ex $ 75,150 $ 108,971 WAREHOUSE & SUPPLY SENIOR TECHNICIAN X 8 Non-Ex $ 48,880 $ 65,978 WAREHOUSE & SUPPLY TECHNICIAN X 7 Non-Ex $ 45,677 $ 61,651 WASTEWATER FACILITIES SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 WATER AUDIT SENIOR TECHNICIAN X 9 Non-Ex $ 52,291 $ 70,595 WATER CONSERVATION PROGRAM MANAGER P 16 Ex $ 80,413 $ 116,605 WATER CONSERVATION SPECIALIST X 12 Non-Ex $ 64,064 $ 86,486 WATER QUALITY SENIOR TECHNICIAN X 10 Non-Ex $ 55,952 $ 75,546 WATER QUALITY SUPERVISOR S 13 Ex $ 65,645 $ 95,181 WATER RESOURCES MANAGER S 20 Ex $ 105,414 $ 152,838 WATER SYSTEMS SENIOR MANAGER M 21 Ex $ 112,778 $ 163,530 WEB DEVELOPMENT ANALYST P 17 Ex $ 86,050 $ 124,758 Classification Title 551 Annual Minimum Annual Maximum Table of Contents City of Chandler Schedules and Terms 2023-24 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 552 Table of Contents City of Chandler Schedules and Terms 2023-24 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. Budget Inflationary Changes – An ongoing adjustment given to base budgets for identified inflationary increases to specific line items. 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, 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. 553 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget 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 re-issuance 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 re-appropriated 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. 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 re-appropriated 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 Questica Budget software, these are also known as change requests and 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. 554 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget 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 re-appropriated 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. 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 $10,000. 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. 555 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget 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. 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. 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. 556 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget 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. 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. 557 Table of Contents City of Chandler Schedules and Terms 2023-24 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) CNC Chandler Nature Center COP Community Oriented Policing 558 Table of Contents City of Chandler Schedules and Terms COS Cost of Service CPI Consumer Price Index 2023-24 Adopted Budget 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 559 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget GMA 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 Memorandum of Understanding MPC Municipal Property Corporation MCT Mobile Computer Terminal NAGDCA National Association of Government Defined Contribution Administrators NCIC NFPA National Fire Protection Association NRSRO Nationally Recognized Statistical Ratings Organization NTU Nephelometric Turbidity Unit 560 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget TSPE 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 O&M 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 561 Table of Contents City of Chandler Schedules and Terms 2023-24 Adopted Budget 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 562 Table of Contents Acknowledgements The FY 2023-24 Budget document and accompanying 2024-2033 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 so many community needs in the budget is no doubt attributed to Council’s dedication to participation in numerous public events which provide citizens with opportunities for input and feedback on City programs, services, and other topics impacting the City’s budget. We appreciate the guidance and support from the City Manager, Assistant City Manager, Deputy City Managers, and the entire 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. 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 Jessica Sweet Fire Spencer Jenik City Magistrate Ken Kung Information Technology Debbie Dulanski-Garcia City Manager Tera Scherer Law Shannon Rankin Airport Ryan Reeves Risk Management/Claims Sara Soto Management Services Savana Martinez Neighborhood Resources LaTisha Gilmore/ Dylan Raymond Diversity, Equity & Inclusion Niki Tapia Police Cathie Gura/ Julie Buelt Economic Development Michael Winer Public Works & Utilities Cultural Development Rynel Aldecoa Public Works Liz Denning Human Resources Teresa Canjar Utilities Libby Stressman Transportation Policy Nancy Jackson Buildings and Facilities/ Fleet Services Mike Hollingsworth Community Services Joshua Adams Finally, the budget creation would not happen with-out dedicated professionals working tirelessly putting everything together. I want to especially thank Cat Dixon, Helen Parker, Enrique Sandoval, and Savana Martinez of the Management Services Budget Division for the extensive hours they put into this process. Not only is the creation of the Budget a time consuming endeavor, but on top of that they worked tirelessly on two different software implementations. Their professionalism and commitment ensured the process changes required were completed, and created another quality Budget document for FY 2023-24. Finally, we would like to express our team’s appreciation to Dawn Lang, Deputy City Manager| CFO, for her continued leadership, input, advice, and passion shown for local government finance and the betterment of Chandler. Respectfully, Matt Dunbar Assistant Director of Budget & Policy 563 Table of Contents Phone (480) 782-2254 www.chandleraz.gov/budget Mailing Address Mail Stop 609 P.O. Box 4008 Chandler, Arizona 85244-4008 Budget Division Third Floor 175 S. Arizona Avenue Chandler, Arizona 85225