City of Chandler 2025-26 Annual Budget “Strength in Numbers” “Strength in Numbers” The theme of this year’s budget “Strength in Numbers” reflects the collaborative power of residents, businesses and employees working together to ensure the safety of our community, enhance residents’ quality of life and expand economic opportunity for businesses and entrepreneurs. The Fiscal Year 2025-26 budget represents a structurally balanced financial plan guided by long-term planning and focused investment in Chandler. With a modest 0.01% decrease from last year, the budget sustains strong reserves which helps maintain the city’s AAA bond ratings from all three rating agencies. The budget reduces the city’s property tax rate for the 10th consecutive year and preserves the fully funded status of our Public Safety Personnel Retirement System. It upholds our dedication to deliver quality services at the lowest tax and service rates in the Valley. Further, it makes substantial investments in infrastructure and community assets with a continued emphasis on maintenance and preservation. Together, our shared purpose and “Strength in Numbers” approach unites us by investing for today and planning for tomorrow. City Council Back row Councilmember Matt Orlando, Councilmember OD Harris, Councilmember Jane Poston, Councilmember Jennifer Hawkins Front row Vice Mayor Christine Ellis, Mayor Kevin Hartke, Councilmember Angel Encinas City Manager Joshua H. Wright Assistant City Manager Tadd Wille Deputy City Managers Dawn Lang | CFO Andy Bass Budget Staff Matt Dunbar - Director, Budget and Policy Sylvia Dlott - Budget and Research Administrator Helen Parker - Principal Analyst, Budget and Research Cat Dixon - Principal Analyst, Budget and Research Enrique Sandoval - Principal Analyst, Budget and Research Savana Martinez - Senior Analyst, Budget and Research Lucy Vazquez - Associate Analyst, Budget and Research The theme of the Fiscal Year (FY) 2025-26 budget is Strength in Numbers, reflecting our collective resolve to safeguard Chandler’s future. The collaborative power of people working together improves our quality of life, expands economic opportunity and ensures safety across our city. The Chandler City Council Strategic Framework is a guidebook of focus areas and priorities that demonstrates the “Strength in Numbers” mindset to plan for today and invest in tomorrow. The Adopted Budget (operating and capital) is 1.629 billion, representing a .01% overall decrease across all funds from last year. This budget is fiscally responsible and structurally balanced while maintaining the lowest sales tax rate in Arizona. It reduces the city’s property tax rate for the 10th consecutive year and continues to offer the lowest utility rates in the Phoenix metropolitan area. These efforts help ease the burden on families and business owners while preserving Chandler’s strong position as a premier place to live, work and invest. Fiscal responsibility remains a cornerstone of our approach as we make investments totaling $845.7 million into the Capital Improvement Program to improve our streets, parks, infrastructure and utility systems. Chandler continues to maintain strong financial reserves and AAA bond ratings from all three major rating agencies for both general obligation bonds and excise tax revenues. These ratings affirm our sound financial practices, enabling us to borrow at the lowest possible cost and stretch every taxpayer dollar. Chandler’s fiscal strength is built on transparency, prudence and shared values. I thank the City Council and staff for their work throughout the budget development process. I thank Chandler residents and businesses for contributing your voice and offering excellent insight on priorities to create the budget and capital program. Whether you’re a resident raising a family, a small business owner or a corporate partner, you are part of what makes Chandler exceptional. Together, we show the true meaning of “Strength in Numbers.”. Sincerely, Kevin Hartke Mayor “Strength in Numbers” City of Chandler Table of Contents 2025-26 Adopted Budget Page Reader’s Guide................................................................................................................................................................................... 12 Frequently Asked Questions Regarding the Chandler Budget ......................................................................................... 13 1. Executive Summary FY 2025-26 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 2024-25 Government Finance Officers Association Award ................................................................................................. 27 Governance .......................................................................................................................................................................................... 28 Biographies of City Officials ............................................................................................................................................................. 29 List of City Officials, Department Heads, and Directors ............................................................................................................ 37 Organizational Chart.......................................................................................................................................................................... 38 City of Chandler and Neighboring Communities Map ............................................................................................................... 39 City Map ................................................................................................................................................................................................ 40 City of Chandler Logo ........................................................................................................................................................................ 40 Demographics, Economics, and Service Statistics ...................................................................................................................... 41 3. Budget Policies, Process, and Decisions Strategic Goals, Organizational Priorities, and Priority Based Budgeting ............................................................................. 56 Focus Areas .......................................................................................................................................................................................... 56 Financial Policies ................................................................................................................................................................................. 57 Budget and CIP Process Flowchart ................................................................................................................................................. 59 FY 2025-26 Budget Process Detail ................................................................................................................................................. 60 Major Budget/Financial Issues......................................................................................................................................................... 62 Budget Recommendations ............................................................................................................................................................... 67 FY 2025-26 Budgetary Additions Detail – General Fund ............................................................................................................ 69 FY 2025-26 Budgetary Additions Detail – Other Funds .............................................................................................................. 80 4. Financial and Personnel Overviews Adopted Budget Summaries ............................................................................................................................................................ 86 Where the Money Comes From ...................................................................................................................................................... 87 Where the Money Goes .................................................................................................................................................................... 88 Where the Money Goes – by Function ........................................................................................................................................... 89 Departmental Comparison Summary ........................................................................................................................................... 90 Cost Center Comparison................................................................................................................................................................... 91 Fund Definitions and Structure ....................................................................................................................................................... 94 Fund Structure Summary ................................................................................................................................................................. 96 General Fund Revenue Summaries ................................................................................................................................................ 97 General Fund Expenditure Summaries ......................................................................................................................................... 98 General Fund Expenditure – by Function...................................................................................................................................... 99 Special Revenue Funds Revenues and Expenditures ................................................................................................................. 100 5 City of Chandler Table of Contents 2025-26 Adopted Budget Page Enterprise Operational Funds Revenues and Expenses............................................................................................................ 101 Major Fund Summaries ..................................................................................................................................................................... 102 Summary of Revenues, Expenditures, and Changes in Fund Balance ................................................................................... 105 Fund Balance Analysis ....................................................................................................................................................................... 107 Personnel Summary by Department and Cost Center .............................................................................................................. 108 Personnel Distribution by Department ......................................................................................................................................... 111 FY 2025-26 Positions Additions – All Funds .................................................................................................................................. 112 Personnel Costs by Fund .................................................................................................................................................................. 113 5. Resources Resources Summary .......................................................................................................................................................................... 115 Categorical Comparisons .................................................................................................................................................................. 115 Appropriated Fund Balances ........................................................................................................................................................... 116 Bond Sales............................................................................................................................................................................................ 117 Grants.................................................................................................................................................................................................... 118 Summary of Revenues ...................................................................................................................................................................... 119 Significant Revenues .......................................................................................................................................................................... 120 Local Taxes and Licenses .................................................................................................................................................................. 120 Franchise Fees ..................................................................................................................................................................................... 120 Transaction Privilege (Sales) and Use Tax ..................................................................................................................................... 121 Other Licenses..................................................................................................................................................................................... 123 State/County Shared Revenues....................................................................................................................................................... 124 State Shared Sales Tax ...................................................................................................................................................................... 124 Vehicle License Tax............................................................................................................................................................................. 125 Highway User Tax ............................................................................................................................................................................... 126 Regional Transportation (Sales) Tax ............................................................................................................................................... 127 Urban Revenue Sharing .................................................................................................................................................................... 128 Lottery Entitlement ............................................................................................................................................................................ 129 Charges for Services .......................................................................................................................................................................... 131 Engineering Fees................................................................................................................................................................................. 131 Building Division Fees ........................................................................................................................................................................ 132 Planning Fees ...................................................................................................................................................................................... 133 Public Safety Miscellaneous ............................................................................................................................................................. 134 Library Revenues ................................................................................................................................................................................ 135 Parks and Recreation Fees ............................................................................................................................................................... 136 Miscellaneous Receipts ..................................................................................................................................................................... 137 Other Receipts..................................................................................................................................................................................... 137 Interest on Investments .................................................................................................................................................................... 138 Leases.................................................................................................................................................................................................... 139 Court Fines ........................................................................................................................................................................................... 140 Enterprise Revenues .......................................................................................................................................................................... 141 Water Sales .......................................................................................................................................................................................... 141 Wastewater Service ............................................................................................................................................................................ 142 Reclaimed Water Fees ....................................................................................................................................................................... 143 Solid Waste Service ............................................................................................................................................................................ 144 Other Utility Charges ......................................................................................................................................................................... 145 System Development Fees ............................................................................................................................................................... 146 Water System Development Fees ................................................................................................................................................... 146 6 City of Chandler Table of Contents 2025-26 Adopted Budget Page Wastewater System Development Fees ........................................................................................................................................ 147 General Government Impact Fees.................................................................................................................................................. 148 Interfund Charges .............................................................................................................................................................................. 149 Interfund Transfers ............................................................................................................................................................................ 150 Property Tax Summary ..................................................................................................................................................................... 151 6. General Government General Government Organizational Chart ................................................................................................................................. 154 General Government Overview....................................................................................................................................................... 155 Mayor and Council (1020) ................................................................................................................................................................. 157 Communications and Public Affairs Overview............................................................................................................................. 159 Communications and Public Affairs (1070)................................................................................................................................... 161 Video Production (1071).................................................................................................................................................................... 163 Print, Mail, and Graphics (1210) ...................................................................................................................................................... 165 City Clerk (1030) .................................................................................................................................................................................. 167 Records Management (1320) ........................................................................................................................................................... 170 City Magistrate (1050) ........................................................................................................................................................................ 172 Law Overview ...................................................................................................................................................................................... 174 Law (1300) ............................................................................................................................................................................................ 176 Liability Litigation (1310) ................................................................................................................................................................... 179 Liability Litigation Claims (1311) ...................................................................................................................................................... 181 City Manager (1040) ........................................................................................................................................................................... 182 Airport (4100)....................................................................................................................................................................................... 184 Airport Capital (4110)......................................................................................................................................................................... 187 Buildings and Facilities (3200).......................................................................................................................................................... 188 Buildings and Facilities Capital (3210)............................................................................................................................................ 191 Cultural Development Overview ..................................................................................................................................................... 192 Cultural Development Administration (1090) .............................................................................................................................. 194 Center for the Arts (1100) ................................................................................................................................................................. 196 Downtown Redevelopment (1540) ................................................................................................................................................. 199 Cultural Development Capital (4320) ............................................................................................................................................. 201 Special Events (4559) ......................................................................................................................................................................... 202 Museum (4560) ................................................................................................................................................................................... 204 Diversity, Equity & Inclusion (1062) ................................................................................................................................................ 206 Economic Development Overview.................................................................................................................................................. 208 Economic Development (1520) ....................................................................................................................................................... 210 Economic Development Capital (1550).......................................................................................................................................... 212 Tourism (1580) .................................................................................................................................................................................... 213 Innovations (1590) .............................................................................................................................................................................. 215 Fleet Services (1270)........................................................................................................................................................................... 217 Fleet Motor Pool (1271) ..................................................................................................................................................................... 219 Human Resources (1250).................................................................................................................................................................. 226 Transportation Policy (3340) ............................................................................................................................................................ 221 Transportation Policy Capital (3060) .............................................................................................................................................. 225 7 City of Chandler Table of Contents 2025-26 Adopted Budget Page 7. Community Services Community Services Department Organizational Chart ........................................................................................................... 231 Community Services Overview ........................................................................................................................................................ 232 Community Services Administration (4300) ................................................................................................................................. 234 Library (4310)....................................................................................................................................................................................... 236 Aquatics (4520) .................................................................................................................................................................................... 239 Park Development and Operations (4530) ................................................................................................................................... 241 Recreation (4550)................................................................................................................................................................................ 244 Sports and Fitness Facilities (4551)................................................................................................................................................. 246 Nature and Recreation Facilities (4555)......................................................................................................................................... 248 Parks Capital (4580) ........................................................................................................................................................................... 250 8. Development Services Development Services Organizational Chart ............................................................................................................................... 252 Development Services Overview..................................................................................................................................................... 253 Development Services Administration (1500).............................................................................................................................. 255 Construction Management and Permits (1505) .......................................................................................................................... 257 Planning (1510) ................................................................................................................................................................................... 259 Building Safety (1530) ........................................................................................................................................................................ 262 Transportation Engineering (1535)................................................................................................................................................. 264 Development Services Capital (1560)............................................................................................................................................. 266 Engineering (3020).............................................................................................................................................................................. 267 10. Information Technology Information Technology Department Organizational Chart .................................................................................................... 270 Information Technology Overview ................................................................................................................................................. 271 Information Technology Service Delivery Management & Administration (1199) .............................................................. 273 Information Technology Applications Support (1200) ............................................................................................................... 275 Information Technology Infrastructure & Client Support (1280)............................................................................................. 277 Information Technology Projects Capital (1285) ......................................................................................................................... 283 Information Technology Projects Operating (1286) ................................................................................................................... 284 Information Technology Citywide Infrastructure Support Capital (1287).............................................................................. 286 11. Management Services Management Services Department Organizational Chart ........................................................................................................ 288 Management Services Overview ..................................................................................................................................................... 289 Management Services Administration (1180) .............................................................................................................................. 292 Budget (1195) ...................................................................................................................................................................................... 294 Purchasing (1220) ............................................................................................................................................................................... 297 Central Supply (1225)......................................................................................................................................................................... 299 Accounting (1230) ............................................................................................................................................................................... 301 Tax and License (1240) ...................................................................................................................................................................... 303 Utility Services (1245) ......................................................................................................................................................................... 305 Environmental Management (1265)............................................................................................................................................... 307 Environmental Management Liabilities (1266) ............................................................................................................................ 310 Non-Departmental (1290)................................................................................................................................................................. 311 Non-Departmental Contingencies/Reserves (1290) ................................................................................................................... 316 Non-Departmental Capital (1291)................................................................................................................................................... 317 8 City of Chandler Table of Contents 2025-26 Adopted Budget Page Equipment Replacement (402) ........................................................................................................................................................ 318 Technology Replacement (403) ....................................................................................................................................................... 319 Vehicle Replacement (404) ............................................................................................................................................................... 320 12. Neighborhood Resources Neighborhood Resources Department Organizational Chart.................................................................................................. 322 Neighborhood Resources Overview .............................................................................................................................................. 323 Neighborhood Resources Administration (1060)........................................................................................................................ 325 Neighborhood Preservation (1061) ................................................................................................................................................ 327 Neighborhood Resources Capital (1065) ...................................................................................................................................... 330 Housing and Redevelopment (4650) .............................................................................................................................................. 331 Housing and Redevelopment Capital (4651) ................................................................................................................................ 334 Community Development (4700) .................................................................................................................................................... 335 13. Public Safety - Fire Department Fire Department Organizational Chart .......................................................................................................................................... 339 Fire Overview ....................................................................................................................................................................................... 340 Fire Administration (2210) ................................................................................................................................................................ 342 Health and Medical Services (2220)................................................................................................................................................ 345 Fire Operations (2230) ....................................................................................................................................................................... 348 Prevention and Preparedness (2240) ............................................................................................................................................ 351 Fire Capital (2250) ............................................................................................................................................................................... 354 Fire Support Services (2260) ............................................................................................................................................................ 355 14. Public Safety - Police Department Police Department Organizational Chart ...................................................................................................................................... 358 Police Overview ................................................................................................................................................................................... 359 Police Administration (2010) ............................................................................................................................................................ 361 Professional Standards (2015)......................................................................................................................................................... 363 Property and Evidence (2020) .......................................................................................................................................................... 365 Forensic Services (2021) .................................................................................................................................................................... 367 Field Operations (2030) ..................................................................................................................................................................... 369 Criminal Investigations (2040) ......................................................................................................................................................... 372 Planning and Research (2050) ......................................................................................................................................................... 374 Communications (2060) .................................................................................................................................................................... 376 Real Time Communications (2061) ................................................................................................................................................. 378 Police Technology (2065) .................................................................................................................................................................. 380 Records (2070)..................................................................................................................................................................................... 383 Detention Services (2071) ................................................................................................................................................................. 385 Operational Support (2080) ............................................................................................................................................................. 387 Police Capital (2100) ........................................................................................................................................................................... 391 15. Public Works & Utilities Public Works & Utilities Department Organizational Chart ...................................................................................................... 393 Public Works & Utilities Overview ................................................................................................................................................... 394 Public Works Administration (3010) ............................................................................................................................................... 397 Capital Projects (3025) ....................................................................................................................................................................... 399 Street (3300)......................................................................................................................................................................................... 402 9 City of Chandler Table of Contents 2025-26 Adopted Budget Page Streets Capital (3310) ......................................................................................................................................................................... 406 Traffic Engineering (3300) ................................................................................................................................................................. 407 Street Sweeping (3350)...................................................................................................................................................................... 409 Utilities Administration (3050) ......................................................................................................................................................... 411 Solid Waste Services (3700) .............................................................................................................................................................. 413 Solid Waste Capital (3710) ................................................................................................................................................................ 484 Recycling Solid Waste Collection Center (3720) ........................................................................................................................... 416 Water Distribution (3800) ................................................................................................................................................................. 418 Water Capital (3820)........................................................................................................................................................................... 420 Water Treatment Plant (3830) ......................................................................................................................................................... 421 Environmental Resources (3840) .................................................................................................................................................... 423 Water Quality (3850) .......................................................................................................................................................................... 426 Water Systems Maintenance (3860) ............................................................................................................................................... 428 Santan Vista Water Treatment Plant (3870) ................................................................................................................................. 431 Meter Services (3880) ........................................................................................................................................................................ 433 Wastewater Collection (3900) .......................................................................................................................................................... 435 Wastewater Capital (3910)................................................................................................................................................................ 437 Ocotillo Brine Reduction Facility (3930) ......................................................................................................................................... 438 Lone Butte Wastewater Treatment (3940).................................................................................................................................... 440 Wastewater Quality (3950) ............................................................................................................................................................... 442 Airport Water Reclamation Facility (3960)..................................................................................................................................... 444 Ocotillo Water Reclamation Facility (3970) ................................................................................................................................... 447 16. Capital Budget Capital Budget ..................................................................................................................................................................................... 452 2026-2035 Capital Program ............................................................................................................................................................. 452 FY 2025-26 Capital Budget................................................................................................................................................................ 454 Major Capital Program Revenues ................................................................................................................................................... 455 Major Capital Program by Function and Cost Center ................................................................................................................ 456 Impact of Capital Improvement Program on FY 2025-26 Operating Budget........................................................................ 457 Capital Improvement Project Summaries for FY 2025-26 ......................................................................................................... 458 Capital Replacement Budget by Department .............................................................................................................................. 486 Capital Program Detail for Fiscal Year 2025-26 ........................................................................................................................... 475 General Government/Non-Departmental Capital (1291) .......................................................................................................... 475 Buildings and Facilities Capital (3210)............................................................................................................................................ 475 Economic Development Capital (1550).......................................................................................................................................... 476 Transportation Policy Capital (3060) .............................................................................................................................................. 476 Airport Capital (4110)......................................................................................................................................................................... 477 Community Services - Parks & Recreation Capital (4580) ......................................................................................................... 478 Cultural Development Capital (4320) ............................................................................................................................................. 477 Development Services Capital (1560)............................................................................................................................................. 479 Information Technology Projects Capital (1285) ......................................................................................................................... 480 Information Technology Capital (1287) ......................................................................................................................................... 481 Housing and Redevelopment Capital (4651) ................................................................................................................................ 481 Fire Department Capital (2250) ....................................................................................................................................................... 482 Police Department Capital (2100) ................................................................................................................................................... 482 Public Works & Utilities – Streets Capital (3310).......................................................................................................................... 482 Public Works & Utilities – Solid Waste Capital (3710) ................................................................................................................. 484 10 City of Chandler Table of Contents 2025-26 Adopted Budget Page Public Works & Utilities – Wastewater Capital (3910)................................................................................................................. 484 Public Works & Utilities – Water Capital (3820)............................................................................................................................ 484 17. Bonded Debt Bonded Debt Obligations ................................................................................................................................................................. 488 Voter Authorization Summary ......................................................................................................................................................... 489 Debt Service Funds............................................................................................................................................................................. 490 Debt Service (7500) ............................................................................................................................................................................ 491 General Obligation Bond Capacity Available................................................................................................................................ 492 Summary of Outstanding Bonds by Type ..................................................................................................................................... 493 Schedule of Total Outstanding Debt .............................................................................................................................................. 494 Annual Bond Obligation for All Existing Bonds and Obligations ............................................................................................. 495 Combined General Obligation Bonds – 6% Capacity Portion Outstanding........................................................................... 496 Combined General Obligation Bonds – Enterprise (20%) Supported..................................................................................... 497 Excise Tax Revenue Obligations ...................................................................................................................................................... 498 18. Schedules and Terms Schedules and Terms ........................................................................................................................................................................ 500 Resolution No. 5801 Adopting FY 2025-26 Budget ..................................................................................................................... 501 Budget Schedules (Auditor General Summaries) ........................................................................................................................ 505 Schedule 1 – Total Expenditures and Budget by Fund............................................................................................................... 516 Schedule 2 – FY 2025-26 Summary of Department Budget by Fund...................................................................................... 518 City of Chandler Salary Plan Effective 07/01/24........................................................................................................................... 520 Expenditure Categories ..................................................................................................................................................................... 530 Glossary of Terms............................................................................................................................................................................... 531 Acronyms.............................................................................................................................................................................................. 536 Acknowledgements ............................................................................................................................................................................ 539 11 City of Chandler Table of Contents 2025-26 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 the strategic framework, 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 adopted budget, as well as position and program additions and reductions for the FY 2025-26 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 2024-25 Budget and the FY 2025-26 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 the life of the bond. Schedules and Terms – Included in this section are the following: The Resolution adopting the FY 2025-26 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the Salary Plan Effective January 1, 2025, 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 2025-26 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 41 Who are the largest private sector employers in Chandler? Community and Organizational Profile p 45 What is the budget development process? Budget Policies, Process, and Decisions pp 59 - 61 What are the major issues in the budget? Budget Policies, Process, and Decisions pp 62 - 64 What are the City’s major expenditures? Financial and Personnel Overviews pp 88 - 89 How many staff does the City employ? Financial and Personnel Overviews pp 108 - 111 What are the City’s major revenue sources? Resources pp 115 - 152 What portion of the annual budget is allocated to Capital Improvements? What Major Capital Programs are scheduled for FY 2025-26? Financial and Personnel Overviews Capital Budget Capital Budget pp 88 - 89 pp 453 - 454 pp 458 - 485 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 2025-26 Adopted Budget 14 Table of Contents 1 Executive Summary 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 • City Manager’s Message • 5-year General Fund Forecast • Overview of the Annual Budget and Budget Forecast City of Chandler Executive Summary 2025-26 Adopted Budget Fiscal Year 2025-26 City Manager Budget Message Honorable Mayor, City Council, and Residents of Chandler: I am pleased to present to you the Fiscal Year (FY) 2025-26 Adopted Budget and 2026-2035 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 2024, 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 $1.63 billion for FY 2025-26, which represents a slight (0.01)% decrease from the FY 2024-25 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 recently seen challenging conditions related to grant funded social safety net programs, and this budget not only funds, in an ongoing manner, what were one-time grant funded positions, but also provides funding to ensure programs that have worked well over the past few years continue to assist the most vulnerable in our city. The Adopted Budget also brings forward appropriation for capital projects that have begun but are not yet complete. Total General Fund, which includes budgeted operating, capital, debt service, and contingency and reserves, represents 37.8%, or $616 million, of the city’s total budget. This figure represents a 6.6% increase over the prior year, including additional funding of up to $25 million committed toward maintaining the fully funded status of the city’s Public Safety Personnel Retirement System (PSPRS). Details on the components of the total and General Fund budgets are shown in the Financial and Personnel Overview section. “Strength in Numbers” “Strength in Numbers” is more than just the theme of this year’s budget, it embodies the City of Chandler’s commitment to sound financial practices and the collaborative spirit that drives progress. From elected officials to city departments, divisions, and engaged residents, every stakeholder plays a key role in advancing the Strategic Framework’s focus areas. The FY 2025-26 Adopted Budget reflects this collective effort, prioritizing fiscal sustainability while delivering high-quality services our community expects. Through prudent planning and forward-thinking strategies, the city continues to deliver strong value, uphold a balanced budget, and meet the evolving needs of residents. This commitment to excellence has helped Chandler earn AAA bond ratings from all three major rating agencies, foster robust economic development, ensure reliable public safety, and invest in resilient infrastructure. The proposed budget builds on these strengths and continues to support the exceptional quality of life our residents enjoy. New Year, New Opportunities and Challenges We are fortunate to see continued revenue growth, largely driven by business development, an encouraging trend not only locally, but statewide. However, this growth is accompanied by rising expenditures due to inflation in construction, contractual obligations, and material costs. Crafting each year’s fiscal plan presents both challenges and opportunities, and this year was no exception. As we evaluated our revenue projections, we recognized that many of the strong returns we’ve experienced stem from economic activity that may not be sustained over the long term. Despite these factors, we’ve been able to maintain full funding for existing service levels by carefully analyzing the impacts of inflation on both our operating and capital budgets. This year’s budget process also involved closely monitoring state legislation with potential impacts on our revenue streams and reviewing key expenditure areas where costs are rising, or could rise, if not proactively managed. Our efforts to address these financial pressures have focused on maintaining our PSPRS fully funded status, managing increases in healthcare and property insurance premiums, reinvesting in aging infrastructure, and continuing to meet capital needs in a high-cost construction environment. By leveraging a mix of one-time and ongoing funding sources, we’ve positioned ourselves to meet these demands responsibly. 16 Table of Contents City of Chandler Executive Summary 2025-26 Adopted Budget Thanks to a long-standing tradition of conservative budgeting, distinguishing between one-time and ongoing revenues, maintaining strong reserves, and adhering to sound financial policies, the FY 2025-26 Adopted Budget includes targeted recommendations that support departmental needs and address the financial concerns outlined above. City staff remain committed to operational efficiency and innovation, continuously evaluating how and when to reallocate resources to maximize impact. The services and capital projects outlined in this budget are closely aligned with Council’s Strategic Framework, advancing priorities in 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 Operating Forecast (pages 19-20). Following are Operating Highlights included in the FY 2025-26 Adopted Budget: ü ü ü ü ü ü ü Reduces the city Property Tax rate: prior year was $1.0826 per $100 of assessed value to current year of $1.0818, a smaller reduction was warranted as growth was limited at a 0.4% increase in Limited Assessed Values of which 1.3% is new property and (-.09%) was appreciation. (page 24). No increase to the city Transaction Privilege Tax rates, which are the among the lowest in Arizona. Planned increases to Water, Wastewater, Reclaimed Water, and Solid Waste rates in FY 2025-26 will ensure appropriate funding for operational needs and capital improvements (page 22). Recommends department decision packages to maintain or enhance service levels by adding ongoing ($10.7 million) and one-time ($23.6 million) funding, for a total of $34.4 million, of which $26.34 million is General Fund and $8.01 million is Other Funds as shown on pages 67-80 of the Budget Policies, Process, and Decisions section. • Adds 18 total positions including: 7 in the Community Safety Focus Area, 9 in Neighborhoods and 2 in Good Governance. • New revenue offsets and re-allocations totaled $7.2 million. Adds funding for employee compensation: labor association commitments, and market/merits for general employees. Plans for debt elimination by allocating up to $25 million in one-time funding to PSPRS, with the goal of maintaining a fully funded status and thereby reducing annual ongoing employer contributions. Maintains reserves: continues the one-time 15% appropriated General Fund Contingency ($56.0 million), and the designated one-time Budget Stabilization Reserve ($10 million), as well as other important reserves. Chandler’s continued adherence to solid financial management practices, as shown in the Financial Policies in the is (pages 57-61), 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 2025-26 is $846 million, which includes $277 million in new projects, $568 million in carryforward for projects in process at year end, and $450,000 in reserves. The amount of the adopted 2026-2035 CIP is $2.62 billion, which is $129 million (5%) more than the prior 10-year plan (page 23). This CIP continues Mayor and Council priorities of keeping the secondary property tax rate flat; re-imagining resident amenities scheduled for replacement; prioritizing aging infrastructure; finishing planned construction of streets, parks, fiber, and utility systems; ensuring related ongoing operations and maintenance (O&M) can be supported prior to adding new capital projects; utilizing master plans to guide long-term capital investments; and ensuring sufficient bond authorization exists to complete projects desired by residents; and balancing timely completion and coordination of capital projects with impacts to neighborhoods and businesses. A variety of funding sources support the adopted capital plan, with the sale of new bonds making up 73.6% 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. Maintaining voter approved bond authorization is critical to continue addressing aging infrastructure and adding new amenities, therefore a fall bond election is planned. Also, as we get closer to build-out and growth-related projects are mostly completed, System Development (Impact) Fee collections are repaying 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 2025-26 Adopted Budget Ensuring Fiscal Strength and Low-Cost Services As with past budgets, careful measures have been taken to ensure the city maintains a balanced operating and capital budget, both in the near term and long into the future. Preserving Chandler’s fiscal strength and managing expenditure growth to keep service costs low will require continued commitment to transparency, adherence to strong financial policies, pursuit of operational efficiencies, and a focus on delivering essential public services. Ongoing investment in infrastructure will also remain key to keeping Chandler a desirable place for both 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 dedication and contributed to this unique and challenging budget process showing there truly is “Strength in Numbers”. A very special thanks to our CFO and Deputy City Manager, Dawn Lang, Budget & Policy Director, Matt Dunbar, and the Budget Division staff who spent long hours providing analysis and compiling this detailed budget document. Respectfully, Joshua H. Wright City Manager 18 Table of Contents City of Chandler Executive Summary 2025-26 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 2024 for revenues and expenditures, preliminary projections for FY 2024-25 year-end for 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 2024-25 revenues and expenditures. This has resulted in a revised year-end projection that forms the basis for the FY 2025-26 Adopted Budget and forecast. The ongoing forecast was updated to reflect revenues that were based on the local 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 meet the agreements in the Memorandums of Understanding (MOU) with the unions, and increased healthcare costs), inflation impacts to O&M costs, including items such as utilities, 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). Operations and maintenance costs 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, and help verify we 1 have sufficient funding to support the strategic goals and focus areas not only in the short term, but long term as well. MAJOR REVENUE ASSUMPTIONS Local Sales Tax Ongoing Change FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 +5.0% +2.8% +2.5% +2.5% +2.5% Primary Property Tax 0% +4.0% +4.0% +4.0% +4.0% State Shared Sales Tax +8.3% +2.0% +2.0% +2.0% +2.0% Urban Revenue Sharing +2.2% +2.0% +2.0% +2.0% +2.0% Vehicle License Tax +6.2% +2.0% +2.0% +2.0% +2.0% Smart and Safe – Prop 207 -21.0% +2.0% +2.0% +2.0% +2.0% FY28-29 FY29-30 EXPENDITURE ASSUMPTIONS Ongoing Change FY25-26 FY26-27 FY27-28 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 1/1/26 +5.0% As of 1/1/27 +5.0% As of 1/1/28 +5.0% As of 1/1/29 +5.0% As of 1/1/30 Arizona State Retirement System (ASRS) Rate Change -5.5% Minimal changes anticipated Fire -19.64% FY 2025-26 budgeted a $25M additional one-time payment to maintain paid-off status of unfunded liability allowing for the continued reduction in the ongoing employer contributions. Public Safety Retirement System (PSPRS) Tier 1 Rate Changes Police -16.34% CIP O&M Increases and other O&M $0 $770,400 $4,131,564 $1,442,847 $500,000 Increased Contributions to Self-Insurance Funds $0 $0 $0 $0 $0 1 *FY 2025-26 includes 5% merit for the Police Officers, Police Sergeants, and Firefighters, and estimated market increases for Police Officers, Sergeants, and Firefighters based on current MOUs, as well as General employee merit and market increases. All merit increases are based on performance. Wage changes have also been estimated over the next 4 years. 19 Table of Contents City of Chandler Executive Summary 2025-26 Adopted Budget FY 2029-30 Ongoing Amount % Change in Ongoing FY 2028-29 Ongoing Amount % Change in Ongoing FY 2027-28 Ongoing Amount % Change in Ongoing FY 2026-27 Ongoing Amount % Change in Ongoing FY 2025-26 Ongoing Amount % Change in Ongoing Ongoing % of Budget Descriptions FY 2025-26 Adopted (Ongoing & One-Time) % Change over FY 202425 Revised This forecast reflects annual revenue estimates based on FY 2024-25 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 $ 3,190,000 0% $ 3,190,000 100 % -13 % $ 3,233,800 1% $ 3,278,600 1% $ 3,324,400 1 % $ 3,371,100 1% Transaction/Privilege Tax 203,838,400 0% 170,338,400 84 % 5% 175,049,100 3% 179,383,600 2% 183,821,700 2 % 188,369,800 2% 1,055,300 3% 1,055,300 100 % 4% 1,055,300 0% 1,055,300 0% 1,055,300 0% 1,055,300 0% State Shared Sales Tax 43,186,000 2% 35,200,000 82 % 8% 35,904,000 2% 36,630,000 2% 37,370,000 2% 38,120,000 2% Vehicle License Tax 15,160,000 5% 12,000,000 79 % 6% 12,240,000 2% 12,484,800 2% 12,740,000 2% 13,000,000 2% Urban Revenue Sharing 55,747,000 -7 % 46,000,000 83 % 2% 46,920,000 2% 47,860,000 2% 48,820,000 2% 49,800,000 2% Smart and Safe - Prop 207 1,032,994 3% 1,000,000 97 % -24 % 1,020,000 2% 1,040,400 2% 1,061,300 2% 1,082,600 2% Other Licenses State Shared Revenues Charges for Services Engineering Fees 2,082,894 3% 2,082,894 100 % 15 % 2,124,000 2% 2,171,300 2% 2,214,700 2% 2,258,700 2% Building Division Fees 7,655,000 -13 % 4,620,000 60 % 2% 4,706,400 2% 4,794,700 2% 4,884,700 2% 4,976,500 2% Planning Fees 3,437,760 267 % 216,850 6% -16 % 218,700 1% 220,700 1% 222,700 1% 224,700 1% Public Safety Miscellaneous 7,787,959 6% 7,787,959 100 % 8% 7,858,200 1% 7,926,200 1% 7,999,200 1% 8,073,900 1% 377,200 2% 377,200 100 % 7% 384,900 2% 392,900 2% 401,000 2% 409,200 2% 4,459,908 20 % 4,459,908 100 % 23 % 4,544,000 2% 4,629,600 2% 4,717,300 2% 4,806,400 2% Library Revenues Parks & Recreation Fees Miscellaneous Receipts 370,000 -20 % 75,000 20 % 0% 76,000 1% 77,100 1% 78,200 1% 79,300 1% 2,608,869 11 % 1,415,926 54 % -1 % 1,429,700 1% 1,443,700 1% 1,458,000 1% 1,472,600 1% 238,500 0% 238,500 100 % 21 % 242,500 2% 246,600 2% 250,800 2% 255,100 2% Court Fines 3,651,000 -6 % 3,651,000 100 % 5% 3,722,100 2% 3,795,000 2% 3,869,100 2% 3,944,900 2% Interest on Investments 8,900,000 2% 3,000,000 34 % 43 % 3,060,000 2% 3,121,200 2% 3,183,700 2% 3,247,400 2% 8,785,177 0% 8,768,000 100 % 0% 9,118,800 4% 9,490,000 4% 9,870,000 4% 10,270,000 4% 9,611,770 13 % 9,509,700 0% 9,509,700 0% 9,512,000 0% Sale of Fixed Assets Other Receipts Leases Primary Property Taxes Primary Property Taxes Indirect Cost Allocation & Transfers In 9,509,688 99 % 12 % 9,512,000 0% 383,175,731 0% 314,986,625 82% 5% 322,417,200 2% 329,551,400 2% 336,854,100 2% 344,329,500 2% Ongoing Personnel Services 225,752,776 225,752,776 0% 235,180,000 4% 244,172,000 4% 254,210,000 4 % 264,295,000 4% Less Vacancy Savings (1.5%) (3,386,000) (3,386,000) 0% (3,528,000) 4% (3,663,000) 4% (3,813,000) 4% (3,964,000) 4% Ongoing Base Budget 77,079,215 77,079,215 8% 77,004,300 0% 77,004,300 0% 77,004,300 0% 77,004,300 0% - - 770,400 4,902,000 536 % 6,344,800 29 % 6,844,800 8% 3% Total Revenues Expenditures & Other Uses CIP & Known Future Operation Expense One-Time Operating Expenditures 68,189,106 Total Expenditures 367,635,097 -3% 299,445,991 2% 309,426,700 3% 322,415,300 4% 333,746,100 4% 344,180,100 Shift to one-time for structural balance 15,540,634 15,540,634 12,841,100 6,986,500 2,958,600 - - - 149,400 149,600 149,400 149,400 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 82% of total estimated revenues for FY 2025-26, with 18% 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 2025-26 Adopted Budget contains a Budget Stabilization Reserve of $10 million which provides an 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 2025-26 Adopted Budget General Fund Balance 5-Year One-Time Forecast The graph below shows the actual General Fund balance at the end of FY 2023-24 ($310 million), estimated ending fund balance for FY 2024-25 ($331 million), and projected General Fund balance from FY 2025-26 to FY 2029-30. The decline from FY 2024-25 to FY 2025-26 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 the 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 2025-26 capital and operating highlights include: • • • • • Continued capital pay/go funding to address aging infrastructure, enhance capital amenities, and increase funding for sustainability projects like water conservation programs utilizing fund balance instead of debt. Operating funding (up to $25 million) to maintain the paid-off status of Chandler’s PSPRS unfunded liability One-time operating funding ($23.6 million) providing enhancements in citywide technology, street maintenance, athletic field and park improvements, building and facility needs, economic development programs, police resources, and homelessness strategies implementation. Operating and Capital funding to support the Airport ($16 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, and potential fuel and utility increases. By the end of FY 2029-30, the fund balance is projected to be $127 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, which equates to $101.8 million for FY 2025-26. The projected fund balance stays above that minimum. General Fund FY 2025-26 Balance Projection (in millions) 350 $331 $310 300 250 200 $176 $164 150 $148 $141 $127 100 50 0 End of FY 23-24 End of FY 24-25 End of FY 25-26 End of FY 26-27 21 End of FY 27-28 End of FY 28-29 End of FY 29-30 Table of Contents City of Chandler Executive Summary 2025-26 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 fund’s rates/fees are expended within their Enterprise Fund for related expenditures. Utility rate consultant studies are performed as needed, but at a minimum every seven years, and an internal rate analysis is completed every year for Water, Wastewater, Reclaimed Water, and Solid Waste funds based on ten-year or twenty-year projections. Reviews ensure rates 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 costof-service (COS) study was completed in FY 2020-21 for all Utility Enterprise Funds. The charts below show the estimated year-end fund balance by fiscal year for the Utility Enterprise funds as well as how Chandler compares with residential utility rates amongst other valley cities. Water Wastewater 70 60 60 50 Millions 50 Reclaimed 1.5 30 25 40 40 Solid Waste 1.0 20 30 30 15 20 20 10 10 0 0 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 0.5 10 5 0.0 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 0 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 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 2025-26 +15% FY 2025-26 +15% FY 2025-26 +18% FY 2025-26 +6% FY 2027-28 +18% FY 2027-28 +14% FY 2027-28 +18% Maintains minimum 20% Operating Reserve Focus on maintaining aging infrastructure: facilities, wells, water mains, and filters Final Cost of Service (COS) transition January 2026 Increased focus on aging infrastructure is impacting rate • • • • Maintains minimum 20% Operating Reserve Focus on maintaining aging infrastructure: facilities, manholes, wastewater mains Final Cost of Service (COS) transition January 2026 Increased focus on aging infrastructure is impacting rate 160.00 140.00 80.00 60.00 • • Maintains minimum 20% Operating Reserve Rates support operating, water planning, conservation and adding capital costs Increased cost alignment is impacting rate FY 2027-28 +6% • • • Maintains minimum 15% Operating Reserve Addresses increased hauling and collection contract and nationwide recycling impact Contract cost increases are impacting rate City Comparison - Monthly Residential Utility Rates 200.00 180.00 120.00 100.00 • $105.00 $106.00 $112.00 Tempe Scottsdale Peoria $120.00 $130.00 $135.00 Phoenix Glendale $147.00 $75.00 40.00 20.00 0.00 Chandler Gilbert Mesa Source: City of Tempe Comparative Cost of Services Report as of July 2024 22 Table of Contents City of Chandler Executive Summary 2025-26 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 2024-2033, 2025-2034 and the adopted amounts for 2026-2035. The 10-year CIP totals $2.62 billion and reflects a $129 million increase (5%) from 2025-2034 to 2026-2035 with a continued emphasis on maintaining existing infrastructure. This CIP makes use of General Obligation (GO) bond capacity in many categories, Excise Tax Revenue Obligations (ETROs) for utility projects, 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) 2024-2033 Adopted CIP Funding Sources Current Revenues 2026-2035 Adopted CIP % Change from 2025-2034 520,479,846 $ 546,786,071 $ 543,558,504 -1% Grants 162,558,009 191,976,980 84,212,175 -56% Impact Fees/System Development Fees 42,737,673 48,281,620 64,410,880 33% Bonds Paid by Secondary Levy 551,687,276 625,691,360 853,449,162 36% Bonds Paid by Enterprise Funds 686,504,653 1,076,148,000 1,072,100,000 0% 1,963,967,457 $ 2,488,884,031 $ 2,617,730,721 5% 2024-2033 Adopted CIP 2025-2034 Adopted CIP 2026-2035 Adopted CIP Total Funding Sources $ 2025-2034 Adopted CIP $ Department/Uses General Government $ % Change from 2025-2034 102,388,772 $ 123,022,325 $ 95,764,100 -22% Community Services 213,127,089 217,705,000 295,131,685 36% Cultural Development 45,454,000 42,318,000 46,767,000 11% Development Services 21,675,350 32,745,688 28,840,000 -12% Information Technology 31,573,500 31,486,000 28,093,000 -11% Neighborhood Resources - - - N/A Public Safety - Fire 46,472,500 64,715,500 136,713,650 111% Public Safety - Police 94,954,026 122,695,500 122,507,050 0% 511,083,358 534,227,312 542,424,608 2% Public Works & Utilities: Streets/Traffic Solid Waste 2,210,000 3,543,500 1,823,000 -49% Wastewater 366,812,000 391,935,000 429,579,000 10% Water 472,571,400 833,387,000 814,007,000 -2% 55,645,462 91,103,206 76,080,628 -16% 1,963,967,457 $ 2,488,884,031 $ 2,617,730,721 5% Airport Total Uses $ 23 Table of Contents City of Chandler Executive Summary 2025-26 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. 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. The LPV’s have increased every year since, and valuations have again increased to $4.12 billion (0.4%), due to new property (+1.3%) which was offset by a reduction in appreciation (-0.9%) as a result of HB 2822 implementation which changed how tangible property was valued. The projected LPV’s from FY 2026-27 to FY 2029-30 are shown in gray and reflect increases of 4.0% per year. Secondary Assessed Value/LPV History & Projection Billions History 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 $2.38 $2.55 $2.68 $2.78 FY 15-16 FY 16-17 FY 17-18 FY 18-19 $3.01 FY 19-20 $3.24 FY 20-21 Projection $3.46 FY 21-22 $4.82 $4.08 $4.12 $4.46 $4.64 $3.90 $4.29 $3.70 FY 22-23 FY 23-24 FY 24-25 FY 25-26 0 FY 26-27 0 FY 27-28 0 FY 28-29 0 FY 29-30 Secondary Assessed Value/LPV Percentage Change History & Assumptions Historical Percentage Change Anticipated Percentage Change Percentage Change 10% 8% —% 6% 7.3% 4% —% 8.2% —% 4.8% 2% 0% —% 7.7% —% —% —% 6.8% 6.9% —% —% 5.3% 5.3% 4.0% —% —% 0.0% 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 FY 24-25 0.4% FY 25-26 4.0% 4.0% 4.0% 4.0% —% FY —% FY —% FY —% FY 29-30 26-27 27-28 28-29 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 2025-26 primary property tax rate of $0.2118 reflects a slight decrease from the FY 2024-25 rate of $0.2126 per $100 of LPV. This will generate a levy totaling $8,735,177 based on the LPVs in FY 2025-26. Secondary Property Tax revenues are restricted for general bonded debt obligations (GOs) and voter approved budget overrides. The FY 2025-26 secondary property tax rate is unchanged from the FY 2024-25 rate of $0.87 per $100 of LPV. This will generate a levy totaling $35,843,922 (+0.4%) based on the LPV’s for FY 2025-26. Combined Property Tax Rate will be reduced from $1.0826 per $100 of assessed value to $1.0818. 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 inspired by opportunity and innovation to advance the ways we serve today and prepare for tomorrow. City of Chandler Community and Organizational Profile 2025-26 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 2025-26 Adopted Budget For the 37th 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, 2024. 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 2025-26 Adopted Budget Governance The City of Chandler is governed by the Council–Manager form of government. Residents elect the City Council members who in turn appoint the City Manager, City Clerk, City Attorney, and the City Magistrate. The City Council consists of a Mayor and six Council members. The Mayor and Council members 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. Council members are elected at-large. There are no districts for Chandler City Council. Chandler Voters July 30, 2024 November 5, 2024 Primary Election General Election Registered Voters 156,645 166,164 Votes Cast 46,256 137,977 Percent Voting 29.53% 83.04% Source: City Clerk 28 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget City Officials Kevin Hartke, Mayor Current Term: January 2023 – January 2027 Mayor Kevin Hartke began his second term in January 2023. Before serving as Mayor he previously served on Council for nine years on the City Council. Mayor Hartke served as Vice Mayor twice, in 2015 and 2017. Mayor Hartke and his wife, Lynne, have been married for 42 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 still serves parttime at the church. He has a bachelor’s degree in Biochemistry from the University of Missouri, Columbia; and a master’s degree in Theology from Fuller Theological Seminary. He served nine years as the statewide director of For Our City, which is a collaborative effort of government, business, nonprofit, and faith leaders gathered to find solutions for needs in a community. Kevin is involved extensively in the State, Phoenix metropolitan region, and Chandler. As Mayor, he serves on: • • • • • Arizona League of Cities and Towns Vice President Maricopa Association of Governments (MAG) Executive Board and Regional Council Vice Chair Greater Phoenix Economic Council US Conference of Mayors Technology and Innovation Committee US Conference of Mayors CHIPS Implementation Task Force His past regional service included the following: • • • • • • Board member of the MAG Economic Development Committee Board member of the Regional Public Transportation Authority Board member of Valley Light Rail 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 the Congressional Committee on Faith and Neighborhoods 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 Ex-officio Board member with For Our City-Chandler His past service in Chandler and beyond included the following: • • • • • • • • • • 29 Chandler City Councilmember Commissioner on the Planning and Zoning Commission Chairman of Human Relations Commission Chairman of the 2010 Complete Count Committee and member of a previous Charter Revision Committee Ex-officio member of Chandler Airport Commission For Our City - Chandler Director Executive Board of the Chandler Coalition On Youth Substance Abuse (CCYSA) 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 2025-26 Adopted Budget City Officials Christine Ellis, Vice Mayor Current Term: January 2025 – January 2029 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 38 years with daughter Taliah, and son Sean, who forever lives in their hearts. Councilmember Ellis 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 fields and certified nursing classes in Arizona’s community colleges. She holds an Honorary Doctorate in Humanities as presented by the 1000 Shades of Women International. 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 25 years which helps feed the local homeless population and provides to their spiritual needs, partnering with other ministries in Arizona. Councilmember Ellis was honored with a Presidential Medal for her commitment and dedication to community outreach services. 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 included the following: • Chandler City Council Subcommittees: Vice-Chair of the 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 and the Human Development Committee. National Haitian American Elected Officials Networks (NHAEON) Executive Board Councilmember Ellis also serves on: • Co-founded Oppression Healing Ministry Advisory Board Member of HASCED (Haitian American Center for Social Economic Development) • Committee Member - For Our City • Chair of Pollack Haitian Hope Center • Board Member of Midwest International Food Bank AZ • Governor-appointed member of the Arizona Nursing Board • Vice President of Mastering the Journey< • Board member of Chandler YMCA • Member of the Chandler Exchange Club 30 ▪ Community Services, Economic Development, Neighborhood Resources and Cultural Development ▪ Communications and Public Affairs, Information Technology, Management Services, Facilities and Fleet Citizen Bond Exploratory Public Works Subcommittee for 2020 • Member, Governor-Appointed Board, Infection Control, State of Arizona, Assisted Living Rep • Chandler SDA Church Building Committee Board • Co-founder of the non-profit The Bridge for Community Services • Co-Chair HID (Haiti Infrastructure and Development) • Co-Founder, Village D’Esperance Orphanage in Haiti • Co-Founder, Haitian Disaster Relief, Board President • Co-Chair, Haitian American Center for Social Economic Development – HACSED • Marianne Desjardins Foundation Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget City Officials OD Harris, Councilmember Current Term: January 2025 – January 2029 Vice Mayor OD Harris began his first term in 2021 and successfully secured a second term that commenced in 2025. He is a U.S. Army veteran, an entrepreneur, a public speaker, and a best-selling author. His commitment to the community deepened during his tenure as Vice Mayor in 2024. Driven by a passion for creating an inclusive city, Councilmember Harris focuses on entrepreneurship, mental health, enhancing the quality of life, a fiscally strong budget, and fostering economic development. His vision and forward-thinking approach to these issues, along with others, make Chandler a vibrant place for residents to live, work, and play His journey reflects perseverance and a relentless pursuit of serving the people of Chandler, allowing him to offer a well-rounded and enthusiastic perspective in his service to the community. He embraces the servant-leader role, actively participating in local, regional, and national committees and boards, always striving to uplift and empower those around him. OD serves on local and regional committees and boards, including: • Board of Directors, Institute for Building Technology and Safety (IBTS) His past service in Chandler and beyond included the following: • City of Chandler Airport Commission (Ex-officio) • National Association for the Advancement of Colored People (NAACP) Chairman of Economic and Entrepreneur Development of Maricopa County • Board Member – National Black MBA – Phoenix, Chicago and Los Angeles Chapters Governing Board of La Frontera Arizona and EMPACT-SPC • Advisory Board Member-Clean Home Project • Big Brothers Big Sisters of Central Arizona • 100 Black Men of Phoenix • Chandler City Council Subcommittees for Economic Vitality, Innovation and Technology, and Neighborhoods • Black Philanthropy Initiative under the Arizona Community Foundation • Co-chair of Black Philanthropy Initiative through the Arizona Community Foundation • Board of Directors, Valley Metro Rail • Board of Directors, Chair, Valley Metro Regional Public Transportation Authority (RPTA) • Vice Mayor Harris currently serves on the following Subcommittees: • Community Safety • Connectivity • Quality of Life 31 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget City Officials Matt Orlando, Councilmember Current Term: January 2023 – January 2027 Councilmember Matt Orlando has been a resident of Chandler since 1983 and began his sixth term on the City Council in January 2023. He served as Vice Mayor from January 2023-January 2024, and also served as a City Councilmember from 1990-1998, 2004-2013, and 2019-2023. In November of 2016, he retired from Honeywell. His final role was Director of Technical Sales and was responsible for business development, sales and marketing of more than $500M worth of satellite, space and missile technology communications products for the military and other government agencies. He led a worldwide sales and business team of 26 people and directed successful business ventures in both the U.S. and international markets. Councilmember Orlando retired as a Colonel in the US 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, New Jersey with a BA in Political Science and received an MBA from Golden Gate University, San Francisco, CA. Councilmember Orlando is: • A member of the National League of Cities’ Board of Directors • He currently serves on the following Chandler City Council subcommittees: • Neighborhoods Serves on the National League of Cities’ Legislative Action Committee • A member of the Arizona Municipal Water Users Association Board of Directors • Chair of Read On Chandler/ Chandler Education Coalition • Quality of Life • Sustainability and Technology He is active in the following: • American Legion member • 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 32 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget City Officials Jane Poston, Councilmember Current Term: January 2023 – January 2027 Councilmember Jane Poston owns J2 Media, a 25-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. Councilmember Poston uses her business experience to develop a creative and innovative vision of what Chandler can be. Councilmember Poston's community experience includes: • 2021 Citizens Bond Committee (Airport) • Arizona Council on Economic Education • Arizona Center for Blind & Visually Impaired, Board Member • AZCEND • Chandler Chamber Board Chair (2021) • Chandler Chamber Women in Leadership, Chair • Chandler Education Foundation Board, President • Chandler Firefighter Charities • CUSD Bond & Override, Marketing Chair • East Valley JCC Board • Fans Across America Councilmember Poston serves on the: • NLC Public Safety & Crime Prevention Committee 33 • MAG Transportation Policy Committee • City of Chandler Connectivity Subcommittee • City of Chandler Economic Vitality Subcommittee • City of Chandler Neighborhoods Subcommittee Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget City Officials 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. As a Councilmember, he serves on the following City of Chandler Subcommittees: • • • Community Safety Neighborhoods Sustainability and Technology Councilmember Encinas also serves on the following: • • • • • Chandler Commerce Education Workforce Development Coalition Chandler Chamber Diversity, Equity, + Inclusion Committee Chandler Chamber Education & Workforce Committee CUSD Diversity Advisory Board Board member with East Valley Dream Center Phoenix East Valley Partnership Board of Directors 34 Table of Contents • Community and Organizational Profile City of Chandler 2025-26 Adopted Budget City Officials Jennifer Hawkins, Councilmember Current Term: January 2025 – January 2029 Councilmember Hawkins is an Arizona native. She spent most of her youth in Payson, Arizona, and has lived in Chandler for the past 20 years with her husband, Wes, and their two daughters. She began her career as a purchaser for a local building materials supplier and, thereafter, took it nationwide. Jennifer and her husband opened their automotive repair shop, Highline Car Care, in 2010. Hawkins has always found ways to give back and serve her community. Donating her time to local food banks as well as founding an annual toy drive benefiting Phoenix Children’s and Banner Hospitals. She was previously a board member for her legislative district and is the current Teen Queen State Director for Miss Rodeo Arizona, Inc., an organization dedicated to supporting young women who serve their community while emphasizing Arizona’s traditional western way of life. Councilmember Hawkins currently serves on the following Subcommittees: • • • Community Safety Connectivity Quality of Life 35 Table of Contents Community and Organizational Profile City of Chandler 2025-26 Adopted Budget City Officials Joshua H. Wright, City Manager Joshua Wright was named City Manager in August 2021. Previously, he served as the City of Chandler's Assistant City Manager since May 2017. He also served as the town manager of Wickenburg, Arizona, from 2011 to 2017. Prior to Wickenburg, Wright 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. Wright is a past president of the Arizona City/County Management Association and received its Associate's Award for Excellence in Leadership in 2010. He also was named Economic Developer of the Year by the Arizona Association for Economic Development in 2011. He holds a master’s degree in public administration and bachelor’s degrees in psychology and religious studies from the University of Arizona. Tadd Wille, Assistant City Manager Tadd Wille became Assistant City Manager in February 2022 to assist the City Manager with day-to-day operations of the City. He previously was Deputy City Manager for the City of Tacoma, Washington, responsible for an array of city departments that provided services to that community’s residents and businesses. In prior positions, he was Tacoma’s budget director, helping to manage their budget development process and long-range financial planning and was the assistant budget director and grants administrator for the City of San Antonio, Texas. Wille is a graduate of Brigham Young University with a master’s degree in public administration and a bachelor’s degree in history. Dawn Lang, Deputy City Manager Dawn Lang was named Deputy City Manager – Chief Financial Officer in August 2021 to oversee the City’s financial functions, information technology, facilities, and fleet services. Lang has served as the City of Chandler’s Management Services Director since January 2012 and continues to oversee the budget, accounting, payroll, purchasing, central supply, utility billing services, as well as tax and licensing, and environmental management compliance. Prior to joining the City of Chandler, she worked at the City of Dubuque, Iowa, as their budget director and assistant finance director. Lang is a licensed certified public accountant and graduated from Montana State University with a Bachelor of Science degree in business administration with a major in accounting. She has been an active member of the Kiwanis Club since 2011, including service as a past president in Chandler and past lieutenant governor of its southwest district. Andy Bass, Deputy City Manager Andy Bass was named Deputy City Manager in January 2022 to assist the City Manager in the day-do-day operations of the City. Bass was previously Chandler’s Community Services Director, overseeing the Chandler Public Library and the City’s recreation/aquatics, park operations and park development divisions. He previously served in a similar job with the City of Reno, Nevada, and worked as a parks and recreation director for communities in Colorado and Texas. Bass is a graduate of the University of Colorado with a master’s degree in business administration and a graduate of the University of Utah with a bachelor’s degree in exercise physiology. 36 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Mayor Kevin Hartke Councilmembers Christine Ellis Vice Mayor O.D Harris Angel Encinas Matt Orlando Jane Poston Jennifer Hawkins Management Staff Joshua H. Wright City Manager Tadd Wille Assistant City Manager Dawn Lang Deputy City Manager / CFO Management Services Director Andy Bass Deputy City Manager Department Heads and Directors Kelly Schwab City Attorney Dana DeLong City Clerk Alicia M. Skupin City Magistrate Matt Burdick Communications and Public Affairs Director John Sefton Community Services Director Kim Moyers Cultural Development Director Micah Miranda Economic Development Director Kevin Snyder Development Services Director Tom Dwiggins Fire Chief Bryan Chapman Chief of Police Leah Powell Neighborhood Resources Director Sandip Dholakia Chief Information Officer John Knudson Public Works & Utilities Director 37 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget City of Chandler Organizational Chart With Full Time Equivalency (FTE) Residents of Chandler Mayor and Council 5.5 FTE Advisory Boards/ Commissions City Clerk 7 FTE City Manager 9 FTE Law 34 FTE Airport 7 FTE Buildings & Facilities 47 FTE Communications & Public Affairs 15 FTE Community Services 190.375 FTE Cultural Development 29 FTE Development Services 86 FTE Diversity, Equity, and Inclusion 3 FTE Economic Development 8.5 FTE Fire 257 FTE Fleet Services 12 FTE Human Resources 25 FTE Information Technology 65 FTE Management Services 72.125 FTE Neighborhood Resources 67 FTE Police 540 FTE Public Works & Utilities 297.5 FTE City Magistrate 42 FTE Transportation Policy 3 FTE 38 Table of Contents Community and Organizational Profile City of Chandler 2025-26 Adopted Budget Chandler, Arizona and Neighboring Communities Map 39 Table of Contents Community and Organizational Profile City of Chandler 2025-26 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.” 40 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Incorporated Area 65.80 65.60 65.40 65.20 65.00 64.80 64.60 64.40 2016 2017 65.05 65.07 Square Miles 2018 65.19 2019 65.33 2020 2021 2022 65.53 65.53 65.55 2023 2024 65.68 2025 65.70 65.75 Source: Development Services Population 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 City 248,332 254,239 257,853 261,173 265,200 268,313 282,628 285,554 287,357 289,787 State Shared 260,828 247,477 253,458 257,165 261,165 275,400 280,982 279,458 280,711 280,167 *Official U.S. Census Bureau Population Number Development Services provides city estimates annually as of July 1st. 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 41 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Demographics Age/Gender Distribution Age/Gender 18% 0-14 years 13% 55% 14% 15-24 years 25-64 years 65+ years Male 50% Female 0% 20% 50% 40% 60% 80% 100% Source: ESRI Business Analyst, 2024 Racial Composition Chandler (%) Two or more Races 13.9 One Race 86.1 White 56 Asian 12.7 Hawaiian & Pacific Islander 0.3 African American 6.3 Native American 2.0 Other 8.7 Hispanic/Latino Ethnicity (of any race) 23.8 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, 2024 42 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget 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 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. Chandler’s commercial real estate market has benefited from strong business growth in recent years. Retail and industrial vacancy rates have been near historic lows. Demand for additional industrial space, in particular, is spurring construction projects, with approximately two million square feet of new industrial space completed over the past year and one million square feet under construction. Chandler Municipal Airport 2023-24 2024-25 Based Aircraft Air Traffic Operations 452 450 252,152 251,946 Chandler Municipal Airport is an FAA-designated Regional Reliever airport providing aviation services for the Chandler community, as well as the region. Chandler is a convenient alternative for business aviation that also serves as a base for charter, sightseeing excursions, and world-class training institutions. By concentrating these services in Chandler the airport serves an essential role within the nation’s airport system ensuring its safety, efficiency, and supporting all types 1 of aviation operations with the exception of scheduled airline service. Source: Chandler Municipal Airport The following chart reflects the 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 3,000 600,000,000 Permits Issue Permit Values 2,000 400,000,000 1,000 200,000,000 0 0 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 (estimate) Source: Development Services 1 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 43 Table of Contents City of Chandler Community and Organizational Profile 2025-26 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, town homes, and condominiums. The city’s housing standards ensure that new residential developments achieve diversity relative to lot size, subdivision layout, and architecture. In recent years, the pace of single-family home construction has slowed with multi-family projects accounting for most new housing units delivered. More than 3,000 multi-family units are currently under construction or have been approved for development. 1 Property Tax Rates Adopted Tax Rate (2025-26) Primary Tax Rate $0.2118 Secondary Tax Rate $0.8700 Combined $1.0818 Current Tax Rate (2024-25) Primary Tax Rate $0.2126 Secondary Tax Rate $0.8700 Combined $1.0826 Source: Management Services Department Property Tax Assessed Valuation 2024 2 Net Full Cash Value 3 Limited Property Value 2025 % Change $7,380,893,157 $6,969,158,208 -5.6% $4,108,053,847 $4,124,257,465 0.4% Source: Maricopa County Assessor 1 Property Tax calculated per $100 of assessed limited valuation as determined by the Maricopa County Assessor. Net Full Cash Value represents market value and is informational only. 3 Limited Property Value is used in the calculation of property tax. 2 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 44 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Employment Chandler is recognized as one of the best places in the United States to find a job, ranking 7th in a 2025 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 that announced projects in FY 2024-25 that created/retained jobs include Turbo Resources, D.R. Horton, and 3D Barrier Largest Private Sector Employers Name Industry Intel Corporation Semiconductor Manufacturing Employees 12,000 Wells Fargo Financial Services 5,500 Bank of America Financial Services 3,600 Dignity Health - Chandler Regional Medical Center Healthcare 3,000 Northrop Grumman Aerospace 2,150 NXP Semiconductors Semiconductor Manufacturing 1,700 Microchip Technology Semiconductor Manufacturing 1,700 PayPal Financial Services 1,500 Insight Enterprises Information Technology 1,400 Verizon Wireless Telecommunications 1,000 Raley's/Bashas’ (Distribution Center / Corp HQ) Retail/Distribution 1,100 GM Financial Financial Services 820 Liberty Mutual Insurance Financial Services 800 Safelite Auto Glass Retail Trade 700 Toyota Financial Services Financial Services 780 Occupational Composition Sales 9.6% Administrative Support 11.5% Professional 30.4% Service 12.4% Farming, Forestry, and Fishing 0.1% Construction and Extraction 3.5% Installation, Maintenance, and Repair 2.1% Management, Business, and Financial 22.7% Transportation and Material Moving 5.0% Production 2.7% Source: ESRI Business Analyst, 2024 45 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Household Income $150,000 plus 32.6% Less than $15,000 4.0% $100,000-$149,999 22.1% $15,000-$34,999 6.4% $35,000-$49,999 6.6% $75,000-$99,999 13.7% $50,000-$74,999 14.5% Source: ESRI Business Analyst, 2024 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% 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25* Chandler 4.21% 3.96% 3.64% 3.74% 5.01% 5.83% 2.80% 2.90% 2.93% 3.08% Maricopa County 4.86% 4.42% 4.08% 4.19% 5.58% 6.70% 3.60% 3.25% 3.26% 3.46% Arizona 5.71% 5.16% 4.78% 4.90% 6.58% 6.46% 6.46% 3.70% 3.73% 4.00% 1 Source: Arizona Office of Economic Opportunity 1 * Average of July 2024 – November 2024 of the fiscal year (not seasonally adjusted). 46 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Libraries The Chandler Public Libraries serve as vibrant community hubs, welcoming patrons of all ages to enjoy resources that foster a love of reading and learning. With four locations across the community, visitors can access over 300 public computers, robust wireless networks, early literacy interactive spaces, and meeting rooms. The library's collection of over 300,000 items offers something for everyone, including popular and current titles, as well as materials in various formats such as print, audiobooks, DVDs, eBooks, eAudiobooks, and other digital formats. In 2025, the Chandler Public Library will expand its reach by adding a fifth mobile location—a state-of-the-art tech/ bookmobile currently under development. The 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 the Book & Board Library Lounge, which lends board games to library patrons, and a makerspace, The Makery, where users can access DIY audio, video, photography equipment, 3D printers, and more. Much of this programming is made possible by 700 plus active Friends of the Library adult and teen volunteers who are an integral part of library operations. 2023-24 Library Material 1 Annual Circulation Library Visits 2 Registered Borrowers 2024-25 244,296 314,000 1,659,490 1,700,000 684,234 749,708 70,789 72,439 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 725gallon 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 725gallon tumble bucket, two water slides, a lazy river, a water vortex, an eight-lane competition pool, and a diving well. Nozomi Aquatic Center offers a zero-depth entry pool, interactive water feature, diving pool, water slide, and a 25meter competition pool. Source: Community Services 1 2 Annual Circulation includes all materials either checked out or downloaded. 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. 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 47 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Parks Chandler’s 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 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, including many rentable ramadas, sand volleyball courts, 15 lighted tennis courts, four lighted baseball/softball fields, cornhole and bocce ball courts, and 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 with a place to practice their freestyle bike skills safely. 2023-24 Developed Parks Acres Developed Undeveloped Acres Lighted Fields 2024-25 69 1,519 1,317 202 51 69 1,519 1,347 173 55 1 Recreational Centers Chandler has multiple recreation facilities that provide year-round programs, including adult sports leagues, camps, enrichment classes, outdoor discovery, and adaptive fitness and wellness programs. Tumbleweed Recreation Center is a 73,000 square foot facility that offers an award-winning fitness floor, indoor track, multi-use gymnasium, and various other amenities, including racquetball courts, group exercise rooms, a game room, art and ceramic studios, and dance rooms as well as social activities, health and wellness programs, and services for all ages and abilities. 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. Located in the Ocotillo region of Chandler, Snedigar Recreation Center is a 10,000-square-foot facility that provides youth sports camps during school breaks. 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, excursions, and more. 2023-24 2024-25 Number of Recreation Classes Offered 1,607 Volunteer Hours 5,000 1,798 5,000 Meals Served at Senior Center 10,150 11,245 Source: Community Services 1 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 48 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Cultural Experiences Museum The Chandler Museum campus features both locally produced and nationally traveling exhibits exploring culture, history, and art; the East Valley History Center for researchers; educational programming in the new classroom; and more. Reopened in December 2018, the new museum boasts a new 10,000 square foot facility adjacent to the historic McCullough-Price House. The modern building is the centerpiece of the new museum campus, and it was designed to complement the historic house, preserving and honoring the past while representing our progress as a community with a bright future. Visitors to the Chandler Museum can also see Infinite Shade. This sculpture, by artist Jeff Zischke, functions as a shade structure for the museum’s outdoor courtyard during the day and at night it is bathed in multicolored light. Chandler Museum is an interdisciplinary learning environment where the community comes together to share its stories, preserve its cultural heritage, and experience Chandler as a people and place. The vision of the Museum is to be the community’s principal resource to explore its people’s history, culture, and their place in the rapidly changing world of today. The Chandler Museum also operates Tumbleweed Ranch, a 19-acre outdoor agriculture learning environment located in Tumbleweed Park. The ranch features three historic buildings, a small amphitheater, antique farm equipment, and agriculture demonstration fields. 2023-24 Number of Museum Visits Number of Programs Provided Number of Exhibits Volunteer Hours Chandlerpedia Sessions Exhibition Areas 2024-25 11,661 175 35 10,543 102 40 1,147 1,869 1 5,636 N/A 5 5 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 public receptions, special events, and engagement programs like 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, the Chandler Cultural and Chandler Museum Foundation, and residents providing arts experiences throughout the community to experience, enjoy, and enrich our lives. 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. 2023-24 Number of Gallery Visits Number of Vision Kids/Youth Workshops Participation in Vision Kids/Youth Workshops Number of Special Events and Exhibits Exhibition Areas 2024-25 10,800 76 5,624 15 7,000 85 3,000 19 1 1 Source: Cultural Development 1 A switch to Google Analytics, a new platform to better track Chandlerpedia sessions, created access problems to data collection through 2/14/24. 49 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Center for the Arts Located in Downtown Chandler, the Chandler Center for the Arts (CCA) is a 64,000 square foot arts campus that serves the community at large as well as the Chandler Unified School District. The CCA has three performance spaces - the 1508-seat Steena Murray Main Stage, the 346seat 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.As a leader of collaborative programming, CCA will continue to serve Chandler’s diverse community with accessible and welcoming experiences. 2023-24 Attendance 2024-25 170,208 166,500 8,463 8,704 919 920 Theatres 3 3 Exhibition Areas 1 11 Volunteer Hours Virtual Event Attendance Downtown Chandler Downtown Chandler, which runs along Arizona Avenue from Chandler Boulevard to Pecos Road, offers locally owned dining and unique shopping establishments anchored by the Crowne Plaza San Marcos Resort and Hilton Garden Inn. New, restaurants have joined Downtown Chandler including Elliot's Steakhouse, Maple House, George & Gather and Insomnia Cookies. DC Heights, and Encore, have brought an additional 375 multi-family units to support our expanding downtown businesses. Downtown continues to thrive with diverse offerings including, but not limited to, Recreo, The Tipsy Egg, Black Rock Coffee, Black Sheep Wine Bar and Merchant. Saba's, d'Vine Gourmet, Gemsetter & Company, Blue Planet, Flo Yoga and Cycle, and Burst of Butterflies, to name a few! Downtown Chandler is also home to one of the valley’s most exciting live music scenes, with music for every taste heard nightly. Dozens of special events are held downtown each year, with plenty of entertainment options to residents and visitors. Downtown is a walkable, entertainment destination filled with murals, public art, and Dr. A.J. Chandler Park providing something for everyone in Downtown Chandler. The combination of restaurants, entertainment, housing, and employers has made Downtown Chandler a place where people can truly live, work, and play. Source: Cultural Development 1 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 50 Table of Contents City of Chandler Community and Organizational Profile 2025-26 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 5K/10K, and the Ostrich 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 All-American Bash July Hispanic Heritage Month September Halloween Spooktacular October Woofstock November Tumbleweed Tree Lighting and Parade of Lights December Special Events 1 2023-24 Number of Permitted Events - Special Events Number of Attendees at Permitted Events - Special Events Volunteer Hours 2024-25 69 85 220,828 201,253 238 228 Number of City Signature Events 7 9 Number of Permitted Events - Temporary Special Events & Promotion 89 80 Source: Cultural Development 1 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 51 Table of Contents City of Chandler Community and Organizational Profile 2025-26 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 a 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 Theaters. 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 2023-24 2024-25 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 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 52 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Education Facilities Chandler Unified School District (CUSD) serves more than 44,000 students in grades K-12 and encompasses 80 square miles, including most of Chandler and parts of the towns of Gilbert and Queen Creek. CUSD now consists of 32 elementary schools, nine middle schools, six high schools, and four alternative schools. Kyrene School District also serves a portion of the community, operating four elementary schools and three middle schools in Chandler. Several private and charter school options 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. Grand Canyon University opened a new nursing site in Chandler in Fall 2023, adding to higher education opportunities in the community. Highest Education Attainment Graduate Degree 17.5% Less than 9th Grade 2.4% 9th-12th Grade, No Diploma 2.8% Bachelor Degree 31.0% High School Diploma 15.5% GED/Alternative Credential 2.5% Associates Degree 10.4% Some College 17.9% Source: ESRI Business Analyst, 2024 53 Table of Contents City of Chandler Community and Organizational Profile 2025-26 Adopted Budget Other Services at a Glance FY 2024-25 figures presented are projected through June 30, 2025 unless otherwise noted. 230 Fire sworn personnel 26 Civilian personnel 348 Police sworn personnel 191 Civilian personnel 71 Municipal buildings 31 Operating wells 1,242 Miles of potable water lines 1,040 Miles of sanitary sewer 79,000 Landfill tonnage 17,500 Recycling tonnage 2,090 Lane miles of streets 28,610 Streetlights 230 Signalize intersections 54 Table of Contents 3 Budget Policies, Process and Decisions • • • • Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations 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 Budget Policies, Process, and Decisions City of Chandler 2025-26 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 adjusted six Focus Areas, identified below, to provide guidance and direction as to what accomplishments the City should focus on and in what areas. The adjustments 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 56 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2025-26 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 any needed updates approved by City Council. Summarized below are the financial policies used during the FY 2025-26 Budget process which 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 February 8, 2024, in Resolution No. 5768) 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 February 8, 2024, in Resolution No. 5768) 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 results in stable tax rates and services to the community over a multi-year period. 57 Status In compliance Table of Contents Budget Policies, Process, and Decisions 6. City of Chandler 2025-26 Adopted Budget Grant Management Policy (Most recent update adopted on February 8, 2024, in Resolution No. 5768) 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, Native American 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 February 8, 2024, in Resolution No. 5768) 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 February 8, 2024, in Resolution No. 5768) 8. Status Status In compliance Pension Funding Policy (Most recent update adopted on March 27, 2025, in Resolution No. 5877) The purpose of the Pension Funding 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 statutory requirements of Laws 2018, Chapter 112, including reviewing and adopting this policy annually. 58 Status In compliance Table of Contents Budget Policies, Process, and Decisions City of Chandler 2025-26 Adopted Budget Budget and CIP Process Flowchart 1 Establish preliminary budget assumptions for short and long-term revenues, base budgets, and capital funding 2 Budget Council Kickoff - 5 Year CIP Discussion 3 Resident Budget Survey (November – January) Decision packages, Capital Improvement Program (CIP) projects, and Related Fee Change Requests reviewed, deliberated, and prioritized 4 Decision packages, Capital Improvement Program (CIP) projects submitted to Budget Team Preparation of preliminary 5-Year General Fund Forecast CIP Coordination Team Meeting takes place 5 Council Workshop #1 - Preliminary 5-Year Ongoing General Fund Forecast, PSPRS, and CIP 6 Update 5-Year General Fund Ongoing Forecast & CIP Operating and Maintenance Estimates for General Fund Ongoing Forecast Council Workshop #2 - 5-Year One-time General Fund Forecast and budget requests Council Workshop #3 - 10-Year CIP program and funding plan review 7 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and Departments All-day Budget Briefing Adoption of Tentative Budget & CIP 8 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) Adoption of Final Budget, CIP, and Property Tax Levy The preparation of Chandler’s budget is a collaborative effort between the City Council, City Manager, City Staff and the residents of Chandler. Bolded text represent opportunities for the public to hear about and/or provide comments on the proposed city budget. 59 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2025-26 Adopted Budget FY 2025-26 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 2025-26 Annual Budget and 2026-2035 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 2025-26 budget process began in November 2024 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 2025-26 over FY 2024-25 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 or enhanced 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 Director of 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’s economic drivers to prepare the preliminary revenue and expenditure projections. A five-year projection of the General Fund was prepared, separating one-time versus ongoing revenue and expenditures. This analysis determined the amount of funds available for the next five years and was used to build the General Fund budget. 5. Resident Budget Survey – From November through January, the Budget Division conducted an online Resident 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 the leadership of the city is doing a good job of managing and that the City Council’s budget priorities are in line with resident’s 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 2025-26 Budget and the 2026-2035 CIP. 6. Council Budget Kickoff and Council Budget Workshops – In preparation of the FY 2025-26 Budget and the 2026-2035 Capital CIP, a Council Budget Kickoff was held in October and three Council Budget Workshops were held in February, and March. The first workshop reviewed the Resident Budget 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. 60 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2025-26 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. It is important 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 become the Proposed Budget Book 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 residents 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 early May, 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 coming 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 final public comment on the Budget, CIP, and Proposed Tax Levy. 13. Final Budget and CIP Adoption – Following the public hearing, the FY 2025-26 Budget and 2026-2035 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 at least 14 days after the public hearing as required by state law. 61 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2025-26 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 revenue growth from a variety of economic activities. 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 2027. 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 2025-26 Adopted Budget continues the Budget Stabilization Reserve in the amount of $10 million. This reserve provides the opportunity to balance the budget in the future for no more than three consecutive years, until permanent ongoing reductions can be implemented, should State legislation, unexpected decreases in property values, or other economic issues cause operating revenues to suddenly decrease. Additionally, unfunded retirement expenses continue to be a funding priority. Chandler’s Public Safety Personnel Retirement System (PSPRS) has experienced numerous legislative and administrative changes to work towards a sustainable pension plan. Council has approved a plan to maintain Chandler’s fully funded status, 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 2025-26 Adopted Budget allocates one-time funding of up to $25 million to PSPRS towards the goal of maintaining the paid off status of the city’s unfunded liability for our sworn city personnel. An updated Pension Funding Policy has also been approved for FY 2025-26, as per State law, it is updated annually. Water, Wastewater, and Reclaimed Water Rate changes are planned for in early 2026 for these three utilities in an effort to continue to ensure sufficient revenues for the funds 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 changes are planned for in early 2026 due to increases in waste collection/hauling contracts and continuing the incorporation of the results of the COS 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. 62 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2025-26 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 2025-26 compensation detail by employee group and retirement rates by plan. CLEA: Under the provisions of a contract effective July 1, 2024, through June 30, 2026, the city and CLEA agreed upon certain pay adjustments including a maximum 5% merit increase for eligible members for FY 2025-26 which can exceed 5% for combined merit and longevity pay. CLEA members will receive a market adjustment for FY 2025-26, if necessary to maintain the City’s ranking at third place as compared with other large Valley cities. 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, 2024, through June 30, 2026, the city and CLASA agreed upon certain pay adjustments including a maximum 5% merit increase for eligible members for FY 2025-26 which can exceed 5% for combined merit and longevity pay. CLASA members will receive a market adjustment for FY 2025-26, if necessary, to maintain the City’s ranking at third place as compared with other large Valley cities. IAFF: Under the provisions of a contract effective July 1, 2024 through June 30, 2026, the City and IAFF agreed upon a maximum 5% merit increase for eligible members for FY 2025-26 which can exceed 5% for combined merit and longevity pay. IAFF members will receive a market adjustment for FY 2025-26, if necessary, to maintain the city’s ranking at third place as compared with other large Valley cities. Others: For FY 2025-26, general employees will receive a 2% salary adjustment effective July 1, 2025, and a maximum 2% merit increase for eligible employees. As noted above 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 2025-26, a top of range pay of 2.0% 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 2025-26, eligible Police Lieutenants will receive a maximum 5% merit increase, which can exceed 5% for combined merit and longevity pay. For FY 2025-26, Police Commanders and Police Assistant Chiefs will receive a maximum 5% merit increase. Effective FY 2025-26 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 2025-26, 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 2025-26, 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 2025-26, if necessary, to move up the City’s ranking to maintain at third place as compared with other large Valley cities. 63 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 Adopted Budget In accordance with Ordinance No. 5045 adopted January 12, 2023, City Council members receive the salary adjustment provided for non-represented employee groups or the annual percentage change in the Consumer Price Index, All Urban Consumers (CPR-U), All Items Index, for Phoenix-Mesa-Scottsdale, AZ for the preceding calendar year, whichever is lower. The City Manager, City Attorney, City Clerk, and City Magistrates will not receive automatic salary adjustments for FY 2025-26 but may receive adjustments during their annual contract negotiations. FY 2025-26 Retirement Rates Tier +/- from prior +/- from prior Employee Contribution year year Employer Contribution Arizona State Retirement System (ASRS) N/A 12.00% (11.86% + 0.14% Long-term Disability) -0.27% 12.00% (11.86% + 0.14% Long-term Disability) Alternative Rate 9.75% -0.44% N/A -0.27% Public Safety Personnel Retirement System (PSPRS) - Police Tier 1 20.51% (14.00% + 6.51% Unfunded Liabilities) -16.34% 7.65% +0.00% Tier 2 20.51% (14.00% + 6.51% Unfunded Liabilities) -16.34% 7.65% +0.00% 15.09% (8.58% + 6.51% Unfunded Liabilities) -16.33% 8.58% -0.22% 17.25% (10.74% + 6.51% Unfunded Liabilities) -16.10% 10.74% +0.01% 8.00% -14.62% N/A Tier 3 - Defined Benefit Tier 3 - Defined Contribution Alternative Rate Public Safety Personnel Retirement System (PSPRS) - Fire Tier 1 23.08% (17.12% + 5.96% Unfunded Liabilities) -9.69% 7.65% +0.00% Tier 2 23.08% (17.12% + 5.96% Unfunded Liabilities) -9.69% 7.65% +0.00% Tier 3 - Defined TierBenefit 3 - Defined 17.89% (11.93% + 5.96% Unfunded Liabilities) -9.64% 11.93% -0.28% 16.70% (10.74% + 5.96% Unfunded Liabilities) -0.64% 10.74% +0.01% 8.00% -7.32% N/A Contribution Alternative Rate Elected Officials Retirement Plans EORP 70.70% (17.09% + 53.61% Unfunded Liabilities) 0.26% 13.00% +0.00% EODCRS - Defined Contribution 59.75% (6.00% + 0.14% Long-term Disability + 53.61% Unfunded Liabilities) +6.99% 8.14% (8.00% + 0.14% Long-term Disability) +0.00% Alternative Rate 53.61 +0.99% N/A 64 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 Adopted Budget Property Tax The City's combined property tax rate for FY 2025-26 will be reduced to $1.0818 per $100 assessed valuation. The combined property tax rate includes a primary tax rate of $0.2118 used for general operations and a secondary tax rate of $0.8700 used for payment of General Obligation Bonded (GOB) debt. The FY 2025-26 property tax rates for Chandler and select local cities are shown on the chart below. 2.4065 Tax Rate per $100 of Assessed Value 2.50 2.1107 2.00 1.6737 1.4400 1.50 1.0818 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 0.2118 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 2025-26 is $4,124,257,465, which reflects a 0.4% increase compared to FY 2024-25. Chandler’s primary property taxes are part of the General Fund revenues and are used for general operations. The FY 2025-26 primary tax rate will be reduced from $0.2126 per $100 of assessed valuation to $0.2118, 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 GOB debt or voter-approved budget overrides. The City’s FY 2025-26 secondary property tax rate remains the same as FY 2024-25 at $0.8700 per $100 of assessed valuation. The combined property tax rate of $1.0818 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. General Fund Contingency The FY 2025-26 Adopted Budget incorporates a 15% General Fund Contingency Reserve of $56.0 million (representing 15% of FY 2025-26 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 amount of $10 million. This reserve provides the opportunity to balance the budget in the future for no more than three consecutive years, until permanent ongoing reductions can be implemented, should State legislation, unexpected decreases in property values, or other economic issues cause operating revenues to suddenly decrease. Additionally, other reserves have been appropriated for onetime expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future pay-asyou-go projects. 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 GOB and ETRO ratings, 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 for Chandler taxpayers over the life of the bonds. 65 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 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 2025-26, 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 currently known amendment items approved during the initial amendment process are listed in the following chart: Non-Departmental funding will be transferred to: Ongoing $75,000 Council Amendment Item Airport Airport Entryway Monument Community Services Community Services Community Services Early Literacy Program Community Services $ One-Time $350,000 Total $425,000 — $ 20,000 $ 20,000 For Our Parks Clean-up Day — 30,000 30,000 Inclusive Playground Feature at Pima Park — 25,000 25,000 30,000 — 30,000 Tumbleweed Park Cricket Pitch — 50,000 50,000 Community Services Hoopes Park Ramada Replacement — 30,000 30,000 Cultural Development Ballet Under the Stars Event — 15,000 15,000 Cultural Development Jazz Appreciation Month Expansion — 12,000 12,000 Cultural Development Semi-quincentennial Events — 45,000 45,000 Cultural Development Art Mural — 15,000 15,000 Cultural Development Downtown Art Walk — 20,000 20,000 DEI DEI Mini-Grants — 5,000 5,000 DEI Cesar Chavez Education and Awareness — 10,000 10,000 DEI Mental Health Resources — 10,000 10,000 Economic Development Chandler Chamber Sponsorship Opportunities — 10,000 10,000 Economic Development Business Roundtable Events — 1,000 1,000 Fire Special Response Equipment — 30,000 30,000 Mayor & Council Chandler Related Promotional Items — 5,000 Neighborhood Resources Non-profit Allocations Neighborhood Resources Golden Neighbors Program — 10,000 Neighborhood Resources Family Self Sufficiency Program — 1,000 1,000 Neighborhood Resources Back to School Supplies — 10,000 10,000 Police Domestic Violence Awareness Events — 10,000 10,000 Prior Year Contingency Carryforward Shown as offset of current year expenditures (14,000) (10,000) (24,000) 40,000 Total Council Contingency Used 5,000 40,000 10,000 56,000.00 354,000.00 410,000.00 Remaining FY 2024-25 Council Contingency Balance $ 66 19,000 $ (4,000) $ 15,000 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 Adopted Budget Budget Recommendations The FY 2025-26 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 Ongoing Decision Package Additions for FY 2025-26 are $10,725,774. Sustainability and Technology $4,648,036 Quality of Life $2,309,434 Community Safety $2,011,037 Neighborhoods $1,377,781 Good Governance $308,786 Economic Vitality $70,700 Connectivity $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 Total One-time Decision Package Additions for FY 2025-26 are $23,628,385. Good Governance $5,606,944 Sustainability and Technology $5,497,181 Quality of Life $4,282,873 Community Safety $3,912,848 Neighborhoods $3,373,421 Economic Vitality $598,641 Connectivity $356,477 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 2025-26 overview by department and the Summary of Budgetary Additions for the General and Other Funds, including a brief explanation of each addition. 67 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 Adopted Budget FY 2025-26 Recommended Budgetary Additions Detail – By Department Information Technology $8,129,217 Fire $567,298 Development Services $3,938,280 Neighborhood Resources $4,649,400 Non-Departmental $381,200 Community Services $2,188,255 Police $4,108,058 General Government* $6,091,532 Public Works and Utilities $4,300,919 *General Government Budgetary Additions Cultural Development $950,515 Diversity, Equity, & Inclusion $290,442 Communications and Public Affairs $1,358,819 Economic Development $610,641 Law $280,557 City Magistrate $211,902 Mayor & Council $120,884 Transportation Policy $356,477 City Clerk $818,395 Buildings and Facilities $854,000 68 Airport $238,900 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 Adopted Budget FY 2025-26 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 2025-26 with a description. Focus Area descriptions can be found on page 56 and charts showing the total additional operating funding authorized in the budget categorized into the six Council focus areas are on page 67. Focus Areas Sustainability and Technology Total Other One-Time Personnel One-Time Quality of Life Other Ongoing Personnel Ongoing Economic Vitality Neighborhoods FTE Connectivity Focus Area Good Governance Community Safety Addition Buildings and Facilities AED Program Ongoing funding for Automatic External Defibrillator (AED) replacement program. - 104,000 - - 104,000 - 250,000 - - 250,000 - 500,000 - - 500,000 854,000 $ - $ - $ 854,000 Buildings & Facilities Preventative Maintenance Budget Adjustment Ongoing funding for buildings and facilities preventative maintenance. Utility Budget Adjustment Ongoing funding for utility rate increases. Buildings and Facilities Total $ - $ City Clerk Records Management Program Ongoing and one-time funding to maintain the Records Management Program. - 8,500 195,730 13,700 217,930 - 2,500 - - 2,500 - - 87,604 - 87,604 - - 7,261 503,100 510,361 290,595 $ 516,800 $ 818,395 MZBB FY26 City Clerk Final Recommendations - Increase 2025-26 Ongoing Base Budget Increase from MZBB FY26 City Clerk Final Recommendations Temporary City Clerk Representative** One-time funding for a temporary City Clerk Representative for the passport program. 2025 Bond Election One-time funding for the 2025 Bond Election. City Clerk Total $ - $ 11,000 $ - 41,500 - - 41,500 26,802 - - - 26,802 City Magistrate Public Defender Services Contract Ongoing funding to increase payment to public defender contract. Judge Pro Tem Rate Increase Ongoing funding for increase in temporary staff judge pro tem pay. Court Security Officer Contract *CIP Related **Revenue offset/Budget reallocation 69 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition One-time funding for Court Security Contract to maintain safety of court employees and visitors. - - - 93,600 93,600 - - - 50,000 50,000 143,600 $ 211,902 City Magistrate Temp Staffing - Case Processing Assistance One-time funding for the use of a temporary agency staff to assist with court case processing, including docketing, file management, public records, and judicial assistant duties. City Magistrate Total $ 26,802 $ 41,500 $ - $ - 20,000 - - 20,000 - 50,000 - 75,000 125,000 - 8,000 81,920 351,500 441,420 - - - 60,000 60,000 - - 70,189 420,000 490,189 - - 162,210 - 162,210 Communications and Public Affairs Translation Services Ongoing funding for the translation of documents and communication materials into other languages. Talent Recruitment Website Ongoing and one-time funding request to maintain the Join Team Chandler website and recruitment campaign. Marketing and Promotions Ongoing and one-time funding to support city department marketing and promotional campaigns. CityScope Production One-time funding for printing the CityScope newsletter distributed monthly with utility bills. Cable Access Channel - Video Production** One-time funding for the cable access channel and programming. Two Temporary Print Mail and Graphic Technicians One-time funding for two temporary Print Mail and Graphic Technicians. Communication and Public Affairs Total $ - $ 78,000 $ 314,319 $ 906,500 $ 1,298,819 - 62,500 - - 62,500 - 80,000 - - 80,000 29,671 - - 28,000 57,671 49,846 - - - 49,846 283,313 - - - 283,313 Community Services Library Collection Budget Increase** Ongoing funding to increase budget for library collection. Aquatic Safety Supplies Ongoing funding for supplies and equipment to ensure that all aquatic facilities maintain the highest safety standards and are equipped with essential emergency response items. Aqua Fit Expansion** Ongoing and one-time funding to expand Aqua Fit to the existing swim lesson program and to add Aqua Cycle to the aquatics fitness programming. Swim Team Expansion** Ongoing funding to expand the recreational swim team program to year-round and to add a team at the Hamilton Aquatic Center. School Sponsored Programming (Aquatics)** Ongoing funding to staff school-sponsored programs at the City of Chandler pools, increase guard coverage, cover statutory sick leave (SSL), and to support the Look Back Merit Program. *CIP Related **Revenue offset/Budget reallocation 70 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Community Services Pickleball and Additional Tennis Court Programming** Ongoing and one-time funding for Pickleball and additional Tennis Court Programming 32,955 67,045 - 8,500 108,500 - 155,000 - - 155,000 - 115,200 - - 115,200 - 124,500 - - 124,500 - 30,500 - - 30,500 - 62,870 - - 62,870 - - 66,985 4,100 71,085 - 17,109 - 51,561 68,670 - 48,900 - - 48,900 - - - 305,000 305,000 - - 201,479 133,221 334,700 - - - 230,000 230,000 Electrical Maintenance Contract Ongoing funding for electrical maintenance contract increase. Irrigation Pump Preventative Maintenance Ongoing funding for contract services to perform irrigation pump preventative maintenance to ensure optimal performance, reliability, and longevity. Contract Maintenance Increases - Parks** Ongoing funding for park maintenance contract increases. Library - Book/Tech Mobile Library Branch* Ongoing funding for Library - Book/Tech Mobile Library Branch operating costs. Tumbleweed Regional Park* Ongoing funding for the maintenance of the Tumbleweed pickleball courts. Library Courier Services One-time funding for Library Courier services between the four Chandler Library locations. Landscape Compliance Program Ongoing and one-time funding for the Landscape Compliance Program. Utility Cost Increases Ongoing funding for water utility cost increase. Parks Contract Maintenance and Arbor Care One-time funding for tree management services. Tumbleweed Multi-Gen Expansion O&M*/** One-time funding for the Tumbleweed Recreation Center Expansion programming and guest services. Irrigation Contracted Services- Parks One-time funding for contracted irrigation services. Community Services Total $ 395,785 $ 763,624 $ 268,464 $ 760,382 $ 2,188,255 Cultural Development July 4th All-American Bash Ongoing funding for costs incurred by the July 4th All-American Bash to enhance the pyrotechnic show. - 20,000 - - 20,000 - 18,700 - - 18,700 Enhanced Municipal Services District Increase Ongoing funding for Enhanced Municipal Services District (EMSD) increase. *CIP Related **Revenue offset/Budget reallocation 71 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Cultural Development Ostrich Festival** One-time funding for costs incurred by City departments involved in the Ostrich Festival event. - - 589,004 15,600 604,604 - - - 35,000 35,000 - - - 30,300 30,300 - - 122,969 - 122,969 - - - 15,000 15,000 - - 103,942 - 103,942 Chandler Symphony Orchestra One-time funding for the Chandler Symphony's 33rd anniversary season of providing free concerts to the public. CCA Equipment Replacement** One-time funding for the replacement of equipment at the Chandler Center for the Arts. Museum Temporary Increase One-time funding to increase the temporary budget in the Museum. Public Art in Schools One-time funding for public art in schools. Temporary Special Events Senior Specialist One-time funding for the position of Special Events Senior Specialist. Cultural Development Total $ - $ 38,700 $ 815,915 $ 95,900 $ 950,515 Development Services FTE - Transportation Engineering** Ongoing and one-time funding for one full-time Traffic Engineering Senior Technician position and associated costs to support traffic engineering and traffic control duties and ensure the safety of city streets. 1.00 112,612 9,564 - 56,194 178,370 - - 300,000 3,220,910 3,520,910 - - - 40,000 40,000 - - - 30,000 30,000 - - - 129,000 129,000 - - - 40,000 40,000 Temporary/Contracted Staff -All Divisions** One-time funding for temporary staffing and overtime for administration, plan review and inspection services. Copier/Printers_All Divisions One-Time funding for the purchase of copier and scanners.. Technical Certifications & Licenses One-time funding for staff to complete required technical certification & licenses required. Development Services Admin/TUF Area Improvements One-time funding for improvements to the Administration and Telecommunications & Utility Franchise (TUF) office areas. Video Detection Replacement Study One-Time funding to replace the current Forward Looking Infrared (FLIR) traffic detection system. Development Services Total *CIP Related **Revenue offset/Budget reallocation 1.00 $ 72 112,612 $ 9,564 $ 300,000 $ 3,516,104 $ 3,938,280 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Diversity, Equity, & Inclusion DEI Strategic Plan Initiatives Ongoing funding to continue to assess and expand Chandler's DEI program and educational opportunities. - 75,000 - - 75,000 - 60,000 - - 60,000 - - 103,942 1,500 105,442 - - - 28,000 28,000 - - - 22,000 22,000 51,500 $ 290,442 DEI Produced Special Events** Ongoing funding for DEI Division event support. Temporary DEI Program Specialist One-time funding for a temporary DEI Special Events Senior Specialist. DEI Legacy Partner Organization Support and Event Sponsorship One-time funding to support legacy partners, Chandler Sister Cities, and the pilot sponsorship program. DEI International Programs Sponsorship** One-time funding for Chandler Sister Cities, Chandler International Film Festival & Diversity MiniGrants programs/events. Diversity, Equity, & Inclusion Total $ - $ 135,000 $ 103,942 $ - 36,000 - - 36,000 - 6,000 - - 6,000 - - 146,776 21,015 167,791 - - - 18,200 18,200 - - - 6,200 6,200 - - - 50,000 50,000 - - - 275,000 275,000 - - 51,450 - 51,450 Economic Development Software for Targeted Digital Marketing Campaigns Ongoing funding for a Multiview subscription to enhance digital marketing efforts for business attraction. Software Subscription Increases Ongoing funding for increasing Economic Development software subscription costs. Temporary Workforce Development Project Manager One-time funding for the Temporary Workforce Development Project Manager position to assist businesses with workforce-related needs. Chandler Career Center Hosting & Maintenance Services One-time funding to maintain the Chandler Career Center workforce development platform. Business Courses for Spanish Speaking Entrepreneurs One-time funding to provide business courses for Spanish speaking entrepreneurs. Chandler Innovation Fair** One-time funding to hold the Chandler Innovation Fair, which is 100% revenue offset from donations. Entrepreneurial and Small Business Development Services One-time funding for business incubator program management services. Temporary Economic Development Research Associate One-time funding for a temporary Economic Development Research Associate position. Economic Development Total *CIP Related **Revenue offset/Budget reallocation $ 73 - $ 42,000 $ 198,226 $ 370,415 $ 610,641 Table of Contents City of Chandler 140,420 13,222 - 45,656 199,298 - 37,330 - 670 38,000 - 150,000 - - 150,000 - - - 96,000 96,000 - - - 84,000 84,000 200,552 $ - $ 226,326 $ 567,298 - 162,084 - 1,550,000 1,712,084 158,219 4,537 - 5,136 167,892 - 104,000 - - 104,000 - 250,000 - - 250,000 - 410,366 - - 410,366 - 1,600,000 - - 1,600,000 - - - 260,000 260,000 Total Other One-Time Personnel One-Time 1.00 Other Ongoing Personnel Ongoing 2025-26 Adopted Budget FTE Focus Area Budget Policies, Process, and Decisions Addition Fire Community Risk Reduction Manager Ongoing and one-time funding for one full-time Community Risk Reduction Manager position and associated costs to support community education and outreach. Medical Asset Inventory Program Ongoing funding for medical asset inventory software. Emergency Vehicle Repair Increase Ongoing funding for increase cost related to maintenance and repair of emergency vehicles. Support Operations Equipment One-time funding for additional support operations equipment. Fire Operations Equipment One -time funding for the purchase of Fire Operations Equipment. Fire Total 1.00 $ 140,420 $ Information Technology Support and Maintenance Ongoing funding for system maintenance and support cost to ensure all systems are current with necessary patching version. IT Programmer Senior Analyst (Web Developer) Ongoing and one-time funding for one full-time IT Programmer Senior Analyst to support web developer which will enhance user experience through improved online services, digital communications, web security, and ADA compliance. 1.00 Wi-Fi Access Points* Ongoing funding for the replacement of all the Wi-Fi Access Points (Aps) and related equipment into the technology replacement program. Infrastructure Monitoring and Operations Ongoing funding for a managed service provider to deliver 24/7 year-round infrastructure monitoring and operations. Support and Maintenance New Software Ongoing funding for new software to ensure all systems are current. Information Technology Project Program* Ongoing funding for the O&M related to CIP project 6GG617 for the Information Technology Project Program. Sr. IT Courts Programmer Analyst Contracted Services One-time funding for contracted services for a Sr. IT Programmer Analyst to work on Chandler Justice Information System (CJIS) technology service requests. *CIP Related **Revenue offset/Budget reallocation 74 Table of Contents City of Chandler Total - - - 270,400 270,400 - - - 249,600 249,600 - - - 249,600 249,600 - - - 280,800 280,800 - - 115,945 - 115,945 - - - 249,600 249,600 - - - 280,800 280,800 - - - 98,800 98,800 - - - 124,800 124,800 - - 41,530 - 41,530 - - 260,000 260,000 Other Ongoing Other One-Time Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Information Technology Oracle Programmer Analyst Contracted Services One-time funding for contracted services for an Oracle Programmer Analyst to assist with key initiatives that rely on the Oracle E-Business Suite application. IT Systems Senior Analyst Integration Management Contracted Services One-time funding for contracted services for an IT Systems Sr Analyst Integration Mgmt to implement & support a new business systems integration tool that will replace the current outdated system. Network & Telecommunications Senior Analyst Contracted Services One-time funding for contracted services for a Network & Telecom Sr Analyst to lead the Network Team with infrastructure design & oversee the implementation of industry best practice enterprise security posture. O365 Architect Contracted Services One-time funding for contracted services for a O365 Architect responsible for configuration and deployment along with the transition to maintenance. IT Technology Support Specialist Temp One-time funding for an IT Technology Support Specialist Temp to provide customer support and serve as the first point of contact for potential security vulnerabilities on the City workstations. Database Senior Analyst Contracted Services One-time funding for contracted services of a Database Sr Analyst to support 42 Oracle databases and more than 550 SQL database. IT Project Manager Infrastructure Concentration Contracted Services One-time funding for contracted services for an IT Project Manager position to provide oversight to Infrastructure Programs and Projects. IT Technical Writer Contracted Services One-time funding for contracted services for an IT Technical Writer which will support enterprise Technology Programs/Projects and provide various technical support. IT Project Coordinator Contracted Services One-time funding for contracted services for an IT Project Coordinator that will provide project coordination, across the technology portfolio as well as supplemental project support. IT Business Analysts Temp One-time funding for two part time temp contractors to continue providing customer support, business analysis, process mapping, project coordination and general project support for technology portfolio projects. IT Sr. Programmer Tax & License Database Conversion Contracted Services One-time funding for contracted services for an IT Programmer Analyst to perform the work required to migrate the custom built CLASS/Business Registration, and MyChandler systems to a SQL Database. *CIP Related **Revenue offset/Budget reallocation - 75 Table of Contents City of Chandler Total - - - 197,600 197,600 - - - 50,000 50,000 - - - 270,400 270,400 - - - 175,000 175,000 Other Ongoing Other One-Time Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Information Technology Network & Telecommunications Analyst Contracted Services One-time funding for contracted services for a Network & Telecommunications Analyst to assist the Network Team. GIS Database Conversion One-time funding to convert the GIS database from Oracle to SQL to improve performance, reduce costs, and enhance compatibility with modern systems. Cybersecurity Operations Engineering Contracted Services One-time funding for contracted services of an Information Security Operations Engineer that will be responsible for planning, implementation, review, and operations of COC Office 365 solutions. Technology Insights One-time subscription funding to assist the city in making informed decisions using optimization strategies and industry expert advice related to IT planning, vendor selection, and overall business planning. Information Technology Total 1.00 $ 158,219 $ 2,530,987 $ 157,475 $ 4,572,536 $ 7,419,217 Mayor & Council Community Engagement Ongoing and one-time funding to enhance constituent relations and community outreach. - 9,000 25,014 73,000 107,014 - - - 13,870 13,870 - $ 9,000 $ 86,870 $ 120,884 US Conference of Mayors One-time funding for the U.S. Conference of Mayors annual membership dues. Mayor & Council Total $ 25,014 $ Neighborhood Resources Community Navigators Ongoing and one-time funding for two full-time Community Navigator positions and associated costs to support for homeless outreach services. 2.00 190,749 69,152 - 2,000 261,901 1.00 106,445 56,557 - 2,550 165,552 1.00 117,845 116,686 - 1,000 235,531 2.00 210,572 169,063 - 2,000 381,635 - - 38,135 20,900 59,035 Community Resources Senior Specialist Ongoing and one-time funding for one full-time Community Resources Senior Specialist position and associated costs to support emergency assistance from Chandler residents in need. Housing Stability Coordinator Ongoing and one-time funding for one full-time Housing Stability Coordinator position and associated costs to support housing stability program operations. Housing Stability Senior Specialist Ongoing and one-time funding for two full-time Housing Stability Senior Specialist positions and associated costs to support housing stability program operations. Illegal Dumping One-time funding for one temporary part-time Code Inspector and costs associated with addressing illegal dumping including dumpsters, hauling services, and abatements. *CIP Related **Revenue offset/Budget reallocation 76 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Neighborhood Resources Envision One-time funding to support the Envision program and support initiatives in the neighborhoods around Hartford Elementary School. - - - 30,000 30,000 - - - 5,000 5,000 - - - 1,295,000 1,295,000 - - - 1,100,000 1,100,000 - - - 753,000 753,000 - - - 15,500 15,500 - - - 30,000 30,000 Graffiti Education Program One-time funding for graffiti education materials to be used at local elementary schools. Operation Open Door** One-time funding to support non-congregate emergency shelter for Chandler residents experiencing homelessness. Human Services Allocations** One-time funding to increase the base annual Human Services allocations. Heat Relief One-time funding for heat relief services. ChangeUp Signs One-time funding to rotate and repair panhandling signs in the Arizona Department of Transportation (ADOT) Right of Way. Trap, Neuter, and Return (TNR) One-time funding for the Trap, Neuter, and Return (TNR) program. Neighborhood Resources Total 6.00 $ 625,611 $ 411,458 $ 38,135 $ 3,256,950 $ 4,332,154 Non-Departmental ADOR Tax Software One-time funding for the ADOR State Tax Collection Software Replacement Assessment. - - - 261,200 261,200 - - - 120,000 120,000 - $ - $ - $ 381,200 $ 381,200 Comprehensive Fee Study One-time funding for a Comprehensive City-wide Fee Study Non-Departmental Total $ Police Web Services Expansion Ongoing funding for expansion of internet cloud storage. - 35,000 - - 35,000 140,420 6,447 - 14,206 161,073 - 69,000 - 15,000 84,000 - 306,000 - 180,000 486,000 Business Systems Analyst (Network) Ongoing and one-time funding for one full-time Business Systems Analyst position and associated costs to manage network systems. 1.00 Police Intranet System Ongoing and one-time funding to transition the current PDInfo Intranet site to a cloud-based solution. Real Time Operations Center Ongoing and one-time funding for Phase II of Real Time Operations Center. *CIP Related **Revenue offset/Budget reallocation 77 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Police Dispatch Efficiencies Ongoing and one-time funding to expand or upgrade software in the 9-1-1 Communications Center. - 20,000 - 40,000 60,000 - 66,284 - 113,395 179,679 - 102,200 - - 102,200 - 168,150 - - 168,150 2.00 199,082 6,000 - - 205,082 1.00 109,786 6,447 - 15,206 131,439 - - - 75,000 75,000 - - 129,435 5,000 134,435 - - - 85,000 85,000 - - 60,000 - 60,000 Street Crimes Unit Vehicles Ongoing and one-time funding for two Street Crimes Unit vehicles. Investigative Computer Hardware and Software Ongoing funding to support new investigative software needs. Operational Budget Increases Ongoing funding to maintain existing department operations. Civilian Background Investigators Ongoing funding to convert two temporary background investigators to permanent regular status employees to expedite recruiting. Crime Prevention Specialist Ongoing and one-time funding to civilianize one Crime Prevention Specialist position and associated costs. Weapons Proceed Funds** One-time funding for community outreach programs, which is 100% offset by revenues received from the sale of unclaimed weapons in accordance with House Bill (HB) 2455. School Educational Engagement Program One-time funding to continue the Educational Engagement pilot program with local schools. Mental Health and Wellness Program Needs One-time funding for the purchase of products and services to fill gaps identified in mental health and wellness services offered to our personnel. Temporary Fleet Services Assistant One-time funding for one full-time Fleet Assistant to maintain the current level of service provided for Police Fleet Services. Police Total 4.00 $ 449,288 $ 785,528 $ 189,435 $ 542,807 $ 1,967,058 Public Works & Utilities Stormwater Maintenance Vehicle Ongoing and one-time funding for purchase of a stormwater truck. - 14,529 - 78,750 93,279 - 22,000 - - 22,000 - 5,200 - - 5,200 Sweeper Maintenance Operation Increase Ongoing funding for increase in street sweeping operations expenses. O&M for Completed CIP Projects & Add'l Areas of Landscape Maintenance Ongoing funding for the operations and maintenance related to the completion of the CIP program Hamilton Street (Appleby to Carob Drive). *CIP Related **Revenue offset/Budget reallocation 78 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Public Works & Utilities Truck for Construction Management Ongoing and one-time funding for purchase of replacement vehicle and associated costs. - 5,080 - 27,825 32,905 - 9,142 - 48,903 58,045 - 19,844 - - 19,844 - - - 1,000 1,000 - - - 65,000 65,000 - $ 221,478 $ 297,273 Crew Lead/Coordinator Truck Ongoing and one-time funding for Crew Lead/ Coordinator truck and associated costs. City Owned Parking Lot Maint & Resurfacing Program* Ongoing funding for slurry tanker and chassis related to the City Owned Parking Lot CIP program. Certifications and Licenses One-time funding for certification and licenses. On Call Temporary Services One-time funding for temporary assistance to be used in order to accommodate demand peaks to maintain service levels rather than adding staff. Public Works and Utilities Total $ - $ 75,795 $ Transportation Policy Transit Services One-time funding for Transit Services, Shared Mobility and First-Mile, Last-Mile programs. - - - 60,000 60,000 - - - 29,450 29,450 - - - 5,650 5,650 - $ - $ - $ 95,100 $ 95,100 Frye Road Protected Bike Lanes* One-time funding for Frye Road Protected Bike Lanes operations and maintenance expenses. Ashley Trail/Paseo Trail Connection* One-time funding for Ashley Trail/Paseo Trail Connection operations and maintenance expenses. Transportation Policy Total $ GRAND TOTAL GENERAL FUNDS 13 $ 1,908,737 $ 5,986,708 $ 2,701,520 $15,744,468 $26,341,433 Budget Reallocations $ Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS *CIP Related **Revenue offset/Budget reallocation $ 13 (312,925) $ (575,640) (96,609) $ $ - $ (575,640) (452,295) $ (3,929,554) $ (4,791,383) $ 1,595,812 $ 5,314,459 $ 2,249,225 $11,814,914 $20,974,410 79 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2025-26 Adopted Budget FY 2025-26 Recommended Budgetary Additions Detail – Other Funds Total Other One-Time Personnel One-Time Other Ongoing Personnel Ongoing FTE Focus Area The Adopted Budget contains the following additions to Other Funds: Addition Airport Airport Weed Control Chemicals Ongoing funding for airport weed control chemicals. - 7,900 - - 7,900 Ongoing funding for airport insurance. - 5,000 - - 5,000 Airport Subscriptions & Memberships Ongoing funding for increase costs for flight tracking and market intelligence software as well as staff memberships. Airport Business Development - 20,000 - - 20,000 Ongoing funding to increase business development opportunities at various Airport Associations meetings and conferences. - 10,000 - - 10,000 - - - 6,000 6,000 - - - 15,000 15,000 - - 1,983 23,017 25,000 - - - 50,000 50,000 - - - 30,000 30,000 - - - 20,000 20,000 - - - 50,000 50,000 1,983 $ 194,017 $ 238,900 Property & Casualty Insurance Airport Taxiway A Signage Replacement One-time funding for Taxiway A signage replacement. Disabled Aircraft Recovery Equipment One-time funding for disabled aircraft recovery equipment. Airport Community Engagement One-time funding for Airport Day 2026. Automated Weather Observation System Siting Study One-time funding for an Automated Weather Observation System (AWOS) Siting Study to relocate the AWOS equipment for future site development. Airport Master Plan / Airport Layout Plan Update One-time funding for an Airport Master Plan and Airport Layout Plan Update reflecting property condition changes. Airport Terminal Lobby Furniture One-time funding for Executive Terminal lobby furniture. Airport Minimum Operations Standards Update One-time funding for an Airport Rules & Regulations Study to update the airport's governing document and minimum standards Airport Operating Enterprise Total $ - $ 42,900 $ Communications and Public Affairs Marketing and Promotions Ongoing and one-time funding to support city department marketing and promotional campaigns. Water Operating Total *CIP Related **Revenue offset/Budget reallocation $ 80 - - - 60,000 60,000 - $ - $ - $ 60,000 $ 60,000 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Information Technology Information Technology Project Program* Ongoing funding for the O&M related to CIP project 6GG617 for the Information Technology Project Program. - 150,000 - - 150,000 Wastewater Operating Total - 49,995 - - 49,995 Water Operating Total - 66,675 - - 66,675 Solid Waste Operating Total - 33,330 - - 33,330 - $ 150,000 $ - $ - $ 150,000 - 260,000 - 300,000 560,000 - $ 260,000 $ - $ 300,000 $ 560,000 $ Grand Total RMS Upgrade & Support One-time funding to rewrite and ongoing funding to support the Refuse Management System (RMS), critical to Chandler’s Solid Waste division. RMS supports integrations with Waste Management, Utility Billing, and tracks the activity at the Refuse Collection area. RMS is a custom-built application. Solid Waste Operating Total $ Law Assistant City Attorney for Liability Litigation** Ongoing and one-time funding for one full-time Assistant City Attorney and associated costs to support Liability Litigation. 1.00 201,969 24,317 - 54,271 280,557 Insured Liability Self Insurance Total 1.00 $ 201,969 $ 24,317 $ - $ 54,271 $ 280,557 Ongoing funding for a Family Self-Sufficiency Specialist position. 1.00 106,445 - - - 106,445 PHA Self Sufficiency Total 1.00 $ 106,445 $ - $ - $ - $ 106,445 Ongoing and one-time funding for one Recreation Program Coordinator position and associated costs to support the growing demand for high-quality, structured recreational programming in public housing communities. 1.00 118,301 - - 3,336 121,637 Proceeds Reinvestment Projects Fund 1.00 $ 118,301 $ - $ - $ 3,336 $ 121,637 1.00 89,164 - - - 89,164 PHA Family Sites Fund 0.40 35,665 - - - 35,665 PHA Elderly and Scattered Sites Fund 0.35 31,207 - - - 31,207 PHA Section 8 Vouchers Fund 0.25 22,292 - - - 22,292 1.00 $ 89,164 $ - $ - $ - $ 89,164 - - - 641,000 641,000 - $ - $ - $ 641,000 $ 641,000 Neighborhood Resources Housing Assistance Senior Specialist (FSS Specialist) Recreation Program Coordinator Customer Service Representative** Ongoing funding to convert one full-time temporary Customer Service Representative position to a fulltime regular status along with associated costs to support operations in Housing and Redevelopment. Grand Total Police Fund 402 Annual Appropriation One-time funding for police equipment replacements. Capital Replacement Fund *CIP Related **Revenue offset/Budget reallocation $ 81 Table of Contents City of Chandler Other One-Time Total Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions 1,500,000 1,500,000 Addition Police Fund 202 Annual Appropriation** One-time appropriation for forfeiture fund expenditures. Police Forfeiture Fund $ - - - - $ - $ - $ 1,500,000 $ 1,500,000 Public Works and Utilities Solid Waste Collection & Disposal Service Contracts Ongoing funding for waste collection, transfer and landfilling. Solid Waste Operating Total $ - 438,525 - - 438,525 - $ 438,525 $ - $ - $ 438,525 - 271,000 - - 271,000 - $ 271,000 $ - $ - $ 271,000 - 60,000 - - 60,000 - $ 60,000 $ - $ - $ 60,000 Reclaimed Water Interconnect Facility Year Two Operating Cost Addition Ongoing funding for the operation and maintenance of the Reclaimed Water Interconnect Facility (RWIF). Reclaimed Water Operating Total $ Reclaimed Water Operation and Maintenance Professional Services Increase Ongoing funding for reclaimed water operations and maintenance for the Airport Water Reclamation Facility (AWRF). Reclaimed Water Operating Total $ Ocotillo Water Reclamation Facility Operation and Maintenance Utilities Increase Ongoing funding for the Ocotillo Water Reclamation Facility's utilities cost. Wastewater Operating Total $ - 330,000 - - 330,000 - $ 330,000 $ - $ - $ 330,000 Water Quality Senior Technician Ongoing and one-time funding for one full-time Water Quality Senior Technician position and associated costs to assist with the delivery of clean, safe drinking water to the city’s water consumers as mandated by federal, state, and county regulations. Water Operating Fund Reclaimed Water Operating Fund Grand Total 1.00 100,657 7,051 - 41,678 149,386 0.80 80,527 5,644 - 33,055 119,226 0.20 20,130 1,407 - 8,623 30,160 1.00 $ 100,657 $ 7,051 $ - $ 41,678 $ 149,386 - 50,000 - - 50,000 - $ 50,000 $ - $ - $ 50,000 - 550,000 - - 550,000 - $ 550,000 $ - $ - $ 550,000 Traffic Signs and Marking Thermoplastic Funding Ongoing funding for thermoplastic road markings. Highway User Revenue (HURF) Total $ Increased Cost of Surface Water** Ongoing funding for increased cost of surface water deliveries from Central Arizona Project and Salt River Project. Water Operating Total *CIP Related **Revenue offset/Budget reallocation $ 82 Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition Public Works & Utilities Vulnerability Scanner for Water/Wastewater ICS/SCADA* Ongoing funding for the ICS/SCADA security vulnerability scanning solution which is an industry standard framework requirement for all enterprise networks as defined by multiple data regulations. - 30,000 - - 30,000 Water Operating Fund - 15,000 - - 15,000 Wastewater Operating Fund - 15,000 - - 15,000 - $ 30,000 $ - $ - $ 30,000 Grand Total $ Administrative Assistant Contracted Services One-time funding for Administrative Assistant contracted services. $ Water Operating Total - - - 20,000 20,000 - $ - $ - $ 20,000 $ 20,000 - - - - $ - $ - $ 1,000,000 $ 1,000,000 - - 47,015 - 47,015 - $ - $ 47,015 $ - $ 47,015 - - - 614,000 614,000 - $ - $ - $ 614,000 $ 614,000 - - - 25,000 25,000 - $ - $ - $ 25,000 $ 25,000 - - - 418,720 418,720 - $ - $ - $ 418,720 $ 418,720 - - 61,377 - 61,377 - - - 200,000 200,000 - $ - $ 200,000 $ 261,377 Pecos Surface Water Treatment Plant Powder Activated Carbon One-time funding for the Water Operations division to cover increasing chemical and solids handling costs related to reducing organic material in the finished water at the Pecos Surface Water Treatment Plant (PSWTP). Water Operating Total $ 1,000,000 1,000,000 Temporary Chemist Services One-time funding for temporary chemist services in the water quality lab. Water Operating Total $ Pecos Surface Water Treatment Plant GAC Media Cost Increase One-time funding to purchase Granular Activated Carbon (GAC) media for the finished water filters at the Pecos Surface Water Treatment Plant (PSWTP). Water Operating Total $ Certifications and Licenses Ongoing funding for certification and licenses. Highway User Revenue (HURF) Total $ Water Conservation Program One-time funding to support rebate incentives and water conservation programs. Water Operating Total $ Transportation Policy Part Time Temporary Management Assistant One-time funding for part-time temporary Management Assistant position. Transit Services One-time funding for Transit Services, Shared Mobility and First-Mile, Last-Mile programs. Local Transportation Assistance (LTAF) Total *CIP Related **Revenue offset/Budget reallocation $ 83 61,377 $ Table of Contents City of Chandler Total Other One-Time Other Ongoing Personnel One-Time 2025-26 Adopted Budget Personnel Ongoing FTE Focus Area Budget Policies, Process, and Decisions Addition GRAND TOTAL OTHER FUNDS $ 616,536 $ 2,213,793 $ Budget Reallocations 5 $ (89,164) $ (239,000) $ Revenue Offsets $ - $ - $ - $ (1,500,000) $ (1,500,000) 527,372 $ 1,974,793 $ 110,375 $ 3,572,022 $ 6,184,562 TOTAL OTHER FUND REFLECTING REDUCTIONS 5 GRAND TOTAL ALL FUNDS 18 $ $ (89,164) $ (814,640) $ ALL Revenue Offsets $ (312,925) $ (96,609) $ 18 - $ - $ (328,164) $ 2,525,273 $ 8,200,501 $ 2,811,895 $20,816,490 $34,354,159 ALL Budget Reallocations TOTAL ALL FUNDS REFLECTING OFFSETS 110,375 $ 5,072,022 $ 8,012,726 - $ - $ (903,804) (452,295) $ (5,429,554) $ (6,291,383) $ 2,123,184 $ 7,289,252 $ 2,359,600 $15,386,936 $27,158,972 Decision Package Budget Re-allocations The City of Chandler is committed to continually identifying efficiencies in operations and service delivery. These reductions and adjustments have helped shape a budget that is lean and structurally sound to support programs and services expected by residents. Each year department budgets are reviewed to determine opportunities for reductions or re-allocations prior to recommending new funding. The table below reflects existing budget re-allocations utilized to help fund the identified needs listed above. Reallocation Reallocation Amount Department From Department To Re-allocated For Community Services Community Services Reduction in professional services Library Collection Budget Increase Law Law Reduction in professional services Assistant City Attorney for Liability Litigation 150,000 Neighborhood Resources Neighborhood Resources Reduction in communication/ transportation Operation Open Door 400,000 Neighborhood Resources Neighborhood Resources Reduction in professional services Human Services Allocations 100,000 Neighborhood Resources Neighborhood Resources Reduction in temporary budget Customer Service Representative 89,164 Police Community Services Reduction in repairs and maintenance Contract Maintenance Increases - Parks 16,640 Public Works and Utilities Public Works and Utilities Reduction in professional services Increased Cost of Surface Water 89,000 $ Total Re-allocations $ *CIP Related **Revenue offset/Budget reallocation 84 59,000 903,804 Table of Contents 4 Financial and Personnel Overviews • • • • Adopted Budget Summaries Department Budget Summaries Fund Summaries Personnel Summaries Responsible financial planning and investment in people, technology and infrastructure create a foundation for our development and operations. Financial and Personnel Overviews City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Budget Summary Council adopted the FY 2025-26 budget of $1,628,875,875 on June 12, 2025. 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 2023-24 Actual Revenues Fund Balances $ 2024-25 2025-26 Adopted Budget Adopted Budget - $ 872,591,062 $ 562,638,806 % Change Adopted to Adopted -35.5% Sale of Bonds 193,104,540 - 314,695,000 N/A Grants 38,082,089 72,216,654 78,497,907 8.7% 674,924,226 684,264,968 Revenues Total Resources 673,044,162 -1.6% $ 906,110,855 $ 1,629,072,684 $ 1,628,875,875 0.0% $ 906,110,855 $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget - (683,101,511) (605,238,443) 945,971,173 $ 1,023,637,432 8.2% Appropriations 2023-24 Actual Expenditures % Change Adopted to Adopted 2024-25 Adopted Budget 2025-26 Adopted Budget 58,724,331 $ 141,649,820 $ 151,121,109 Community Services 61,129,262 121,318,297 131,222,029 8.2 % Development Services 13,463,747 27,658,253 35,471,307 28.3 % Information Technology 24,747,152 52,961,637 59,275,840 11.9 % Management Services 9,229,329 10,226,141 10,270,437 0.4 % Neighborhood Resources 24,556,312 52,189,847 56,651,441 8.6 % Non-Departmental 110,233,528 83,230,656 104,536,688 25.6 % Public Safety - Fire 55,625,164 53,712,048 52,664,826 -2.0 % Public Safety - Police 109,135,817 110,948,714 111,481,410 0.5 % Public Works & Utilities 274,666,681 749,712,251 696,210,035 -7.1 % 741,511,323 1,403,607,664 1,408,905,122 0.4% -9.6 % 1 General Government $ Operations & Capital Sub-Total 2 Fund Contingencies & Reserves 6.7 % - 133,591,116 120,718,116 Debt Service 73,170,005 81,117,324 87,284,439 7.6 % Equip/Tech/Vehicle Replacement 9,194,647 10,756,580 11,968,198 11.3 % 823,875,975 $ 1,629,072,684 $ 1,628,875,875 0.0% Total $ 3 Encumbrance or Carryforward from Prior Years Net Adjusted Budget $ 823,875,975 $ (683,101,511) (605,238,443) 945,971,173 $ 1,023,637,432 8.2% 1 Effective July 1, 2023 the Cultural Development Department was moved to General Government. 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. 3 Prior-year Adopted budget number has been corrected to reflect both encumbered and unencumbered carryforward. 2 86 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 reflects the percentage of total resource appropriation by category for FY 2025-26. The table reflects the change in the adopted resource appropriation percentage from FY 2024-25 to FY 2025-26. As required by Arizona Revised Statutes (A.R.S.), the property tax levy revenue at an estimated $44,579,099 was adopted on June 26, 2025. The levy includes a Primary Tax Rate of $0.2118 and a Secondary Tax Rate of $0.8700, for a total tax rate of $1.0818 per $100 of assessed valuation. Fund Balances Forward 34.6% Local Taxes & License Fees 12.7% State Shared Taxes 8.5% Grants 4.8% Utility Charges 10.0% System Dev & Impact Fees 0.7% Bond Proceeds 19.3% Property Taxes 2.8% 2024-25 Adopted Budget Local Taxes & License Fees $ Other Services/Charges and Receipts 6.6% 2025-26 Adopted Budget % Change Adopted to Adopted 2025-26 % of Total Adopted 202,593,700 $ 208,105,700 2.7 % 12.7 % State Shared Taxes 134,107,600 138,259,594 3.1 % 8.5 % Utility Charges 150,565,328 162,329,982 7.8 % 10.0 % System Dev & Impact Fees 11,941,000 11,285,000 -5.5 % 0.7 % Other Services/Charges & Receipts 140,333,550 108,193,545 -22.9 % 6.6 % 1 Property Taxes 44,723,790 44,870,341 0.3 % 2.8 % Bond Proceeds - 314,695,000 N/A 19.3 % Grants 72,216,654 78,497,907 8.7 % 4.8 % Fund Balances Forward 872,591,062 562,638,806 -35.5 % 34.5 % $ 1,629,072,684 $ 1,628,875,875 0.0% 100.0% Total 1 FY 2024-25 Property Tax adopted amount of $44,723,790 includes Prior Year Property Tax (Primary and Secondary) of $250,000. FY 2025-26 Property Tax adopted amount of $44,870,341 includes Prior Year Property Tax (Primary & Secondary) of $250,000. 87 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $1,628,875,875 by department for FY 2025-26. The table reflects the change in the adopted expenditure appropriation percentage from FY 2024-25 to FY 2025-26. Major Capital 52.0% Contingencies and Reserves 7.3% General Government 3.8% Community Services 2.5% Development Services 1.0% Information Technology 1.8% Management Services 0.6% Equipment/Technology/ Vehicle Replacement 0.7% Neighboorhood Resources 3.3% Debt Services 5.4% Public Works and Utilities 7.4% 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 Equip/Tech/Vehicle Replacement Major Capital 1 Contingency & Reserves Total By Category Personnel & Benefits Operating & Maintenance Subtotal Operating Major Capital Contingency & Reserves Total Police 6.1% Fire 2.7% 2024-25 2025-26 Adopted Adopted Budget Budget $ 57,279,119 $ 61,386,245 35,144,622 41,451,885 13,892,342 16,010,669 24,028,446 28,801,564 10,226,141 10,270,437 49,219,126 53,755,207 66,501,886 88,387,395 48,798,146 44,625,913 101,049,908 98,745,804 120,956,878 119,766,974 81,117,324 87,284,439 10,756,580 12,018,198 876,511,050 845,653,029 133,591,116 120,718,116 $ 1,629,072,684 $ 1,628,875,875 $ 283,258,988 $ 305,146,756 335,711,530 357,357,974 618,970,518 662,504,730 876,511,050 845,653,029 133,591,116 120,718,116 $ 1,629,072,684 $ 1,628,875,875 Non-Departmental 5.4% % Change Adopted to Adopted 7.2 % 18.0 % 15.3 % 19.9 % 0.4 % 9.2 % 32.9 % -8.6 % -2.3 % -1.0 % 7.6 % 11.7 % -3.5 % -9.6 % 0.0% 2024-25 % of Total Adopted 3.8 % 2.5 % 1.0 % 1.8 % 0.6 % 3.3 % 5.4 % 2.7 % 6.1 % 7.4 % 5.4 % 0.7 % 52.0 % 7.4 % 100% 7.7 % 6.5 % 7.0% -3.5 % -9.6 % 0.0% 18.7 % 21.9 % 40.7% 51.9 % 7.4 % 100% 1 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. 88 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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) 2024-25 Adopted Budget General Government $ 2025-26 Adopted Budget % Change Adopted to Adopted 57,279,119 $ 61,386,245 7.2 % Community Services 35,144,622 41,451,885 17.9 % Development Services 13,892,342 16,010,669 15.2 % Information Technology 24,028,446 28,801,564 19.9 % Management Services 10,226,141 10,270,437 0.4 % Neighborhood Resources 49,219,126 53,755,207 9.2 % Non-Departmental 66,501,886 88,387,395 32.9 % Public Safety - Fire 48,798,146 44,625,913 -8.5 % Public Safety - Police 101,049,908 98,745,804 -2.3 % Public Works & Utilities 120,956,878 119,766,974 -1.0 % 527,096,614 $ 563,202,093 6.8% Equip/Tech/Vehicle Replacement 10,756,580 12,018,198 11.7 % Debt Service 81,117,324 87,284,439 7.6 % Contingency & Reserves 133,591,116 120,718,116 -9.6 % 752,561,634 $ 783,222,846 4.1% Total Department Operating Total Operating $ $ Capital Budget by Function (All Funds) 2024-25 Adopted Budget General Government $ 2025-26 Adopted Budget % Change Adopted to Adopted 42,039,826 $ 31,031,642 -26.2 % Community Services 7,206,000 41,286,000 472.9 % Development Services 5,108,500 8,900,000 74.2 % Information Technology 11,236,000 9,118,000 -18.9 % Neighborhood Resources - - N/A Non-Departmental 15,100,000 50,000 -99.7 % Public Safety - Fire 575,000 2,079,000 261.6 % Public Safety - Police 7,498,000 4,612,000 -38.5 % Public Works & Utilities 150,171,270 180,421,100 20.1 % 238,934,596 $ 277,497,742 16.1% 637,126,454 567,705,287 -10.9 % Total Major Capital $ Capital Carryforward 450,000 -% Total Capital Contingency & Reserves $ 450,000 845,653,029 -3.5% Grand Total - Operating & Capital $ 1,629,072,684 $ 1,628,875,875 0.0% 89 876,511,050 $ Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Departmental Comparison Summary The following tables provide summary and detail information on the change between the adopted budget for FY 2024-25 and the adopted budget for FY 2025-26. For operating cost centers, explanations of significant highlights for the FY 2025-26 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. 2023-24 Actual Expenditures Mayor and Council $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,273,405 $ 1,288,723 $ 1,356,303 $ 1,348,379 $ 1,403,336 8.9 % 3,598,794 3,595,004 4,061,545 4,021,080 4,101,629 14.1 % 997,834 1,491,484 1,531,385 1,429,550 1,820,422 22.1 % City Manager 2,126,940 2,344,587 2,429,049 2,239,994 2,518,121 7.4 % Organizational Support 36,394,150 114,403,669 115,885,283 41,663,681 121,246,404 6.0 % City Magistrate 5,135,390 5,847,458 6,103,175 5,892,400 5,766,537 -1.4 % Law 9,197,818 12,678,895 16,215,553 15,089,355 14,264,660 12.5 % Community Services 61,129,262 121,318,297 108,605,201 62,046,575 131,222,029 8.2 % Development Services 13,463,747 27,658,253 29,132,552 16,630,102 35,471,307 28.2 % Information Technology 24,747,152 52,961,637 56,944,918 34,367,529 59,275,840 11.9 % Management Services 9,229,329 10,226,141 17,401,353 16,660,631 10,270,437 0.4 % Neighborhood Resources 24,556,312 52,189,847 54,230,184 47,348,714 56,651,441 8.5 % Non-Departmental 110,233,528 83,230,656 71,760,896 65,248,935 104,536,688 25.6 % Public Safety - Fire 55,625,164 53,712,048 59,992,937 52,559,492 52,664,826 -1.9 % Public Safety - Police 109,135,817 110,948,714 123,160,766 114,006,003 111,481,410 0.5 % Public Works & Utilities 274,666,681 749,712,251 689,369,113 207,959,573 696,210,035 -7.1 % Communications and Public Affairs City Clerk Subtotal $ 741,511,323 $1,403,607,664 $1,358,180,213 $ 688,511,993 $1,408,905,122 0.4% Fund Contingency - Operating* $ -9.6 % Debt Service - $ 133,591,116 $ 175,340,586 $ - $ 120,718,116 73,170,005 81,117,324 81,117,324 81,110,208 87,284,439 7.6 % Equipment Replacement - 433,380 433,380 396,969 641,000 47.9 % Technology Replacement 4,806,414 4,785,500 4,873,484 4,873,468 7,105,898 48.5 % 4,388,233 5,537,700 9,127,697 3,333,957 4,221,300 -23.8 % $ 823,875,975 $1,629,072,684 $1,629,072,684 $ 778,226,595 $1,628,875,875 0.0% Vehicle Replacement Grand Total 1 * Contingency funds and reserves are one-time appropriations comprised of various funds of which the majority is restricted in their use. Contingency funds can be 1 used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 90 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Cost Center Comparison 2023-24 Actual Expenditures Mayor and Council 2024-25 Adopted Budget $ 1,273,405 $ 1,288,723 $ $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 1,356,303 $ 1,348,379 $ 2025-26 Adopted Budget % Change Adopted to Adopted 1,403,336 8.9 % 15.8 % Communications and Public Affairs Administration 2,273,945 $ 1,972,016 $ 2,023,957 $ 2,023,646 $ 2,284,340 Video Production 780,568 938,367 1,318,551 1,290,634 1,020,495 8.8 % Print, Mail, and Graphics 544,281 684,621 719,037 706,800 796,794 16.4 % 3,598,794 $ 3,595,004 $ 4,061,545 $ 4,021,080 $ 4,101,629 12.4% 997,834 $ 1,136,197 $ 1,175,838 $ 1,091,250 $ 1,487,382 30.9 % 355,287 355,547 338,300 333,040 -6.3 % Total Communications and Public Affairs $ General Government City Clerk City Clerk $ Records Management City Magistrate Total Clerk $ 997,834 $ 1,491,484 $ 1,531,385 $ 1,429,550 $ 1,820,422 22.1% $ 5,135,390 $ 5,847,458 $ 6,103,175 $ 5,892,400 $ 5,766,537 -1.4 % Law Law $ Liability Litigation Liability Litigation Claims City Manager Administration 4,758,830 $ 4,816,283 $ 5,019,651 $ 4,950,700 $ 4,983,964 3.5 % 2,993,773 3,874,040 4,684,927 3,912,076 5,192,124 34.0 % 1,445,215 3,988,572 6,510,975 6,226,579 4,088,572 2.5 % Total Law $ 9,197,818 $ 12,678,895 $ 16,215,553 $ 15,089,355 $ 14,264,660 12.5% $ 2,126,940 $ 2,344,587 $ 2,429,049 $ 2,239,994 $ 2,518,121 7.4 % 15.6 % Organizational Support Airport 1,560,704 $ 1,489,964 $ 1,572,906 $ 1,591,095 $ 1,722,926 Airport Capital $ 1,597,214 23,880,937 23,606,212 1,277,892 24,819,214 3.9 % Buildings and Facilities 8,925,871 8,760,515 9,324,981 9,310,007 9,825,128 12.2 % 4,592,414 15,441,068 14,365,727 5,084,234 13,933,778 -9.8 % 644,774 712,984 794,617 696,788 772,172 8.3 % 1,436,559 1,509,260 2,110,974 2,062,062 1,673,784 10.9 % 15.8 % Buildings and Facilities Capital Diversity, Equity & Inclusion Economic Development Economic Development Capital - 2,056,208 2,056,208 - 2,381,208 1,028,804 404,516 1,149,662 963,168 417,872 3.3 % 310,930 335,930 335,930 275,000 310,930 -7.4 % 1,219,308 1,454,647 1,535,229 1,473,994 1,507,772 3.7 % 60,736 71,668 71,668 78,852 65,568 -8.5 % Human Resources 4,235,630 4,509,688 4,932,826 5,093,640 4,954,055 9.9 % Transportation Policy 2,446,286 5,151,305 5,326,477 3,079,723 4,461,900 -13.4 % Transportation Policy Capital 1,045,408 29,935,714 30,735,188 2,099,721 26,970,897 -9.9 % 403,775 412,063 429,328 435,556 437,985 6.3 % 2,598,110 3,172,870 3,288,232 2,958,380 2,531,557 -20.2 % Tourism Innovations Fleet Services Fleet Motor Pool Cultural Development Administration Center for the Arts Downtown Redevelopment 388,353 407,139 444,368 425,749 430,060 5.6 % Cultural Development Capital 2,529,387 13,056,774 11,809,334 2,828,109 21,629,767 65.7 % Special Events 498,476 641,057 694,767 694,600 635,082 -0.9 % Museum 871,411 999,362 1,300,649 1,235,111 1,764,749 76.6 % Total Organizational Support $ 36,394,150 $ 114,403,669 $ 115,885,283 $ 41,663,681 $ 121,246,404 6.0% Total General Government $ 58,724,331 $ 141,649,820 $ 147,582,293 $ 71,684,439 $ 151,121,109 6.7% 16.2 % Community Services 1,309,232 $ 1,680,533 $ 1,981,406 $ 1,970,660 $ 1,953,384 Library 7,278,009 7,297,516 8,168,936 7,660,858 7,861,316 7.7 % Aquatics 5,003,661 5,476,329 5,705,061 5,627,450 6,087,733 11.2 % Park Maintenance and Operations 13,138,925 13,129,088 15,334,730 14,583,488 17,937,574 36.6 % Recreation 1,731,676 1,747,784 2,118,326 1,561,241 1,613,256 -7.7 % Sports & Fitness Facilities 3,014,075 3,780,032 3,888,865 3,594,507 3,954,670 4.6 % Nature & Recreation Facilities 1,671,103 2,033,340 2,222,428 2,107,420 2,043,952 0.5 % Parks Capital 27,982,581 86,173,675 69,185,449 18,895,951 89,770,144 4.2 % 62,046,575 $ 131,222,029 8.2% Community Services Administration $ Total Community Services $ 61,129,262 $ 121,318,297 $ 108,605,201 $ 91 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Actual Expenditures 2025-26 Adopted Budget 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Development Services Administration $ 1,993,177 $ 1,223,594 $ 1,186,595 $ 4,247,243 - 1,265,766 1,311,489 1,311,400 1,334,094 5.4 % Planning 2,934,612 3,907,637 4,484,743 4,390,489 3,306,570 -15.4 % Building Safety 2,571,094 2,783,015 2,881,632 2,823,263 2,887,397 3.8 % Transportation Engineering 1,308,139 1,323,536 1,438,656 1,502,843 1,568,401 18.5 % Development Services Capital 2,268,583 13,765,911 12,967,142 1,873,981 19,460,638 41.4 % Engineering 2,907,599 2,619,211 4,825,296 3,541,531 2,666,964 1.8 % 13,463,747 $ 27,658,253 $ 29,132,552 $ 16,630,102 $ 35,471,307 28.2% -44.2 % Construction Management & Permits Total Development Services $ 1,473,720 $ 113.1 % Information Technology IT Service Delivery Mgmt & Admin 4,010,974 $ 5,182,778 $ 8,038,687 $ 8,465,016 $ 2,893,221 IT Applications & Support $ 7,484,968 8,312,502 10,684,611 10,255,566 11,712,581 40.9 % IT Converged Infrastructure 6,815,702 7,932,457 9,611,064 8,843,558 6,411,100 -19.2 % N/A IT Cyber Security - - - - 2,753,283 IT Technology Support - - - - 2,112,654 N/A 2,946,006 21,263,113 19,624,315 2,120,910 25,668,183 20.7 % IT Projects Capital IT Projects Operations IT Citywide Infrastructure Support Capital Total Information Technology $ 380,725 2,600,709 2,847,885 2,847,885 2,918,725 12.2 % 3,108,777 7,670,078 6,138,356 1,834,594 4,806,093 -37.3 % 24,747,152 $ 52,961,637 $ 56,944,918 $ 34,367,529 $ 59,275,840 11.9% Management Services Administration 466,310 -25.1 % Budget $ 883,562 1,071,932 1,102,306 1,076,744 1,106,917 3.3 % Purchasing 730,403 755,946 783,578 779,860 789,851 4.5 % Central Supply 481,228 502,925 522,170 519,879 529,526 5.3 % Accounting 2,015,170 2,255,906 2,368,121 2,294,940 2,359,817 4.6 % Tax and License 1,778,766 2,016,463 2,086,989 2,048,121 2,098,986 4.1 % Utility Services 1,532,926 1,810,390 1,924,516 1,841,170 1,686,316 -6.9 % Environmental Management 536,363 716,927 745,589 626,778 759,514 5.9 % Environmental Management Liabilities 675,487 473,200 7,216,870 6,816,840 473,200 0.0 % 9,229,329 $ 10,226,141 $ 17,401,353 $ 16,660,631 $ 10,270,437 0.4% 450,768 -34.5 % Total Management Services $ 595,424 $ 622,452 $ 651,214 $ 656,299 $ Neighborhood Resources Neighborhood Resources $ Neighborhood Preservation 557,994 $ 687,976 $ 680,363 $ 682,366 $ 2,244,453 2,707,994 2,904,882 2,798,305 2,582,081 -4.6 % 67,000 74,487 - - - -100.0 % 14,298,503 32,367,078 33,263,471 30,162,713 37,680,854 16.4 % - 2,896,234 2,896,234 - 2,896,234 0.0 % 7,388,362 13,456,078 14,485,234 13,705,330 13,041,504 -3.1 % 24,556,312 $ 52,189,847 $ 54,230,184 $ 47,348,714 $ 56,651,441 8.5% $ 113,999,361 $ 66,501,886 $ 97,865,576 $ 52,551,812 $ 95,543,293 33.0 % 1,040,582 16,728,770 16,344,375 17,570,591 16,099,293 -3.8 % 83,230,656 $ 71,760,896 $ 65,248,935 $ 104,536,688 25.6% -4.2 % Neighborhood Resources Capital Housing and Redevelopment Housing and Redevelopment Capital Community Development Total Neighborhood Resources $ Non-Departmental Non-Departmental Operating Non-Departmental Capital Total Non-Departmental $ 110,233,528 $ Public Safety - Fire Administration 4,590,049 $ 5,092,820 $ 5,371,805 $ 5,340,173 $ 4,878,996 Health & Medical Services $ 2,421,648 2,231,475 2,968,007 2,836,208 2,035,355 -8.8 % Operations 38,582,150 37,619,414 39,052,933 39,715,000 33,571,796 -10.8 % Prevention and Preparedness 2,248,243 2,266,446 2,502,606 2,361,866 2,585,300 14.1 % Fire Capital 5,968,060 4,913,902 8,435,855 561,479 8,038,913 63.6 % Support Services 1,815,014 1,587,991 1,661,731 1,744,766 1,554,466 -2.1 % 55,625,164 $ 53,712,048 $ 59,992,937 $ 52,559,492 $ 52,664,826 -1.9% Total Public Safety - Fire $ 92 Table of Contents City of Chandler Financial and Personnel Overviews 2023-24 Actual Expenditures 2025-26 Adopted Budget 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Public Safety - Police Administration 3,383,370 $ 3,771,984 $ 5,094,756 $ 4,619,526 $ 4,299,112 14.0 % Professional Standards $ 1,967,110 1,976,681 2,179,232 2,160,662 2,044,286 3.4 % Property and Evidence 515,436 534,620 552,551 547,700 557,167 4.2 % Forensic Services 3,120,434 2,822,690 2,940,866 3,006,450 3,501,300 24.0 % Field Operations 41,363,048 41,049,249 44,696,652 44,910,059 43,334,266 5.6 % Criminal Investigations 21,554,882 18,999,879 21,564,930 22,154,250 14,853,050 -21.8 % Planning and Research Communications Real Time Communications 789,773 821,709 851,407 858,100 861,779 4.9 % 6,217,636 4,734,341 7,119,281 6,657,453 4,409,706 -6.9 % - 3,114,082 2,706,836 2,610,125 5,139,927 65.1 % Police Technology 3,481,251 4,067,302 4,354,764 4,283,436 3,614,893 -11.1 % Records 2,128,434 2,176,406 2,257,678 2,270,800 2,349,305 7.9 % Detention Services 3,160,329 3,060,086 3,199,102 3,223,250 2,988,321 -2.3 % Operational Support 15,621,937 13,920,879 16,361,706 16,384,800 10,792,692 -22.5 % Police Capital 5,832,177 9,898,806 9,281,005 319,392 12,735,606 28.7 % Total Public Safety - Police $ 109,135,817 $ 110,948,714 $ 123,160,766 $ 114,006,003 $ 111,481,410 0.5% Public Works & Utilities Public Works Administration 440,285 $ 550,264 Capital Projects $ 1,774,770 818,700 1,038,770 851,969 828,319 1.2 % Streets 9,371,187 11,233,150 13,037,445 11,739,779 7,361,352 -34.5 % Streets Capital 65,517,540 212,274,798 188,635,215 36,059,149 234,753,047 10.6 % Traffic Engineering 5,682,116 5,375,992 5,448,387 5,476,876 5,486,295 2.1 % Street Sweeping 1,115,887 1,158,452 1,190,070 1,295,986 1,198,975 3.5 % Utilities Administration 1,319,258 1,528,681 1,918,124 1,859,791 1,800,258 17.8 % Solid Waste Services 15,497,170 17,191,421 18,079,685 16,182,002 17,440,010 1.4 % Solid Waste Capital 233,069 4,836,668 4,742,739 37,319 2,653,067 -45.1 % Recycling Solid Waste Collection Center 1,778,412 1,847,385 1,916,737 1,868,587 1,893,625 2.5 % Water Distribution 5,024,794 5,032,907 5,140,721 5,381,580 5,093,021 1.2 % Water Capital 29,397,252 161,900,428 143,504,306 20,695,469 134,073,755 -17.2 % Water Treatment Plant 7,165,218 10,131,189 10,663,138 9,334,650 10,060,719 -0.7 % Environmental Resources 10,912,801 12,460,228 14,717,747 12,773,200 13,140,284 5.5 % Water Quality 1,878,723 2,128,179 2,221,058 2,097,319 2,377,407 11.7 % Water Systems Maintenance 9,404,429 7,928,328 8,359,962 8,062,786 7,930,763 0.0 % San Tan Vista Water Treatment Plant 2,075,344 2,612,519 2,612,519 2,200,000 2,612,519 0.0 % Meter Services 1,760,467 2,230,645 2,305,377 2,005,411 2,273,908 1.9 % Wastewater Collection 2,243,856 3,551,617 3,729,445 3,563,824 3,598,180 1.3 % Wastewater Capital 72,339,124 249,743,479 223,344,670 32,632,617 204,963,192 -17.9 % Ocotillo Brine Reduction Facility 8,945,073 13,626,484 14,074,338 11,315,770 13,655,185 0.2 % 856,489 1,420,464 1,426,054 1,045,242 1,400,379 -1.4 % Lone Butte Wastewater Treatment Facility 398,765 $ 455,060 $ 471,502 $ 20.9 % 801,504 983,867 1,059,670 939,058 979,074 -0.5 % Airport Water Reclamation Facility 10,373,654 11,304,771 11,638,144 11,381,917 10,539,287 -6.8 % Ocotillo Water Reclamation Facility 8,799,776 7,936,839 8,093,290 8,718,987 8,393,938 5.8 % - - - - 1,153,212 N/A Total Public Works & Utilities $ 274,666,681 $ 749,712,251 $ 689,369,113 $ 207,959,573 $ 696,210,035 -7.1% Wastewater Quality Reclaimed Water Interconnect Facility Subtotal $ 741,511,323 $1,403,607,664 $1,358,180,213 $ 688,511,993 $1,408,905,122 Fund Contingency - Operating Debt Service $ - $ 133,591,116 $ 175,340,586 $ - $ 120,718,116 0.4% -9.6 % 73,170,005 81,117,324 81,117,324 81,110,208 87,284,439 7.6 % Equipment Replacement - 433,380 433,380 396,969 641,000 47.9 % Technology Replacement 4,806,414 4,785,500 4,873,484 4,873,468 7,105,898 48.5 % Vehicle Replacement 4,388,233 5,537,700 9,127,697 3,333,957 4,221,300 -23.8 % Grand Total $ 823,875,975 $1,629,072,684 $1,629,072,684 $ 778,226,595 $1,628,875,875 0.1% 93 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 (i.e. when they become bot 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 (CDBG), 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 Agency (PHA) 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. 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). 94 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget 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. Ambulance Services Fund – Used to account for the provision of ambulance 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 billing of ambulance services provided to patients. 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. 95 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget FY 2025-26 Total Budget $1,628,875,875 Governmental Funds Proprietary Funds General Operating Funds Special Revenue Funds Capital Project Funds Enterprise Funds Internal Service Funds $462,949,944 $103,579,508 $666,197,476 $342,785,052 $53,363,895 General Fund Police Forfeiture General Gov't Capital Projects Water Operations Workers’ Compensation Self Insurance Trust $417,267,360 $1,544,000 $152,691,359 $122,290,887 $5,998,109 Debt Service Highway User Revenue Capital Replacement Reclaimed Water Operation Self-Insured Liability (Risk) Self Insurance $45,682,584 $37,910,789 $19,007,198 $3,962,780 $9,997,609 Local Transportation Assistance Capital Grants Wastewater Operations Uninsured Liability Self Insurance $1,993,265 $60,145,816 $153,208,800 $2,571,139 Operating Grants Municipal Arts WW Industrial Process Treatment Operations Short-Term Disability Self Insurance $12,171,400 $536,620 $17,895,547 $620,328 Housing and Urban Development General Obligation Bonds Solid Waste Operations Dental Self Insurance $45,523,287 $171,800,673 $24,976,576 $620,328 Community Development Block Grant Enterprise Bonds Airport Operations Medical Self Insurance $3,995,567 $189,857,111 $17,138,184 $31,341,210 Expendable Trust Funds General Govt’ Impact Fees Ambulance Services $441,200 $68,307,307 $3,312,278 System Development Fees $3,851,392 96 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2024-25 and FY 2025-26. 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. 2024-25 Comparative % of Total Revenues 2025-26 Comparative % of Total Revenues Fund Balances less Transfers In/Out 33.4% Local Sales Tax & Licenses 35.1% Fund Balances less Transfers In/Out 31.5% Local Sales Tax & Licenses 33.8% Property Tax 7.3% Property Tax 7.7% Other Revenues 5.6% Other Revenues 6.8% State Shared Taxes 20.1% 2024-25 Adopted Budget Local Sales Tax & Licenses $ 2024-25 % of Total Adopted State Shared Taxes 18.7% 2025-26 Adopted Budget 2025-26 % of Total Adopted % Change Adopted to Adopted 202,571,700 35.1 % $ 208,083,700 33.8 % 2.7 % Property Tax 44,723,790 7.7 % 44,870,341 7.3 % 0.3 % State Shared Taxes 116,408,000 20.1 % 115,125,994 18.7 % -1.1 % Other Revenues 32,098,097 5.6 % 42,153,896 6.8 % 31.3 % Fund Balance less Transfer In/Out 181,975,253 31.5 % 205,407,372 33.4 % 12.9 % 577,776,840 100.0% $ 615,641,303 100.0% 6.6% 1 2 Total General Fund $ 1 FY 2024-25 Property Tax adopted amount of $44,723,790 includes Prior Year Property Tax (Primary and Secondary) of $250,000. FY 2025-26 Property Tax adopted amount of $44,903,335 includes Prior Year Property Tax (Primary and Secondary) of $250,000. 2 FY 2024-25 includes General Funds of $391,868,342, GO Debt Service Funds of $46,927,598, and General Government Capital Project Funds of $138,980,900; FY 2025-26 includes General Funds of $417,267,360, GO Debt Service Funds of $45,682,584, and General Government Capital Project Funds of $152,691,359. 97 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2024-25 and FY 2025-26. 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. 2024-25 Comparative % of Total Revenues Gen. Gov't. 11.3% 2025-26 Comparative % of Total Revenues Com. Svcs. 8.9% Contg. & Reserves 12.4% Contg. & Reserves 11.7% Cultural Dev. 0.0% Dev. Svcs. 3.8% Debt Svc. 8.1% Dev. Svcs. 4.1% Info. Tech. 8.7% Mgmt. Svcs. 1.4% Neigh. Res. 1.8% Fire 9.0% Cultural Dev. 0.0% Pub. Wks. & Util. 8.8% Mgmt. Svcs. 1.5% Police 18.1% Police 16.5% Neigh. Res. 1.6% Non-Dept. 7.5% Fire 8.2% 2024-25 Adopted Budget 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 1 Contingency & Reserves 2 Total General Fund $ Personnel & Benefits $ $ Com. Svcs. 9.8% Debt Svc. 7.4% Info. Tech. 8.4% Pub. Wks. & Util. 9.4% Gen. Gov't. 11.4% 2024-25 % of Total Adopted 65,115,344 51,162,070 22,169,293 48,304,215 8,924,130 10,262,729 43,135,665 51,717,365 104,374,313 54,366,016 46,627,598 71,618,102 577,776,840 11.3% $ 8.9% 3.8% 8.4% 1.5% 1.8% 7.5% 9.0% 18.1% 9.4% 8.1% 12.4% 100.0% $ 2025-26 Adopted Budget 70,219,981 60,292,935 25,135,424 53,313,056 8,915,629 9,618,384 63,867,256 50,760,826 101,512,513 54,422,990 45,341,038 72,241,271 615,641,303 Non-Dept. 10.4% 2025-26 % of Total Adopted % Change Adopted to Adopted 11.4 % 9.8 % 4.1 % 8.7 % 1.4 % 1.6 % 10.4 % 8.2 % 16.5 % 8.8 % 7.4 % 11.7 % 100.0% 7.8 % 17.8 % 13.4 % 10.4 % -0.1 % -6.3 % 48.1 % -1.8 % -2.7 % 0.1 % -2.8 % 0.9 % 6.6% 242,103,929 41.9% $ 260,758,633 42.4 % 7.7 % Operating & Maintenance 125,523,909 21.7% 130,400,040 21.2 % 3.9 % Major Capital 138,530,900 24.0% 152,241,359 24.7 % 9.9 % 71,618,102 12.4% 72,241,271 11.7 % 0.9 % 577,776,840 100.0% $ 615,641,303 100.0% 6.6% 1 Contingency & Reserves 2 Total General Fund $ 1 Contingency funds and reserves are one-time appropriations comprised of various funds, of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 2 FY 2024-25 includes General Funds of $391,868,342, GO Debt Service Funds of $46,927,598, and General Government Capital Project Funds of $138,980,900; FY 2025-26 includes General Funds of $417,267,360, GO Debt Service Funds of $45,682,584, and General Government Capital Project Funds of $152,691,359. 98 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget General Fund Expenditure – by Function The adopted General Fund budget, divided between operating and capital, is shown below. The FY 2025-26 budget reflects an additional one-time payment to Public Safety Personnel Retirement System (PSPRS) towards maintaining the paid off status of the unfunded liability, which is reducing the annual employer contribution. The FY 2025-26 General Fund Capital budget reflects a 9.9% increase primarily due to the capital carryforward when compared to FY 2024-25 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 6.6% increase. Operating Budget 2024-25 Adopted Budget 1 General Government $ 2025-26 Adopted Budget % Change Adopted to Adopted 43,573,732 $ 46,459,762 6.6 % Community Services 34,953,712 41,260,816 18.0 % Development Services 13,044,834 14,989,060 14.9 % Information Technology 24,028,446 28,091,564 16.9 % Management Services 8,924,130 8,915,629 -0.1 % Neighborhood Resources 10,262,729 9,618,384 -6.3 % Non-Departmental 29,419,697 48,217,963 63.9 % Public Safety - Fire 48,798,146 44,625,913 -8.5 % Public Safety - Police 100,299,908 97,245,804 -3.0 % Public Works & Utilities 10,257,708 6,392,740 -37.7 % Total Department Operating 323,563,042 $ 345,817,635 6.9% Debt Service $ 46,627,598 45,341,038 -2.8 % Contingency & Reserves 68,605,300 71,791,271 4.6 % 438,795,940 $ 462,949,944 5.5% Total Operating $ Capital Budget 2024-25 Adopted Budget (1) General Government $ 2025-26 Adopted Budget % Change Adopted to Adopted 7,099,140 $ 6,381,000 -10.1 % 2,047,000 5,204,000 154.2 % Development Services 5,108,500 2,900,000 -43.2 % Information Technology 10,574,000 8,156,000 -22.9 % Non-Departmental 15,100,000 50,000 -99.7 % Community Services Public Safety - Fire 575,000 175,000 -69.6 % Public Safety - Police 2,239,000 1,612,000 -28.0 % Public Works & Utilities Total Major Capital $ Capital Carryforward Contingency & Reserves 18,466,330 17,300,700 -6.3 % 61,208,970 $ 41,778,700 -31.7% 77,321,930 110,462,659 42.9 % 450,000 450,000 -% Total Major Capital Budget $ 138,980,900 $ 152,691,359 9.9% Grand Total $ 577,776,840 $ 615,641,303 6.6% 1 FY 2024-25 includes General Funds of $391,868,342, GO Debt Service Funds of $46,927,598, and General Government Capital Project Funds of $138,980,900; FY 2025-26 includes General Funds of $417,267,360, GO Debt Service Funds of $45,682,584, and General Government Capital Project Funds of $152,691,359. 99 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Special Revenue Funds Revenues and Expenditures Special Revenue Funds can only be used for specific purposes as dictated by Arizona Revised Statutes (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 2024-25 Adopted Budget Police Forfeiture $ % Change Adopted to Adopted 1,500,000 100.0 % 17,000,000 22,434,000 32.0 % 699,600 699,600 0.0 % Operating Grants 5,102,000 12,171,400 138.6 % HOME Program Grant 4,080,000 4,080,000 0.0 % Community Development Block Grant 3,280,000 3,995,567 21.8 % 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 200,000 360,617 80.3 % PHA Section 8 Vouchers Grant 10,583,000 10,583,000 0.0 % PHA Capital Program Grant 2,500,000 3,831,089 53.2 % Proceeds Reinvestment Grant 10,000,000 10,000,000 0.0 % PHA Grant Contingency 3,000,000 3,000,000 0.0 % Other Revenues 8,583,650 13,228,360 54.1 % 30,998,167 15,883,875 -48.8 % 98,588,417 $ 103,579,508 5.1% Highway User Revenue Local Transportation Assistance Fund Balance less Transfers In/Out Total Special Revenue Funds $ 750,000 $ 2025-26 Adopted Budget Expenditures 2024-25 Adopted Budget General Government $ 3,080,035 $ 2025-26 Adopted Budget 1,964,318 % Change Adopted to Adopted -36.2 % Community Services 325,429 325,588 0.0 % Development Services 847,508 1,021,609 20.5 % Neighborhood Resources 41,852,631 47,033,057 12.4 % Non-Departmental 450,771 261,075 -42.1 % Police 750,000 1,500,000 100.0 % Public Works & Utilities 29,817,113 36,326,661 21.8 % Contingency & Reserves 21,464,930 15,147,200 -29.4 % 5.1% Total Special Revenue Funds 98,588,417 $ 103,579,508 Personnel & Benefits $ 8,878,396 9,472,097 6.7 % Operating & Maintenance 43,129,740 48,147,797 11.6 % Contingency & Reserves 21,464,930 15,147,200 -29.4 % 25,115,351 30,812,414 22.7 % 98,588,417 $ 103,579,508 5.1% Capital - Major Total Special Revenue Funds $ 100 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2024-25 Adopted Budget Water Services $ 2025-26 Adopted Budget % Change Adopted to Adopted 60,620,911 $ 64,333,653 6.1 % 1,700,000 1,966,374 15.7 % Wastewater Services 109,269,049 57,382,163 -47.5 % WW Industrial Process Treatment 20,700,391 18,187,857 -12.1 % Solid Waste Services 19,327,616 20,024,935 3.6 % Airport Services 1,195,988 1,195,988 0.0 % Other Revenues 3,371,839 6,660,908 97.5 % Reclaimed Water Services Fund Balance less Transfers In/Out 172,669,382 173,033,174 0.2 % 388,855,176 $ 342,785,052 -11.8% 2024-25 Adopted Budget 2025-26 Adopted Budget 107,480,238 $ 122,290,887 13.8 % 2,568,170 3,962,780 54.3 % Wastewater 215,538,594 153,208,800 -28.9 % WW Industrial Process Treatment 19,998,561 17,895,547 -10.5 % Solid Waste 28,371,101 24,976,576 -12.0 % Airport 14,898,512 17,138,184 15.0 % Total Enterprise Operational Funds $ Expenses Water $ Reclaimed Water Ambulance Services - Total Enterprise Operational Funds $ Personnel & Benefits $ 388,855,176 $ % Change Adopted to Adopted 3,312,278 0.0 % 342,785,052 -11.8% 26,720,557 $ 28,888,753 8.1 % Operating & Maintenance 113,209,102 122,999,036 8.6 % Contingency & Reserves 21,445,000 20,394,363 -4.9 % Capital - Major Total Enterprise Operational Funds $ 101 227,480,517 170,502,900 -25.0 % 388,855,176 $ 342,785,052 -11.8% Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Major Fund Summaries The following tables provide summarized revenue and expenditure totals for the major funds. General Fund (101) FY 2025-26 Revenue Budget Category Property Tax $ Franchise Fee Transaction Privilege Tax Dept/Cost Center FY 2025-26 Expenditure Budget 8,785,177 City Clerk $ 3,190,000 City Magistrate 5,766,537 City Mgr & Organizational Support 28,443,874 203,758,400 Other Licenses 1,135,300 1,820,422 CAPA 4,041,629 State Shared Revenues 115,125,994 Community Services 41,260,816 Charges for Services 26,242,027 Development Services 14,989,060 Miscellaneous Receipts 12,119,869 Information Technology 28,091,564 Court Fines 3,651,000 Law 4,983,964 Fund Balance 215,806,565 Mayor & Council 1,403,336 589,814,332 Management Services 8,915,629 (172,546,972) Neighborhood Resources 9,618,384 Subtotal Resources $ 1 Net Transfers In/Out 2 Non-Departmental 119,667,688 Public Safety - Fire 44,625,913 Public Safety - Police 97,245,804 Public Works & Utilities Total Resources $ 417,267,360 Total Expenditures 6,392,740 $ 417,267,360 General Fund Debt Service Fund (310) FY 2025-26 Revenue Budget Category Property Tax $ Interest Income Debt Service 36,085,164 2 45,341,038 341,546 - Subtotal Resources $ 1 Net Transfers In/Out Total Resources $ Non-Departmental 141,000 Fund Balance Available FY 2025-26 Expenditure Budget Dept/Cost Center 36,226,164 9,456,420 $ Total Expenditures 45,682,584 $ 45,682,584 General Government Capital Projects Fund (401) Category 1 Net Transfers In/Out FY 2025-26 Revenue Budget $ 152,691,359 Dept/Cost Center FY 2025-26 Expenditure Budget City Mgr & Organizational Support $ 19,032,119 Development Services Capital 10,146,364 Information Technology 25,221,492 2 Non-Departmental 16,099,293 Public Safety - Fire 6,134,913 Public Safety - Police 4,266,709 Public Works & Utilities Total Resources $ 152,691,359 23,760,219 Community Services Total Expenditures 48,030,250 $ 152,691,359 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. 102 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Highway User Revenue Fund (HURF) (215) FY 2025-26 Revenue Budget Category Highway Users Tax $ Interest Income Fund Balance Available Subtotal Resources $ 1 Net Transfers In/Out FY 2025-26 Expenditure Budget Dept/Cost Center 22,434,000 Transportation Engineering 1,448,000 Non-Departmental 14,163,874 Public Works & Utilities $ 2 1,021,609 665,120 36,224,060 38,045,874 (135,085) Total Resources $ 37,910,789 Total Expenditures $ 37,910,789 Local Transportation Assistance Fund (LTAF) (216) FY 2025-26 Revenue Budget Category HB2565 RPTA Grant Funds $ FY 2025-26 Expenditure Budget Dept/Cost Center 699,600 City Mgr & Organizational Support Bus Shelter Revenue 160,000 Non-Departmental Interest Income 196,000 Fund Balance Available $ 2 1,909,265 84,000 939,401 Subtotal Resources $ 1 Net Transfers In/Out 1,995,001 (1,736) Total Resources $ 1,993,265 Total Expenditures $ 1,993,265 Grant Funds (217 thru 240) FY 2025-26 Revenue Budget Category Operating Grants $ Home Program Community Dev Block Grant Public Housing Authority (PHA) Housing Authority Section 8 HUD Grant Proceeds Reinvestment Projects Annual Contribution Earned-HUD Interest Fund Balance Subtotal Resources $ 1 Net Transfers In/Out Total Resources $ FY 2025-26 Expenditure Budget Dept/Cost Center Neighborhood Resources 2 Non-Departmental Public Works & Utilities 12,171,400 4,080,000 3,995,567 3,925,617 14,224,460 3,831,089 15,371,000 3,000,000 359,000 301,121 61,259,254 431,000 61,690,254 47,033,057 14,554,596 102,601 Total Expenditures $ 61,690,254 Capital Grant Fund (417) FY 2025-26 Revenue Budget Category Grants Fund Balance $ Subtotal Resources $ 2 Net Transfers In/Out Total Resources $ 17,898,774 42,247,042 60,145,816 60,145,816 Dept/Cost Center City Mgr & Organizational Support Community Services Development Services Capital Public Works & Utilities Total Expenditures FY 2025-26 Expenditure Budget $ $ 26,845,109 500,000 1,932,919 30,867,788 60,145,816 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. 103 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget Water Operating (605) FY 2025-26 Revenue Budget Category Current Water Sales $ Meter Installation Fees Connect Fees Other Charges Miscellaneous Receipts Interest Fund Balance Subtotal Resources $ 1 Net Transfers In/Out Total Resources $ FY 2025-26 Expenditure Budget Dept/Cost Center 63,420,633 255,000 314,350 343,670 19,800 3,007,000 53,829,019 121,189,472 1,101,415 122,290,887 Buildings and Facilities Capital Communications and Public Affairs Debt Service Information Technology 2 Non-Departmental $ 100,000 60,000 20,366,027 2,127,263 9,690,044 89,947,553 $ 122,290,887 Public Works & Utilities Total Expenses Reclaimed Water Operating (612) FY 2025-26 Revenue Budget Category Reclaimed Water Fees $ Interest Income Fund Balance Available Subtotal Resources $ 1 Net Transfers In/Out Total Resources $ FY 2025-26 Expenditure Budget Dept/Cost Center 1,966,374 39,000 75,000 2,080,374 1,882,406 3,962,780 Non-Departmental Public Works & Utilities $ 558,005 3,404,775 Total Expenses $ 3,962,780 Wastewater Industrial Process Treatment (616) FY 2025-26 Revenue Budget Category Intel Surcharge Fees Fund Balance Available $ 18,187,857 460,357 Subtotal Resources $ (1) Net Transfers In/Out 18,648,214 (752,667) Total Resources 17,895,547 $ Dept/Cost Center FY 2025-26 Expenditure Budget 2 Non-Departmental Public Works & Utilities $ 2,183,558 15,711,989 Total Expenses $ 17,895,547 Solid Waste Operating (625) FY 2025-26 Revenue Budget Category Garbage and Refuse Charges $ Dumping Fees Other Revenues Interest Fund Balance Subtotal Resources $ 1 Net Transfers In/Out Total Resources $ FY 2025-26 Expenditure Budget Dept/Cost Center 19,074,055 300,000 659,078 826,000 5,554,616 26,413,749 (1,437,173) 24,976,576 Information Technology 2 Non-Departmental Public Works & Utilities $ 1,750,135 1,239,739 21,986,702 Total Expenses $ 24,976,576 Airport Operating (635) FY 2025-26 Revenue Budget Category Tie Down Fees Sales of Gas and Oil Airport Leases $ Other Revenues Subtotal Resources $ 1 Net Transfers In/Out Total Resources $ FY 2025-26 Expenditure Budget Dept/Cost Center 521,000 350,000 315,000 City Mgr & Organizational Support IT Citywide Infrastructure Support Capital $ 2 31,988 1,217,988 15,920,196 17,138,184 Non-Departmental Total Expenses 17,018,263 15,356 104,565 $ 17,138,184 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. 104 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 difference 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 2023-24 Actual 2024-25 Actual* Special Revenue Funds 2025-26 Adopted 2023-24 Actual 2024-25 Actual* Internal Service Funds 2025-26 Adopted 2023-24 Actual 2024-25 Actual* 2025-26 Adopted Budgeted Fund Balance $ 215,807 $ 15,590 $ 5,858 Designated Reserve $ $ 64,478 $ 60,295 73,628 $ 80,068 66,458 $ 66,152 Estimated Beginning Fund Balance 86,615 $ 311,421 $ 314,079 $ 302,422 $ 74,278 $ $ 55,743 $ Revenues: Property Taxes 42,403 44,724 44,870 - - - - - - Local Taxes/Licenses 215,075 208,099 207,934 - - - - - - State Shared Taxes 132,638 117,570 115,126 700 700 700 - - - Charges for Service 21,357 22,555 23,021 - 93 - - - - Enterprise Sales - - - - - - - - - System Development Fees - - - - - - - - - Bond Revenue - - - - - - - - - Miscellaneous 16,248 16,661 19,226 4,378 10,338 14,403 7,986 9,032 9,106 32,160 Intergovernmental Expendable Trust Fund Interfund Transfers In/Out - - - 47,065 55,057 72,391 28,748 32,306 24 53 57 324 228 203 - - - (41,287) (39,034) (163,091) (194) 296 294 15,024 13,242 6,241 52,273 $ 66,711 $ 51,759 $ 54,580 $ 47,506 $ 107,502 $ 121,038 $ 53,364 Total Revenues $ 386,459 $ 370,627 $ 247,143 $ 87,990 Total Available Resources $ 697,879 $ 684,706 $ 462,950 $ 126,551 $ 140,339 $ 103,580 $ Expenditures: 2 City Manager 22,485 26,510 28,444 2,761 1,914 1,964 1,868 2,406 2,137 998 1,430 1,820 - - - - - - City Magistrate 4,561 5,892 5,767 574 - - - - - Communication & Public Affairs 3,599 4,021 4,042 - - - - - - Community Services 32,021 42,711 41,261 1,126 440 326 - - - Development Services 9,637 13,896 14,989 1,558 860 1,022 - - - Information Technology 16,078 29,703 28,092 2,614 709 - - - - Law 4,747 4,939 4,984 11 11 - 4,439 10,139 9,281 Management Services 7,320 9,097 8,916 609 - - 1,300 7,564 1,355 Mayor and Council 1,191 1,348 1,403 82 - - - - - Neighborhood Resources 7,633 9,922 9,618 16,856 37,427 47,033 - - - Non-Departmental 75,333 12,757 120,009 - - 15,408 33,436 34,777 40,591 Public Safety - Fire 49,070 51,923 44,626 587 75 - - - - Public Safety - Police 98,804 111,043 97,246 4,510 2,644 1,500 - - - Public Works & Utilities 9,481 10,464 6,393 21,633 16,191 36,327 - - - Debt Service 40,843 46,628 45,341 - - - - - City Clerk - Total Expenditures $ 383,801 $ 382,284 $ 462,950 $ 52,923 $ 60,271 $ 103,580 $ 41,043 $ 54,886 $ 53,364 Estimated Ending Fund Balance $ 314,079 $ 302,422 $ $ 73,628 $ 80,068 $ $ 66,458 $ 66,152 $ 60,295 % Change Actual to Estimated 86,615 -71% 64,478 -19% -9% 2 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. *2024-25 Actual reflects estimated year-end (unaudited). 105 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 difference 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, 1,2 and estimated changes in fund balance for related fund types. Summary (In Thousands) Capital Project Funds 2023-24 Actual 2024-25 Actual* Grand Total Enterprise Funds 2025-26 Adopted 2023-24 Actual 2024-25 Actual* 2025-26 Adopted 2023-24 Actual 2024-25 Actual* 2025-26 Adopted Budgeted Fund Balance $ 170,035 $ 155,350 $ 562,639 Designated Reserve $ (25,250) $ 68,922 $ 255,060 $ 219,779 $ 216,964 $ 224,272 $ 784,389 $ 870,976 $ 817,699 Estimated Beginning Fund Balance $ 123,169 $ 199,847 $ 144,785 Revenues: Property Taxes - - - - - - 42,403 44,724 44,870 Local Taxes/Licenses - - - 23 22 22 215,099 208,121 207,956 State Shared Taxes - - - - - - 133,338 118,270 115,826 Charges for Service - - - 1,766 2,119 2,197 23,123 24,768 25,218 Enterprise Sales - - - 139,601 142,504 160,894 139,601 142,504 160,894 System Development Fees 7,488 11,300 11,285 - - - 7,488 11,300 11,285 Bond Revenue 193,105 - 314,695 - - - 193,105 - 314,695 Miscellaneous 12,882 10,073 14,211 27,192 27,399 6,639 68,686 73,503 63,585 Intergovernmental 11,525 14,143 17,099 - - - 87,338 101,505 121,649 Expendable Trust Fund Interfund Transfers In/Out - - - - - - 348 280 260 19,978 28,174 138,872 6,413 (2,704) 17,684 (66) (25) - Total Revenues $ 244,978 $ 63,690 $ 496,162 $ 174,995 $ 169,341 $ 187,436 $ 910,463 $ 724,950 $1,066,237 Total Available Resources $ 368,146 $ 263,537 $ 666,197 $ 394,774 $ 386,306 $ 342,785 $1,694,852 $1,595,926 $1,628,876 Expenditures: 2 City Manager 9,682 10,458 74,101 1,832 2,682 17,118 38,628 43,970 123,765 City Clerk - - - - - - 998 1,430 1,820 City Magistrate - - - - - - 5,135 5,892 5,767 Communication & Public Affairs - 52 - - - 60 3,599 4,073 4,102 Community Services 28,102 18,896 89,636 - - - 61,248 62,047 131,222 Development Services 2,302 1,874 19,526 - - - 13,497 16,630 35,536 Information Technology 5,365 3,743 25,221 690 245 5,963 24,747 34,399 59,276 - 25 - - - - 9,198 15,114 14,265 54 - - - - - 9,283 16,661 10,270 - - - - - - 1,273 1,348 1,403 67 - 42 - - - 24,556 47,349 56,694 Non-Departmental 5,889 22,461 32,745 381 127 23,607 115,040 70,122 232,361 Public Safety - Fire 6,052 691 6,290 - - 1,904 55,709 52,689 52,820 Public Safety - Police 9,283 2,590 16,797 - - - 112,597 116,276 115,543 Public Works & Utilities 101,504 57,964 401,839 142,579 124,497 252,190 275,196 209,117 696,748 - - - 32,327 34,483 41,943 73,170 81,110 87,284 Law Management Services Mayor and Council Neighborhood Resources Debt Service Total Expenditures $ 168,299 $ 118,752 $ 666,197 Estimated Ending Fund Balance $ 199,847 $ 144,785 $ (25,250) $ 216,964 $ 224,272 $ % Change Actual to Estimated -117% $ 177,810 $ 162,034 $ 342,785 $ 823,876 $ 778,227 $1,628,876 68,922 $ 870,976 $ 817,699 $ 255,060 -69% -69% 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. *2024-25 Actual reflects estimated year-end (unaudited). 106 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2025-26 Budget anticipates the use of $215.8 million of fund balance to supplement revenue collections to fund estimated expenditures, which results in a 71% 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 $56 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 53% decrease for a fund balance of $142.6 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 $15.6 million or a 19% decrease in fund balance for FY 2025-26. Approximately $15.1 million is due to the 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 $5.9 million or 9% in FY 2025-26. 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, system development fees, grants, General Fund, or contributions from operating funds. The Capital Project fund balance for FY 2025-26 shows that $170.0 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 117% decrease in fund balance is a planned drawdown. Fund balance will grow with new planned bond sale. 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 2025-26 shows that approximately $155.3 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 69% decrease in fund balance over FY 2024-25. The $155.3 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. 107 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2025-26. 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 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised New Requests/ Reductions Transfers as of 7/1/2025 2025-26 Adopted General Government Mayor and Council 5.500 5.500 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 4.000 4.000 0.000 0.000 4.000 Print, Mail & Graphics 3.000 3.000 3.000 3.000 0.000 0.000 3.000 14.000 14.000 15.000 15.000 0.000 0.000 15.000 5.000 6.000 6.000 6.000 0.000 0.000 6.000 0.000 0.000 1.000 1.000 0.000 0.000 1.000 5.000 6.000 7.000 7.000 0.000 0.000 7.000 8.000 8.000 8.000 8.000 0.000 1.000 9.000 Airport 7.000 7.000 7.000 7.000 0.000 0.000 7.000 Buildings and Facilities 47.000 47.000 47.000 47.000 0.000 0.000 47.000 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 19.000 16.000 0.000 0.000 16.000 Downtown Redevelopment 1.000 1.000 2.000 2.000 0.000 0.000 2.000 Special Events 2.000 2.000 2.000 2.000 0.000 0.000 2.000 Communications and Public Affairs City Clerk Records Management City Manager Administration Organizational Support 4.000 4.000 4.000 7.000 0.000 0.000 7.000 Diversity, Equity & Inclusion Museum 2.000 2.000 3.000 3.000 0.000 0.000 3.000 Economic Development 6.500 6.500 6.500 6.500 0.000 0.000 6.500 Tourism 1.000 2.000 2.000 2.000 0.000 0.000 2.000 Fleet Services 12.000 12.000 12.000 12.000 0.000 0.000 12.000 Human Resources 23.000 24.000 24.000 24.000 0.000 1.000 25.000 Transportation Policy City Magistrate 3.000 3.000 3.000 3.000 0.000 0.000 3.000 127.500 129.500 133.500 133.500 0.000 1.000 134.500 42.000 42.000 42.000 42.000 0.000 0.000 42.000 30.000 30.000 29.000 29.000 0.000 0.000 29.000 Law Law Liability Litigation 4.000 4.000 4.000 4.000 1.000 0.000 5.000 34.000 34.000 33.000 33.000 1.000 0.000 34.000 236.000 239.000 244.000 244.000 1.000 2.000 247.000 Administration 8.250 9.250 9.250 9.250 0.000 0.500 9.750 Library 61.750 61.750 61.750 61.750 0.000 1.000 62.750 Aquatics 15.000 14.000 14.000 14.000 0.000 0.000 14.000 Park Maintenance and Operations 58.000 63.000 63.000 63.000 0.000 4.000 67.000 Recreation 6.000 6.000 6.000 6.000 0.000 0.000 6.000 Sports and Fitness Facilities 15.625 15.625 17.625 17.625 0.000 0.000 17.625 Subtotal - General Government Community Services Nature and Recreation Facilities 13.250 13.250 13.250 13.250 0.000 0.000 13.250 177.875 182.875 184.875 184.875 0.000 5.500 190.375 108 Table of Contents City of Chandler Financial and Personnel Overviews 2022-23 Revised 2025-26 Adopted Budget 2023-24 Revised 2024-25 Adopted 2024-25 Revised New Requests/ Reductions Transfers as of 7/1/2025 2025-26 Adopted Development Services Administration 15.000 15.000 3.000 3.000 0.000 0.000 3.000 Construction Management and Permits 0.000 0.000 12.000 12.000 0.000 0.000 12.000 Planning 24.000 24.000 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 1.000 0.000 9.000 Engineering 17.000 84.000 17.000 84.000 18.000 85.000 18.000 85.000 0.000 1.000 0.000 0.000 18.000 86.000 Fire Administration 9.000 9.000 9.000 9.000 0.000 0.000 9.000 Health and Medical Services 11.000 10.000 10.000 10.000 0.000 0.000 10.000 Fire Operations 206.000 214.000 218.000 218.000 0.000 0.000 218.000 Prevention and Preparedness 11.000 11.000 14.000 14.000 1.000 0.000 15.000 Fire Support Services 4.000 241.000 5.000 249.000 5.000 256.000 5.000 256.000 0.000 1.000 0.000 0.000 5.000 257.000 Information Technology IT Service Delivery Mgmt & Admin. 13.000 15.000 16.000 16.000 0.000 (5.000) 11.000 IT Applications Support 26.000 22.000 22.000 22.000 1.000 0.000 23.000 IT Infrastructure & Client Support 21.000 25.000 26.000 26.000 0.000 (11.000) 15.000 IT Cyber Security 0.000 0.000 0.000 0.000 0.000 5.000 5.000 IT Technology Support 0.000 0.000 0.000 0.000 0.000 11.000 11.000 60.000 62.000 64.000 64.000 1.000 0.000 65.000 Management Services Administration 4.000 4.000 4.000 4.000 0.000 (1.500) 2.500 Budget 6.000 6.000 7.000 7.000 0.000 0.000 7.000 Purchasing 5.900 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 18.000 18.000 18.000 18.000 0.000 0.000 18.000 Tax and License 16.500 16.500 17.500 17.500 0.000 0.000 17.500 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 73.625 73.625 0.000 (1.500) 72.125 Neighborhood Resources Neighborhood Resources 2.000 2.000 2.000 2.000 0.000 0.000 2.000 Neighborhood Preservation 16.208 18.000 18.000 18.000 0.000 0.000 18.000 Housing and Redevelopment 22.500 24.000 24.600 24.600 3.000 1.000 28.600 Community Development 8.292 10.000 12.400 12.400 6.000 0.000 18.400 49.000 54.000 57.000 57.000 9.000 1.000 67.000 Administration 10.000 11.000 11.000 12.000 0.000 0.000 12.000 Professional Standards 6.000 7.000 7.000 8.000 2.000 2.000 12.000 Police 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 25.000 0.000 0.000 25.000 Field Operations 190.000 190.000 205.000 226.000 0.000 (2.000) 224.000 Criminal Investigations 103.000 103.000 105.000 90.000 0.000 (9.000) 81.000 Planning and Research 6.000 6.000 6.000 6.000 0.000 0.000 6.000 Communications 47.000 47.000 42.000 41.000 0.000 (4.000) 37.000 Real Time Communications 0.000 0.000 7.000 10.000 0.000 14.000 24.000 Technology 16.000 18.000 18.000 18.000 1.000 (4.000) 15.000 Records 24.000 24.000 24.000 25.000 0.000 0.000 25.000 Detention Services 13.000 14.000 14.000 14.000 0.000 0.000 14.000 Operational Support 73.000 74.000 74.000 59.000 1.000 0.000 60.000 514.000 520.000 539.000 539.000 4.000 (3.000) 540.000 109 Table of Contents City of Chandler Financial and Personnel Overviews 2022-23 Revised 2025-26 Adopted Budget 2023-24 Revised 2024-25 Adopted 2024-25 Revised New Requests/ Reductions Transfers as of 7/1/2025 2025-26 Adopted Public Works & Utilities Public Works Administration 2.500 2.500 2.500 2.500 0.000 0.300 2.800 Capital Projects 20.000 20.000 21.000 21.000 0.000 0.000 21.000 Streets 39.500 39.500 39.500 38.500 0.000 (4.000) 34.500 Traffic Engineering 18.000 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 7.500 8.500 9.500 9.500 0.000 0.700 10.200 Solid Waste Services 12.800 12.800 12.600 12.600 0.000 0.000 12.600 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 29.000 30.000 0.000 0.000 30.000 Water Treatment Plant 13.500 13.500 14.500 14.500 0.000 (0.500) 14.000 Environmental Resources 8.800 7.800 8.000 8.000 0.000 0.000 8.000 Water Quality 12.000 12.000 12.000 12.000 1.000 0.000 13.000 Water Systems Maintenance 21.500 21.500 22.500 22.500 0.000 0.000 22.500 Meter Services 9.500 9.500 9.500 9.500 0.000 0.000 9.500 Wastewater Collection 11.000 11.000 11.000 11.000 0.000 0.000 11.000 Ocotillo Brine Reduction Facility 17.000 17.000 18.000 18.000 0.000 0.000 18.000 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 26.000 26.000 27.000 27.000 0.000 (1.500) 25.500 Ocotillo Water Reclamation Facility 21.500 21.500 21.500 21.500 0.000 0.000 21.500 Reclaimed Water Interconnect Facility CITY AUTHORIZED FTE TOTAL 0.000 0.000 0.000 0.000 0.000 1.000 1.000 293.500 293.500 300.500 300.500 1.000 (4.000) 297.500 1,727.000 1,756.000 1,804.000 1,804.000 18.000 0.000 1,822.000 Fire Grant Funded Positions 2.000 0.000 0.000 0.000 0.000 0.000 0.000 Police Grant Funded Positions 10.000 10.000 0.000 0.000 0.000 0.000 0.000 Limited Duration Positions 0.000 0.000 0.000 0.000 0.000 0.000 4.000 Total Grant/Limited Duration 1 Positions 12.000 10.000 0.000 0.000 0.000 0.000 4.000 19.000 Fire Sworn Early Hire Positions 11.000 11.000 6.000 6.000 13.000 0.000 Fire Non Sworn Early Hire Positions 0.000 0.000 0.000 0.000 3.000 0.000 3.000 Police Sworn Early Hire Positions 15.000 15.000 18.000 18.000 (1.000) 0.000 17.000 Police Non Sworn Early Hire Positions 0.000 0.000 8.000 8.000 0.000 0.000 8.000 Public Works Early Hire Positions 0.000 3.000 2.000 2.000 1.000 0.000 3.000 2 1 Total Early Hire Positions CITY FTE TOTAL 3 Population Authorized Employees Per 1,000 Population 26.000 29.000 34.000 34.000 16.000 0.000 50.000 1,765.000 1,795.000 1,838.000 1,838.000 34.000 0.000 1,876.000 282,628 285,554 287,357 287,357 289,787 6.2 6.3 6.4 6.4 6.5 1 Grant, Limited Duration, and Early Hire positions are not permanently funded positions and are therefore not part of the city's authorized FTE Total. Fire Non Sworn Early Hire positions include one Fire Mechanic, one Ambulance Transportation Manager, and one Ambulance Transportation Analyst. Police Early Hire Non Sworn positions include five Police Investigative Specialist and three Detention Officer positions. 3 Population figures are based on updated annual estimates from the Planning Division. 2 *FY 2025-26 includes 230 sworn/27 civilian positions for Fire and 348 sworn/192 civilian positions for Police. 110 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2025-26. Department 2025-26 FTE General Government 247.000 Community Services 190.375 Development Services 86.000 Fire 257.000 Information Technology 65.000 Management Services 72.125 Neighborhood Resources 67.000 Police 540.000 Public Works & Utilities 297.500 Total 1,822.000 General Government 14% Public Works & Utilities 16% Community Services 10% Development Services 5% Police 30% Fire 14% Neighborhood Resources 4% Management Services 4% 111 Information Technology 4% Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 Adopted Budget FY 2025-26 Position Additions – All Funds Development Services Department Transportation Engineering (1535) 1.000 FTE - Transportation Engineering 1.000 Total Development Services Department Fire Department Prevention and Preparedness (2240) 1.000 Community Risk Reduction Manager 1.000 Total Fire Department Information Technology Department IT Applications Support (1200) 1.000 IT Programmer Senior Analyst (Web Developer) 1.000 Total Information Technology Department Law Department Liability Litigation (1310) 1.000 Assistant City Attorney for Liability Litigation 1.000 Total Law Department Neighborhood Resources Housing and Redevelopment (4650) 1.000 Housing Assistance Senior Specialist (FSS Specialist) Housing and Redevelopment (4650) 1.000 Recreation Program Coordinator Housing and Redevelopment (4650) 1.000 Customer Service Representative Community Development (4700) 2.000 Community Navigators Community Development (4700) 1.000 Community Resources Senior Specialist Community Development (4700) 1.000 Housing Stability Coordinator Community Development (4700) 2.000 Housing Stability Senior Specialist 9.000 Total Neighborhood Resources Police Department Professional Standards (2015) 2.000 Civilian Background Investigators Police Technology (2065) 1.000 Business Systems Analyst (Network) 1.000 Crime Prevention Specialist 4.000 Total Police Department Operational Support (2080) Public Works & Utilities Department Water Quality (3850) 1.000 Water Quality Senior Technician 1.000 Total Public Works & Utilities Department 18.000 Grand Total - Additions 112 Table of Contents City of Chandler Financial and Personnel Overviews 2025-26 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 2023-24 Actual Expenditures General Fund $ 281,808,676 $ 242,103,929 $ 246,226,474 $ 244,746,247 $ 260,758,633 Ongoing One-time Special Revenue Funds $ Ongoing One-time 1 Grants Funds $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Chg Adj to Adopted 5.9% - 225,969,530 230,092,075 228,611,848 226,258,277 -1.7% - 16,134,399 16,134,399 16,134,399 34,500,356 113.8% 5,632,350 $ 5,678,048 $ 5,602,037 $ 5,836,178 2.8% - 5,559,736 5,605,434 5,529,423 5,762,813 2.8% - 72,614 72,614 72,614 73,365 1.0% 5,009,571 $ 3,238,999 $ 4,878,934 $ 3,859,635 $ 3,628,734 -25.6% Ongoing - 3,160,252 4,800,187 3,780,888 3,628,734 -24.4% One-time - 78,747 78,747 78,747 - -100.0% Internal Service Funds $ 11,097,166 $ 5,556,106 $ 5,565,039 $ 5,431,981 $ 6,027,273 8.3% Ongoing - 5,281,245 5,290,178 5,157,120 6,022,233 13.8% One-time - 274,861 274,861 274,861 5,040 -98.2% Enterprise Funds $ 3,376,520 $ 26,720,557 $ 26,904,524 $ 26,070,700 $ 28,888,753 7.4% Ongoing - 26,194,444 26,378,411 25,544,587 27,303,779 3.5% One-time - 526,113 526,113 526,113 1,584,974 201.3% Trust and Agency Funds $ Total Ongoing Total One-time 2 Grand Total 24,290,063 $ 5,011 $ 7,185 2.0% - 266,172,254 7,047 $ 272,173,332 7,047 $ 268,626,042 2,176 $ 268,983,021 -1.2% - 17,086,734 17,086,734 17,086,734 36,163,735 111.6% $ 325,587,007 $ 283,258,988 $ 289,260,066 $ 285,712,776 $ 305,146,756 5.5% 1 Grant personnel funds are not considered one-time for this presentation and fluctuate from year to year. Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 2 113 Table of Contents 5 Resources City revenues support a variety of services, infrastructure and community programs. The FY 2025-26 budget includes allocations of state revenues, federal grants and bond sales. Resources • Fiscal Year Comparative Summaries of Revenue Sources • Major Revenue Sources with Analysis/Historical Trends City of Chandler Resources 2025-26 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 2024-25 Adopted Budget to the FY 2025-26 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 2025-26 adopted revenue projections. Resources Categorical Comparison 2023-24 Actual Revenues Appropriated Fund Balances $ - $ 2024-25 Adopted Budget 2025-26 Adopted Budget 872,591,062 $ 562,638,806 % Change Adopted to Adopted -35.5% Bond Sales 193,104,540 - 314,695,000 N/A Grants 38,082,089 72,216,654 78,497,907 8.7% 674,924,226 684,264,968 673,044,162 -1.6% 906,110,855 $ 1,629,072,684 $ 1,628,875,875 0.0% Revenues Total Resources $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget $ (683,101,511) 906,110,855 $ (605,238,443) 945,971,173 $ 1,023,637,432 8.2% Resource Comparison 2024-25 Appropriated Fund Balances Bond Sales Grants Revenues 2025-26 0 200 400 600 800 1,000 1,200 1,400 1,600 Millions 115 Table of Contents City of Chandler Resources 2025-26 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: 2024-25 Adopted Budget 2025-26 Adopted Budget 193,055,766 $ 215,806,565 11.8 % Enterprise 163,147,401 155,349,552 -4.8 % Special Revenue 95,611,237 57,695,438 -39.7 % System Development Fees 54,147,559 66,718,287 23.2 % Capital/Technology Replacement 11,962,700 9,325,613 -22.0 % Bonds 344,983,239 51,744,384 -85.0 % 8,855,164 5,857,667 -33.9 % 827,996 141,300 -82.9 % 562,638,806 -35.5% General $ Self-Insurance Other Total $ 872,591,062 $ % Change Adopted to Adopted Resource Comparison General 2024-25 Enterprise Special Revenue System Development Fees Capital/Technology Replacement Bonds 2025-26 Self-Insurance Other 0 50 100 150 200 250 300 350 400 450 500 550 600 Millions 116 Table of Contents City of Chandler Resources 2025-26 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 FY 2025-26. Anticipated Bond Sales 2024-25 Adopted Budget Streets $ 2025-26 Adopted Budget % Change Adopted to Adopted - $ 85,000,000 N/A Stormwater/Sewer - 145,000 N/A Parks - 52,130,000 N/A Library - - N/A Public Building - 10,980,000 N/A Police - 8,340,000 N/A Fire - - N/A Water - 76,200,000 N/A Wastewater - 81,900,000 N/A - $ 314,695,000 N/A Total $ Bond Authorization As of July 1, 2025, available voter authorization is as follows. Type of Voter Approved Debt Parks/Recreation Available Authorization $ Anticipated Bond Sales in FY 2025-26 52,130,000 $ 52,130,000 $ Total Remaining Authorization - Library 3,680,000 - 3,680,000 Public Buildings 41,010,000 10,980,000 30,030,000 Streets 98,681,000 85,000,000 13,681,000 624,000 145,000 479,000 Stormwater Public Safety - Fire 15,181,000 - 15,181,000 Public Safety - Police 55,340,000 8,340,000 47,000,000 Airport 494,000 - 494,000 Landfill 4,935,000 - 4,935,000 Total $ 272,075,000 156,595,000 $ 115,480,000 Other Debt* Water $ Wastewater Total: $ - $ 76,200,000 $ - - 81,900,000 - - $ 158,100,000 $ - * 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. 117 Table of Contents City of Chandler Resources 2025-26 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 residents of Chandler. Although the city does not receive every grant applied for, appropriation must be sufficient to ensure that the budget authorization 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 2023-24 Actual Revenues Community Services $ Neighborhood Resources 2024-25 Adopted Budget 263,819 $ 2025-26 Adopted Budget 857,000 $ % Change Adopted to Adopted 750,000 -12.5 % 653,921 - 5,000,000 N/A Housing & Community Development 16,773,404 43,332,000 48,427,733 11.8 % Public Safety 2,346,842 - - N/A Public Works & Utilities - Utilities 1 Other Grants 141,278 - - N/A 7,876,917 12,000 1,321,400 10911.7 % 2 Non-Departmental - 4,233,000 5,100,000 20.5 % 48,434,000 $ 60,599,133 25.1% - $ - N/A - - N/A Operating Grants Subtotal $ 28,056,181 $ Community Services $ 1,389,182 $ 680,000 7,862,976 9,306,500 10,429,562 12.1 % 2,104,000 15,072,154 7,469,212 -50.4 % -26.6% Public Safety Public Works & Utilities 1 Other Grants Capital Grants Subtotal $ 12,036,158 $ 24,378,654 $ 17,898,774 Total Grants $ 40,092,339 $ 72,812,654 $ 78,497,907 7.8% 75,517,559 48,048,473 -36.4 % 148,330,213 $ 126,546,380 -14.7% Carryforward from Prior Years Total Grant Appropriation $ 40,092,339 $ 1 Other Grants includes Airport, City Manager, Cultural Development, City Magistrate, Communications and Public Affairs, Economic Development, Law and Transportation Policy when applicable 2 The Adopted Budget for Operating Grants (Fund 217 only) is reflected in the Non-departmental cost center. Expenditures occur within the Department and the budget is adjusted accordingly, once notification of the grant award is received by the city. The exception to this is position specific funding, which is reflected in the Department(s) when appropriate. 118 Table of Contents City of Chandler Resources 2025-26 Adopted Budget Summary of Revenues Revenues were projected for the FY 2025-26 budget by taking multiple factors into consideration including direct source information, economic conditions, past trends, anticipated future trends, and FY 2024-25 estimated revenues. Local Taxes and Licenses $ Franchise Fees Transaction Privilege License Tax Other Licenses State/County Shared Revenue 2022-23 Actual Revenues 2023-24 Actual Revenue 2024-25 Adopted Revenue 2024-25 Estimated Revenue 2025-26 Adopted Revenue % Change Adopted to Adopted 209,556,308 $ 215,207,211 $ 202,593,700 $ 208,245,700 $ 208,105,700 2.7% 3,630,508 3,383,051 3,650,000 3,190,000 3,190,000 -12.6 % 0.5 % 205,011,391 210,760,408 197,930,400 204,035,400 203,860,400 3.0 % 30.3 % 914,409 1,063,752 1,013,300 1,020,300 1,055,300 4.1 % 0.2 % % of Total 30.9% 131,442,707 154,768,278 134,107,600 139,785,605 138,259,594 3.1% 20.5% State Shared Sales Tax 41,309,738 42,363,408 41,500,000 42,370,000 43,186,000 4.1 % 6.4 % Vehicle License Tax 13,863,884 14,385,498 13,500,000 14,400,000 15,160,000 12.3 % 2.3 % Highway User Tax 20,835,558 21,430,580 17,000,000 21,516,005 22,434,000 32.0 % 3.3 % 201,800 - - - - 0.0 % 0.0 % 53,013,618 74,386,039 60,100,000 59,800,000 55,747,000 -7.2 % 8.3 % 699,551 699,551 699,600 699,600 699,600 0.0 % 0.1 % 1,518,558 1,503,202 1,308,000 1,000,000 1,032,994 -21.0 % 0.2 % Charges for Services 25,205,040 22,081,384 21,389,650 23,411,999 24,521,117 14.6% 3.6% Engineering Fees 3,238,431 1,310,402 1,811,300 2,151,700 2,526,700 39.5 % 0.4 % Building Division Fees 11,115,318 8,611,479 7,365,000 8,770,000 7,655,000 3.9 % 1.1 % 224,686 189,460 258,300 216,850 216,850 -16.0 % 0.0 % 6,494,144 7,643,745 7,976,600 8,172,629 9,285,459 16.4 % 1.4 % 339,556 361,375 352,200 368,800 377,200 7.1 % 0.1 % 3,792,905 3,964,923 3,626,250 3,732,020 4,459,908 23.0 % 0.7 % Miscellaneous Receipts 45,381,981 60,179,809 84,414,663 62,669,461 47,333,275 -43.9% 7.0% Sale of Fixed Assets 3,374,593 558,718 910,000 732,000 670,000 -26.4 % 0.1 % Other Receipts 25,736,880 35,519,392 65,655,275 30,678,761 12,571,387 -80.9 % 1.9 % Interest on Investments 11,252,684 18,992,719 13,404,800 26,366,400 29,441,400 119.6 % 4.4 % Leases 1,083,043 1,029,679 958,588 1,003,100 999,488 4.3 % 0.1 % Court Fines 3,934,781 4,079,301 3,486,000 3,889,200 3,651,000 4.7 % 0.5 % 132,896,831 140,573,268 150,565,328 143,858,341 162,329,982 7.8% 24.1% 52,522,574 56,828,188 59,719,575 60,000,000 63,420,633 6.2 % 9.4 % 58,760,238 61,018,418 67,475,301 60,360,341 74,836,860 10.9 % 11.1 % Regional Transportation Sales Tax Urban Revenue Sharing Lottery Entitlement Smart and Safe Shared Revenue Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 1 Enterprise Revenue Water Sales 2 Wastewater Service Reclaimed Water Fees 1,383,707 1,644,567 1,700,000 1,724,400 1,966,374 15.7 % 0.3 % Solid Waste Service 18,099,739 18,872,514 19,188,800 19,214,200 19,474,055 1.5 % 2.9 % Other Utility Charges 1,952,784 1,765,576 2,046,652 2,119,400 2,197,060 7.3 % 0.3 % 177,789 444,005 435,000 440,000 435,000 0.0 % 0.1 % Airport Fuel Sales System Development Fees 12,752,109 7,487,802 11,941,000 11,300,000 11,285,000 -5.5% 1.7% Water 1,944,490 2,406,313 3,400,000 3,250,000 3,250,000 -4.4 % 0.5 % Wastewater 2,572,283 2,803,679 3,950,000 3,880,000 3,880,000 -1.8 % 0.6 % General Government Impact Fees 8,235,336 2,277,810 4,591,000 4,170,000 4,155,000 -9.5 % 0.6 % 5.4% Interfund Charges 29,784,285 32,228,366 34,529,237 35,892,537 36,339,153 5.2% Property Tax 41,460,946 42,402,898 44,723,790 44,723,790 44,870,341 0.3% 6.7% 628,480,207 $ 674,929,016 $ 684,264,968 $ 669,887,433 $ 673,044,162 -1.6% 100.0% Total Revenue $ 1 This category includes receipt of developer contributed infrastructure of $9,667,690 in FY 2022-23 Actual Revenue, $20,486,965 in FY 2023-24 Actual Revenue and $61,487,639 in FY 2024-25 Adopted Revenue. 2 This category includes revenue from Intel Corporation's reimbursement for operation of the Ocotillo Brine Reduction Facility. Amounts reported include reimbursements of $9,497,335 in FY 2022-23 Actual Revenue, $9,581,903 in FY 2023-24 Actual Revenue, $12,072,897 in FY 2024-25 Estimated Revenue, and $18,187,857 in FY 2025-26 Adopted Revenue. 119 Table of Contents City of Chandler Resources 2025-26 Adopted Budget Significant Revenues Local Taxes and Licenses Source: Franchise Fees Summary: Franchise fees paid by Arizona Public Service (APS), Air Products, Southwest Gas Corporation, Cox Communications, CenturyLink, and Western Broadband are based upon agreements entered into between City Council and the individual corporations. APS 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 2024-25 year-end estimate is an eight-month actual and four-month projection reflecting anticipated collections under the agreements. Projection: The FY 2025-26 adopted budget is based upon industry projections. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 3,652,812 5.3 2022-23 3,630,508 -0.6 2023-24 3,383,051 -6.8 2024-25 (Estimate) 3,190,000 -5.7 2025-26 (Adopted) 3,190,000 0.0 Actual Estimate/Adopted 4 Millions 3 2 1 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 120 Table of Contents City of Chandler Resources 2025-26 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 2021-22 and FY 2022-23, there was steady growth in this category including more significant increases during the pandemic. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection reflecting continued strong spending and positive economic conditions. Projection: The FY 2025-26 adopted budget reflects a slight decrease from estimated FY 2024-25 collections as spending slows slightly due to projects winding down, inflationary conditions starting to wane, and reflects the reduction of revenue from Residential Rental tax that was preempted by the State Legislature. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 178,500,098 10.5 2022-23 205,011,391 14.9 2023-24 210,760,408 2.8 2024-25 (Estimate) 204,035,400 -3.2 2025-26 (Adopted) 203,860,400 -0.1 Actual Estimate/Adopted 250 Millions 200 150 100 50 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 121 Table of Contents City of Chandler Resources 2025-26 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 2024-25 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). 2021-22 Actual Category 1 Contracting 85,001,177 3 General Retail - To Airport 2024-25 Estimated 2025-26 Adopted 92,114,309 97,743,171 92,000,000 96,500,000 % chg Est 2024-25 to 2025-26 -3.0 % 99,395,000 3.0 % 21,379 22,063 23,363 22,000 22,000 22,000 0.0 % 16,186,585 17,583,604 18,453,260 17,500,000 18,000,000 18,540,000 3.0 % Utilities 15,693,029 16,856,222 18,510,764 21,950,000 25,500,000 26,265,000 3.0 % Telecommunications 1,579,834 1,764,220 2,045,904 1,550,000 1,600,000 1,648,000 3.0 % Rentals - Real 20,798,188 23,201,895 24,628,962 18,000,000 19,157,000 14,731,000 -23.1 % Rentals - Personal 4,154,766 5,214,792 7,244,167 5,500,000 5,200,000 5,356,000 3.0 % Hotel/Motel 5,845,521 6,815,308 6,740,884 6,800,000 6,300,000 6,489,000 3.0 % 201,544 216,469 174,842 200,000 207,000 213,000 2.9 % Amusements 1,319,845 1,491,849 1,691,668 1,300,000 1,529,000 1,575,000 3.0 % Use Tax 6,822,068 6,825,378 4,079,296 7,500,000 6,724,000 6,522,000 -3.0 % Privilege Tax Interest 492 654 181 200 200 200 0.0 % Excise Tax Refunds 8,230 8,230 8,230 8,200 8,200 8,200 0.0 % Audit Assessments 3,076,314 4,672,156 3,530,200 1,500,000 1,500,000 2,000,000 33.3 % 480,550 537,783 489,581 300,000 300,000 250,000 -16.7 % Subtotal $178,500,098 $204,924,478 $210,645,552 $197,830,400 $203,955,400 $203,780,400 -0.1% Privilege License Penalties License Fees 3 2024-25 Adopted Restaurant/Bar Publishing/Other 2 2023-24 Actual $ 17,310,576 $ 27,599,546 $ 25,281,079 $ 23,700,000 $ 21,408,000 $ 20,766,000 2 General Retail 1 2022-23 Actual 97,246 86,913 91,494 80,000 80,000 80,000 0.0 % Grand Total $178,597,344 $205,011,391 $210,737,046 $197,910,400 $204,035,400 $203,860,400 -0.1 % Contracting includes sales tax collections on all construction activity. General Retail includes, but is not limited to, Car and Truck, Grocery Stores, Drug, and Liquor Stores. Revenue generated from taxes on Airport Gas sales. 122 Table of Contents City of Chandler Resources 2025-26 Adopted Budget Source: Other Licenses Summary: Revenue from Other Licenses is comprised of the nine categories of licenses detailed below, accompanied by the FY 2025-26 adopted budget for each category: • Alcoholic Beverage Licenses $ 410,000 • Professional & Occupation Licenses $ 10,000 • Business Registrations 400,000 • Peddlers and Vendors Licenses 4,000 • License Fees 150,000 • Amusement Licenses 1,300 • Alarm Permits 53,000 • Cable License Applications 15,000 • Second Hand and Junk Licenses 12,000 • Shared Mobility License Applications - 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 2024-25 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 2025-26 adopted budget reflects a normal level of activity for all categories. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 1,002,507 34.6 2022-23 914,409 -8.8 2023-24 1,063,752 16.3 2024-25 (Estimate) 1,020,300 -4.1 2025-26 (Adopted) 1,055,300 3.4 Actual Estimate/Adopted 1,500 Thousands 1,000 500 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 123 Table of Contents City of Chandler Resources 2025-26 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 has also been referred to in the past 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 growth even after the pandemic. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection reflecting continual strong spending. Projection: The FY 2025-26 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 2021-22 $ % Inc/(Dec) 38,801,443 16.5 2022-23 41,309,738 6.5 2023-24 42,363,408 2.6 2024-25 (Estimate) 42,370,000 0.0 2025-26 (Adopted) 43,186,000 1.9 Actual Estimate/Adopted 50 45 40 Millions 35 30 25 20 15 10 5 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 124 Table of Contents City of Chandler Resources 2025-26 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 2024-25 year-end estimate is an eight-month actual and four-month projection. Projection: The FY 2025-26 adopted budget is based on information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 12,225,576 13.5 2022-23 13,863,884 13.4 2023-24 14,385,498 3.8 2024-25 (Estimate) 14,400,000 0.1 2025-26 (Adopted) 15,160,000 5.3 Actual Estimate/Adopted 18 15 Millions 12 9 6 3 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 125 Table of Contents City of Chandler Resources 2025-26 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 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget is based on projections provided by both the League of Arizona Cities and Towns and Arizona Department of Revenue. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 19,460,326 6.5 2022-23 20,835,558 7.1 2023-24 21,430,580 2.9 2024-25 (Estimate) 21,516,005 0.4 2025-26 (Adopted) 22,434,000 4.3 Actual Estimate/Adopted 25 Millions 20 15 10 5 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 126 Table of Contents City of Chandler Resources 2025-26 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 2024. 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 MAG 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 MAG Arterial Life Cycle Program (ALCP) and are not fixed amounts per year. FY 2021-22, FY 2022-23, and FY 2023-24 represent actual reimbursements. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on the published ALCP schedule. Projection: The FY 2025-26 adopted budget has no planned construction of arterial street and intersection projects scheduled for reimbursement in the ALCP. Advanced reimbursements are possible. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 2,210,634 93.1 2022-23 201,800 -90.9 2023-24 0 -100.0 2024-25 (Estimate) - 0.0 2025-26 (Adopted) - - 24-25 25-26 Actual Estimate/Adopted 3 Millions 2 1 0 21-22 22-23 23-24 Fiscal Year 127 Table of Contents City of Chandler Resources 2025-26 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 are now just starting to be reflected as collections begin to step down to the new flat percentage rate. Therefore, a one-time increase is anticipated this year as the lower rates are fully implemented to get to the more normalized revenue sharing amount by FY 2025-26. 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 2024-25 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 2025-26 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 2022. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 36,011,056 12.2 2022-23 53,013,618 47.2 2023-24 74,386,039 40.3 2024-25 (Estimate) 59,800,000 -19.6 2025-26 (Adopted) 55,747,000 -6.8 Actual Estimate/Adopted 80 70 60 Millions 50 40 30 20 10 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 128 Table of Contents City of Chandler Resources 2025-26 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 (ALF) distributions to cities and towns based upon an annual application from the City. This revenue may be expended for any municipal transit purpose, including fixed route operations. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2020-21 includes receipt of an additional transit grant. The FY 2024-25 year-end estimate is an eight-month actual and fourmonth projection based on historical trends. Projection: The FY 2025-26 adopted budget is based on projections provided by the Regional Public Transportation Authority. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 697,052 20.1 2022-23 699,551 0.4 2023-24 699,551 0.0 2024-25 (Estimate) 699,600 - 2025-26 (Adopted) 699,600 - Actual Estimate/Adopted 800 Thousands 600 400 200 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 129 Table of Contents City of Chandler Resources 2025-26 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 safety, and substance use prevention and treatment. Analysis: The data below reflects the initial distribution of actual revenue, and the FY 2024-25 year-end estimate which is an eight-month actual and four-month projection. Projection: The FY 2025-26 adopted budget is based on the FY 2024-25 estimate which is considerably lower reflecting anticipated reductions as pricing falls due to over supply. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 1,276,846 - 2022-23 1,518,558 18.9 2023-24 1,503,202 -1.0 2024-25 (Estimate) 1,000,000 -33.5 2025-26 (Adopted) 1,032,994 3.3 Actual Estimate/Adopted 1,600 1,400 Thousands 1,200 1,000 800 600 400 200 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 130 Table of Contents City of Chandler Resources 2025-26 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 reflected a spike in encroachment permits, which return to a normal level of collections in FY 2021-22. FY 2022-23 shows some significant revenues from a large industrial customers permit fees. The FY 2024-25 year-end estimate is an eightmonth actual and four-month projection reflecting a continued normal level of revenue collection. Projection: The FY 2025-26 adopted budget reflects an overall continued normal level of revenue collection. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 1,484,489 -14.5 2022-23 3,238,431 118.2 2023-24 1,310,402 -59.5 2024-25 (Estimate) 2,151,700 64.2 2025-26 (Adopted) 2,526,700 17.4 Actual Estimate/Adopted 3,500 3,000 Thousands 2,500 2,000 1,500 1,000 500 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 131 Table of Contents City of Chandler Resources 2025-26 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 2024-25 year-end estimate is an eight-month actual and four-month projection based on anticipated building permit revenue tied to development activity which has decreased as interest rates have risen. Projection: The FY 2025-26 adopted budget reflects lower building permits revenues as the number of permits being pulled is declining. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 8,768,655 -17.6 2022-23 11,115,318 26.8 2023-24 8,611,479 -22.5 2024-25 (Estimate) 8,770,000 1.8 2025-26 (Adopted) 7,655,000 -12.7 Actual Estimate/Adopted 12 Millions 9 6 3 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 132 Table of Contents City of Chandler Resources 2025-26 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 2022-23 reflects a reduction in site development plan review fees. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on anticipated development projects. Projection: The FY 2025-26 adopted budget reflects a slight increase in the level of revenue from development projects. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 339,962 -7.1 2022-23 224,686 -33.9 2023-24 189,460 -15.7 2024-25 (Estimate) 216,850 14.5 2025-26 (Adopted) 216,850 0.0 Actual Estimate/Adopted 400 Thousands 300 200 100 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 133 Table of Contents City of Chandler Resources 2025-26 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 2022-23 reflects funding for one additional SRO in CUSD offset by a significant reduction in asset forfeiture revenue reimbursement. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget anticipates increases in fire contractual services and ambulance services, as well as additional asset forfeiture revenue reimbursement. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 5,414,453 -32.9 2022-23 6,494,144 19.9 2023-24 7,643,745 17.7 2024-25 (Estimate) 8,172,629 6.9 2025-26 (Adopted) 9,285,459 13.6 Actual Estimate/Adopted 12 Millions 9 6 3 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 134 Table of Contents City of Chandler Resources 2025-26 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 2022-23 reflects the inclusion of copier fees charged by the library which were previously reported in the Other Receipts category. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget reflects the a slight increase to copier and reservation fees. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 380,141 -15.5 2022-23 339,556 -10.7 2023-24 361,375 6.4 2024-25 (Estimate) 368,800 2.1 2025-26 (Adopted) 377,200 2.3 Actual Estimate/Adopted 400 Thousands 300 200 100 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 135 Table of Contents City of Chandler Resources 2025-26 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 2020-21 revenues declined mainly due to lower amounts received from ball field rentals facility closures at the beginning of the fiscal year due to the pandemic. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget reflects anticipated additional programming through partnerships with local schools. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 3,423,607 -2.8 2022-23 3,792,905 10.8 2023-24 3,964,923 4.5 2024-25 (Estimate) 3,732,020 -5.9 2025-26 (Adopted) 4,459,908 19.5 Actual Estimate/Adopted 5 Millions 4 3 2 1 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 136 Table of Contents City of Chandler Resources 2025-26 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 2020-21 reflect $2.7 million in federal CARES Act funds, as well as developer contributions for capital improvement projects. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends and includes significant developer contributions for capital improvement projects. Projection: The FY 2025-26 adopted budget demonstrates returning to a more normalized revenue amount. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 10,496,643 -55.0 2022-23 25,736,880 145.2 2023-24 35,519,392 38.0 2024-25 (Estimate) 30,678,761 -13.6 2025-26 (Adopted) 12,571,387 -59.0 Actual Estimate/Adopted Millions 40 20 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 137 Table of Contents City of Chandler Resources 2025-26 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 2024-25 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 2025-26 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 2021-22 $ % Inc/(Dec) 6,504,484 -41.7 2022-23 11,252,684 73.0 2023-24 18,992,719 68.8 2024-25 (Estimate) 26,366,400 38.8 2025-26 (Adopted) 29,441,400 11.7 Actual Estimate/Adopted 35 30 Millions 25 20 15 10 5 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 138 Table of Contents City of Chandler Resources 2025-26 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 2025-26 adopted budget for each category: $ 540,988 • Airport T-Hangars, Tie-Downs, T-Shades and Other Charges • Airport Leases 220,000 • Wireless Communication Leases 200,000 • Miscellaneous Property Leases 38,500 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 2022-23 shows an increase due to billing for a new lease agreement. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection based on existing leases. Projection: The FY 2025-26 adopted budget reflects a slight reduction to revenues from a continuation of existing leases. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 961,308 -6.5 2022-23 1,083,043 12.7 2023-24 1,029,679 -4.9 2024-25 (Estimate) 1,003,100 -2.6 2025-26 (Adopted) 999,488 -0.4 Actual Estimate/Adopted 1,200 Thousands 900 600 300 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 139 Table of Contents City of Chandler Resources 2025-26 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 2020-21 and FY 2021-22 reflect slight declines to photo red light program revenues. FY 2024-25 reflects reduced amounts of court administration fees. The FY 2024-25 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 2025-26 adopted budget assumes a slightly reduced level of activity for the new fiscal year. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 3,162,272 -13.7 2022-23 3,934,781 24.4 2023-24 4,079,301 3.7 2024-25 (Estimate) 3,889,200 -4.7 2025-26 (Adopted) 3,651,000 -6.1 Actual Estimate/Adopted 5 Millions 4 3 2 1 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 140 Table of Contents City of Chandler Resources 2025-26 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 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget reflects half of the impact of the 15% revenue increase that is proposed to be effective March 1, 2026, to support debt service related to new and expanded water facilities and a small measure of new customers. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 52,514,015 7.5 2022-23 52,522,574 0.0 2023-24 56,828,188 8.2 2024-25 (Estimate) 60,000,000 5.6 2025-26 (Adopted) 63,420,633 5.7 Actual Estimate/Adopted 60 Millions 45 30 15 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 141 Table of Contents City of Chandler Resources 2025-26 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. The 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 2024-25 estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget reflects half of the effect of the 15% revenue increase proposed to be effective March 1, 2026, to support debt service related to new and expanded wastewater facilities and additional flows from industrial customers. Fiscal Year WW Portion % Inc/(Dec) 2021-22 $ 50,447,533 -0.7 2022-23 49,262,903 2023-24 OBRF Portion Total Amount % Inc/(Dec) 7,472,175 7.5 $ 57,919,708 0.0 -2.3 9,497,335 27.1 58,760,238 1.5 51,436,515 4.4 9,581,903 0.9 61,018,419 3.8 2024-25 (Estimate) 48,287,444 -6.1 12,072,897 26.0 60,360,341 -1.1 2025-26 (Adopted) 56,649,003 17.3 18,187,857 50.7 74,836,860 24.0 Actual $ % Inc/(Dec) Estimate/Adopted 80 Millions 60 40 20 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 142 Table of Contents City of Chandler Resources 2025-26 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 2024-25 estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget reflects half of the effect of the 18% rate increase that is proposed to be effective March 1, 2026. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 1,518,942 13.5 2022-23 1,383,707 -8.9 2023-24 1,644,567 18.9 2024-25 (Estimate) 1,724,400 4.9 2025-26 (Adopted) 1,966,374 14.0 Actual Estimate/Adopted Millions $2 $1 $0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 143 Table of Contents City of Chandler Resources 2025-26 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 2022-23 reflects a 6% rate increase which was effective January 1, 2020, to support increased hauling contract and recycling operating costs. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection. Projection: The FY 2025-26 adopted budget reflects higher hauling contract and recycling costs related to the global demand reduction for recycled materials, and half of the effects of a 6% revenue increase that is proposed to be effective March 1, 2026. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 17,297,726 4.2 2022-23 18,099,739 4.6 2023-24 18,872,514 4.3 2024-25 (Estimate) 19,214,200 1.8 2025-26 (Adopted) 19,474,055 1.4 Actual Estimate/Adopted $25 Millions $20 $15 $10 $5 $0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 144 Table of Contents City of Chandler Resources 2025-26 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 2021-22 reflects lower wastewater service charges, while FY 2022-23 shows higher revenues from increased construction. The FY 2024-25 estimate is an eight-month actual and four-month projection based on historical trends and reflects lower water meter installations. Projection: The FY 2025-26 adopted budget reflects a steady amount of revenue collections. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 2,246,055 -0.5 2022-23 1,952,784 -13.1 2023-24 1,765,576 -9.6 2024-25 (Estimate) 2,119,400 20.0 2025-26 (Adopted) 2,197,060 3.7 Actual Estimate/Adopted $3 Millions $2 $1 $0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 145 Table of Contents City of Chandler Resources 2025-26 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. A new fee structure was adopted in FY 2023-24 which went into effect July 2024. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection reflecting current development activity. Projection: The FY 2025-26 adopted budget reflects currently anticipated development activity. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 4,239,339 -4.6 2022-23 1,944,490 -54.1 2023-24 2,406,313 23.8 2024-25 (Estimate) 3,250,000 35.1 2025-26 (Adopted) 3,250,000 0.0 Actual Estimate/Adopted Millions $6 $3 $0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 146 Table of Contents City of Chandler Resources 2025-26 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. A new fee structure was adopted in FY 2023-24. FY 2024-25 year-end estimate is an eight-month actual and four-month projection reflecting current development activity. Projection: The FY 2025-26 adopted budget reflects currently anticipated development activity. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 6,289,392 -0.6 2022-23 2,572,283 -59.1 2023-24 2,803,679 9.0 2024-25 (Estimate) 3,880,000 38.4 2025-26 (Adopted) 3,880,000 0.0 Actual Estimate/Adopted 9 Millions 6 3 0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 147 Table of Contents City of Chandler Resources 2025-26 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 2025-26 adopted budget for each category: • • Arterial Streets Parks • Fire $ 2,500,000 1,080,000 • • Police Public Buildings 275,000 • Library $ 200,000 100,000 - These fees are reviewed and revised periodically based on current and future capacity-expanding capital expenditures, growth projections, and A.R.S. requirements. Residential fees are charged per dwelling unit, while non-residential fees are charged per building square footage. Library and Park Impact Fees are only charged to residential development, and Park Impact Fees are broken into three different service areas. The Arterial Street Impact Fee is only assessed for properties within the arterial street fee service area. Developers may receive credits for street improvements or right-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 2023-24, all impact fees categories increased and/or decreased by various percentages. The FY 2024-25 year-end estimate is an eight-month actual and four-month projection reflecting current development activity. Projection: The FY 2025-26 adopted budget reflects currently anticipated development activity. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 5,031,031 -7.6 2022-23 8,235,336 63.7 2023-24 2,277,810 -72.3 2024-25 (Estimate) 4,170,000 83.1 2025-26 (Adopted) 4,155,000 -0.4 Actual Estimate/Adopted $9 Millions $6 $3 $0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 148 Table of Contents City of Chandler Resources 2025-26 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 2024-25 year-end estimate is an eight-month actual and four-month projection based on historical trends. Projection: The FY 2025-26 adopted budget reflects increased levels of contributions for all revenues in this category. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 27,836,001 -0.3 2022-23 29,784,285 7.0 2023-24 32,228,366 8.2 2024-25 (Estimate) 35,892,537 11.4 2025-26 (Adopted) 36,339,153 1.2 Actual Estimate/Adopted $40 Millions $30 $20 $10 $0 21-22 22-23 23-24 24-25 25-26 Fiscal Year 149 Table of Contents City of Chandler Resources 2025-26 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 2025-26 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 2025-26: 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 3,584,888 3,121,200 737,600 1,352,200 100,000 138,800 35,353 23,594 16,908 999 21,291 21,291 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 General Fund to Ambulance Services Fund Water Operating Fund to Insured Liability Self Insurance Fund Highway User Revenue Fund to Uninsured Liability Self Insurance Fund Transfers from various funds to Technology Replacement Fund 237,000 194,000 152,691,359 1,388,800 1,391,236 3,310,526 1,287,418 16,037,520 4,940,000 500,000 3,312,278 600,000 105,082 4,785,552 Repayments: Park Bond Fund to Parks SE Impact Fee 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 NW 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 10,000,000 100,000 200,000 275,000 8,850,000 606,420 5,573,368 500,000 Wastewater System Development Fee Fund to Wastewater Operating Fund 3,000,000 Total Interfund Transfers $ 150 229,041,765 Table of Contents City of Chandler Resources 2025-26 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 2025-26 primary property tax rate is reduced slightly from the FY 2024-25 rate of $0.2126 per $100 of assessed valuation to $0.2118 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2025-26 secondary property tax rate remains the same as the FY 2024-25 rate of $0.8700 per $100 of assessed valuation. This results in a total tax rate of $1.0818 per $100 of assessed value, the slightly lower than the prior year rate of $1.0826. The total impact of the 0.4% increase in Limited Assessed Values, of which 1.3% 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 2024-25 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 2025-26 reflect property market values from calendar year 2020, which are then adjusted using the limited property value formula. Higher property values, coupled with a flat or reduced tax rate, 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 maintains the property taxes paid by residents and other property owners relatively level even as assessed valuations increase. Fiscal Year Amount 2021-22 $ % Inc/(Dec) 39,237,511 7.3 2022-23 41,460,946 5.7 2023-24 42,402,898 2.3 2024-25 (Estimate) 44,723,790 5.5 2025-26 (Adopted) 44,870,341 0.3 Actual Estimate/Adopted $50 Millions $40 $30 $20 $10 $0 18-19 19-20 20-21 21-22 22-23 Fiscal Year 151 Table of Contents Resources City of Chandler 2025-26 Adopted Budget 1 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 2025-26 amounts: City Valuation Year 1 Overall Rate - Including City, County, School District, and Special Assessment Districts City Rate Percent of Total Rate 2015-16 P S $2,380,457,981 2,380,457,981 $7.59 4.28 $11.87 $0.2992 0.88 $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% 2023-24 P S $3,900,094,692 3,900,094,692 $6.83 4.09 $10.92 $0.2226 0.8700 $1.0926 3.3% 21.3% 10.0% 2024-25 P S $4,108,053,847 4,108,053,847 $6.83 4.21 $11.04 $0.2126 0.8700 $1.0826 3.1% 20.7% 9.8% Type 2025-26 City Valuation % Inc/(Dec) 2025-26 Adopted Rates 2024-25 Levy* 2025-26 Levy* % Inc/(Dec) Primary Secondary $4,124,257,465 4,124,257,465 0.4% 0.4% $0.2118 0.8700 $8,733,722 35,740,068 $8,735,177 35,843,922 —% 0.4% $1.0818 $44,473,790 $44,579,099 0.3% *The totals include prior year collections anticipated to be received of $ 250,000 for FY 2024-25 and $ 291,242 for FY 2025-26 152 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 2025-26 Adopted Budget 154 Table of Contents City of Chandler General Government 2025-26 Adopted Budget General Government Overview The table below depicts the financial breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Mayor and Council $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,273,405 $ 1,288,723 $ 1,348,379 $ 1,403,336 8.89 % 2,273,945 1,972,016 2,023,646 2,284,340 15.84 % Video Production 780,568 938,367 1,290,634 1,020,495 8.75 % Print, Mail, and Graphics 544,282 684,621 706,800 796,794 16.38 % 997,834 1,136,197 1,091,250 1,487,382 30.91 % Communications and Public Affairs City Clerk - 355,287 338,300 333,040 -6.26 % City Magistrate Records Management 5,135,390 5,847,458 5,892,400 5,766,537 -1.38 % Law 4,758,830 4,816,283 4,950,700 4,983,964 3.48 % Liability Litigation 2,993,773 3,874,040 3,912,076 5,192,124 34.02 % Liability Litigation Claims 1,445,215 3,988,572 6,226,579 4,088,572 2.51 % City Manager 2,126,940 2,344,587 2,239,994 2,518,121 7.40 % Airport 1,560,704 1,489,964 1,591,095 1,722,926 15.64 % 1,597,215 23,880,937 1,277,892 24,819,214 3.93 % 8,925,871 8,760,515 9,310,007 9,825,128 12.15 % 4,592,414 15,441,068 5,084,234 13,933,778 -9.76 % Airport Capital Buildings and Facilities Buildings and Facilities Capital Cultural Development Administration Center for the Arts 403,775 412,063 435,556 437,985 6.29 % 2,598,110 3,172,870 2,958,380 2,531,557 -20.21 % Downtown Redevelopment 388,353 407,139 425,749 430,060 5.63 % Cultural Development Capital 2,529,387 13,056,774 2,828,109 21,629,767 65.66 % Special Events 498,476 641,057 694,600 635,082 -0.93 % Museum 871,411 999,362 1,235,111 1,764,749 76.59 % Diversity, Equity & Inclusion Economic Development Economic Development Capital 644,774 712,984 696,788 772,172 8.30 % 1,436,559 1,509,260 2,062,062 1,673,784 10.90 % 15.81 % - 2,056,208 - 2,381,208 1,028,804 404,516 963,168 417,872 3.30 % Innovations 310,930 335,930 275,000 310,930 -7.44 % Fleet Services Tourism 1,219,308 1,454,647 1,473,994 1,507,772 3.65 % Fleet Motor Pool 60,736 71,668 78,852 65,568 -8.51 % Human Resources 4,235,630 4,509,688 5,093,640 4,954,055 9.85 % Transportation Policy 2,446,286 5,151,305 3,079,723 4,461,900 -13.38 % 1,045,408 29,935,714 2,099,721 26,970,897 -9.90 % 71,684,439 $ 151,121,109 27.64% 6.64 % Transportation Policy Capital Total $ 58,724,331 $ 141,649,820 $ $ 30,906,133 $ Expenditures by Category 1 Total Personnel 32,857,539 $ 33,917,121 $ 35,040,594 Ongoing - 32,110,586 33,170,168 34,013,957 5.93 % One-time - 746,953 746,953 1,026,637 37.44 % Operating & Maintenance 18,053,775 24,421,580 26,477,362 26,345,651 7.88 % Capital - Major 9,764,423 84,370,701 11,289,956 89,734,864 6.36 % 71,684,439 $ 151,121,109 27.64% Total 1 $ 58,724,331 $ 141,649,820 $ Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 155 Table of Contents City of Chandler General Government Staffing by Cost Center Mayor and Council 2025-26 Adopted Budget 2023-24 Revised 2024-25 Adopted 2024-25 Revised % Change Adopted to Adopted 2025-26 Adopted 5.500 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 4.000 4.000 4.000 0.00 % Print, Mail, and Graphics 3.000 3.000 3.000 3.000 0.00 % 6.000 6.000 6.000 6.000 0.00 % - 1.000 1.000 1.000 0.00 % City Magistrate 42.000 42.000 42.000 42.000 0.00 % Law 30.000 29.000 29.000 29.000 0.00 % 4.000 4.000 4.000 5.000 25.00 % City Manager 8.000 8.000 8.000 9.000 12.50 % Airport 7.000 7.000 7.000 7.000 0.00 % Buildings and Facilities 47.000 47.000 47.000 47.000 0.00 % Diversity, Equity & Inclusion 2.000 3.000 3.000 3.000 0.00 % Economic Development 6.500 6.500 6.500 6.500 0.00 % Tourism 2.000 2.000 2.000 2.000 0.00 % Fleet Services 12.000 12.000 12.000 12.000 0.00 % Human Resources 24.000 24.000 24.000 25.000 4.17 % Transportation Policy 3.000 3.000 3.000 3.000 0.00 % Cultural Development Admin 2.000 2.000 2.000 2.000 0.00 % Center for the Arts 17.000 19.000 16.000 16.000 -15.79 % Downtown Redevelopment 1.000 2.000 2.000 2.000 0.00 % Special Events 2.000 2.000 2.000 2.000 0.00 % Museum 4.000 4.000 7.000 7.000 75.00 % 239.000 244.000 244.000 247.000 1.23% City Clerk Records Management Liability Litigation Total 156 Table of Contents City of Chandler General Government 2025-26 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. 157 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Mayor and Council - 1020 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,180,036 $ 1,216,878 $ 1,234,000 $ 1,246,921 5.67% - 1,180,036 1,216,878 1,234,000 1,221,907 3.55% One-time - - - - 25,014 N/A Professional/Contract Services 21,456 16,856 31,856 25,000 41,470 146.03% Operating Supplies 13,710 14,338 16,838 12,066 23,952 67.05% Repairs and Maintenance 1,160 2,500 3,738 2,700 2,500 0.00% Communication/Transportation 42,655 54,580 54,580 54,600 56,080 2.75% Other Charges and Services 16,297 18,500 30,500 18,100 30,500 64.86% Office Furniture and Equipment 1,443 - - - - N/A Capital Replacement/Fund Level Transfers 1,913 1,913 1,913 1,913 1,913 0.00% $ 1,273,405 $ 1,288,723 $ 1,356,303 $ 1,348,379 $ 1,403,336 8.89% $ 1,191,407 $ 1,288,723 $ 1,356,303 $ 1,348,379 $ 1,403,336 $ 1,273,405 $ General Fund 2 Grant Fund Grand Total 1,174,771 $ 2024-25 Adjusted Budget Ongoing Total Cost Center - 1020 $ 2024-25 Adopted Budget 81,998 - - 1,288,723 $ - 1,356,303 $ - 1,348,379 $ 1,403,336 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Digital Content Creator 1 1 1 1 1 1 Executive Management Assistant 2 3 3 3 3 3 Management Assistant 0.5 0.5 0.5 0.5 0.5 0.5 Marketing & Communications Manager 1 1 0 0 0 0 Mayor & Council Public Affairs Manager 0 0 1 1 1 1 Total 4.5 5.5 5.5 5.5 5.5 5.5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for Business and Policy Forums, and a temporary Management Support Clerk. During FY 2023-24, one Marketing & Communications Manager was renamed to Mayor & Council Public Affairs Manager. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 158 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Communications and Public Affairs Department Overview Expenditures by Cost Center 2023-24 Actual Expenditures Communications and Public Affairs $ Video Production Print, Mail, and Graphics Total 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,273,945 $ 1,972,016 $ 2,023,646 $ 2,284,340 15.84 % 780,568 938,367 1,290,634 1,020,495 8.75 % 544,282 684,621 706,800 796,794 16.38 % $ 3,598,795 $ 3,595,004 $ 4,021,080 $ 4,101,629 14.09% $ 2,010,238 $ 2,053,454 $ 2,233,000 $ 2,365,730 15.21 % 1,989,986 2,169,532 2,051,411 3.09 % Expenditures by Category 1 Total Personnel Ongoing - One-time Operating & Maintenance Total Staffing by Cost Center 1 $ - 63,468 63,468 314,319 395.24 % 1,588,555 1,541,550 1,788,080 1,735,899 12.61 % 3,598,795 $ 3,595,004 $ 4,021,080 $ 4,101,629 14.09% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted % Change Adopted to Adopted Communications and Public Affairs 8.000 8.000 8.000 8.000 0.00 % Video Production 3.000 4.000 4.000 4.000 0.00 % Print, Mail, and Graphics 3.000 3.000 3.000 3.000 0.00 % Total 14.000 15.000 15.000 15.000 0.00% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 159 Table of Contents City of Chandler General Government 2025-26 Adopted Budget 2024-25 Accomplishments Ø Coordinated Mayor Kevin Hartke’s delivery of the State of the City address at the Chandler Center for the Arts that highlighted Chandler’s accomplishments, awards and progress of the past year. Earned the city’s first ever Rocky Mountain Emmy Award, received a Telly Award and presented at the Chandler International Film Festival with the Mayor’s State of the City video, Struthiol. Ø Continued the strong community outreach tradition on behalf of the Mayor and Council and fulfilled 83 proclamations and scheduled public appearances, created social media content, videos, columns and outreach presentations, and coordinated responses to resident inquiries. Ø Published the 2024 Year in Review that highlighted city news, events, and accomplishments achieved in the past year. Ø Continued the strong tradition to provide communications and public affairs expertise for the City Council and Departments that included media relations, digital content, videos, graphic design, print production and responses to inquiries. Ø Completed the video production studio and broadcast control room digital media upgrade capital improvement project. Fulfilled the related training to leverage the capabilities of the new studio equipment and software. Ø Produced videos for marketing campaigns and events that earned four awards and two nominations in national video industry award competitions. The videos addressed the topics of housing, water conservation, career opportunities, adult sports and highlighted the community at the State of the City event. Ø Implemented the Join Team Chandler marketing campaign with the Human Resources Department to promote career opportunities to prospective applicants through targeted communications and a recruitment website. Three videos received nominations in the commercial category at the 2024 Rocky Mountain Emmy Awards. 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 Managed content for the city’s publications, website and social media platforms that included more than 25 marketing campaigns that communicated 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 Quicklook, the weekly employee newsletter, 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 Customer Connection program. Ø Broadcasted 80 public meetings and coordinated the production of more than 250 video, digital, and social media assets shared through television, on-demand, streaming and social media platforms. Ø Completed more than 2,500 print production and graphic design requests. Also, processed more than 750,000 pieces of outgoing mail and took measures to qualify for the greatest discounts possible to save on postage costs. Ø Managed the City Hall Information Desk and fulfilled customer service inquiries via phone and in-person. Fostered a safe, friendly service environment to direct customer to services, attended meetings, routed deliveries, and assisted with security and public safety responses. 160 Table of Contents City of Chandler General Government 2025-26 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 public information campaigns, production and design of newsletters, publications, press releases, presentations, videos, websites, social media, 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. 1 2 2025-26 Performance Measurements Goal #1 Provide communications and public affairs support to illustrate the strategic priorities and policy direction of the city. Effectively develop and maintain community and media relations through marketing and public information programs that fulfill the City Council's, City Manager's, and department’s requests for services. Provide a positive community image through the cohesive and professional appearance of city-produced materials and city-operated communication platforms. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t t Provide public affairs and communications for the City Council, City Manager and city departments. Align communication and public affairs objectives with the City Council Strategic Framework goals and focus areas. Produce marketing campaigns and content to effectively communicate with residents and target audiences. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected News releases (English and Spanish) 152 182 200 200 200 Newsletters 72 72 70 70 70 Columns, articles and blogs 57 56 60 70 70 Public information/marketing campaigns 24 27 25 30 30 Speeches and presentations 144 201 160 200 200 Goal #2 Amplify Chandler’s digital platforms through engaging content and marketing that promotes a connected city. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t t Oversee and create content for the City of Chandler website, chandleraz.gov, and other city-maintained websites. Oversee and create content for the City of Chandler’s Intranet site, Chanweb, and employee newsletter. Oversee City of Chandler and City Council social media accounts, content creation, and engagement. Measures 2 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Chandleraz.gov average monthly visits 186,302 189,934 220,000 220,000 220,000 Chandleraz.gov avg. monthly total page views 417,986 415,563 500,000 450,000 450,000 3,363 3,811 3,500 3,500 3,500 Chanweb avg. monthly total page views 112,350 139,820 120,000 120,000 120,000 Social media engagement 625,930 288,363 500,000 300,000 300,000 Chanweb avg. monthly visits 1 2022-23 Actual *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 161 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Communications and Public Affairs - 1070 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,178,007 $ 1,223,354 $ 1,290,500 $ 1,314,655 11.60 % Ongoing - 1,178,007 1,223,354 1,290,500 1,232,735 4.65 % One-time - - - - 81,920 N/A 1,054,073 662,850 664,828 602,855 822,850 24.14 % 70,732 108,519 112,452 108,621 119,695 10.30 % 412 1,500 2,183 1,845 1,500 0.00 % Communication/Transportation 4,169 7,400 7,400 6,700 11,900 60.81 % Other Charges and Services 5,484 13,740 13,740 12,800 13,740 0.00 % Professional/Contract Services Operating Supplies Repairs and Maintenance Machinery and Equipment Total Cost Center - 1070 60 $ General Fund Water Operating Grand Total 1,139,015 $ 2024-25 Adopted Budget $ - N/A 2,273,945 $ 1,972,016 $ 2,023,957 $ 2,023,646 $ 2,284,340 15.84% 2,273,945 1,912,016 1,963,957 2,023,646 2,224,340 - 60,000 60,000 - 1,972,016 $ 2,023,957 $ 2,273,945 $ - - - 60,000 2,023,646 $ 2,284,340 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Armed Secuity Officer 1 1 1 1 1 1 City Hall Receptionist 1 1 1 1 1 1 Communications & Public Affairs Director 1 1 1 1 1 1 Digital Content Creator 1 1 1 1 1 1 Digital Content Strategist 1 1 1 1 1 1 Marketing & Communications Manager 1 1 1 1 1 1 Public Information Officer 2 2 2 2 2 2 Total 8 8 8 8 8 8 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for talent recruitment campaigns, marketing and promotional campaigns, ongoing funding for translation services which has been approved as one-time since FY 2021-22, as well as one-time funding for printing costs related to the CityScope newsletter, and community engagement. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 162 Table of Contents City of Chandler General Government 2025-26 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 event 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. 2025-26 Performance Measurements Goal #1 Provide digital media content for the city’s government access cable channel, social media platforms, and websites. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: 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 1 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Video/digital media assets N/A 119 150 125 125 Social media assets N/A 96 140 100 100 Digital audio assets N/A 15 28 12 15 Graphic assets N/A 64 40 64 64 Public meetings/live & recorded events N/A 76 80 76 76 Photography assignments N/A 928 200 200 200 New measures established in FY 2023-24. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 163 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Video Production - 1071 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 514,786 $ 529,688 $ 569,500 $ 578,241 12.33 % Ongoing - 514,786 529,688 569,500 508,052 -1.31 % One-time - - - - 70,189 N/A 194,546 260,627 442,140 410,800 279,400 7.20 % 5,931 2,694 2,694 2,694 2,594 -3.71 % Professional/Contract Services Operating Supplies Repairs and Maintenance 510,844 $ 2024-25 Adjusted Budget 13 460 460 460 460 0.00 % Communication/Transportation 2,074 3,050 3,050 4,200 3,050 0.00 % Other Charges and Services 4,955 4,500 4,500 4,500 4,500 0.00 % Machinery and Equipment 59,955 150,000 333,769 295,000 150,000 0.00 % Capital Replacement/Fund Level Transfers 2,250 2,250 2,250 3,480 2,250 0.00 % $ 780,568 $ 938,367 $ 1,318,551 $ 1,290,634 $ 1,020,495 8.75% 780,568 938,367 1,318,551 1,290,634 1,020,495 $ 780,568 $ 938,367 $ 1,318,551 $ 1,290,634 $ 1,020,495 Total Cost Center - 1071 General Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Digital Media Producer 0 0 0 1 1 1 Digital Media Principal Producer 1 1 1 1 1 1 Digital Media Senior Producer 1 1 1 1 1 1 Marketing & Communications Manager 1 1 1 1 1 1 Total 3 3 3 4 4 4 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the continuation of one-time funding for the cable access channels, which has a 100% revenue offset from Cox Communications. Effective July 1, 2024, one Digital Media Producer position is added. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 164 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Objectives: t t Complete printing order on requested date. Provide graphic design support to city departments and divisions. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Printing completed on requested date 100% 100% 100% 100% Printing requests processed 2,099 2,108 2,106 1,896 2,052 5,126,003 4,924,926 5,127,691 5,916,372 5,273,748 715 710 714 712 712 1 Impressions printed for jobs processed Citywide graphic design projects 100% Goal #2 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 Objectives: t Complete Print, Mail, and Graphics mailing processes (insertion, metering, etc.) within 24 hours of receipt or print completion. Measures Mailing processes completed within 24 hours Utility bill and sales tax item volume to be mailed 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 100% 100% 100% 100% 100% 785,548 769,974 782,842 753,319 772,920 This measure fluctuates in a cyclical manner following election cycles and other overflow print jobs. *2024-25 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. 165 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Print, Mail, and Graphics - 1210 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 360,379 $ Ongoing One-time - 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 360,661 $ 370,753 $ 373,000 $ 472,834 297,193 307,285 309,532 310,624 31.10 % 4.52 % 63,468 63,468 63,468 162,210 155.58 % Professional/Contract Services 2,028 5,792 5,792 2,500 5,792 0.00 % Operating Supplies 31,443 150,023 171,376 151,575 150,023 0.00 % Repairs and Maintenance 32,261 31,220 31,220 20,000 31,220 0.00 % Communication/Transportation 90,745 100,750 103,721 132,200 100,750 0.00 % Other Charges and Services - 750 750 100 750 0.00 % Machinery and Equipment - 5,000 5,000 - 5,000 0.00 % Office Furniture and Equipment - 3,000 3,000 - 3,000 0.00 % Capital Replacement/Fund Level Transfers 27,425 27,425 27,425 27,425 27,425 0.00 % 544,281 $ 684,621 $ 719,037 $ 706,800 $ 796,794 16.38 % 544,282 684,621 719,037 706,800 796,794 544,282 $ 684,621 $ 719,037 $ 706,800 $ 796,794 Total Cost Center - 1210 $ General Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Executive Management Assistant 1 0 0 0 0 0 Mail & Graphics Senior Technician 1 1 1 1 1 1 Mail & Print Technician 1 1 1 1 1 1 Print, Mail & Graphics Supervisor 1 1 1 1 1 1 Total 4 3 3 3 3 3 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for two temporary Print and Mail Technicians. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 166 Table of Contents City of Chandler General Government 2025-26 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 Law. 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. 2024-25 Accomplishments Ø Implemented the use of DocuSign for electronic signatures when onboarding new Board and Commission members. Ø Performed an audit of current Board and Commission member Oaths of Office, Policy Acknowledgements, and contact information. Ø Conducted the Primary Election in July 2024 and the General Election in November 2024 and served as a ballot drop-off location for all registered voters. Ø Purchased committee management software to automate the Board and Commission appointment process and increase civic involvement. Ø Increased community outreach for Passport Services by attending community events such as Contigo, IRise Foundation Community Connection, and the Connected 2024 Innovation event. Ø Completed the five-year Essential Records Listing and submitted the listing to the Arizona State Library, in compliance with Arizona State Statute §41-151.14 (A)(4). Ø Completed data migration of over 3,000 records for the Risk Management Software project. 1 2025-26 Performance Measurements Goal #1 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 t t Prepare and post electronically all City Council agenda packets within the statutory deadlines. Post notice of all meetings of the City Council, boards, commissions, subcommittees, and agencies of the city within the required statutory deadlines. Post notice of all legal actions taken at public meetings of the City Council and boards and commissions within the required statutory deadlines. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Council meetings coordinated 78 86 75 70 75 Meeting notices posted 329 386 575 400 425 City Council actions and agenda items prepared 655 597 600 600 600 1 *2024-25 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. 167 Table of Contents City of Chandler General Government 2025-26 Adopted Budget City Clerk - 1030 Goal #2 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 t Provide for the acceptance of passport applications. Provide notary public service. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Passport applications accepted 14,022 17,648 15,500 16,000 17,000 Notary public services provided 194 635 400 450 450 Goal #3 Administer and conduct city elections in accordance with state and local election laws providing information and encourage voter participation for Chandler residents. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t Promote voter participation and provide voter assistance in local, state, and federal elections. Serve as filing officer for local candidates seeking election and for political committees participating in local elections. 2022-23 Actual Measures 2023-24 1 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Municipal elections Aug 1 0 1 1 0 Nov 0 0 1 1 1 Registered voters Aug 160,095 0 175,000 156,645 0 Nov 0 0 175,000 166,167 179,000 Total ballots processed Aug 56,181 0 55,000 46,256 0 Nov 0 0 120,000 137,977 40,000 Aug 35.09% 0% 31.00% 29.53% 0% Nov 0% 0% 68.00% 83.04% 22.00% 2 Voter turnout percentage 1 2 In Nov 2023 (FY 2023-24) there were no Primary or General Elections held. Municipal elections take place in the Fall of even years unless there is a special election. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 168 Table of Contents City of Chandler General Government 2025-26 Adopted Budget City Clerk - 1030 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 861,340 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 803,473 $ 837,988 $ 812,000 $ 881,508 Ongoing - 726,288 760,803 734,815 786,643 9.71 % 8.31 % One-time - 77,185 77,185 77,185 94,865 22.91 % Professional/Contract Services 16,858 24,571 24,571 21,000 17,621 -28.29 % Operating Supplies 57,976 234,565 237,338 182,000 514,165 119.20 % 100.00 % Repairs and Maintenance 1,967 2,500 4,853 4,800 5,000 Communication/Transportation 48,556 60,588 60,588 61,150 56,588 -6.60 % Other Charges and Services 11,137 10,500 10,500 10,300 12,500 19.05 % $ 997,834 $ 1,136,197 $ 1,175,838 $ 1,091,250 $ 1,487,382 30.91% 997,834 1,136,197 1,175,838 1,091,250 1,487,382 $ 997,834 $ 1,136,197 $ 1,175,838 $ 1,091,250 $ 1,487,382 Total Cost Center - 1030 General Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 0 1 1 1 1 1 City Clerk 1 1 1 1 1 1 City Clerk Management Assistant 1 0 0 0 0 0 City Clerk Specialist 2 1 2 2 2 2 City Records Management Coordinator 1 0 0 0 0 0 Deputy City Clerk 1 1 1 1 1 1 Management Assistant 0 1 1 1 1 1 Total 6 5 6 6 6 6 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for the 2025 Bond Election, and one-time funding for the Passport Services Program, which has been approved since FY 2022-23. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 169 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Records Management - 1320 The Records Management division of the City Clerk Department is responsible for the preservation of the city’s historical and legal documents in compliance with Arizona State Public Records laws. 1,2 2025-26 Performance Measurements Goal #1 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 t t To maintain all contracts, agreements, and leases. Provide for timely processing of all contractual documents including advertising, signing, recording, and filing. Provide updated supplements and revisions to the City Code as amended by City Council. Measures Contractual documents processed 2022-23 Actual 2023-24 Actual 603 1,151 2024-25 Projected 800 2024-25 Year End Estimate* 900 2025-26 Projected 950 1 *2024-25 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. 2 170 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Records Management - 1320 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ 316,835 $ 317,095 $ 302,000 $ 310,840 -1.89 % Ongoing - 127,837 128,097 113,002 115,110 -9.96 % One-time - 188,998 188,998 188,998 195,730 3.56 % Operating Supplies - 30,552 30,552 30,000 14,300 -53.19 % Repairs and Maintenance - 1,500 1,500 1,000 1,500 0.00 % Communication/Transportation - 4,000 4,000 3,000 4,000 0.00 % Other Charges and Services - 2,400 2,400 2,300 2,400 0.00 % - $ 355,287 $ 355,547 $ 338,300 $ 333,040 -6.26% Total Cost Center - 1320 $ 2024-25 Adopted Budget $ General Fund Grand Total $ - 355,287 355,547 338,300 333,040 - $ 355,287 $ 355,547 $ 338,300 $ 333,040 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Records Management Program Administrator 0 0 0 1 1 1 Total 0 0 0 1 1 1 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for two temporary Management Assistants and operating supplies for the Records Management Program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 171 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Improved customer service by implementing an online reservation service for the public to make appointments with court clerks. Ø Promoted community awareness by publishing court instructional videos on the City of Chandler's social media sites. Ø Improved court signage to specify court screening requirements and prohibited weapons list. Ø Completed over 900 hours of staff ongoing continuing education training, including training in cyber security, active shooter awareness, and case processing. Ø Updated court operational and financial policies and procedures to reflect current practices. Ø Collaborated with the City of Chandler Information Technology on Artificial Intelligence usability research. 1,2 2025-26 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 t t t Increase educational awareness including community videos of court instructions and expectations, high school internship opportunities, and criminal justice career week. Update the court’s continuing of operational plan to integrate with Maricopa County Regional Continuity of Operations Planning. Adopt limited use of Artificial intelligence as a training resource for staff. Promote staffing training and career development by partnering with Arizona Supreme Court Educational Services Division. Measures 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of appeals filed 51 46 45 36 40 Number of appeals overturned 1 1 4 1 1 44,593 44,391 42,000 42,500 41,600 58% 49% 50% 50% 50% Number of calls received 41,483 37,060 31,000 39,680 37,000 Average wait time 16 sec 18 sec 19 sec 25 sec 23 sec 897 925 750 898 900 Number of filings Percentage of cases adjudicated within 100 days Online service live chat 1 *2024-25 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. 2 172 Table of Contents City of Chandler General Government 2025-26 Adopted Budget City Magistrate - 1050 Budget Summary Description 1 Total Personnel Ongoing One-time Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Insurance and Taxes Rents and Utilities Other Charges and Services Office Furniture and Equipment 2023-24 Actual Expenditures $ Capital Replacement/Fund Level Transfers Total Cost Center - 1050 General Fund 2 Grant Fund Grand Total 4,454,981 $ 472,391 153,264 1,035 24,741 28,439 303 2024-25 Adopted Budget 5,019,837 $ 4,936,730 83,107 678,977 82,144 5,000 25,500 500 500 35,000 - 236 $ $ 5,135,390 $ 4,560,959 574,431 5,135,390 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 5,185,302 $ 5,102,195 83,107 758,456 91,527 5,916 25,500 500 500 35,474 - - 5,063,000 $ 4,979,893 83,107 667,000 92,300 5,000 31,100 34,000 - -1.31 % 0.35 % -100.00 % -2.25 % -0.04 % 0.00 % 0.00 % 0.00 % 0.00 % 0.00 % N/A - N/A 5,892,400 $ 5,892,400 5,892,400 $ 5,766,537 5,766,537 5,766,537 -1.38% - 6,103,175 $ 6,103,175 6,103,175 $ % Change Adopted to Adopted 4,954,248 4,954,248 663,677 82,112 5,000 25,500 500 500 35,000 - - 5,847,458 $ 5,847,458 5,847,458 $ 2025-26 Adopted Budget Authorized Positions Position Title Business Systems Support Analyst City Magistrate Court Administrator Court Clerk Court Clerk Lead Court Clerk Senior Court Commissioner Court Interpreter Court Security Officer Court Services Supervisor Deputy Court Administrator Presiding City Magistrate Probation Monitoring Officer Total 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted 1 3 1 16 2 6 1 1 3 3 2 1 2 42 1 3 1 15 3 6 1 1 3 3 2 1 2 42 1 3 1 15 3 6 1 1 3 3 2 1 2 42 1 3 1 15 3 6 1 1 3 3 2 1 2 42 1 3 1 15 3 6 1 1 3 3 2 1 2 42 1 3 1 15 3 6 1 1 3 3 2 1 2 42 Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for public defender contract services and Judge Pro Tem pay increases and onetime funding for temporary staff for case processing assistance which was approved in FY 2024-25, and court security coverage which was has been approved since FY 2022-23. FY 2025-26 also reflects the elimination one-time funding for magistrate services pilot program approved in FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 173 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Law Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 Law 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 2023-24 Actual Expenditures Law $ Liability Litigation Liability Litigation Claims Total 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,758,830 $ 4,816,283 $ 4,950,700 $ 4,983,964 3.48 % 2,993,773 3,874,040 3,912,076 5,192,124 34.02 % 1,445,215 3,988,572 6,226,579 4,088,572 2.51 % $ 9,197,818 $ 12,678,895 $ 15,089,355 $ 14,264,660 12.51% $ 5,198,107 $ 5,237,116 $ 5,427,500 $ 5,636,119 7.62 % 5,237,116 5,427,500 5,636,119 7.62 % Expenditures by Category 1 Total Personnel Ongoing - One-time Operating & Maintenance Total Staffing by Cost Center 1 $ - - - - N/A 3,999,711 7,441,779 9,661,855 8,628,541 15.95 % 9,197,818 $ 12,678,895 $ 15,089,355 $ 14,264,660 12.51% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted % Change Adopted to Adopted Law 30.000 29.000 29.000 29.000 0.00 % Liability Litigation 4.000 4.000 4.000 5.000 25.00 % Total 34.000 33.000 33.000 34.000 6.25% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 174 Table of Contents City of Chandler General Government 2025-26 Adopted Budget 2024-25 Accomplishments Ø Authored over 30 formal legal opinions on various topics; provided training to Chandler Police; provided Arizona Gift Clause training to Chandler Economic Development Advisory Board; provided training to various departments on accessibility requirements for Chandler services and programs under Title II of the Americans with Disabilities Act; and continued to provide Open Meeting Law, Conflict of Interest, and Public Records training. Ø Advised on proposed legislation in the latest Arizona legislative session as to impacts on Chandler. Ø Provided legal assistance with the organization and governance documents of new nonprofit entity, Chandler Housing and Community Services Corporation, as part of the Department of Neighborhood Resources’ RAD project. Ø The in-house Litigation and Risk Management Unit investigated 83 liability claims filed against Chandler and reached either a settlement or other final resolution on 70 liability claims. The in-house Litigation and Risk Management Unit also provided claims adjustment services on 66 property damage claims and pursued recovery from at-fault thirdparties in 107 restitution matters; all resulting in a total of $528,730.66 recovered for damages to city property and emergency response costs. Ø Conducted more than 10,133 criminal cases in the Chandler Municipal Court, which included attending 686 criminal trials, and 4,154 services provided to victims. Continued prosecutors’ support for Mental Health Court, East Valley Regional Veteran’s Court, and Community Support Court. Ø Coordinated with school district attorneys to complete the video surveillance agreements for Mesa and Kyrene school districts. Ø Worked with the Development Services Department to recover past due annual license fees in the amount of $258,207.43 from Crown Castle Fiber LLC and prepared an Amended and Restated License Agreement to preserve the parties’ long standing business relationship and telecommunication services to Chandler residents. Ø Worked with the Development Services Department to recover past due annual license fees in the amount of $636,117.94 to preserve the parties’ long standing business relationship and telecommunication services to Chandler residents. Ø Provided legal guidance on the U.S. Supreme Court’s “Grants Pass” decision and its ramifications for municipal ordinances, including ordinances addressing regulation of transit facilities. Ø Participated in AZ League work group to draft model ordinances in response to state-mandated housing bills and drafted zoning code amendment to implement state-mandated housing bills on short notice to comply with timing requirements of the legislation. Ø Drafted Development Agreement with Brinshore Development for the next phase of public housing redevelopment. Ø Responded to over 120 duty/after hour calls for legal advice from police officers and conducted 22 briefings with patrol teams and detectives. Ø Analyzed all risk claims for FY 2024-25 for trends and risk mitigation and met with all directors and city management to review. Ø Transitioned to an updated RMIS (Risk Management Information System & Solutions) Origami in partnership with the Human Resources Department. Ø Implemented an online portal for the filing of a notice of claim. 175 Table of Contents City of Chandler General Government 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 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 t t t t t t t t t t t t t Reduce civil liability exposure to the city with proactive risk management programming. Provide 24 hours, seven days a week availability for legal consultation and advice to the Police Department. Provide an annual minimum of 20 hours of class time and scenario training to all police officers and provide written legal updates. Prepare and/or review all ordinances and resolutions. Assist in negotiating and drafting transactional documents for all city departments including, but not limited to, all city contracts and real estate acquisitions. Provide legal advice and assist in conducting training on Open Meeting Law, conflict of interest, public record requirements, and parliamentary procedures. Provide advice and assist in compliance with Open Meeting Law requirements for all city boards and commissions, as well as legal staff supporting them. Provide timely response to environmental and water regulatory issues and work collaboratively with the Environmental Management Division and Public Works & Utilities Department to resolve these issues. Conduct litigation regarding various areas, e.g., third party liability, bankruptcy, housing, contract disputes, tax issues, forfeitures, interpleader actions, water rights, and collection of money owed by people who damage city property. Continue to file all Racketeer Influenced and Corrupt Organizations Act (RICO) forfeiture actions with the Maricopa County Superior Court. Review and advise as to proposed state or federal legislation or court action that may impact city operations. Represent and advise City boards and commissions on all legal matters and retain independent legal counsel where there is a conflict of interest. Provide legal advice and assist the City Clerk’s Office in implementing the citywide Records Management Program. Manage the city’s Record Management Program in partnership with the City Clerk’s Office. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Request for legal services 1,171 1,264 1,300 1,250 1,250 Fulfill request for legal services within 14 days 86% 91% 90% 90% 90% Provide prompt answers to verbal legal requests 100% 100% 100% 100% 100% Provide legal training as needed 100% 100% 100% 100% 100% 1 *2024-25 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. 2 176 Table of Contents City of Chandler General Government 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 Perform all duties necessary for the successful prosecution of criminal misdemeanor cases in City Court and Superior Court and provide the Police Department with case specific legal counsel and training. Pursue evidence-based prosecution of domestic violence cases on a consistent basis. Provide quality customer service to all victims of crime including providing applicable accommodations, as necessary. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community Objectives: t t t t t t t t t t Pre-trial preparation and disposition of criminal misdemeanor cases at pre-trial conferences. Represent state as state attorney in all non-jury and jury trial settings in Chandler Municipal Court and Superior Court; perform necessary legal research and draft all motions filed in misdemeanor criminal cases. Perform legal research and draft all legal briefs filed in appeals by defendants or the state. Perform initial review of 90% of long form complaints submitted within 45 days of receipt. Provide notice of victims’ rights to crime victims, comply with victim notification requirements for those victims invoking their rights, and maintain a log of types and numbers of notices sent and number of victims invoking their rights. Keep Chandler Municipal Court and the Police Department apprised of Prosecutor’s Office policy concerning victims’ rights implementation and advise the Police Department concerning their duties regarding victims’ rights notification. Advise the Police Department in the areas of DUI detection, investigation, prosecution, and law. Work with the Police Department legal advisors and officers directly to train officers on the criteria that need to be documented in reports in order to prepare for and prosecute cases. Encourage prosecutors to pursue evidence-based prosecution in appropriate cases. Keep track of prosecutions made by way of evidence-based prosecution. Provide all victims with notice of victims’ rights and provide victim advocate services as requested. Measures Pre-trial conferences 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 11,510 12,453 13,057 11,498 12,648 616 942 1,093 1,114 1,225 DUI cases 1,734 1,130 1,943 1,144 1,258 Domestic violence charges 2,742 2,618 2,680 2,610 2,871 Prosecutor review/charging decisions 4,056 3,840 3,804 4,314 4,745 Victims’ rights notifications 10,059 9,215 9,647 8,826 9,709 Prosecutor’s Office contacts with victims 4,425 4,756 4,820 4,620 5,082 Trials/jury trials 1 *2024-25 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. 2 177 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Law - 1300 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,675,198 $ 4,875,248 $ 4,839,500 $ 4,842,879 3.59% - 4,675,198 4,875,248 4,839,500 4,842,879 3.59% One-time - - - - - N/A Professional/Contract Services 3,911 25,000 25,000 3,000 25,000 0.00% Operating Supplies 52,564 69,579 72,325 63,000 69,579 0.00% Repairs and Maintenance 5,498 8,500 9,072 6,700 8,500 0.00% Communication/Transportation 18,866 15,006 15,006 15,500 15,006 0.00% Other Charges and Services 25,500 23,000 23,000 23,000 23,000 0.00% 4,758,830 $ 4,816,283 $ 5,019,651 $ 4,950,700 $ 4,983,964 3.48% 4,736,758 4,801,283 4,993,251 4,927,700 4,968,964 10,672 15,000 15,000 11,600 15,000 11,400 - 11,400 11,400 5,019,651 $ 4,950,700 $ 4,983,964 $ 4,652,491 $ 2024-25 Adjusted Budget Ongoing Total Cost Center - 1300 $ 2024-25 Adopted Budget General Fund General Fund-Domestic Violence 2 Grant Fund Grand Total $ 4,758,830 $ 4,816,283 $ - Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Assistant City Attorney 6 6 6 6 6 6 Assistant City Prosecutor I 0 1 1 1 1 1 Assistant City Prosecutor II 5 5 5 5 5 5 Assistant City Prosecutor Senior 1 1 1 1 1 1 City Attorney 1 1 1 1 1 1 City Attorney Senior Manager 1 1 1 1 1 1 City Prosecutor 1 1 1 1 1 1 Legal Clerk 4 4 4 4 4 4 Legal Secretary 6 6 6 6 6 6 Legal Secretary Lead 1 1 1 1 1 1 Legal Support Supervisor 1 1 1 1 1 1 Records Management Program Administrator 0 0 1 0 0 0 Records Management Program Coordinator 0 1 0 0 0 0 Victim Advocate 1 1 1 1 1 1 Total 28 30 30 29 29 29 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes in FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 178 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 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 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. Resolve litigation through effective defense and/or settlement where appropriate. 2022-23 Actual Measures Total risk lawsuits handled on annual basis 2023-24 Actual 3 2024-25 Year End Estimate* 2024-25 Projected 12 5 2025-26 Projected 9 8 Goal #2 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 t t t t Monitor and resolve all liability and property claims against the city. Establish contact within 24 hours for all claims. Internally adjust all claims under $25,000. Maintain “cost of risk” indicator at or below 2%. Recommend changes and assist in loss prevention. 2022-23 Actual Measures 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Claims filed 159 182 162 183 166 Percent of filings responded to within 24 hours 100% 100% 100% 100% 100% Claims filed <$5,000 123 135 129 128 104 Cost of risk 1% 1% 1% 1% 1% Liability and property subrogation 246 248 243 244 242 1 1 2023-24 Actual “Cost of risk” = (Claims Paid Expenses + Risk Management Administration + Insurance Premiums) divided by City of Chandler Total Operating Budget. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 179 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Liability Litigation - 1310 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 561,918 $ 581,912 $ 588,000 $ 793,240 41.17% Ongoing - 561,918 581,912 588,000 793,240 41.17% One-time - - - - - N/A Professional/Contract Services 160,312 34,500 41,490 49,490 60,000 73.91% Operating Supplies 32,911 32,067 32,525 20,205 150,837 370.38% Repairs and Maintenance 545,615 $ 2024-25 Adjusted Budget 829 1,750 2,322 2,272 2,250 28.57% 9,873 18,400 18,400 18,350 23,445 27.42% 2,238,626 3,217,500 4,000,373 3,227,354 4,102,312 27.50% Other Charges and Services 5,606 7,905 7,905 6,405 11,105 40.48% Building and Improvements - - - - 29,050 N/A Office Furniture and Equipment - - - - 19,885 N/A 5,192,124 34.02% Communication/Transportation Insurance and Taxes Total Cost Center - 1310 $ 2,993,773 $ 2,993,773 3,874,040 4,684,927 3,912,076 5,192,124 $ 2,993,773 $ 3,874,040 $ 4,684,927 $ 3,912,076 $ 5,192,124 Insured Liability Self Insurance Fund Grand Total 3,874,040 $ 4,684,927 $ 3,912,076 $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Assistant City Attorney 1 1 1 1 1 2 Paralegal 1 1 1 1 1 1 Risk Management Administrator 1 1 1 1 1 1 Risk Management Specialist 1 1 1 1 1 1 Total 4 4 4 4 4 5 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. Effective July 1, 2025, one Assistant City Attorney position is added along with associated one-time and ongoing increases in operations and maintenance funding. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 180 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Liability Litigation Claims - 1311 Budget Summary Description 2023-24 Actual Expenditures Professional/Contract Services $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 283,219 $ 392,400 $ 572,009 $ 429,500 $ 242,400 -38.23% Operating Supplies 162,821 232,090 234,769 181,440 232,090 0.00% Repairs and Maintenance 606,137 741,100 854,879 742,559 741,100 0.00% Communication/Transportation Insurance and Taxes Street Improvements Total Cost Center - 1311 10,000 10,000 1,500 10,000 0.00% 2,412,732 4,631,580 4,681,580 2,662,732 10.36% 148,864 200,250 207,738 190,000 200,250 0.00% $ 1,445,215 $ 3,988,572 $ 6,510,975 $ 6,226,579 $ 4,088,572 2.51% 1,445,215 3,988,572 6,510,975 6,226,579 4,088,572 $ 1,445,215 $ 3,988,572 $ 6,510,975 $ 6,226,579 $ 4,088,572 Insured Liability Self Insurance Fund Grand Total 8 244,168 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. 181 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Coordinated the 31-member Resident Bond Exploratory Committee to review capital projects using bond funding and make recommendation to Mayor and Council. Ø Initiated over 90% of the initiatives delineated in the Strategic Framework. Ø Successfully negotiated a solar contract that identifies nearly 9 megawatts of power generation across 23 city facilities, generating ongoing electrical savings. Ø Successfully recruited and hired a highly experienced Development Services Director. Ø Developed an Opioids Response Strategic Plan to mitigate the impact of opioids in the community. Ø Streamlined the citywide grant strategy to ensure alignment with the strategic framework. 182 Table of Contents City of Chandler General Government 2025-26 Adopted Budget City Manager - 1040 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,088,094 $ 2,168,928 $ 2,167,000 $ 2,438,356 16.77% - 2,088,094 2,168,928 2,167,000 2,438,356 16.77% One-time - - - - - N/A Professional/Contract Services 10,002 171,414 171,414 3,700 2,800 -98.37% Operating Supplies 19,513 22,479 24,425 17,264 14,365 -36.10% Repairs and Maintenance 1,005 2,000 3,682 2,000 2,000 0.00% Communication/Transportation 25,732 29,300 29,300 25,600 29,300 0.00% Other Charges and Services 37,328 28,600 28,600 22,350 28,600 0.00% Machinery and Equipment 73 200 200 80 200 0.00% Office Furniture and Equipment 112 2,500 2,500 2,000 2,500 0.00% 2,126,940 $ 2,344,587 $ 2,429,049 $ 2,239,994 $ 2,518,121 7.40% 2,126,940 2,344,587 2,429,049 2,239,994 2,518,121 2,126,940 $ 2,344,587 $ 2,429,049 $ 2,239,994 $ 2,518,121 $ General Fund Grand Total $ 2,033,175 $ 2024-25 Adjusted Budget Ongoing Total Cost Center - 1040 $ 2024-25 Adopted Budget Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Assistant City Manager 1 1 1 1 1 1 Assistant to the City Manager 1 1 1 1 1 1 City Manager 1 1 1 1 1 1 Deputy City Manager 1 1 1 1 1 1 Deputy City Manager - Chief Financial Officer 0 1 1 1 1 1 Executive Management Assistant 1 1 1 1 1 1 Government Relations Senior Program Manager 1 1 1 1 1 1 Grants Program Manager 0 0 0 0 0 1 Strategic Initiatives Director 1 1 1 1 1 1 Total 7 8 8 8 8 9 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the elimination of one-time funding in professional/contract services for Civic Engagement Programs. Effective July 1, 2025, one Grants Program Manager transfers from cost center 1180, Administration in the Management Services Department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 183 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Completed design on the 100% ADOT-funded Taxiway B Improvement Project. Ø Replaced the Taxiway C Lights and electrical feeds. Ø Completed the Airport’s first Strategic Business Plan. Ø Initiated the Community Impact Study for the Extension of Runway 4R-22L. Ø Began the Hangar Area Pavement Reconstruction Project. Ø Upgraded the Automated Weather Observation System. 2025-26 Performance Measurements Goal #1 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 t Strive to operate a safe, well-maintained airport environment. Encourage an environment of growth for existing organizations at the Airport. 2022-23 Actual Measures 1 City fueling services, gallons Fixed Base Operator (FBO) fueling service, gallons 2 Cost per air traffic operation (non-capital costs) Number of airport safety inspections 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 18,214 67,724 55,000 74,000 80,000 755,453 732,589 757,090 754,000 756,000 $8.68 $7.73 $5.78 $12.93 $7.44 354 365 365 365 365 1 Fuel sales are tied to competition from other suppliers. The volumes can vary from year-to-year due to market conditions. Costs per operation were higher in FY 2022-23 due to increased one-time funding for necessary airport improvement projects and full staffing. Operations increased year-to-year but only by approximately 19,000 operations. Per current market trends, future operations are expected to increase which will cause a reduction in the cost-per-operation. 2 *2024-25 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. 184 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Airport - 4100 1 Goal #2 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 Objectives: t Seek maximum opportunities for federal and state grant participation projects. Measures Dollar Value of grant requests $2,385,200 $310,000 $3,000,000 $0 $4,500,000 1 2 2 3 1 Projects completed with shared funding 2023-24 Actual 2024-25 Year End Estimate* 2022-23 Actual 2024-25 Projected 2025-26 Projected Goal #3 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 t t Maintain occupancy rate of T-hangars and T-shades at 95% or above. Maintain occupancy rate of tie-downs (based) at 95% or above. Provide maintenance on T-hangars at least once per year. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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% 2 1 *2024-25 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. 2 185 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Airport - 4100 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 834,133 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 869,925 $ 903,903 $ 907,800 $ 911,922 4.83 % Ongoing - 869,925 903,903 907,800 909,939 4.60 % One-time - - - - 1,983 N/A 273.90 % Professional/Contract Services 67,885 55,866 71,359 97,750 208,883 Operating Supplies 383,276 285,423 295,312 287,226 293,323 2.77 % Repairs and Maintenance 128,895 58,720 72,302 67,209 64,720 10.22 % Communication/Transportation 4,989 12,255 12,255 12,675 26,255 114.24 % Insurance and Taxes 22,576 34,500 34,500 34,500 39,500 14.49 % Rents and Utilities 74,040 89,358 89,358 89,358 89,358 0.00 % Other Charges and Services 27,191 12,700 22,700 24,500 28,700 125.98 % Machinery and Equipment - 2,000 2,000 360 17,000 750.00 % Office Furniture and Equipment - 47,000 47,000 50,000 20,000 -57.45 % Street Improvements - 4,500 4,500 - 4,500 0.00 % 17,717 17,717 17,717 19,717 18,765 5.92 % 15.64% Capital Replacement/Fund Level Transfers Total Cost Center - 4100 Airport Operating Fund $ 1,560,704 $ 1,560,704 1,489,964 $ 1,489,964 1,572,906 $ 1,572,906 1,591,095 $ 1,591,095 1,722,926 1,722,926 Grand Total $ 1,560,704 $ 1,489,964 $ 1,572,906 $ 1,591,095 $ 1,722,926 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Airport Maintenance Senior Technician - CDL 2 2 2 2 2 2 Airport Maintenance Supervisor - CDL 1 1 1 1 1 1 Airport Operations Manager 1 1 1 1 1 1 Airport Planning Program Manager 1 1 1 1 1 1 Airport Senior Manager 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Total 7 7 7 7 7 7 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for chemicals for weed control, increased cost of liability insurance, flight tracking and market intelligence software, staff memberships, and airport business development; and one-time funding for Taxiway A signage which was also approved in FY 2024-25, disabled aircraft recovery equipment, as well as funding for Airport Days 2026, a relocation study for AWOS, the Airport Master Plan update, furniture for the lobby, and a study to update Airport Minimum Standards. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 186 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Airport Capital - 4110 Capital Budget Summary 2023-24 Actual Expenditures Description 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Professional/Contract 239,562 3,025,000 5,506,726 374,565 3,605,914 19.20% Operating Supplies 68,883 - - - - N/A Repairs/Maintenance 5,300 - - - - N/A 32,912 - 1,505,666 2,057 - N/A 1,589 46,000 112,000 - 131,188 185.19% Contingencies/Reserves - 13,380,437 610,001 - 14,802,612 10.63% Building/Improvements 7,264 7,429,500 15,164,432 207,102 6,279,500 -15.48% - - 292,996 - - N/A Other Charges/Services 1 Project Support Recharge Street Improvements Airport Improvements Total Cost Center - 4110 1,241,705 $ Grant Capital Fund Airport Operating Fund Grand Total $ 414,391 694,168 1,597,214 $ 23,880,937 $ - 23,606,212 $ 1,277,892 $ - N/A 24,819,214 3.93% 1,325,562 10,875,161 10,704,909 197,324 9,782,877 271,652 13,005,776 12,901,303 1,080,568 15,036,337 1,597,214 $ 23,880,937 $ 23,606,212 $ 1,277,892 $ 24,819,214 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 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. 187 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Completed roof projects at Fire Stations #6 and #7, Fleet/Central Supply, Police Property and Evidence, Senior Center, and Veterans Oasis Park Pump House. Ø Completed a citywide security camera assessment as well as security and surveillance camera improvements at the Chandler Airport, City Hall Council Chambers, Chandler Center for the Arts, Chandler Courts, Public Works Solid Waste, Public Works Water Treatment Plant, Public Works Ocotillo Brine Water Reduction Facility, and Mesquite Groves Aquatic Facility. Ø Restored carpet and flooring at Fire Station #10, Sunset Library, Fleet and Central Supply, and Tumbleweed Recreation Center. Ø Replaced the fire alarms at the Public Safety Training Center, McCullough-Price House, and Chandler Nature Center. Ø Installed key management hardware and software at the Information Technology building, Chandler Municipal Airport, Chandler Boys and Girls Club, all aquatic facilities, and four recreation facilities. Ø Completed HVAC improvements at the Chandler Center for the Arts, Chandler Boys and Girls Club, Development Services, and Fleet/Central Supply. Ø Completed the installation of two electrical vehicle charging stations at the newly expanded/resurfaced parking lot north of City Hall. Ø Completed a space utilization project at City Hall (Floors 2 to 4) and Information Technology (Floors 1 and 2). Ø Completed main electrical preventative maintenance at City Hall, Community Center, Snedigar Recreation Center, and Tumbleweed Recreation Center. Ø Completed the Police Department generator replacement and power redundancy project. 188 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Buildings and Facilities - 3200 2025-26 Performance Measurements Goal #1 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 t Provide emergency service for mechanical, sanitary, and environmental problems. Maintain cost effective maintenance and custodial practices through proactive management. 2022-23 Actual Measures Custodial expenditures per square foot 2023-24 Actual $3.07 $3.17 2024-25 Projected $3.76 2024-25 Year End Estimate* 2025-26 Projected $3.76 $3.76 Goal #2 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 t Maintain cost effective building maintenance through proactive management. Maintain all public buildings at an optimum state of repair through use of an effective preventive maintenance program. 2022-23 Actual Measures 1 Building repair costs per square foot Percentage of preventive work orders over all work orders 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected $4.39 $4.90 $5.14 $5.14 $5.14 48% 55% 70% 70% 75% Increases reflect anticipated increased cost of repairs due to factors including inflation, wages, building age, scope of repairs, increased level of maintenance. *2024-25 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. 189 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Buildings and Facilities - 3200 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,318,354 $ 4,482,763 $ 4,516,000 $ 4,561,907 5.64 % Ongoing - 4,318,354 4,482,763 4,516,000 4,561,907 5.64 % One-time - - - - - N/A Professional/Contract Services 263,484 457,927 718,783 718,433 561,927 22.71 % Operating Supplies 941,766 975,013 1,059,292 1,009,945 974,557 -0.05 % Repairs and Maintenance 949,851 876,785 929,760 928,762 1,094,301 24.81 % Communication/Transportation 14,686 15,170 17,117 17,117 15,170 0.00 % Insurance and Taxes 2,681 3,000 3,000 3,000 3,000 0.00 % Rents and Utilities 4,299,169 $ 2024-25 Adopted Budget 2,323,469 2,026,019 2,026,019 2,026,019 2,526,019 24.68 % Other Charges and Services 4,340 11,855 11,855 11,855 11,855 0.00 % Building and Improvements 6,717 - - - - N/A Machinery and Equipment 41,899 - - - - N/A 11 - - - - N/A 77,799 76,392 76,392 78,876 76,392 0.00 % 8,925,871 $ 8,760,515 $ 9,324,981 $ 9,310,007 $ 9,825,128 12.15% 8,664,643 8,760,515 9,324,981 9,310,007 9,825,128 Water System Improvements Capital Replacement/Fund Level Transfers Total Cost Center - 3200 $ General Fund 2 Grant Fund 261,228 Grand Total $ 8,925,871 $ - - 8,760,515 $ - 9,324,981 $ - 9,310,007 $ 9,825,128 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Specialist 1 2 2 2 2 2 Business Systems Support Supervisor 1 1 1 1 1 1 Custodial Services Supervisor 2 2 2 2 2 2 Custodian 19 19 19 19 19 19 Electrician 2 2 2 2 2 2 Energy Management Controls Senior Technician 1 1 1 1 1 1 Facilities Project Manager 0 1 1 1 1 1 Facility & Fleet Services Senior Manager 1 1 1 1 1 1 Facility Maintenance Planner 1 1 1 1 1 1 Facility Maintenance Senior Technician 6 7 7 7 7 7 Facility Maintenance Superintendent 1 1 1 1 1 1 Facility Maintenance Technician 2 2 2 2 2 2 HVAC Senior Technician 3 3 3 3 3 3 Lead Custodian 3 3 3 3 3 3 Maintenance Planner/Scheduler 0 0 0 0 0 0 Management Assistant 1 1 1 1 1 1 Total 44 47 47 47 47 47 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for buildings and facilities preventative maintenance, utility rate increases, and the Automatic External Defibrillator (AED) program. Additionally, FY 2025-26 reflects the elimination of one-time funding received in FY 2024-25 for a fire station gate replacement. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 190 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Buildings and Facilities Capital - 3210 Capital Budget Summary 2023-24 Actual Expenditures Description Professional/Contract Services 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 19,863 - 146,680 25,452 - N/A Operating Supplies 875 - - - - N/A Repairs and Maintenance 399 - - - - N/A - - 473,689 - - N/A - - 11,000 4,832 - N/A - 7,771,068 113,375 - 9,131,778 17.51 % Building and Improvements 3,574,274 6,991,000 11,730,919 4,253,603 4,350,000 -37.78 % Machinery and Equipment - - - - 102,000 N/A 997,003 679,000 1,890,064 800,347 350,000 -48.45 % 4,592,414 $ 15,441,068 $ 14,365,727 $ 5,084,234 $ 13,933,778 -9.76% 3,891,382 2,839,773 6,890,621 Other Charges and Services 1 Project Support Recharge Contingencies/Reserves Office Furniture and Equipment Total Cost Center - 3210 $ General Government Capital Projects Capital Grants 8,097,064 7,598,109 - - 1,200,000 - 2,000,000 701,032 6,917,354 5,140,968 2,215,350 4,645,618 Water Operating - 100,000 100,000 - 100,000 Airport Operating Enterprise - 269,650 269,650 10,650 259,000 Medical Self Insurance - 57,000 57,000 18,461 38,539 Public Facility Bonds Grand Total $ 4,592,414 $ 15,441,068 $ 14,365,727 $ 5,084,234 $ 13,933,778 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the FY 2026-2035 Capital Improvement Program. 1 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. 191 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Cultural Development Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Cultural Development Administration $ Center for the Arts 403,775 $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 412,063 $ 435,556 $ 2025-26 Adopted Budget % Change Adopted to Adopted 437,985 6.29 % 2,598,110 3,172,870 2,958,380 2,531,557 -20.21 % Downtown Redevelopment 388,353 407,139 425,749 430,060 5.63 % Cultural Development Capital 2,529,387 13,056,774 2,828,109 21,629,767 65.66 % Special Events 498,476 641,057 694,600 635,082 -0.93 % Museum 871,411 999,362 1,235,111 1,764,749 76.59 % 7,289,512 $ 18,689,265 $ 8,577,505 $ 27,429,200 46.76% 3,581,735 3,946,502 3,962,844 4,132,096 4.70 % - 3,723,114 3,739,456 3,905,185 4.89 % $ Total Expenditures by Category 1 Total Personnel Ongoing - 223,388 223,388 226,911 1.58 % Operating & Maintenance 3,707,779 14,742,763 4,614,661 1,667,337 -88.69 % Capital - Major 2,529,387 13,056,774 2,828,109 21,629,767 65.66 % 7,289,512 $ 18,689,265 $ 8,577,505 $ 27,429,200 46.76% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted One-time Total Staffing by Cost Center 1 $ % Change Adopted to Adopted Cultural Development Administration 2.000 2.000 2.000 2.000 0.00 % Center for the Arts 17.000 19.000 16.000 16.000 -15.79 % Downtown Redevelopment 1.000 2.000 2.000 2.000 0.00 % Special Events 2.000 2.000 2.000 2.000 0.00 % Museum 4.000 4.000 7.000 7.000 75.00 % Total 26.000 29.000 29.000 29.000 0.00% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 192 Table of Contents City of Chandler General Government 2025-26 Adopted Budget 2024-25 Accomplishments Ø Completed the first year of administrative oversight of the new Temporary Sales and Promotional Event (TSPE) process with 88 private property events and promotions permitted. Ø Permitted 71 events, five stage rentals, and one film and photo shoot through special events. Ø Facilitated 67 third-party produced events and seven city signature events where 163,471 and 34,400 guests attended respectively. Ø Celebrated the Chandler Center for the Arts (CCA) 35th Anniversary and served over 166,000 people continuing its commitment to engaging and inclusive programming with over 50 nonprofit and cultural institutions utilizing CCA for their activities. Ø Completed the CCA Needs Assessment in partnership with the Chandler Cultural Foundation and the Chandler Unified School District. Ø Hosted 85 free activities a the Vision Gallery, wrapped seven utility boxes, and brought additional public art projects to the community including City Hall Banners, a Wall Street mural, and art at the Tumbleweed Recreation Center. Ø Completed the Ranch at Tumbleweed Park Phase 1 design with construction anticipated to begin in Fiscal Year 2025-26. Ø Opened a revised and updated version of its first Museum Signature Exhibit: Gaman: Enduring Japanese American Internment at Gila River. This exhibit was brought back to the Museum due to ongoing public demand. Ø Completed the Museum’s first Collaborative Exhibition with Organic Architecture and Design Archives (OA+D), featuring 45 objects from their collection. In conjunction with this exhibition, the Museum hosted a symposium on organic architecture, including an evening special event. An ongoing collaboration with OA+D will produce three additional collaborative exhibits in the next four years, as well as children’s and adult programming at the Museum. Ø Contracted with an outside consultant to produce a 5-year strategic plan for the newly reorganized Museum Division. Ø Created a Chandler Museum Foundation membership program entitled “Friends of the Chandler Museum” as a formal fundraising mechanism to support the Museum, exhibitions, and programs. Ø Began an ongoing Museum oral history project to document the life of Eddie Basha and his achievements in preparation for an upcoming exhibit. Ø Completed improvements on Boston Street including a mill and overlay of the road, the widening of sidewalks, improving safety at the crosswalk and the installation of a passenger drop off zone. Ø Improved Wall Street from Frye Road to Chicago Street with underground utilities and additional capacity for future redevelopment in the area. Pedestrian features were added including lighting, a co-op trash enclosure, decorative stamped asphalt, a mural and monument signage. Ø Improved the City Hall parking lot and alleyway with new asphalt, landscaping, lighting, and the addition of a co-op trash enclosure. Ø Completed the Wayfinding Signage Phase 1 project that directs vehicular traffic to the five free parking garages in the downtown area. Ø Planned and prepared for the Dr. A.J. Chandler Park Phase 1 design that is anticipated to begin in January 2026. Ø Installed new tree grates, fencing, and flower enhancements downtown to improve the aesthetic appeal. 193 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 Enhance the quality of life in Chandler by providing customer centric educational and cultural activities. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Sustainable Economic Health Objectives: t t t Provide leadership and administrative support to develop and implement systems and procedures to continuously improve operations. Facilitate communication and the cross promotion of programs and services. Provide opportunities for resident engagement. Measures Public programs provided Attendance at public programs 1 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 1,102 1,055 1,022 888 1 893 1 489,000 401,742 357,700 374,414 367,000 Public programs satisfaction 94% 91% 90% 91% 92% Volunteer hours contributed 10,964.75 10,570.25 11,950 10,101 10,101 Number of special events and exhibits 43 59 49 64 64 Public art projects implemented in the community 11 16 8 12 8 Tumbleweed Ranch Field Trips on hold during construction of Tumbleweed Park. *2024-25 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. 194 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Cultural Development Administration - 1090 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 398,016 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 405,758 $ 422,747 $ 429,200 $ 431,680 6.39 % Ongoing - 405,758 422,747 429,200 431,680 6.39 % One-time - - - - - N/A - - - 200 - N/A 1,315 925 925 990 925 0.00 % 39 300 576 366 300 0.00 % Communication/Transportation 2,504 2,500 2,500 2,500 2,500 0.00 % Other Charges and Services 1,900 2,580 2,580 2,300 2,580 0.00 % $ 403,775 $ 412,063 $ 429,328 $ 435,556 $ 437,985 6.29% 403,775 412,063 429,328 435,556 437,985 $ 403,775 $ 412,063 $ 429,328 $ 435,556 $ 437,985 Professional/Contract Services Operating Supplies Repairs and Maintenance Total Cost Center - 1090 General Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Cultural Development Director 1 1 1 1 1 1 Management Analyst Senior 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 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 195 Table of Contents City of Chandler General Government 2025-26 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. 1 2 2025-26 Performance Measurements Goal #1 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 t Continue development of marketing strategies to ensure maximum usage of the CCA and Vision Gallery. Present professional and community performances and exhibitions with high public visibility. Measures Number of activities, exhibits, and workshops Annual attendance Social media following Website page view Participation in free public events 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 851 871 813 879 884 161,844 170,208 167,500 166,000 168,500 44,965 45,470 49,400 46,000 48,000 1,417,599 844,693 900,000 930,000 950,000 16,523 26,663 23,500 23,585 24,585 Goal #2 To ensure additional resources necessary for maintaining the CCA continue to be available. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: t t t Continue fundraising program for the CCF. Continue to recruit and retain volunteer support. Obtain trade and cash sponsorships to support programming efforts. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected New donations to CCF funds $200,617 $56,686 $70,000 $36,000 $97,700 Total cash and trade sponsorships $400,471 $200,296 $350,000 $193,500 $263,000 Number of volunteers Number of volunteer hours contributed 154 193 185 204 214 8,440 8,463 9,750 8,704 8,954 1 *2024-25 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. 2 196 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Center for the Arts - 1100 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,004,984 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,273,603 $ 2,107,301 $ 1,967,876 $ 2,033,442 -10.56 % -10.56 % Ongoing - 2,273,603 2,107,301 1,967,876 2,033,442 One-time - - - - - N/A Professional/Contract Services 420,318 732,000 1,009,779 835,507 347,900 -52.47 % Operating Supplies 72,334 85,397 88,444 64,352 43,045 -49.59 % Repairs and Maintenance 29,293 43,700 44,259 52,160 38,700 -11.44 % Communication/Transportation 10,648 14,020 14,020 12,900 14,020 0.00 % Insurance and Taxes 10,236 6,500 6,500 12,200 6,500 0.00 % Rents and Utilities 1,391 1,600 1,600 1,500 1,600 0.00 % Other Charges and Services 15,491 13,800 14,079 9,603 13,800 0.00 % - - - 32 30,300 N/A Park Improvements 31,165 - - - - N/A Capital Replacement/Fund Level Transfers 2,250 2,250 2,250 2,250 2,250 0.00 % 2,598,110 $ 3,172,870 $ 3,288,232 $ 2,958,380 $ 2,531,557 -20.21% 2,482,015 2,782,870 2,778,232 2,656,580 2,531,557 116,095 390,000 510,000 301,800 2,598,110 $ 3,172,870 $ 3,288,232 $ 2,958,380 $ Office Furniture and Equipment Total Cost Center - 1100 $ General Fund Municipal Arts Fund Grand Total $ 2,531,557 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 197 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Center for the Arts - 1100 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Box Office Attendant 1 1 1 1 1 1 Box Office Supervisor 1 1 1 1 1 1 Cultural Arts Manager 1 1 1 1 1 1 Cultural Arts Production Senior 2 2 2 2 2 2 Cultural Arts Production Supervisor 1 1 1 1 1 1 Cultural Arts Program Manager 1 1 1 1 0 0 Cultural Arts Senior Program Manager 1 1 1 1 1 1 Cultural Arts Specialist 1 1 1 1 0 0 Development Communications Program Manager 0 0 0 1 1 1 Events Program Coordinator 1 1 1 1 1 1 Events Senior 1 1 1 1 1 1 Events Specialist 1 1 1 1 1 1 Exhibits Program Coordinator 1 1 1 1 0 0 Management Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Marketing & Communications Analyst 1 1 1 1 1 1 Marketing & Communications Program Coordinator 1 1 1 1 1 1 Performing Arts Program Manager 0 0 0 1 1 1 Total 17 17 17 19 16 16 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Exhibits Program Coordinator position was renamed to Museum & Exhibits Curator, one Cultural Arts Specialist was reclassified to Community Resources Specialist, and one Cultural Arts Program Manager was reclassified to Museum Senior Program Manager and transferred to cost center 4560, Museum. FY 2025-26 reflects one-time funding for CCA equipment replacement and the Chandler Symphony Orchestra. 198 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 Coordinate and facilitate revitalization of the central core of the city. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: 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 2022-23 Actual Number of new or rehabilitation projects planned for Downtown 2023-24 Actual 1 1 2024-25 Year End Estimate* 2024-25 Projected 2 11 3 5 2025-26 Projected 4 5 4 Goal #2 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 Objectives: t Market Downtown to new retail, service, office, and other uses to enhance the image of the city’s Downtown District. Measures 2022-23 Actual Number of new businesses located in Downtown with city assistance Estimated square footage of new and rehabilitated space in Downtown with city assistance 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 8 9 4 5 4 19,000 5 492,497 6 31,860 7 46,398 8 59,593 0 2 0 0 0 Number of new residential units constructed in Downtown 9 1 Mic Drop Mania. Elliott’s Steakhouse, Maple House, Born and Bred, Jake’s Sweet Shop, Spin the Bottle, Lola’s Liquor, Crispy Cones, DC Heights, Encore Novo, Mr. Cooper, and DTC. Lola’s Liquor, The George, 200 / 210 South Oregon, One Chandler, and DC Heights Phase 2. 4 George and Gather, Boutique on Boston, Insomnia Cookies, Spitz, and Miel de Agave. 5 Jersey Mikes, BuquiBichi, Thai Chili to go, Roll em Taquitos, Aqua di Mare, Copper House, and Mic Drop. 6 Elliott’s Steakhouse, Maple House, Spin the Bottle, Lola’s Liquor, Crispy Cones, DC Heights, and Encore Novo. 7 200 + 210 Oregon Street, The George, and Liberty Mutual. 8 Insomnia Cookies, Boutique on Boston, George and Gather, Miel de Agave, Spitz, Safety T, and Tap N Taco. 9 New Square Phase 2 and The Jonathan. 2 3 *2024-25 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. 199 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Downtown Redevelopment - 1540 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 207,807 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 221,292 $ 228,885 $ 231,573 $ 225,513 1.91 % 1.91 % Ongoing - 221,292 228,885 231,573 225,513 One-time - - - - - N/A Professional/Contract Services 41,078 15,000 29,800 41,000 15,000 0.00 % Operating Supplies 1,955 3,500 3,500 2,627 3,500 0.00 % 215 23,758 23,994 500 23,758 0.00 % 4,528 1,915 1,915 8,299 1,915 0.00 % Repairs and Maintenance Communication/Transportation Rents and Utilities Other Charges and Services 2,082 3,480 3,480 1,500 3,480 0.00 % 130,689 138,194 138,194 140,250 156,894 13.53 % Building and Improvements Total Cost Center - 1540 $ General Fund - N/A 388,353 $ 407,139 $ 444,368 $ 425,749 $ 430,060 5.63% 388,353 407,139 424,968 425,749 430,060 2 Grants Grand Total - $ 14,600 - 388,353 $ - 19,400 407,139 $ - 444,368 $ - 425,749 $ 430,060 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Downtown Redevelopment Program Manager 1 1 1 1 1 1 Special Events Senior Specialist 0 0 0 1 1 1 Total 1 1 1 2 2 2 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for an increase to the city’s contribution for the Enhanced Municipal Services District assessment. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 200 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Cultural Development Capital - 4320 Capital Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ - $ - $ - N/A Ongoing - - - - - N/A One-time - - - - - N/A 1,079,262 556,550 6,200,347 2,367,675 713,190 28.14 % Operating Supplies 4,189 - - 15,239 - N/A Repairs/Maintenance 41,020 - 29,794 24,850 - N/A Rents/Utilities 102,689 - - 69,144 - N/A 28,784 659,450 1,145,117 27,674 708,955 7.51 % - - 129,928 - 31,580 N/A Contingencies/Reserves - 7,935,774 357,000 - 9,165,447 15.50 % Building/Improvements 1,132,196 3,785,000 2,026,764 51,429 10,349,000 173.42 % Machinery/Equipment - - 353 - - N/A Office Furniture/Equipment 12,748 - 9,291 13,385 - N/A Street Improvements 5,665 - - - - N/A Park Improvements 119,278 120,000 1,910,740 244,397 661,595 451.33 % 2,529,387 $ 13,056,774 $ 11,809,334 $ 2,828,109 $ 21,629,767 65.66% Professional/Contract Other Charges/Services 2 Project Support Recharge Total Cost Center - 4320 $ General Government Capital Projects 1,749,698 6,866,338 7,509,933 2,144,241 6,599,692 Streets General Obligation Bonds 290,851 4,033,951 2,198,362 529,746 2,168,616 Capital Grants 436,469 459,559 455,313 20,700 435,155 12,364,882 Park Bonds - 1,560,000 1,560,000 109,118 Art Center Bonds 1,171 - - - - Museum Bonds 51,199 136,926 85,726 24,304 61,422 2,529,387 $ 13,056,774 $ 11,809,334 $ 2,828,109 $ Grand Total $ 21,629,767 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 201 Table of Contents City of Chandler General Government 2025-26 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 two committees of city personnel that oversee the special event and the temporary sales and promotional event applications permitting, review, and approval process to host and produce events in city-owned public spaces and private property. 2025-26 Performance Measurements Goal #1 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 t t Be attuned to the community and encourage resident participation in citywide signature events. Solicit donations and sponsorships to enhance special events. To help residents and producers work through the special event permitting process. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Volunteer hours 269.75 238.25 300 250 250 Donations/sponsorships $4,000 $17,166 $8,000 $8,500 $6,000 1 Number of city special events 9 9 9 9 9 Number of special event permits processed 20 76 60 85 68 Number of temporary sales and promotional event 4 permits processed 87 82 80 80 80 2,3 1 New measure added effective FY 2023-24. New measure added effective FY 2022-23. Events on public property 4 Events on private property 2 3 *2024-25 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. 202 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Special Events - 4559 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 274,008 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 327,220 $ 337,781 $ 337,614 $ 356,045 8.81 % 11.15 % Ongoing - 226,811 237,372 237,205 252,103 One-time - 100,409 100,409 100,409 103,942 3.52 % Professional/Contract Services 88,585 64,195 94,493 94,493 84,195 31.16 % Operating Supplies 22,894 37,368 39,678 38,867 37,368 0.00 % 410 700 741 741 700 0.00 % Communication/Transportation 5,878 12,719 13,719 14,407 12,719 0.00 % Rents and Utilities 66,546 60,160 68,460 68,460 60,160 0.00 % Other Charges and Services 33,026 83,695 84,895 86,018 83,895 0.24 % Machinery and Equipment - 55,000 55,000 54,000 - -100.00 % Repairs and Maintenance Park Improvements - N/A 498,476 $ 641,057 $ 694,767 $ 694,600 $ 635,082 -0.93% General Fund 479,474 615,557 669,267 669,100 609,582 Parks and Recreation Trust 19,002 25,500 25,500 25,500 25,500 498,476 $ 641,057 $ 694,767 $ 694,600 $ 635,082 Total Cost Center - 4559 Grand Total 7,129 $ $ - - - Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Special Events Senior Program Manager 1 1 1 1 1 1 Special Events Senior Specialist 1 1 1 1 1 1 Total 2 2 2 2 2 2 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for the July 4th All-American Bash, as well as the continuation of one-time funding for a temporary Special Events Senior Specialist. One-time funding was also requested for the 2026 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 Administration and 2230, Fire Operations, in the Fire Department, cost center 2030, Field Operations, in the Police Department, and cost center 3300, Streets, in the Public Works & Utilities Department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 203 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Objectives: t t t t Operate the Chandler Museum, Tumbleweed Ranch, and the McCullough-Price House. Offer exhibits, school field trips, and programs that interpret Chandler’s history and culture. Research, design, and install history kiosks. Work with volunteers to implement history related projects. 2022-23 Actual Measures 1 Number of school children served through field trips 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 1,042 475 0 0 0 Number of Chandler Museum, McCullough-Price House, and Tumbleweed Ranch programs conducted 242 175 2 200 102 3 105 Number of new museum exhibits, both physical and online 34 35 40 40 40 Volunteer hours contributed to history projects 2,255 1,869 1,900 1,147 897 Number of museum visits 12,338 11,661 13,000 10,543 11,500 Goal #2 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 Objectives: t Preserve the cultural heritage of Chandler, both in objects and stories. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of items digitized and uploaded to Chandler Museum’s online resource: Chandlerpedia 15,798 19,147 19,000 18,738 15,250 Pageviews of Chandlerpedia.org 94,647 N/A 4 95,000 98,755 95,000 1 Starting FY 2023-24, Field trips at Tumbleweed Ranch were put on hold due to staffing levels and construction work at Tumbleweed Ranch. Reduced number due to construction at Tumbleweed Ranch and reduced number of docents available for docent led tours. Docent tour program was suspended to redesign and expand the program to include art walks as well as recruiting new docents. 4 Switch to new platform created access problems to data collection. 2 3 *2024-25 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 2025-26 Adopted Budget Museum - 4560 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 696,920 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 718,629 $ 1,001,100 $ 996,581 $ 1,085,416 51.04 % 61.58 % Ongoing - 595,650 878,121 873,602 962,447 One-time - 122,979 122,979 122,979 122,969 -0.01 % Professional/Contract Services 85,496 130,483 161,805 152,341 494,583 279.04 % Operating Supplies 61,809 110,950 116,173 59,697 140,450 26.59 % - - 115 1,408 5,000 N/A 9,249 10,800 16,300 14,500 10,800 0.00 % - 500 500 500 500 0.00 % Rents and Utilities 1,800 - - - - N/A Other Charges and Services 15,390 28,000 4,656 9,994 28,000 0.00 % Repairs and Maintenance Communication/Transportation Insurance and Taxes Office Furniture and Equipment - N/A 871,411 $ 999,362 $ 1,300,649 $ 1,235,111 $ 1,764,749 76.59% General Fund 871,411 969,849 1,271,096 1,233,935 1,345,196 Municipal Arts - - - - 390,000 Museum Trust - 29,513 29,553 1,176 999,362 $ 1,300,649 $ 1,235,111 $ 1,764,749 Total Cost Center - 4560 Grand Total 747 $ $ - 871,411 $ - 90 29,553 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Community Resources Specialist 0 0 0 0 1 1 Museum & Exhibits Curator 0 0 0 0 2 2 Museum Manager 1 1 1 1 1 1 Museum Program Coordinator 1 1 1 1 1 1 Museum Senior Program Manager 1 1 1 1 1 1 Museum Specialist 1 1 1 1 1 1 Total 4 4 4 4 7 7 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Exhibits Program Coordinator position was renamed to Museum & Exhibits Curator, one Cultural Arts Specialist was reclassified to Community Resources Specialist, and one Cultural Arts Program Manager was reclassified to Museum Senior Program Manager and transferred from cost center 1100, Center for the Arts. FY 2025-26 reflects one-time funding for temporary staff supporting the museum and public art programs for schools. FY 2025-26 also reflects the elimination of one-time funding for the Museum Strategic Plan, which was approved in FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 205 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Diversity, Equity & Inclusion – 1062 Chandler's Diversity, Equity & Inclusion (DEI) Division collaborates closely with the Chandler Human Relations Commission (HRC), facilitating diverse educational programs and events that celebrate the city's rich diversity, history, and culture. By engaging with all members of the community, the division highlights Chandler's diverse population and serves as a vital resource for those seeking to deepen their understanding of DEI efforts. With a vision of an inclusive community where every resident and employee's contributions are valued, the division works tirelessly to create an environment where everyone can thrive. 2024-25 Accomplishments Ø Honored as the winner of the 2024 ICMA Local Government Excellence Award in Community Equity and Inclusion for the city’s Diversity, Equity & Inclusion Strategic Plan, recognizing innovation in balancing social, economic, environmental, and cultural needs in communities of 50,000+. Ø Partnered with IDIA, CUSD, and AZCEND to launch the HIVE at San Marcos, a technology resource center providing digital training and support to community hubs, senior centers, affordable housing, and shelters. Ø Reintroduced the Chandler Non-Profit Coalition (CNPC) with For Our City – Chandler, serving as a central hub for local non-profits to connect, collaborate, and strengthen collective impact. Ø Deployed 25 instant language translation devices across city facilities and field operations to enhance accessibility. Ø Produced, sponsored, or participated in 56 community events, including DEI-led programs, legacy and community partner events, mini-grant-funded initiatives, and pilot sponsorship events, reaching 44,705 people. 2025-26 Performance Measurements Goal #1 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 t t t t t Create compelling messages and manage diverse opportunities for sharing DEI messaging. Cultivate connections with organizations and individuals. Strengthen recruitment and retention efforts, DEI training and professional development opportunities for city employees. Develop and strengthen city policies and procedures to advance the DEI mission. Continually look for feedback from both the community and the municipal organization on DEI strategies and programming. Encourage and support diverse communication methods to reach diverse communities. 1 Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Diversity events held in the city N/A 60 50 56 55 Students reached through diversity programs N/A 10,500 11,000 10,000 10,000 Create communication and marketing partnerships with community organizations and businesses N/A 45 40 50 50 Establishing connections for organizations and community groups to support each other at upcoming events and opportunities for assistance N/A 12 15 20 24 DEI related training opportunities for city employees N/A 18 20 15 15 Resident DEI surveys completed in the community N/A 130 150 150 200 New goals, objectives and measures have been created for FY 2023-24 in line with new DEI strategic plan. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 206 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Diversity, Equity & Inclusion – 1062 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 421,280 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 455,424 $ 466,065 $ 393,001 $ 456,112 0.15 % Ongoing - 355,409 366,050 292,986 352,170 -0.91 % One-time - 100,015 100,015 100,015 103,942 3.93 % Professional/Contract Services 198,609 242,273 311,773 288,500 299,273 23.53 % Operating Supplies 20,708 10,500 11,387 10,500 10,500 0.00 % - 500 1,105 500 500 0.00 % 107 37 37 37 37 0.00 % 4,071 4,250 4,250 4,250 5,750 35.29 % 644,774 $ 712,984 $ 794,617 $ 696,788 $ 772,172 8.30% 561,822 712,984 794,617 696,788 772,172 82,952 - - - Repairs and Maintenance Communication/Transportation Other Charges and Services Total Cost Center - 1062 $ General Fund 2 Grant Fund Grand Total $ 644,774 $ 712,984 $ 794,617 $ - 696,788 $ 772,172 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Diversity, Equity & Inclusion Coordinator 0 1 0 0 0 0 Diversity, Equity & Inclusion Manager 0 1 1 1 1 1 Diversity, Equity & Inclusion Program Coordinator 0 0 1 1 1 1 Management Assistant 0 0 0 1 1 1 Total 0 2 2 3 3 3 Position Title Significant Budget and Staffing Changes FY 2025-26 includes ongoing funding for DEI produced special events and DEI Strategic Plan initiatives, which was approved as one-time in FY 2024-25, as well as one-time funding for a temporary DEI Program Specialist, international DEI program sponsorships, and legacy partner organization sponsorship. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 207 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Economic Development Overview Expenditures by Cost Center 2023-24 Actual Expenditures Economic Development $ 1,436,559 $ 2024-25 Estimated Expenditures 1,673,784 10.90 % - 2,381,208 15.81 % 1,028,803 404,516 963,168 417,872 3.30 % 310,930 335,930 275,000 310,930 -7.44 % $ 2,776,293 $ 4,305,914 $ 3,300,230 $ 4,783,794 11.10% $ 1,293,187 $ 1,422,095 $ 1,478,000 $ 1,538,905 8.21 % Innovations 2,062,062 $ % Change Adopted to Adopted 2,056,208 Tourism 1,509,260 $ 2025-26 Adopted Budget - Economic Development Capital Total 2024-25 Adopted Budget Expenditures by Category 1 Total Personnel Ongoing - 1,280,003 976,643 1,340,679 4.74 % One-time - 142,092 142,092 198,226 39.51 % 1,483,106 827,611 1,822,230 863,681 4.36 % - 2,056,208 - 2,381,208 15.81 % 4,783,794 11.10% Operating & Maintenance Capital - Major Total Staffing by Cost Center 1 $ 2,776,293 $ 2023-24 Revised 4,305,914 $ 2024-25 Adopted 3,300,230 $ 2024-25 Revised % Change Adopted to Adopted 2025-26 Adopted Economic Development 6.500 6.500 6.500 6.500 Tourism 2.000 2.000 2.000 2.000 0.00 % 0.00 % Total 8.500 8.500 8.500 8.500 0.00% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 208 Table of Contents City of Chandler General Government 2025-26 Adopted Budget 2024-25 Accomplishments Ø Economic Development-assisted business locate and expansion projects included D.R. Horton, The Mahoney Group, 3D Barrier Bags, Turbo Resources, and VIAVI Solutions. Ø Helped reactivate vacant retail spaces by supporting the recruitment and opening of new businesses including Round1 Bowling & Arcade, Seafood City Supermarket, Carolina’s Mexican Food, and Mox Boarding House. Ø Participated in more than 65 market assessment visits with Chandler employers to better understand their local business operations and opportunities for growth. Ø Collaborated with Chandler Unified School District (CUSD) and Chandler-Gilbert Community College (CGCC) to launch the City of Chandler Scholarship, which provided financial assistance to 25 CGCC students pursuing 79 targeted STEM Advanced Manufacturing programs. Ø Supported CUSD with one-time funding of $10,000. Funds are supporting two CUSD programs, the Build for Tomorrow (B4T) community event marketing and the Career & Technical Education (CTE) industry credential costs for students. Ø Launched the Chandler Career Center platform to help employers find the talent they need to grow in Chandler and help local job seekers access career opportunities, internships, apprenticeships, and training programs. Ø Onboarded more than 40 local employers and 675 job seekers onto the Chandler Career Center platform. Ø Hosted industry-specific workforce development roundtables to bring together employers, discuss workforce needs, and share information on resources managed by the city and other partner organizations. Ø Continued partnership with Arizona State University to make the ASU Chandler Innovation Center (ACIC) a hub for startup resources and support, including the Chandler Endeavor business incubation program and coworking space. Ø Published a small business guide in English and Spanish to provide entrepreneurs with information on how to start and successfully operate a business in Chandler. Ø Hosted the 14th annual Chandler Innovation Fair, which attracted thousands of attendees and featured more than 150 exhibitors from local technology companies and schools demonstrating how important science is to daily life. Ø Maintained Economic Development-specific social media platforms with a year-over-year audience of more than 5,100 total followers and published content receiving more than 2.5 million impressions. Ø Amplified business attraction efforts through digital display ads with Multiview, a third-party marketing services provider. Digital ads served to niche, targeted audiences received more than 1.1 million impressions, with 1,700 ad clicks, and an above industry average click through rate (CTR) of 0.15% (industry average is 0.05%). Ø Launched the Choose Chandler Pass to encourage residents to shop, dine, and play in Chandler. More than 70 local businesses and nearly 2,000 shoppers participated in the program. Ø Met one-on-one with more than 200 meeting and event planners to promote Chandler as a small meetings destination. Ø Produced and published the 2025 Chandler Visitors Guide and the monthly Chandler Insider newsletter, which increased its subscriber base by 135%. Ø Maintained Visit Chandler social media platforms with an increase of more than 5,000 total followers from July 1, 2024, to May 1, 2025, and published content receiving more than 2.8 million impressions. Ø Oversaw the development, maintenance and optimization of the VisitChandler.com website with a 7.4% increase in website traffic, 28.4% increase in key events and nearly 95,000 partner referrals from July 1, 2024, to May 1, 2025. 209 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 Promote and aggressively pursue industrial and office development within the city. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: t Market the community to new office, industrial, and other uses in order to diversify and strengthen the economy. 1,2 Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Estimated number of office/industrial jobs created and retained through business recruitment and expansion 1,254 3,175 2,761 1,405 2,042 Estimated office/industrial square feet absorbed/ added with city assistance 490,400 482,100 880,285 790,000 616,875 $75,700,000 $112,490,000 $195,896,750 $63,200,000 $87,986,500 Estimated office/industrial capital investment created with city assistance 1 Measures are related to business attraction/expansion projects and are therefore more variable from year-to-year. For example, broader economic conditions (e.g., interest rates, construction costs, ability to raise financing, etc.) can impact business investment decisions. In certain years, very large projects may also skew the performance measures to be higher than a more typical year. 2 The 2024-25 Projected and 2025-26 Projected columns represent the prior three-year average plus an additional five percent growth. *2024-25 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. 210 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Economic Development - 1520 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,077,453 $ 1,144,299 $ 1,200,806 $ 1,189,000 $ 1,246,423 Ongoing 1,077,453 1,002,207 1,058,714 1,046,908 1,048,197 4.59 % One-time - 142,092 142,092 142,092 198,226 39.51 % Professional/Contract Services 261,903 245,609 279,609 257,078 302,009 22.96 % Operating Supplies 62,598 57,198 61,021 64,075 63,198 10.49 % 825 1,443 2,827 2,827 1,443 0.00 % Communication/Transportation 12,330 30,141 30,141 16,357 30,141 0.00 % Other Charges and Services 18,525 27,645 27,645 23,800 27,645 0.00 % - - 506,000 506,000 - N/A 2,925 2,925 2,925 2,925 2,925 0.00 % $ 1,436,559 $ 1,509,260 $ 2,110,974 $ 2,062,062 $ 1,673,784 1.15% 1,436,559 1,509,260 2,110,974 2,062,062 1,673,784 $ 1,436,559 $ 1,509,260 $ 2,110,974 $ 2,062,062 $ 1,673,784 Repairs and Maintenance Land and Improvements Capital Replacement/Fund Level Transfers Total Cost Center - 1520 General Fund Grand Total 8.92 % Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 0 0 0 0 0 0 Economic Development Director 1 1 1 1 1 1 Economic Development Project Manager 3 3 3 3 3 3 Economic Development Research Associate 1 1 1 1 1 1 Economic Development Senior Program Manager 1 1 1 1 1 1 Management Assistant 0.5 0.5 0.5 0.5 0.5 0.5 Total 6.5 6.5 6.5 6.5 6.5 6.5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for software subscription increases, and software for targeted digital marketing campaigns, which was previously approved as one-time funding in FY 2024-25. Also included is one-time funding for the Chandler Innovation Fair, business courses for Spanish speaking entrepreneurs, Chandler Career Center hosting and maintenance, a temporary Research Associate, and a temporary Workforce Development Project Manager, which has been approved since FY 2023-24. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 211 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Economic Development Capital - 1550 Capital Budget Summary Description 2023-24 Actual Expenditures Other Charges/Services $ 2024-25 Adopted Budget - N/A - - 2,056,208 32.13% Building and Improvements - 500,000 1,000,000 - 325,000 -35.00% - $ 2,056,208 $ 2,056,208 $ - $ 2,381,208 0.00% - 2,056,208 2,056,208 - 2,381,208 — $ 2,056,208 $ 2,056,208 $ — $ 2,381,208 Grand Total $ - $ % Change Adopted to Adopted 1,556,208 $ 1,056,208 $ 2025-26 Adopted Budget - General Gov't Capital Projects Fund - $ 2024-25 Estimated Expenditures Contingencies/Reserves Total Cost Center - 1550 - $ 2024-25 Adjusted Budget 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 212 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t t Create and market tourism websites to drive unique visits and provide information about Chandler. Develop and manage the “I Choose Chandler” marketing campaign. Initiate and coordinate marketing opportunities for the Chandler tourism community. Proactively solicit group meetings and events to benefit the Chandler tourism community. 2022-23 Actual Measures Hotel/motel tax revenue collected 1 Revenue per available room (Rev/PAR) citywide 1 Occupancy rate citywide 2 Visitor guide requests 3 Number of website visits (tethered and mobile) 4 Event prospects and services 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 6,798,575 6,768,302 6,800,000 6,300,000 6,489,000 $99.77 $98.58 $91.00 $98.00 $99.00 73.0% 74.2% 66.0% 71.1% 71.1% 2,961 4,123 3,000 3,000 3,000 537,277 497,264 400,000 425,000 440,000 232 168 80 120 80 These measures are reported on a monthly basis by STR, Inc. and tabulated for fiscal year performance. Tabulation is converted from calendar to fiscal year. 2 Visitor Guide requests are received through various ad placements, website requests, and marketing campaigns. Effective FY 2023-24, website traffic is measured using FA4. 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. 3 *2024-25 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. 213 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Tourism - 1580 Budget Summary Description 1 Total Personnel 2023-24 Actual Expenditures $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 215,734 $ 277,796 $ 288,925 $ 289,000 $ 292,482 5.29 % Ongoing 215,734 277,796 288,925 289,000 292,482 5.29 % One-time - - - - - N/A Professional/Contract Services 788,159 43,000 775,960 592,533 43,000 0.00 % Operating Supplies 12,613 18,390 19,277 18,323 18,390 0.00 % Communication/Transportation 8,902 50,000 51,500 50,082 50,000 0.00 % Other Charges and Services 3,395 14,000 14,000 13,230 14,000 0.00 % - 1,330 - - - -100.00 % 3.30% Contingencies/Reserves Total Cost Center - 1580 $ General Fund 2 Grant Fund Grand Total $ 1,028,804 $ 404,516 $ 1,149,662 $ 963,168 $ 417,872 506,818 404,516 440,009 438,557 417,872 521,986 - 709,653 524,611 1,149,662 $ 963,168 $ 417,872 1,028,804 $ 404,516 $ - Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Economic Development Senior Program Manager 1 1 1 1 1 1 Marketing and Communications Analyst 0 0 1 1 1 1 Total 1 1 2 2 2 2 Position Title Significant Budget and Staffing Changes There are no significant budget changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 214 Table of Contents City of Chandler General Government 2025-26 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. 2025-26 Performance Measurements Goal #1 Build a citywide incubator and entrepreneurial development program that supports and elevates all aspects of the entrepreneurial ecosystem to diversify the employment base and drive business and job growth in Chandler. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: t t t t t t Introduce programs and networking events that facilitate connections and conversations across the ecosystem. Work with partner entities to provide training and education that supports and elevates the community as a whole. Develop and support incubator curriculum that moves new businesses from early-stage, to launch, to growth, and into maturity. Connect the existing, established business community with the startup community to foster partnerships and collaboration. Support established businesses in growth and development with peer support groups, workshops, and events. Build a community of mentors and expert service providers in the areas of intellectual property, marketing, sales, funding, customer engagement, social media, grant writing, etc., to provide education, training, and support to new and emerging businesses and entrepreneurs. 2022-23 Actual 1 Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Total people engaged in the Chandler Endeavor ecosystem N/A 1,043 1,000 2 500 500 Ventures engaged in Cluster Cohorts N/A 12 12 12 12 Total number of ventures given access to private office space 3 Average Net Promoter Score for programming N/A 7 6 6 6 N/A 90% 60% 60% 60% 1 The city’s business incubation program was put on hold beginning July 1, 2022, and relaunched during Fiscal Year 2023-24 through a partnership with Arizona State University. As part of the management agreement with Arizona State University, a new set of performance measures was established. 2 Management agreement executed for Fiscal Year 2024-25 established the performance target as 500 total people engaged. 3 Net Promoter Score is a customer satisfaction metric to measure the quality of an experience for an individual based on a single survey question asking participants to rate the likelihood that they would recommend the program to a friend or colleague. Industry average for education training is 60%. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 215 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Innovations - 1590 Budget Summary Description 2023-24 Actual Expenditures Professional/Contract Services $ Repairs and Maintenance Total Cost Center - 1590 $ General Fund Grand Total $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 275,000 $ 300,000 $ 300,000 $ 35,930 35,930 35,930 310,930 $ 335,930 $ 335,930 $ 310,930 335,930 310,930 $ 335,930 $ 275,000 $ 2025-26 Adopted Budget % Change Adopted to Adopted 275,000 -8.33 % 35,930 0.00 % 275,000 $ 310,930 -7.44% 335,930 275,000 310,930 335,930 $ 275,000 $ 310,930 - Significant Budget Changes FY 2025-26 reflects one-time funding for entrepreneurial and small business development for the Chandler Endeavor Venture Innovation Incubator program development, which has been approved since FY 2023-24. 216 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Completed the FASTER Fleet Management software user portal roll out (limited). Ø Completed all standard operating procedures for the FASTER Fleet Management software. Ø Completed vehicle replacement order for fiscal year 2024-25. Ø Maintained aging fleet through supply chain issues, while maintaining zero accidents attributed to equipment failure. Ø Completed 1,739 work orders on vehicles and equipment. Completed 961 preventive maintenance on vehicles and equipment. 2025-26 Performance Measurements Goal #1 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 t 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. Provide preventive maintenance and repairs to city vehicles and equipment to ensure the safety of employees and the public. Maintain the citywide vehicle replacement program, minimize cost and downtime, and monitor and replace city-owned vehicles at set replacement criteria. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Accidents attributed to equipment failure 0 0 0 0 0 1 68/40 103/90 72/71 76/59 50/40 Review city-owned vehicles at set criteria Preventive maintenance compliance rate 98% 82% 80% 85% 85% Number of electric/hybrid vehicles in city fleet 8/26 9/30 12/32 12/38 12/46 Goal #2 Maintain compliance with federal and state mandates with regards to safety and environment. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t t Contain costs and reduce fleet related expenses. Maintain minimal downtime of vehicles and equipment in order to increase employee productivity. Maintain a high level of customer satisfaction for repair and preventive maintenance services. Measures Fleet work order repair hours Factory warranty claims submitted 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 8,430 15,586 9,600 11,844 12,267 96 133 96 91 96 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. *2024-25 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. 217 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Fleet Services - 1270 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,168,435 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,348,062 $ 1,395,029 $ 1,361,034 $ 1,402,437 4.03 % Ongoing - 1,348,062 1,395,029 1,361,034 1,402,437 4.03 % One-time - - - - - N/A Professional/Contract Services 2,946 7,950 9,183 4,100 7,950 0.00 % Operating Supplies 35,460 39,096 41,249 30,032 37,846 -3.20 % Repairs and Maintenance - - - 1,233 - N/A Communication/Transportation 2,920 11,500 11,500 8,000 11,500 0.00 % Other Charges and Services 7,208 15,700 15,929 10,300 15,700 0.00 % Machinery and Equipment - 30,000 60,000 56,500 30,000 0.00 % Office Furniture and Equipment - - - - - N/A Capital Replacement/Fund Level Transfers 2,339 2,339 2,339 2,795 2,339 0.00 % 1,219,308 $ 1,454,647 $ 1,535,229 $ 1,473,994 $ 1,507,772 3.65% 1,219,308 1,454,647 1,535,229 1,473,994 1,507,772 1,219,308 $ 1,454,647 $ 1,535,229 $ 1,473,994 $ 1,507,772 Total Cost Center - 1270 $ General Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Fleet Services Assistant 1 1 1 1 1 1 Fleet Services Lead - CDL 2 2 1 1 1 1 Fleet Services Senior Technician - CDL 5 5 5 5 5 5 Fleet Services Specialist 2 2 2 2 2 2 Fleet Services Superintendent 1 1 1 1 1 1 Fleet Services Supervisor - CDL 0 0 1 1 1 1 Position Title Fleet Services Worker 1 1 1 1 1 1 Total 12 12 12 12 12 12 Significant Budget Changes There are not significant budget and staffing changes in FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 218 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Fleet Motor Pool - 1271 Fleet Motor Pool provides vehicles for city employees to use for official city business. 1,2 2025-26 Performance Measurements Goal #1 Provide shared use vehicles to departments in order to reduce the expenditure of capital monies. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Provide transportation for administrative and other staff to conduct city business. Measures Gallons of fuel consumed 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 2,442 2,112 2,000 3,465 3,000 Percentage of computerized reservations completed 85 76 85 85 85 Number of vehicles 15 24 15 24 24 1 *2024-25 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. 2 219 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Fleet Motor Pool - 1271 Budget Summary Description 2023-24 Actual Expenditures Operating Supplies $ Other Charges and Services Capital Replacement/Fund Level Transfers Total Cost Center - 1271 $ General Fund Grand Total $ 19,191 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 24,023 $ 24,023 $ 30,807 $ 24,023 0.00 % - 6,100 6,100 6,500 - -100.00 % 41,545 41,545 41,545 41,545 41,545 0.00 % 60,736 $ 71,668 $ 71,668 $ 78,852 $ 65,568 -8.51% 60,736 71,668 71,668 78,852 65,568 60,736 $ 71,668 $ 71,668 $ 78,852 $ 65,568 Significant Budget Changes FY 2025-26 reflects the elimination of one-time funding received in FY 2024-25 for a Motor Pool software subscription. 220 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Continued the operation of Chandler Flex. Over 100,000 rides have been provided to more than 3,700 unique riders since the programs’s inception in July 2022. Added 4.5 square miles to the service area in July 2024. Ø Secured $8.59 million in federal grants for use on five transportation projects (Lindsay Road, Roadway Safety Action Plan, Riggs Road/ Paseo Trail Crossing Study, Street Sweeper, and Chandler Flex). Ø Maintained the Bicycle Friendly City Designation at the Bronze Level. Ø Held the 17th annual Chandler Family Bike Ride in April 2025, setting an event record with 400 in-person participants. Ø Completed ADA Improvements in Chandler right-of-ways and at Folley Park, Nozomi Park, Downtown Police Station, and Hamilton Library. Ø Initiated a cross-department effort to ensure accessible websites and applications that meet the ADA’s WCAG 2.1 AA standards. Ø Conducted specialized ADA training for employees in Parks, Public Works, Community Development, Police, Fire, and Buildings and Facilities. Ø Renewed First-Mile, Last-Mile Program (partnership with Lyft), and provided 9,078 trips over ten months. Ø Completed the Citywide Pedestrian Infrastructure Study. Ø Completed the Arizona Avenue Shared Use Path Study. Ø Finalized the design and initiated the construction on the Frye Road Protected Bike Lane program. Ø Finalized the design on the Ashley/ Paseo Trail Connection program. Ø Initiated the design on the Paseo Trail Crossing Improvements program. Ø Launched the Riggs Road/Paseo Trail Crossing Study. Ø Provided an estimated 585,000 boardings on bus, 24,600 trips on Paratransit, and 28,100 trips on RideChoice. Ø Represented Chandler’s interests in the region’s efforts to extend transportation funding via Proposition 479. Ø Repainted 30 bus shelters and renovated Park and Ride Monument Sign lighting. Completed landscaping improvements at the Chandler Transit Center and bus stops on Arizona Avenue. Ø Continued coordination with ADOT on the initiation of Loop 202 from Price Road to Val Vista Drive construction. Ø Updated Title VI plan for Transit Services. Ø Awarded the Valley Metro Clean Air Award: Commuter Icon - Pedal Power Pioneer. 221 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Transportation Policy - 3340 2025-26 Performance Measurements Goal #1 Increase bicycle lane miles within the city. Supports Priority Based Budgeting Goal(s): Connected and Mobile Community; Safe Community; Contemporary Culture/Unified; Attractive Community Objectives: t Implement programs and improvements recommended in the City’s Bicycle Plan. 2022-23 Actual Measures 1 Bike lane total miles 2 Shared-Use Paths total miles (Paved) 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 358 441 441 452.26 454.85 N/A 18.8 18.9 13.43 13.53 Goal #2 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 Objectives: t Reduce the percentage of work-related SOV trips by city employees. Measures SOV commuting percentage 2022-23 Actual 2023-24 Actual 80% 75% 2024-25 Projected 81% 2024-25 Year End Estimate* 2025-26 Projected 78% 78% 1 The change in bike lane miles in 2023-24 Year End Estimate and 2024-25 Projected is due to a comprehensive spatial analysis of all Chandler roadways that was recently undertaken that provided a more accurate representation of bike lane miles. Previous totals had been estimated through historical compilations and adjusting for completed projects. 2 The increase in Shared Use Path miles reflects the anticipated completion of the Ashley Trail/ Paseo Trail Connection project. *2024-25 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. 222 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Transportation Policy - 3340 Goal #3 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 t t t t Provide bus and accessible transit service in partnership with the Regional Public Transit Authority (RPTA) Valley Metro. Operate Chandler Flex service and work to improve service quality and/ or coverage area. Identify and implement service improvements using available funds, including federal funds and Public Transit Funds (PTF). Plan, design, and construct improvements to arterial street bus stops and identify other facility improvements needed to support public transportation. Provide Paratransit (previously known as Dial-a-Ride) and RideChoice service in partnership with Valley metro RPTA and other Valley cities. 2022-23 Actual Measures 1,2 Bus Service Miles Bus Passenger Boardings 3 Bus Cost per Boarding Average passenger boardings per mile (all service) Paratransit total trips 3 Paratransit cost per trip RideChoice total trips 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 1,282,046 1,298,970 1,350,000 1,277,530 1,417,321 590,514 602,409 605,000 585,000 615,000 $14.81 $16.50 $18.50 $21.21 $21.33 0.47 0.46 0.46 0.46 0.43 25,813 23,524 24,000 25,803 25,584 $59.79 $74.58 $70.00 $74.10 $78.00 37,267 24,118 31,344 31,000 34,829 RideChoice cost per trip $43.85 $29.55 $38.50 $29.50 $32.00 Chandler Flex Trips 34,860 37,791 38,500 40,500 42,000 Chandler Flex Hours 14,200 3 11,461 12,918 13,000 13,800 Chandler Flex Trips per Hour 3.04 2.92 2.96 2.94 2.96 4 $26.76 $29.08 $29.34 $29.89 $30.00 Chandler Flex Cost per Trip 1 In April 2024, Route 112 (Arizona Avenue) is programmed to be extended south to Ocotillo Road. The higher service miles number in 2024-25 reflect this extension as well as service enhancements on Route 156 (Chandler Boulevard), 136 (Gilbert Road), and 104 (Alma School Road). All service enhancements are programmed with regional Public Transportation Fund (PTF) funds. 2 Actual Mileage in 2022-23 and 2023-24 has been lower than 2024-25 Projected due to operator shortages, resulting in occasional missed trips. The region awarded the bus contract to a new contractor with service beginning in January 2024. The new contractor is expected to improve service quality, which will result in more service miles being operated. 3 Bus cost per boarding, Paratransit, and RideChoice cost per trip were low in FY 2021-22 due to the federal Covid-relief funds. Costs increased when these funds went away in FY 2022-23. 2024-25 Year End Estimate and 2025-26 Projected costs are expected to increase as labor costs and inflation have impacted costs. 4 Chandler Flex began service on 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. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 223 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Transportation Policy - 3340 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 534,054 $ 545,409 $ 489,000 $ 544,649 1.98 % Ongoing - 476,356 487,711 431,302 483,272 1.45 % One-time - 57,698 57,698 57,698 61,377 N/A Professional/Contract Services 457,880 $ 2024-25 Adjusted Budget 1,924,057 4,338,601 4,349,752 2,290,316 3,638,601 -16.13 % Operating Supplies 7,109 9,416 9,416 17,165 10,025 6.47 % Repairs and Maintenance 5,121 10,171 10,366 17,170 10,171 0.00 % Communication/Transportation 2,747 1,759 154,230 5,150 1,150 -34.62 % Insurance and Taxes 2,500 3,800 3,800 3,600 3,800 0.00 % Rents and Utilities 13,610 22,046 22,046 22,046 22,046 0.00 % Other Charges and Services 26,679 80,907 80,907 84,725 80,907 0.00 % - 143,968 143,968 143,968 143,968 0.00 % 6,583 6,583 6,583 6,583 6,583 0.00 % 3,079,723 $ 4,461,900 -13.38% Contingencies/Reserves Capital Replacement/Fund Level Transfers Total Cost Center - 3340 $ General Fund 750,479 2 Grant Fund Local Transportation Assistance (LTAF) Grand Total 2,446,286 $ 5,151,305 $ 5,326,477 $ $ 3,335,785 3,510,957 1,807,459 3,142,701 1,064,621 - - - - 631,186 1,815,520 1,815,520 1,272,264 1,319,199 2,446,286 $ 5,151,305 $ 5,326,477 $ 3,079,723 $ 4,461,900 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Transportation Planning Manager 0 1 1 1 1 1 Transportation Planning Program Coordinator 2 2 2 2 2 2 Transportation Planning Supervisor 1 0 0 0 0 0 Total 3 3 3 3 3 3 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the continuation of one-time funding for transit services along with removal of the FY 2024-25 onetime funding for the Roadway Action Safety Plan and Chandler Flex. Additional one-time funding reflected for partial year of operations and maintenance expenses on anticipated completion of capital improvement programs Frye Road Protected Bike Lanes and Ashley Trail/Paseo Trail Connection. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 224 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Transportation Policy Capital - 3060 Capital Budget Summary Description 2023-24 Actual Expenditures Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ - $ - $ - N/A Ongoing - - - - - N/A One-time - - - - - N/A Professional/Contract Services 542,557 1,767,000 3,011,520 1,846,058 230,000 -86.98% Other Charges and Services 29,734 482,100 743,507 - 30,000 -93.78% Operating Supplies 3,314 - - - - N/A - 13,255,389 1,300,410 - 24,345,897 83.67% Contingencies/Reserves Land and Improvements - 130,000 270,000 - - -100.00% Building and Improvements 24,171 14,081,225 24,217,960 91,774 1,945,000 -86.19% Street Improvements 445,633 - 971,791 161,889 420,000 N/A 2,099,721 $ 26,970,897 -9.90% Total Cost Center - 3060 $ 1,045,408 $ 29,935,714 $ 30,735,188 $ Local Transportation Assistance Fund 34,410 1,209,502 1,209,502 90,497 590,066 General Gov't Capital Projects Fund 487,753 4,522,002 5,601,129 172,311 7,888,698 Street GO Bond Fund 133,570 3,984,651 3,923,824 58,768 3,865,056 389,675 20,219,559 20,000,733 1,778,145 14,627,077 Grant Capital Fund Grand Total $ 1,045,408 $ 29,935,714 $ 30,735,188 $ 2,099,721 $ 26,970,897 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 225 Table of Contents City of Chandler General Government 2025-26 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. 2024-25 Accomplishments Ø Completed two sessions of internship partnership with Chandler-Gilbert Community College for a total of 6 since the program began. The Spring 2024 program had 16 new interns, nine returning, for a total of 25 interns in 19 departments/divisions. The Fall 2024 program had 14 new interns, 10 returning, for a total of 24 interns in 20 departments/divisions. Ø Implemented a new integrated benefits and wellness platform for employee and retirees which allowed access to their benefits information 24/7 from any computer or mobile phone. Ø Implemented a new monthly Customer Connection “I am the City” Lunch and Learn Speaker Series to allow citywide employees to learn more about departments, projects, and initiatives. Ø Conducted over 70 professional development one-on-one meetings with employees to practice interviewing, create a professional development plan, and/or review 360-feedback data. Ø Partnered with the City Manager’s Office to launch the Leaders Exchange program, fostering improved communication and stronger relationships among current and future leaders. Ø Represented Chandler and career opportunities at two local high school career fairs. Ø Facilitated 6 retreats: five for internal departments and one for a commission. Ø Partnered with the DEI Office on the ASU Next Generation Service Corps Project. Ø Developed and implemented a streamlined reclassification process, accompanied by a new administrative regulation. Ø Designed and implemented an efficient system to support staff development and advancement through a classification series. Ø Collaborated with multiple departments to successfully plan and implement organizational restructures, enhancing efficiency and alignment with strategic goals. Ø Transitioned the city’s 457(b) plan to a new recordkeeper which provides additional services and increased customer service. Ø Successfully implemented 401(a) plan. Ø Integral part of the RFP process, planning, and data gathering for a citywide ERP replacement. Ø Ongoing recruitment efforts have led to faster vacancy fills and a reduction in vacancy rates compared to previous levels. Ø Implemented new Parental Leave Program citywide. Ø Updated several administrative regulations to provide clear guidance and support for city employees surrounding policy and procedures. 226 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Human Resources - 1250 2025-26 Performance Measurements Goal #1 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 t t t t t Provide expert personnel policy and procedural consulting to city managerial personnel and employees for various personnel actions while influencing positive management-workforce relationships. Provide a comprehensive and competitive benefit package to city employees and provide programs and education to city employees in order to improve utilization and understanding of benefits. Develop and deliver a comprehensive Wellness Program involving employees throughout the organization in order to manage rising healthcare costs through behavioral economics. Conduct compensation and classification studies to ensure the city remains competitive with other employers and to effectively balance the skills and abilities of employees with the needs of the city. Develop and deliver comprehensive training to further a positive and productive work environment consistent with the city’s values, policies, and regulatory requirements. Provide resources for the efficient and effective administration of personnel actions. Measures 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Personnel Action Requests (PAR) processed 5,952 7,192 7,000 4,462 8,500 Number of classification/job studies conducted 550 1 17 25 32 60 Conduct annual salary survey on a minimum of 30% of active city positions with benchmark cities Compliant Compliant Compliant Compliant Compliant Number of training classes conducted for employees related to compliance, policies, federal laws, or employee development 372 380 374 376 374 Participants who rated training programs as satisfactory or higher 97% 97% 97% 97% 97% Conduct annual survey to compare Chandler’s benefit packages with benchmark cities Compliant Compliant Compliant Compliant Compliant Number of workshops, assessments, and programs offered to employees in areas of wellness, benefits 2 education, retirement, and financial planning 105 198 200 224 224 Number of technology process improvements implemented to maximize use of staff resources 10 3 5 3 2 3 1 The 2022 Classification & Compensation study was conducted which assessed every regular and temporary classification except Sworn classifications covered by an MOU. 2 Amounts represent in-person programming; additional programming is offered through online tools which are not included in these totals. 3 Number of improvements on current system will decrease due to implementation of new ERP system. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 227 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Human Resources - 1250 Goal #2 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 Objectives: t Provide an aggressive and effective recruitment and selection process to fill vacancies in all city departments. 2022-23 Actual Measures Number of employment applications processed 2023-24 Actual 18,211 2024-25 Projected 21,240 22,000 2024-25 Year End Estimate* 2025-26 Projected 20,000 20,000 Goal #3 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 Objectives: 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. 2022-23 Actual Measures 1 Lost days 1 Lost personnel hours OSHA recordable injuries 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 385 505 400 480 500 3,080 4,040 3,200 3,840 4,000 84 94 100 137 140 Statistics based on calendar year due to measurement period and OSHA reporting requirements. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 228 Table of Contents City of Chandler General Government 2025-26 Adopted Budget Human Resources - 1250 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 3,117,702 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 3,264,278 $ 3,384,396 $ 3,570,942 $ 3,658,844 12.09% Ongoing - 3,264,278 3,384,396 3,570,942 3,658,844 12.09% One-time - - - - - N/A Professional/Contract Services 294,733 229,261 468,495 467,059 217,000 -5.35% Operating Supplies 61,859 85,125 85,125 89,341 139,586 63.98% Repairs and Maintenance 2,114 4,500 7,646 7,402 4,500 0.00% Communication/Transportation 5,222 9,800 9,800 9,723 9,800 0.00% Insurance and Taxes 618,485 770,000 770,000 770,000 770,000 0.00% Other Charges and Services 73,017 124,725 185,365 160,870 153,725 23.25% Machinery and Equipment 62,447 21,399 21,399 17,703 - -100.00% Office Furniture and Equipment Total Cost Center - 1250 51 $ General Fund 600 0.00% 4,235,630 $ 4,509,688 $ 4,932,826 $ 5,093,640 $ 4,954,055 9.85% 2,221,432 2,477,410 2,589,538 2,705,885 2,855,446 145,833 - - - 1,518,885 2 Grant Fund Workers' Comp Self Ins Fund 600 600 600 1,226,980 1,495,798 1,587,122 1,616,356 Short-term Disability Self Ins Fund 49,135 50,673 52,604 86,000 51,014 Medical Self Insurance Fund 592,251 485,807 703,562 685,399 528,710 4,235,630 $ 4,509,688 $ 4,932,826 $ 5,093,640 $ 4,954,055 Grand Total $ Authorized Positions Position Title 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Benefits Analyst 1 1 1 1 1 1 Business Systems Support Analyst 2 2 2 1 1 1 Human Resources Analyst 2 2 2 0 0 0 Human Resources Assistant Director 0 0 0 0 0 1 Human Resources Director 1 1 1 1 1 1 Human Resources Manager 3 3 3 3 3 3 Human Resources Principal Analyst 3 3 4 6 6 6 Human Resources Program Coordinator 3 3 3 3 3 3 Human Resources Specialist 3 3 3 3 3 3 IT Programmer Principal Analyst 0 0 0 1 1 1 Management Assistant 1 1 1 1 1 1 Organizational Development Program Coordinator 1 1 1 1 1 1 Organizational Development Senior Program Manager 1 1 1 1 1 1 Safety Program Coordinator 2 2 2 2 2 2 Total 23 23 24 24 24 25 Significant Budget and Staffing Changes Effective July 1, 2025, one Public Works & Utilities Assistant Director was renamed to Human Resources Assistant Director and transferred from cost center 3300, Streets in the Public Works & Utilities Department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 229 Table of Contents 7 Community Services • • • • • Activities and Functions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary The many programs and facilities available through parks, recreation centers and libraries are an essential part of the Chandler lifestyle. Community Services City of Chandler Community Services 2025-26 Adopted Budget 231 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Community Services Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Community Services Administration $ Library 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,309,232 $ 1,680,533 $ 1,970,660 $ 1,953,384 16.24% 7,278,009 7,297,516 7,660,858 7,861,316 7.73% Aquatics 5,003,661 5,476,329 5,627,450 6,087,733 11.16% Park Maintenance & Operations 13,138,925 13,129,088 14,583,488 17,937,574 36.62% Recreation 1,731,676 1,747,784 1,561,241 1,613,256 -7.70% Sports and Fitness Facilities 3,014,075 3,780,032 3,594,507 3,954,670 4.62% Nature and Recreation Facilities 1,671,103 2,033,340 2,107,420 2,043,952 0.52% 27,982,581 86,173,675 18,895,951 Parks Capital Total $ 61,129,262 $ 121,318,297 $ $ 20,648,090 $ 89,770,144 4.17% 56,001,576 $ 131,222,029 8.16% Expenditures by Category 1 Total Personnel 22,667,378 $ 23,090,519 $ 24,779,032 9.32 % Ongoing - 22,237,519 22,660,660 24,450,668 9.95 % One-time - 429,859 429,859 328,364 -23.61 % Operating & Maintenance 12,498,591 12,477,244 14,015,105 16,672,853 33.63 % Capital - Major 27,982,581 86,173,675 18,895,951 89,770,144 4.17 % 61,129,262 $ 121,318,297 $ 56,001,576 $ 131,222,029 8.16% 2023-24 Revised 2024-25 Revised Total Staffing by Cost Center 1 $ 2024-25 Adopted % Change Adopted to Adopted 2025-26 Adopted Community Services Administration 9.250 9.250 9.250 9.750 5.41 % Library 61.750 61.750 61.750 62.750 1.62 % Aquatics 14.000 14.000 14.000 14.000 0.00 % Park Maintenance & Operations 63.000 63.000 63.000 67.000 6.35 % Recreation 6.000 6.000 6.000 6.000 0.00 % Sports and Fitness Facilities 15.625 17.625 17.625 17.625 0.00 % Nature and Recreation Facilities 13.250 13.250 13.250 13.250 0.00 % Total 182.875 184.875 184.875 190.375 2.97% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 232 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget 2024-25 Accomplishments Ø Ran 40 Chandler Contigo library programs with approximately 5,000 people in attendance. Ø Increased the Summer Reading Challenge participation by 3,000. Ø Completed the Parks’ Urban Forestry Inventory, partially funded by the Arizona Department of Forestry and Fire Management with a $40,000 Community Challenge Grant. Ø Completed construction and opened for play the new Tumbleweed Park Diamond Fields. Ø Held eight Community Nights at Kyrene del Pueblo Middle School, with over 347 participants of all ages. Ø Recorded over 32,000 pass swipes by Tumbleweed Recreation Center members. Ø Initiated 300 City of Chandler employees as Tumbleweed Recreation Center pass holders through the city’s Wellness Program. Ø Hosted youth and tween camps for ages 5-13 at four recreation facilities with over 1,885 participants. Ø Achieved Arizona Parks and Recreation Association (AZPRA) Outstanding Adaptive Program recognition for the Service Squad, a volunteer program for people with disabilities. Ø Received a $50,000 grant from the Gila River Indian Community for the Chandler Nature Center to renovate the community garden. Ø Attracted 400 attendees with 135 works of art from 77 young artists to the revitalized Youth and Teen Art Show. Ø Increased participation to the Teen Mental health Summit by 200% through a strong partnership with Chandler Unified School District. Ø Completed the Mesquite Groves Aquatic Center renovation that included water slides, decking, diving boards, and turf. Ø Attained 12th year as Tree City USA and 2nd Growth Award from the Arbor Day Foundation. Ø Completed 90% of turf irrigation maps for parks. Ø Repaired or replaced over 300 turf rotors between Tumbleweed and Veterans Oasis Parks. Ø Completed the public input process and developed a new master plan for the Mesquite Groves Park site. Ø Completed the Brooks Crossing Park renovation. 233 Table of Contents City of Chandler Community Services 2025-26 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. The administration supports the development of the Capital Improvement Program, new park planning and development, including system asset replacement and enhancement projects. Additionally, this division provides administrative support to the Parks and Recreation Board and the Military and Veterans Affairs Commission. The division supports the City Manager's Office to implement City Council policies and achieve City Council goals. 2025-26 Performance Measurements Goal #1 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 t t t Develop and implement systems and procedures to support the development of the Capital Improvement Program, new park planning and improved department operations. Provide administrative support, leadership, and coordination of departmental activities. Facilitate communication within the department, the City Manager's Office, and City Council to guarantee accomplishing goals and objectives. Monitor and evaluate the quality, quantity, and satisfaction level of programs, services, and facilities. 2022-23 Actual Measures 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Cost of service provision per resident $107.48 $120.26 $120.73 $123.90 $134.03 Number of full-time equivalency (FTE) staff per 1,000 population 0.62 FTE 0.62 FTE 0.64 FTE 0.66 FTE 0.67 FTE 6,028 6,780 6,100 6,525 7,100 2 Programs/activities provided Goal #2 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 Objectives: t t Design, develop, and/or renovate park facilities. Work with residents on the design and development/renovation of parks. Measures Number of parks developed and/or renovated 2022-23 Actual 2023-24 Actual 18 2024-25 Projected 20 23 2024-25 Year End Estimate* 2025-26 Projected 23 25 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). *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 234 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Community Services Administration - 4300 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,117,188 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,526,184 $ 1,586,867 $ 1,597,026 $ 1,581,635 Ongoing - 1,444,524 1,505,207 1,515,366 1,581,635 9.49 % One-time - 81,660 81,660 81,660 - -100.00 % Professional/Contract Services 37,608 57,926 64,926 44,825 75,926 31.07 % Operating Supplies 77,636 58,648 63,158 105,975 83,648 42.63 % Repairs and Maintenance 1,433 1,500 2,780 7,430 1,500 0.00 % Communication/Transportation 32,675 24,975 24,975 35,700 39,975 60.06 % Rents and Utilities Other Charges and Services Machinery and Equipment 3.63 % 5 - - - - N/A 39,527 11,300 238,700 160,850 170,700 1410.62 % 65 - - 15,200 - N/A Office Furniture and Equipment 1,493 - - 3,654 - N/A Park Improvements 1,482 - - - - N/A 121 - - - - N/A 16.24% Wastewater Improvements Total Cost Center - 4300 $ General Fund 2 Grant Fund Grand Total $ 1,309,232 $ 1,680,533 $ 1,981,406 $ 1,970,660 $ 1,953,384 1,182,447 1,680,533 1,981,406 1,970,660 1,953,384 126,785 - - - 1,309,232 $ 1,680,533 $ 1,981,406 $ 1,970,660 $ 1,953,384 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Community Services Assistant Director 0 1 1 1 1 1 Community Services Director 1 1 1 1 1 1 Community Services Planning Senior Manager 1 1 1 1 1 1 Construction/Design Project Manager 1 1 1 1 1 1 Graphic Designer (0.5 FTE position) 0.5 0.5 0.5 0.5 0.5 0.5 Graphic Designer (0.75 FTE position) 0.75 0.75 0.75 0.75 0.75 0.75 Management Analyst 0 1 1 1 1 1 Management Assistant 0 0 1 1 1 1.5 Management Analyst Senior 1 0 0 0 0 0 Marketing & Communications Analyst 1 1 1 1 1 1 Marketing & Communications Program Coordinator 1 1 1 1 1 1 Senior Administrative Assistant 1 0 0 0 0 0 8.25 8.25 9.25 9.25 9.25 9.75 Position Title Total Significant Budget and Staffing Changes FY 2025-26 reflects a budget reallocation for the administration of the recreation management software. FY 2025-26 reflects the elimination of prior year one-time funding for temporary staff to assist with daily operational tasks for the department. Effective July 1, 2025, a portion of the Management Assistant position transfers from cost center 1180, Administration in the Management Services Department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 235 Table of Contents City of Chandler Community Services 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t Provide appropriate resources of interest for library users. Provide access to computers, wireless technology, and electronic resources. Assist customers seeking information. 2022-23 Actual Measures 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of Library cardholders 67,976 70,789 72,500 72,439 74,200 2 244,947 244,296 315,000 314,000 310,000 Number of items in collection Materials Circulated 1,620,097 1,659,490 1,925,000 1,700,000 1,550,000 Reference transactions 108,552 120,237 106,824 126,199 129,180 Computer sessions (hours) 124,933 137,031 154,496 140,005 149,061 Wireless sessions 1,737,982 1,355,374 1,197,331 1,106,905 900,000 Website access 6,022,176 5,400,000 4,900,000 4,127,176 4,130,000 3 Goal #2 Serve as learning, educational, and cultural center for the community. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified Objectives: t t Provide comfortable and inviting facilities that support literacy and/or community efforts. Provide literacy, informational, and educational programs for lifelong learning. Measures Library patron visits 1 2 3 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 608,981 684,234 649,407 749,708 Number of programs and classes 4,670 4,931 4,600 5,000 820,000 5,200 Program and class attendance 104,578 120,470 115,000 113,000 118,000 Amounts reflect active users for the past two years. Metered access to digital materials from major publishers requires licenses to expire after a certain number of circulations or a period of time. Wireless sessions may originate either inside or outside library buildings. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 236 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Library - 4310 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 6,020,940 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 6,257,859 $ 6,483,315 $ 6,511,000 $ 6,744,009 Ongoing - 6,123,055 6,348,511 6,376,196 6,677,024 7.77 % 9.05 % One-time - 134,804 134,804 134,804 66,985 -50.31 % Professional/Contract Services 110,056 66,750 85,686 114,775 65,350 -2.10 % Operating Supplies 947,541 768,250 1,381,330 815,211 857,195 11.58 % Repairs and Maintenance 33,724 40,000 40,736 40,000 37,500 -6.25 % Communication/Transportation 24,547 32,000 32,070 25,500 15,500 -51.56 % Insurance and Taxes - 500 500 500 500 0.00 % Rents and Utilities 77,066 75,200 87,718 88,050 80,000 6.38 % Other Charges and Services 58,977 53,995 54,619 62,860 58,300 7.97 % Machinery and Equipment 2,196 - - - - N/A Capital Replacement/Fund Level Transfers 2,962 2,962 2,962 2,962 2,962 0.00 % 7,278,009 $ 7,297,516 $ 8,168,936 $ 7,660,858 $ 7,861,316 7.73% 6,742,116 7,217,516 7,521,155 7,543,028 7,781,316 Total Cost Center - 4310 $ General Fund 2 Grant Fund 479,478 - 567,781 37,841 - Library Trust Fund 56,416 80,000 80,000 79,989 80,000 7,278,009 $ 7,297,516 $ 8,168,936 $ 7,660,858 $ Grand Total $ 7,861,316 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 237 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Library - 4310 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Associate Analyst 1 1 1 1 1 1 Business Systems Support Specialist 2 2 2 2 2 2 IT Programmer Senior Analyst 1 1 1 1 1 1 Librarian (0.5 FTE positions) 1 1 1 1 1 1 Librarian (1.0 FTE positions) 12 12 12 12 12 12 Library Administrator 5 5 5 5 5 5 Position Title Library Assistant (0.5 FTE positions) 4 4 4 4 4 4 Library Assistant (1.0 FTE positions) 11 11 11 11 11 11 Library Circulation Supervisor 2 2 2 2 2 2 Library Program Manager 2 2 2 2 2 2 0.75 0.75 0.75 0.75 0.75 0.75 Library Senior Manager 1 1 1 1 1 1 Library Specialist (0.5 FTE positions) 3 3 3 3 3 3 Library Specialist (1.0 FTE positions) 14 14 14 14 14 14 Library Specialist Supervisor 1 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Municipal Security Guard 0 0 0 0 0 1 61.75 61.75 61.75 61.75 61.75 62.75 Library Program Manager (0.75 FTE position) Total Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for the library collection increase, the new bookmobile operating costs, as well as one-time funding for temporary staff to provide courier services between the various library locations, which has been funded since FY 2023-24. Additionally, FY 2025-26 reflects the elimination of one-time funding for security services for the downtown library. Effective July 1, 2025, one Dispatcher position was reclassified to Municipal Security Guard and transfers from cost center 2060, Communications in the Police Department. 238 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Aquatics - 4520 The Aquatics Unit of the Recreation Division operates and maintains six aquatic centers and five fountains. Three 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. 2025-26 Performance Measurements Goal #1 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 t t Maintain an overall enrollment success rate of 85% for the Learn to Swim lesson program. Provide water safety education through swim lessons, swim teams, certification, and training programs. Facilitate and coordinate the three intergovernmental agreements with the Chandler, Tempe, and Mesa School Districts. Continue to expand water fitness opportunities to the public and increase recreational city programming. 2022-23 Actual Measures 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Overall enrollment success rate of swimming classes 90% 79% 93% 81% 85% Annual swimming lesson attendance 7,162 7,486 10,000 8,356 8,500 Annual recreational swim attendance 221,589 196,490 260,000 195,000 200,000 95% 95% 98% 95% 98% 1 Overall customer satisfaction 1 2023-24 Actual Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. *2024-25 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. 239 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Aquatics - 4520 Budget Summary Description 1 Total Personnel Ongoing One-time Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Insurance and Taxes Rents and Utilities Other Charges and Services Contingencies/Reserves Office Furniture and Equipment Capital Replacement/Fund Level Transfers Total Cost Center - 4520 General Fund Parks & Recreation Trust Fund Grand Total 2023-24 2024-25 2024-25 2024-25 2025-26 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 3,533,822 $ 3,934,792 $ 4,051,455 $ 4,032,999 $ 4,438,196 3,934,792 4,051,455 4,032,999 4,438,196 156,757 145,860 146,225 138,045 150,110 823,800 780,158 864,361 854,933 888,158 231,696 171,252 195,528 232,000 171,252 252 7,816 7,816 720 7,816 500 1,750 1,750 1,750 1,750 236,164 389,605 389,605 330,450 389,605 4,005 28,495 31,720 19,952 24,245 12,400 12,400 36 - $ $ 16,631 16,601 16,601 16,601 5,003,661 $ 4,998,650 5,011 5,003,661 $ 5,476,329 $ 5,469,319 7,010 5,476,329 $ 5,705,061 $ 5,697,887 7,174 5,705,061 $ % Change Adopted to Adopted 12.79 % 12.79 % N/A 2.91 % 13.84 % 0.00 % 0.00 % 0.00 % 0.00 % -14.91 % -100.00 % N/A 16,601 0.00 % 5,627,450 $ 5,624,950 2,500 5,627,450 $ 6,087,733 6,080,564 7,169 6,087,733 11.16% Authorized Positions Position Title Administrative Assistant (1.0 FTE position) Aquatics Maintenance Senior Technician Aquatics Maintenance Supervisor Aquatics Maintenance Worker Aquatics Superintendent Pool Supervisor Recreation Associate Recreation Program Coordinator Total 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted 1 3 1 1 1 3 2 3 15 1 3 1 1 1 3 2 3 15 0 3 1 1 1 3 2 3 14 0 3 1 1 1 3 2 3 14 0 3 1 1 1 3 2 3 14 0 3 1 1 1 3 2 3 14 Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for the expansion of the Aqua Fit program and ongoing funding for aquatic safety supplies, temporary lifeguard staffing to provide additional coverage during training at all aquatic facilities, and expansion of the recreational swim team program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 240 Table of Contents City of Chandler Community Services 2025-26 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. 2025-26 Performance Measurements Goal #1 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 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of fertilization applications per year 202 205 209 1 207 209 Number of pre-emergent applications per year 323 328 336 332 336 Goal #2 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 t Provide comfortable and inviting facilities that support literacy and/or community efforts. Provide literacy, informational, and educational programs for lifelong learning. Measures 2 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of monthly park playgrounds inspections completed 1,416 1,428 1,464 2 1,428 1,428 Percentage of monthly inspections completed 100% 100% 100% 100% 100% 0 0 0 0 0 Number of reported park playground accidents and/ or injuries 1 2022-23 Actual 2024-25 Projected amounts reflect the anticipated completion of Tumbleweed Softball Complex and Honeysuckle Trail Park. 2024-25 Projected amounts reflect the anticipated completion of Honeysuckle Trail Park. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 241 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Park Maintenance and Operations – 4530 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 5,625,566 $ 5,823,235 $ 5,693,138 $ 6,294,078 11.88 % Ongoing - 5,594,550 5,792,219 5,662,122 6,234,178 11.43 % One-time - 31,016 31,016 31,016 59,900 93.13 % Professional/Contract Services 5,304,700 $ 2024-25 Adjusted Budget 3,602,966 3,049,723 4,535,819 3,950,189 6,250,682 104.96 % Operating Supplies 776,137 863,612 986,254 881,312 895,528 3.70 % Repairs and Maintenance 989,295 998,270 1,182,791 1,073,033 1,067,601 6.95 % Communication/Transportation 23,990 18,911 21,587 26,687 25,911 37.02 % Insurance and Taxes 4,900 4,000 5,892 8,000 12,000 200.00 % Rents and Utilities 2,046,221 2,035,955 2,048,979 2,305,000 2,888,895 41.89 % Other Charges and Services 20,318 16,600 16,600 22,914 28,600 72.29 % Machinery and Equipment 145,591 188,239 349,640 350,444 300,121 59.44 % Office Furniture and Equipment 63,733 166,840 202,561 102,561 - -100.00 % Street Improvements 1,418 - - 8,628 3,500 N/A Park Improvements 353 - - 210 - N/A Water System Improvements 143 - - - - N/A Wastewater Improvements 4,433 - - - - N/A 154,726 161,372 161,372 161,372 170,658 5.75 % 13,138,925 $ 13,129,088 $ 15,334,730 $ 14,583,488 $ 17,937,574 36.62% 12,915,262 13,129,088 14,563,730 14,425,776 17,937,574 Grant Fund 213,008 - 771,000 156,415 - Parks & Recreation Trust Fund 10,655 - - 1,297 - Capital Replacement/Fund Level Transfers Total Cost Center - 4530 $ General Fund 2 Grand Total $ 13,138,925 $ 13,129,088 $ 15,334,730 $ 14,583,488 $ 17,937,574 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 242 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Park Maintenance and Operations – 4530 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 1 1 1 1 1 1 Landscape Compliance Specialist 0 0 0 0 0 1 Landscape Maintenance Services Senior Technicians 0 0 0 0 0 2 Parks & Grounds Maintenance Supervisor 2 2 2 2 2 2 Parks & Grounds Maintenance Supervisor - CDL 1 1 1 1 1 1 Parks Maintenance & Operations Superintendent 2 2 2 2 3 3 Parks Maintenance Lead 8 8 9 9 9 9 Parks Maintenance Senior Technician - CDL 7 7 7 7 7 7 Parks Maintenance Supervisor - CDL 1 1 1 1 1 1 Parks Maintenance Worker 29 34 38 38 38 38 Parks Operations & Maintenance Senior Manager 1 1 1 1 0 0 Parks Spray Technician 1 0 0 0 0 0 Street Maintenance Projects Senior Specialist 0 0 0 0 0 1 Urban Forester 1 1 1 1 1 1 Total 54 58 63 63 63 67 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Parks Operations & Maintenance Senior Manager position was reclassified to Parks Maintenance & Operations Superintendent position. FY 2025-26 reflects ongoing funding for the increased costs of various park maintenance contracts and utilities and for pickleball courts maintenance at the Tumbleweed Regional Park. It also includes one-time funding for the landscape compliance program vehicle and equipment, contracted services for irrigation, maintenance and arbor care of the various parks and facilities, and overtime for the 2026 Ostrich Festival. FY 2025-26 reflects the elimination of prior year one-time funding. Effective July 1, 2025, one Street Maintenance Projects Senior Specialist and two Landscape Maintenance Services Senior Technicians transferred from cost center 3300, Streets in the Public Works and Utilities Department, and one Dispatcher position was reclassified to Landscape Compliance Specialist and transferred from cost center 2060, Communications in the Police Department. 243 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Recreation - 4550 The Recreation Division provides year-round programs which include coordinating adult sports leagues and tournaments, 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, Chandler Nature Center, Mesquite Groves Aquatic Center, Hamilton Aquatic Center, Nozomi Aquatics Center, Desert Oasis Aquatics Center, Arrowhead Pool and Folley Pool. In addition, staff provides administrative support to the Parks and Recreation Board. 1,2 2025-26 Performance Measurements Goal #1 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 t t Achieve excellence in customer service with efficient, friendly, and qualified staff. Provide leisure opportunities for individuals of all ages that allows for opportunity to discover, imagine, and grow through recreational pursuits. Be attuned to the community and encourage resident participation in the enhancement of recreation programs. 2022-23 Actual Measures Volunteer hours 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 4,804 5,254 5,000 5,000 8 7 8 8 8 72,927 98,998 83,401 91,297 95,286 Scholarships awarded Recreation programs participation 2023-24 Actual 5,000 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 244 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Recreation - 4550 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 787,798 $ 821,911 $ 825,800 $ 820,170 Ongoing - 771,904 806,017 809,906 820,170 6.25 % One-time - 15,894 15,894 15,894 - -100 % Professional/Contract Services 462,500 554,418 603,905 532,459 609,918 10.01 % Operating Supplies 26,334 85,234 84,269 43,181 90,234 5.87 % Repairs and Maintenance 45,380 1,914 4,654 51,200 1,914 0.00 % Communication/Transportation 6,596 10,406 10,406 10,300 10,406 0.00 % - 500 500 - 500 0.00 % Insurance and Taxes Rents and Utilities 875,832 $ 2024-25 Adjusted Budget 4.11 % 6,143 24,000 524,000 6,300 24,000 0.00 % Other Charges and Services 250,632 255,046 40,213 63,501 27,646 -89.16 % Machinery and Equipment 32,626 5,000 5,000 5,000 5,000 0.00 % Office Furniture and Equipment 2,165 - - - - N/A Capital Replacement/Fund Level Transfers 23,468 23,468 23,468 23,500 23,468 0.00 % 1,731,676 $ 1,747,784 $ 2,118,326 $ 1,561,241 $ 1,613,256 -7.70% 1,625,024 1,717,784 2,088,326 1,560,949 1,583,256 106,645 - - - - Total Cost Center - 4550 $ General Fund 2 Grant Fund Parks & Recreation Trust Fund Grand Total 7 $ 1,731,676 $ 30,000 30,000 1,747,784 $ 2,118,326 $ 292 30,000 1,561,241 $ 1,613,256 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Analyst 1 1 1 1 1 1 Recreation Associate 2 2 2 2 2 2 Recreation Program Coordinator 1 1 1 1 1 1 Recreation Senior Manager 1 0 0 0 0 0 Recreation Superintendent 2 2 2 2 2 2 Total 7 6 6 6 6 6 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for additional pickleball and tennis courts programming. Additionally, one-time funding for the Tumbleweed Recreation Center program expansion. It also includes a base budget reallocation for the administration of the recreation management software. FY 2025-26 reflects the elimination of prior year onetime funding. for indoor and outdoor furniture for a variety of recreation locations. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 245 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Sports and Fitness Facilities - 4551 The Sports and Fitness Facilities Unit of the Recreation 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. 1,2 2025-26 Performance Measurements Goal #1 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 t t t t Provide diverse and appropriate fitness classes, equipment, and instruction that support the personal and wellness needs of individuals of all ages. Achieve excellence in customer service with efficient, friendly, and qualified staff by attaining a 3.5 or above rating on “Tell Us What You Think” Comment Cards from TRC customers on a scale of 1 to 5. Provide leisure opportunities for individuals of all ages that will allow them the opportunity to discover, imagine, and grow through a broad range of recreational activities that promote social, educational, and emotional growth and develop positive lifelong skills and interests. Support and collaborate with organized youth sports programs by providing sufficient ball fields and lights for activities such as soccer, baseball, softball, and football. Provide organized adult sports, such as softball, basketball, and volleyball that give participants the opportunity to socialize and compete in a safe and friendly environment. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Adult Sports participation 6,030 5,689 5,400 5,760 5,800 Chandler Tennis Center participation 22,483 37,334 26,700 38,017 39,900 TRC annual visitors 280,000 255,931 257,548 256,000 255,500 TRC “Tell Us What You Think” customer rating 4.25 4.00 4.25 3.75 4.00 TRC participation 4,862 4,509 4,700 4,552 5,240 TRC passes sold 32,497 32,684 35,600 33,200 33,500 Chandler Youth Sports Association participation 8,265 8,585 8,400 8,590 8,550 1 *2024-25 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. 2 246 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Sports and Fitness Facilities - 4551 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,380,296 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,972,139 $ 3,060,700 $ 2,827,100 $ 3,195,332 Ongoing - 2,805,654 2,894,215 2,660,615 2,993,853 7.51 % 6.71 % One-time - 166,485 166,485 166,485 201,479 21.02 % Professional/Contract Services 404,588 495,259 518,753 455,669 491,255 -0.81 % Operating Supplies 113,654 143,487 143,487 147,617 171,237 19.34 % Repairs and Maintenance 57,899 85,396 81,718 46,538 36,456 -57.31 % Communication/Transportation 456 380 380 380 380 0.00 % Insurance and Taxes 500 1,500 1,500 1,500 1,500 0.00 % Rents and Utilities - 1,515 1,515 1,515 1,515 0.00 % Other Charges and Services 38,937 64,657 65,113 58,850 56,995 -11.85 % Building and Improvements - - - 220 - N/A Machinery and Equipment 16,686 15,699 15,699 15,699 - -100.00 % Office Furniture and Equipment 1,029 - - 38,469 - N/A Capital Replacement/Fund Level Transfers 30 - - 950 - N/A 4.62% Total Cost Center - 4551 $ General Fund Parks & Recreation Trust Fund 3,014,075 $ 3,780,032 $ 3,888,865 $ 3,594,507 $ 3,954,670 3,014,075 3,773,032 3,881,865 3,587,507 3,947,670 - Grand Total $ 3,014,075 $ 7,000 7,000 7,000 3,780,032 $ 3,888,865 $ 3,594,507 $ 7,000 3,954,670 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted 4 4 4 5 5 5 Recreation Customer Service Representative (0.75 FTE positions) 2.25 1.5 0.75 0.75 0.75 0.75 Recreation Customer Service Representative (1.0 FTE positions) 3 3 2 2 2 2 Recreation Customer Service Supervisor 1 1 1 1 1 1 Recreation Program Coordinator 3 3 3 3 3 3 Recreation Specialist (0.625 FTE position) 0.625 0.625 0.625 0.625 0.625 0.625 Recreation Specialist (0.75 FTE positions) 0 1.5 2.25 2.25 2.25 2.25 Recreation Specialist (1.0 FTE position) 1 1 2 3 3 3 14.875 15.625 15.625 17.625 17.625 17.625 Position Title Recreation Associate Total Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for additional pickleball and tennis courts programming. Additionally, one-time funding for the Tumbleweed Recreation Center program expansion. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 247 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Nature and Recreation Facilities - 4555 The Nature and Recreation Facilities Unit of the Recreation 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 People with Disabilities. 1,2 2025-26 Performance Measurements Goal #1 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 t t t 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. Utilize the unique amenities found throughout the CNC and VOP to offer participants learning opportunities, complemented by friendly, knowledgeable staff, to draw an increasing number of visitors to the center. Provide a range of activities for all ages and abilities at the Community Center that will allow them to discover, imagine, and grow through their recreational pursuits. Provide a broad range of recreational, educational, and social activities for active adults at the Senior Center, including an onsite daily meal, to enhance their social, emotional, and recreational needs. Provide a broad range of recreational and social activities for individuals with disabilities 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. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Overall number of visitors to the CNC 92,528 99,218 120,000 106,000 108,000 CNC program participation 1,439 1,275 2,500 1,275 1,300 Community Center program participation 3,568 5,476 4,375 5,449 5,520 Senior Center program participation 28,752 36,983 34,375 38,817 35,000 Senior Center congregate meals served 9,398 9,525 11,250 11,245 11,000 Adaptive Recreation participation 2,881 4,570 4,715 3,085 3,145 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 248 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Nature and Recreation Facilities - 4555 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,415,312 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,563,040 $ 1,656,197 $ 1,603,456 $ 1,705,612 9.12 % Ongoing - 1,563,040 1,656,197 1,603,456 1,705,612 9.12 % One-time - - - - - N/A Professional/Contract Services 102,785 112,472 190,280 148,447 122,172 8.62 % Operating Supplies 114,020 156,708 163,428 163,714 162,424 3.65 % - 141,960 151,868 148,172 - -100.00 % Communication/Transportation 953 5,535 5,535 5,800 5,535 0.00 % Insurance and Taxes 958 1,500 1,500 1,500 1,500 0.00 % Repairs and Maintenance Rents and Utilities Other Charges and Services Total Cost Center - 4555 $ General Fund 2 - 7,874 7,874 - 7,874 0.00 % 37,035 44,251 45,746 36,331 38,835 -12.24 % 1,671,103 $ 2,033,340 $ 2,222,428 $ 2,107,420 $ 2,043,952 0.52% 1,542,948 1,966,440 2,062,322 1,953,075 1,977,052 Grant Fund 77,654 - 93,206 98,321 - Parks & Recreation Trust Fund 50,502 66,900 66,900 56,024 66,900 1,671,103 $ 2,033,340 $ 2,222,428 $ 2,107,420 $ 2,043,952 Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted 5 6 6 6 6 6 Recreation Customer Service Representative (0.875 FTE position) 0.875 0.875 0.875 0.875 0 0 Recreation Customer Service Representative (1.0 FTE positions) 1 1 1 1 1 1 Recreation Program Coordinator 3 3 3 3 3 3 Recreation Specialist (0.5 FTE position) 0 0 0 0 0.5 0.5 Recreation Specialist (0.625 FTE position) 0.625 0.625 0.625 0.625 0 0 Recreation Specialist (0.75 FTE positions) 0.75 0.75 0.75 0.75 0.75 0.75 Recreation Specialist (1.0 FTE position) 1 1 1 1 2 2 12.25 13.25 13.25 13.25 13.25 13.25 Position Title Recreation Associate Total Significant Budget and Staffing Changes During FY 2024-25, one Recreation Customer Service Representative (0.875 FTE position) was renamed to Recreation Specialist (0.875 FTE position) and increased to an 1.0 FTE position and one Recreation Specialist (0.625 FTE position) was decreased to 0.5 FTE position. FY 2025-26 reflects a base budget reallocation for contracted services of a registered nurse for Camp Challenge. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 249 Table of Contents City of Chandler Community Services 2025-26 Adopted Budget Parks Capital - 4580 Capital Budget Summary 2023-24 Actual Expenditures Description 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Professional/Contract 848,182 932,000 9,262,493 2,951,246 8,164,000 775.97 % Operating Supplies 9,377 - - 18,527 N/A Rents and Utilities - - - - 75,000 N/A Other Charges/Services 1 Project Support Recharge Contingencies/Reserves 365,620 - 3,308 729,651 412,000 N/A 152,354 46,000 1,821,739 - 737,000 1502.17 % -35.69 % - 78,967,675 303 - 50,783,144 811,110 - 8,271,874 1,547,215 - N/A Building/Improvements 21,867,474 5,320,000 41,621,167 12,942,424 28,879,000 442.84 % Machinery and Equipment 299,000 361,000 1,010,332 62,512 126,000 -65.10 % Office Furniture/Equipment 104,702 - 442,927 32,034 - N/A Street Improvements 494,334 500,000 1,136,148 - 500,000 0.00 % Parks Improvements 3,030,428 47,000 5,495,158 612,342 94,000 100.00 % - - 120,000 - - N/A 4.17% Land/Improvements Transfer to General Fund Total Cost Center - 4580 $ General Gov't Capital Projects Fund Capital Grant Fund Park Bond Fund 27,982,581 $ 86,173,675 $ 69,185,449 $ 18,895,951 $ 89,770,144 2,153,783 16,208,358 16,327,819 2,446,508 19,032,119 - 1,543,934 1,543,934 - 500,000 25,691,166 63,721,887 46,698,764 13,483,269 38,534,495 Parks SE Impact Fee Fund 17,073 3,185,810 3,175,154 2,937,279 30,292,647 Library Bonds 120,559 1,379,167 1,305,259 28,895 1,276,364 Library Trust - 134,519 134,519 - Grand Total $ 27,982,581 $ 86,173,675 $ 69,185,449 $ 18,895,951 $ 134,519 89,770,144 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 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. 250 Table of Contents 8 Development Services • • • • • Activities and Functions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary Excellent customer service, thoughtful planning and quality development standards ensure our built environment is safe, beautiful and well-maintained. Development Services City of Chandler Development Services 2025-26 Adopted Budget 252 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Development Services Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Development Services Administration $ 1,473,720 $ 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,993,177 $ 1,186,595 $ 4,247,243 113.09% - 1,265,766 1,311,400 1,334,094 5.40% 2,934,612 3,907,637 4,390,489 3,306,570 -15.38% Construction Management and Permits Planning 2024-25 Adopted Budget Building Safety 2,571,094 2,783,015 2,823,263 2,887,397 3.75% Transportation Engineering 1,308,139 1,323,536 1,502,843 1,568,401 18.50% Development Services Capital 2,268,583 13,765,911 1,873,981 19,460,638 41.37% Engineering 2,907,599 2,619,211 3,541,531 2,666,964 1.82% $ 13,463,747 $ 27,658,253 $ 16,630,102 $ 35,471,307 28.25% $ 10,572,653 $ 11,213,908 $ 11,894,491 $ 11,958,645 6.64% 11,213,908 11,894,491 11,658,645 3.97% Total Expenditures by Category 1 Total Personnel Ongoing - One-time Operating & Maintenance Capital - Major Total Staffing by Cost Center Development Services Administration $ - - - 300,000 N/A 622,510 2,678,434 2,861,630 4,052,024 51.28% 2,268,583 13,765,911 1,873,981 19,460,638 41.37% 13,463,747 $ 27,658,253 $ 16,630,102 $ 35,471,307 28.25% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 15.000 3.000 3.000 3.000 0.00% - 12.000 12.000 12.000 0.00% Planning 24.000 24.000 24.000 24.000 0.00% Building Safety 20.000 20.000 20.000 20.000 0.00% Construction Management and Permits 1 % Change Adopted to Adopted 2025-26 Adopted Transportation Engineering 8.000 8.000 8.000 9.000 12.50% Engineering 17.000 18.000 18.000 18.000 0.00% Total 84.000 85.000 85.000 86.000 1.18% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 253 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget 2024-25 Accomplishments Ø Issued over 3,300 building permits for over $1.1 billion in construction valuation in calendar year 2024 and conducted 11,397 building inspections. Ø Reviewed over 165 civil permits totaling 1,329 plan sheets, reviewed 175 civil encroachment permits, completed 2,935 civil inspections, and completed civil plan reviews at an average of 3.42 reviews per project in calendar year 2024. Ø Completed upgrade of vehicle detection at signalized intersections - approximately 40% of these were grant funded. Ø Implemented Chandler’s fiber infrastructure project, Council approved five new telecommunications licenses to accelerate the delivery of fast broadband to residents and businesses, and four Fiber to the Home (FTTH) service providers were included. Ø Updated the Downtown Region Area Plan, South Arizona Avenue Area Plan. Ø Adopted the 2024 International Building Codes and the 2023 National Electrical Code. 254 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Development Service Administration - 1500 The 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, plan review and utility regulation services to the city and community. 1,2 2025-26 Performance Measurements Goal #1 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 Objectives: t Respond to customer inquiries and requests in a courteous, professional, and timely manner. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of resident requests/ Percentage responded to within 5 days 200/ 90% 215/ 95% 187/ 95% 217/ 95% 200/ 95% Number of public meetings with residents neighborhoods/businesses 171 119 120 120 120 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 255 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Development Service Administration - 1500 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 1,418,925 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 449,185 $ 460,917 $ 436,169 $ 786,849 75.17 % Ongoing - 449,185 460,917 436,169 486,849 8.38 % One-time - - - - 300,000 N/A Professional/Contract Services 2,220 1,476,296 675,591 653,784 3,354,910 127.25 % Operating Supplies 20,919 27,633 43,304 57,989 25,421 -8.00 % Repairs and Maintenance 9,068 5,775 9,494 7,040 5,775 0.00 % Communication/Transportation 3,718 1,480 1,480 2,508 1,480 0.00 % - 500 500 500 500 0.00 % Insurance and Taxes Other Charges and Services 4,212 17,655 17,655 11,543 47,655 169.92 % Office Furniture and Equipment 6 - - 2,300 10,000 N/A Capital Replacement/Fund Level Transfers 14,653 14,653 14,653 14,762 14,653 0.00 % 1,473,720 $ 1,993,177 $ 1,223,594 $ 1,186,595 $ 4,247,243 113.09% 1,387,469 1,993,177 1,223,594 1,186,595 4,247,243 Total Cost Center - 1500 $ General Fund 2 Grant Fund Grand Total 86,251 $ 1,473,720 $ - - 1,993,177 $ - 1,223,594 $ - 1,186,595 $ 4,247,243 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Construction Permits Senior Representative 7 7 7 0 0 0 Customer Service Representative 1 1 1 0 0 0 Development Services Director 1 1 1 1 1 1 Management Analyst Senior 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Permits & Customer Service Supervisor 1 1 1 0 0 0 Private Construction & Permitting Manager 1 1 1 0 0 0 Private Construction Project Manager 2 2 2 0 0 0 Total 15 15 15 3 3 3 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for temporary and contracted staffing for plan review and inspection services, which has been funded as one-time since FY 2018-19. One-time funding is also included for the replacement of copiers and printers, required technical certifications and licenses, and improvements to the Telecommunications & Utility Franchise (TUF) office areas. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 256 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Construction Management and Permits - 1505 The Construction Management, Customer Service and Permitting Division manages private development projects from inception to completion. Project Managers serve as the main point of contact helping applicants navigate development. Permit Representatives and Customer Service staff assist internal and external customers with the permitting process and provide responses to public records requests. 1 2025-26 Performance Measurements Goal #1 Provide excellent customer service by supporting an accessible development and permitting process and assisting department divisions. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community; Connected and Mobile Community; Sustainable Economic Health Objectives: t t Respond to customer inquiries and requests in a courteous, professional and timely manner. Process applications in a timely manner. Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of presented pre-tech packages N/A 86 109 113 100 Number of applications processed N/A 6,694 3,500 6,185 6,000 Number of permits Issued N/A 5,442 5,000 4,885 5,000 Number of public records requests answered N/A 775 501 764 760 New cost center, goals, objective and measures established for FY 2024-25. 257 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Construction Management and Permits - 1505 Budget Summary 2022-23 Actual Expenditures Description 1 Total Personnel 2023-24 Adjusted Budget 2023-24 Estimated Expenditures 2024-25 Proposed Budget % Change Adopted to Adopted - $ 1,243,366 $ 1,289,089 $ 1,289,000 $ 1,311,694 5.50% Ongoing - 1,243,366 1,289,089 1,289,000 1,311,694 5.50% One-time - - - - - N/A Operating Supplies - 6,400 6,400 6,400 6,400 0.00% Repairs and Maintenance - 5,000 5,000 4,500 5,000 0.00% Communication/Transportation - 1,000 1,000 1,500 1,000 0.00% Other Charges and Services - 10,000 10,000 10,000 10,000 0.00% - $ 1,265,766 $ 1,311,489 $ 1,311,400 $ 1,334,094 5.40% Total Cost Center - 1505 $ 2023-24 Adopted Budget $ General Fund Grand Total $ - 1,265,766 1,311,489 1,311,400 1,334,094 - $ 1,265,766 $ 1,311,489 $ 1,311,400 $ 1,334,094 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Construction Permits Senior Representative 0 0 0 7 7 7 Customer Service Representative 0 0 0 1 1 1 Permits & Customer Service Supervisor 0 0 0 1 1 1 Private Construction & Permitting Manager 0 0 0 1 1 1 Private Construction Project Manager 0 0 0 2 2 2 Total 0 0 0 12 12 12 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 258 Table of Contents City of Chandler Development Services 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 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 t Respond to developers’ applications and resident requests in a timely and courteous manner. Present professional analysis and recommendations on all development applications to the Planning & Zoning Commission, Board of Adjustment, and City Council. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of public hearing cases submitted (rezoning, preliminary development plan, use permit, entertainment use permit, architectural review committee, and annexations) 47 34 50 30 30 Number of cases submitted for administrative review (administrative design review, zoning clearances, and zoning verification) 213 198 275 200 200 Goal #2 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 t t Review site plans, sign permits, tenant improvements, and certificates of occupancy. Inspect all on-site development improvements for compliance with approved plans. Enforce applicable requirements of the Zoning Code and development conditions stipulated by City Council. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Total number of plan reviews/ Percentage completed within 20-day turnaround time 779/ 98% 1,085/ 98% 800/ 98% 1,100/ 98% 1,100/ 98% Total number of field inspections/ Percentage completed within one business day 374/ 98% 544/ 98% 400/ 98% 550/ 98% 550/ 98% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 259 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Planning - 1510 Goal #3 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 t Update and maintain the Chandler General Plan in conformance with state statutes, with particular emphasis upon compliance with Growing Smarter legislation. Prepare area plans, code amendments, and development policies to implement General Plan guidelines and City Council policy directives. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of specific area plans, plan amendments, and General Plan elements/updates adopted by City Council 4 3 3 3 3 Number of code amendments and/or development policies adopted by City Council 3 1 2 2 2 1,2 Goal #4 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 Objectives: t Assure compliance with city standards and code requirements while responding to city and resident requests. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of requests for maps/presentation materials/ Percentage provided by mapping services staff 1,361/ 100% 1,512/ 100% 1,000/ 100% 1,500/ 100% 1,200/ 100% Number of requests for data/information/ Percentage provided by mapping services staff within 14 days or less 8,780/ 100% 34,663/ 1 100% 8,000/ 100% 8,000/ 100% 8,000/ 100% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 1 Increase in number is due to new tracking system to measure exact number of materials (as-builts) provided to customers. In FY 2024-25 there were multiple requests covering very large areas, which resulted in providing large number of as-builts. 260 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Planning - 1510 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 3,153,681 $ 3,274,652 $ 3,203,529 $ 3,193,891 1.28 % Ongoing - 3,153,681 3,274,652 3,203,529 3,193,891 1.28 % One-time - - - - - N/A Professional/Contract Services 96,535 650,000 1,073,529 1,073,529 - -100.00 % Operating Supplies 30,167 37,389 42,252 47,436 36,112 -3.42 % Repairs and Maintenance 5,616 11,596 15,432 6,000 11,596 0.00 % Communication/Transportation 13,126 14,080 14,080 8,200 14,080 0.00 % - 150 150 150 150 0.00 % Other Charges and Services 16,647 35,903 35,903 22,900 35,903 0.00 % Machinery and Equipment - - 23,907 23,907 - N/A Office Furniture and Equipment 93 - - - 10,000 N/A Capital Replacement/Fund Level Transfers 4,964 4,838 4,838 4,838 4,838 0.00 % 2,934,612 $ 3,907,637 $ 4,484,743 $ 4,390,489 $ 3,306,570 -15.38% 2,813,700 3,907,637 4,484,743 4,390,489 3,306,570 Insurance and Taxes Total Cost Center - 1510 $ General Fund 2 Grant Fund Grand Total 2,767,464 $ 2024-25 Adopted Budget 120,912 $ 2,934,612 $ - - 3,907,637 $ - 4,484,743 $ - 4,390,489 $ 3,306,570 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 Associate Planner 1 1 1 1 1 1 Geospatial Services Manager 1 1 1 1 1 1 GIS Senior Analyst 3 3 3 3 3 3 GIS Senior Specialist 1 1 1 1 1 1 GIS Specialist 3 3 3 3 3 3 Planner 2 3 3 3 3 3 Planning Manager 1 1 1 1 1 1 Planning Senior Analyst 1 1 1 1 1 1 Planning Senior Manager 1 1 1 1 1 1 Planning Senior Program Manager 1 1 1 1 1 1 Senior Planner 2 2 2 2 2 2 Site Development Supervisor 1 1 1 1 1 1 Site Inspector 2 2 2 2 2 2 Site Plans Examiner 2 2 2 2 2 2 Total 23 24 24 24 24 24 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for the replacement of copiers and printers. FY 2025-26 also reflects the elimination of prior year one-time funding for a General Area Plan update. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 261 Table of Contents City of Chandler Development Services 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 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 t t Review building plans for compliance with all applicable building codes, fire codes, and other regulatory requirements and standards. Respond to all building construction inspection requests within the next business day. Provide prompt, courteous service to all customers requesting information or assistance. 2022-23 Actual Measures Number of permits issued/ Value of permits issued 3,836/ $1,393,986,598 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 3,331/ 4,000/ 3,345/ $992,183,895 $1,000,000,000 $965,451,199 3,345/ $965,451,199 Percentage of building plans reviewed within 10 business days 87% 86% 99% 90% 90% Percentage of building plans approved within one business day 40% 43% 35% 49% 49% Percentage of inspections conducted on day requested 100% 100% 100% 100% 100% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 262 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Building Safety - 1530 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,663,858 $ 2,759,289 $ 2,731,251 $ 2,758,240 3.54 % Ongoing - 2,663,858 2,759,289 2,731,251 2,758,240 3.54 % One-time - - - - - N/A Professional/Contract Services Operating Supplies 2,458,878 $ 2024-25 Adopted Budget 251 - - - - N/A 38,946 61,331 61,331 28,255 61,331 0.00 % Repairs and Maintenance 1,477 2,845 5,329 3,555 2,845 0.00 % Communication/Transportation 20,647 10,850 10,850 9,700 10,850 0.00 % 500 2,000 2,000 2,000 2,000 0.00 % 20,042 12,129 12,831 18,500 12,129 0.00 % Office Furniture and Equipment 6 - - - 10,000 N/A Capital Replacement/Fund Level Transfers 30,002 30,002 30,002 30,002 30,002 0.00 % 2,571,094 $ 2,783,015 $ 2,881,632 $ 2,823,263 $ 2,887,397 3.75% 2,184,875 2,783,015 2,881,632 2,823,263 2,887,397 Insurance and Taxes Other Charges and Services Total Cost Center - 1530 $ General Fund 2 Grant Fund Grand Total 386,219 $ 2,571,094 $ - - 2,783,015 $ - 2,881,632 $ - 2,823,263 $ 2,887,397 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Building Inspection Administrator 1 1 1 1 1 1 Building Inspection Supervisor 2 2 2 2 2 2 Building Inspector Senior 11 11 11 11 11 11 Building Plan Review Administrator 1 1 1 1 1 1 Chief Building Official 1 1 1 1 1 1 Senior Building Plans Examiner 3 3 3 3 3 3 Structural Engineer 1 1 1 1 1 1 Total 20 20 20 20 20 20 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for the replacement of copiers and printers. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 263 Table of Contents City of Chandler Development Services 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 Provide for the efficient and safe movement of people and goods within the city through the use of traffic engineering studies and technology for design, installation, maintenance, and operation of traffic control devices including signals, signs, pavement markings, and streetlights. Supports Priority Based Budgeting Goal(s): Safe Community; Connected and Mobile Community Objectives: t Complete requests for traffic engineering studies within four weeks. 2022-23 Actual Measure Number of requests requiring traffic studies/ Average time of completion in weeks 2023-24 Actual 63/ 4 2024-25 Projected 27/ 4 40/ 5 2024-25 Year End Estimate* 2025-26 Projected 30/ 4 30/ 4 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 264 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Transportation Engineering - 1535 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,185,539 $ 1,234,004 $ 1,344,850 $ 1,326,477 11.89 % Ongoing - 1,185,539 1,234,004 1,344,850 1,326,477 11.89 % One-time - - - - - N/A Professional/Contract Services 105,656 63,000 110,541 105,000 103,000 63.49 % Operating Supplies 15,978 33,803 33,803 15,450 40,146 18.76 % Repairs and Maintenance 1,807 1,436 2,368 1,958 2,236 55.71 % Communication/Transportation 6,508 2,593 2,593 1,900 2,593 0.00 % - 1,500 1,500 1,500 1,500 0.00 % 0.00 % Insurance and Taxes Rents and Utilities 1,158,147 $ 2024-25 Adopted Budget - 1,500 1,500 300 1,500 Other Charges and Services 5,729 7,165 7,165 2,135 7,165 0.00 % Machinery and Equipment 3,558 16,250 34,432 19,000 66,878 311.56 % Office Furniture and Equipment 6 - - - - N/A Capital Replacement/Fund Level Transfers 10,750 10,750 10,750 10,750 16,906 57.27 % 18.50% Total Cost Center - 1535 1,308,139 $ 1,323,536 $ 1,438,656 $ 1,502,843 $ 1,568,401 General Fund 475,185 476,028 539,369 642,998 546,792 Highway User Revenue Fund 832,954 847,508 899,287 859,845 1,021,609 1,308,139 $ 1,323,536 $ 1,438,656 $ 1,502,843 $ 1,568,401 Grand Total $ $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted City Transportation Engineer 1 1 1 1 1 1 Principal Engineer (PE) 2 2 2 2 2 2 Traffic Engineering Analyst 1 1 1 1 1 1 Traffic Engineering Senior Technician 2 2 2 2 2 3 Traffic Signal Systems Analyst 2 2 2 2 2 2 Total 8 8 8 8 8 9 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for a video detection replacement study. Effective July 1, 2025, one Traffic Engineering Senior Technician position is added along with associated one-time and ongoing increases in operations and maintenance funding. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 265 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Development Services Capital - 1560 Capital Budget Summary 2023-24 Actual Expenditures Description Professional/Contract Operating Supplies Communication/Transportation Other Charges/Services 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,894,048 4,935,300 9,784,674 1,802,242 7,728,500 56.60 % 53 - - 400 - N/A - - - 10 - N/A 23,764 - - 5,519 - N/A 6,035 2,200 21,200 - 24,000 990.91 % Contingencies/Reserves - 8,657,411 25,010 - 10,560,638 21.98 % Building/Improvements 21,200 108,000 1,941,516 59,800 1,047,500 869.91 % Office Furniture and Equipment 30,248 63,000 85,381 - 100,000 58.73 % Street Improvements 295,657 - 1,106,941 6,010 - N/A 1,873,981 $ 19,460,638 41.37% 1 Project Support Recharge Total Cost Center - 1560 $ General Gov't Capital Projects Fund 2,268,583 $ 13,765,911 $ 12,967,142 $ 923,720 9,124,459 8,298,083 Street GO Bond Fund 332,955 1,201,691 Grants Capital Fund 1,011,907 3,439,761 Public Facility Bonds - - Grand Total $ 601,719 10,146,364 1,161,645 10,290 1,151,355 3,277,414 1,261,972 1,932,919 230,000 - 6,230,000 2,268,583 $ 13,765,911 $ 12,967,142 $ 1,873,981 $ 19,460,638 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 2025-26 reflects the carryforward of uncompleted project funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 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. 266 Table of Contents City of Chandler Development Services 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 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 Objectives: t Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. 2022-23 Actual Measure 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Average number of reviews per project 2.82 3.97 2.85 3.00 3.00 Number of drawing sheets reviewed 2,381 1,400 1,700 1,401 1,401 Percentage of plan review projects completed within 20 business days or less 100% 100% 100% 100% 100% Goal #2 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 Objectives: t Review utility/encroachment plans and conduct inspections for compliance and regulatory requirements and standards. 2022-23 Actual Measure Number of utility/ encroachment plan reviews 915 Number of utility/ encroachment permits issued Number of inspections conducted 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 992 1,060 1,250 1,250 916 998 1,050 1,050 1,050 3,184 4,488 3,500 4,500 4,500 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 267 Table of Contents City of Chandler Development Services 2025-26 Adopted Budget Engineering - 3020 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,769,240 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,518,279 $ 2,879,907 $ 2,889,692 $ 2,581,494 2.51 % Ongoing - 2,518,279 2,879,907 2,889,692 2,581,494 2.51 % One-time - - - - - N/A Professional/Contract Services 71,034 - 1,842,466 579,845 - N/A Operating Supplies 32,582 60,269 60,269 46,193 34,807 -42.25 % Repairs and Maintenance 4,248 6,550 8,541 4,100 6,550 0.00 % Communication/Transportation 12,167 5,276 5,276 4,000 5,276 0.00 % 500 550 550 550 550 0.00 % 2,671 13,136 13,136 2,000 13,136 0.00 % Office Furniture and Equipment 6 - - - - N/A Capital Replacement/Fund Level Transfers 15,151 15,151 15,151 15,151 15,151 0.00 % 2,907,599 $ 2,619,211 $ 4,825,296 $ 3,541,531 $ 2,666,964 1.82% 2,775,614 2,619,211 4,825,296 3,541,531 2,666,964 Insurance and Taxes Other Charges and Services Total Cost Center - 3020 $ General Fund 2 Grant Fund Grand Total 131,985 $ 2,907,599 $ - - 2,619,211 $ - 4,825,296 $ 3,541,531 $ 2,666,964 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Civil Construction Lead Inspector 1 1 1 1 1 1 Civil Construction Senior Inspector 5 5 5 5 5 5 Civil Plan Examiner Administrator 2 2 2 2 2 2 Dry Utility Construction Project Coordinator 2 2 2 2 2 2 Engineering (PE) Senior Manager 1 1 1 1 1 1 Outside Plant Fiber System Senior Analyst 1 1 1 2 2 2 Senior Civil Plans Examiner 4 4 4 4 4 4 Telecommunications & Utility Franchise Manager 1 1 1 1 1 1 Total 17 17 17 18 18 18 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for the replacement of copiers and printers. FY 2025-26 also reflects the elimination of prior year one-time funding for an outside plant software replacement. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 268 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 2025-26 Adopted Budget 270 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted IT Service Delivery Management and Administration $ 4,010,974 $ 5,182,778 $ 8,465,016 $ 2,893,221 -44.18 % IT Applications Support 7,484,968 8,312,502 10,255,566 11,712,581 40.90 % IT Converged Infrastructure 6,815,702 7,932,457 8,843,558 6,411,100 -19.18 % IT Cyber Security - - - 2,753,283 N/A IT Technology Support - - - 2,112,654 N/A 2,946,006 21,263,113 2,120,910 25,668,183 20.72 % Information Technology Projects Operations 380,725 2,600,709 2,847,885 2,918,725 12.23 % IT Citywide Infrastructure Support Capital 3,108,777 7,670,078 1,834,594 4,806,093 -37.34 % $ 24,747,151 $ 52,961,637 $ 34,367,529 $ 59,275,840 11.92% $ 9,114,081 $ 5.94 % Information Technology Projects Capital Total Expenditures by Category 1 Total Personnel 11,014,379 $ 10,869,477 $ 11,669,086 Ongoing - 10,916,061 10,771,159 11,511,611 5.46 % One-time - 98,318 98,318 157,475 60.17 % Operating & Maintenance 9,578,287 13,014,067 19,542,548 17,132,478 31.65 % Capital - Major 6,054,783 28,933,191 3,955,504 30,474,276 5.33 % 24,747,151 $ 52,961,637 $ 34,367,529 $ 59,275,840 11.92% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Total Staffing by Cost Center $ % Change Adopted to Adopted IT Service Delivery Management and Administration 15.000 16.000 16.000 11.000 IT Applications Support 22.000 22.000 22.000 23.000 -31.25 % 4.55 % IT Converged Infrastructure 25.000 26.000 26.000 15.000 -42.31 % IT Cyber Security - - - 5.000 N/A IT Technology Support - - - 11.000 N/A 62.000 64.000 64.000 65.000 1.56% Total 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 271 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget 2024-25 Accomplishments Ø Government Experience (GovEx) ranked the City of Chandler as #2 nationally, the GovEx Award encompasses the full experience of government across multiple channels (web, mobile, etc.) and digital services. Jurisdictions receiving an Overall Experience Award demonstrate a focus on optimizing the constituent and customer experience across disparate channels. Ø 2024 Digital Cities Award ranked the City of Chandler #2 nationally. The Digital Cities award recognizes cities utilizing technology to enhance digital services and transparency, strengthen cybersecurity, digital privacy rights, digital equity, and finding innovative ways to support solutions for social challenges facing cities today. Ø Completed over 800 deployments, including new and enhanced solutions, patching, upgrades, security solutions, & system monitoring for infrastructure, applications, & desktops. Ø Implemented cybersecurity and threat detection solutions as well as multi-factor authentication (MFA) for privileged access users that are responsible for maintaining and administering system access to customers. MFA prevents unauthorized access. Ø Upgraded existing and implemented new Wi-Fi in all the city facilities. Ø Completed a data center refresh in four data centers. Ø Implemented the Instant Language Assistant (ILA) services enabling real-time translation for more inclusive and accessible communication. The program enhanced resident engagement through two-way conversations, multilingual event broadcasts, and assistive technologies, ultimately improving the overall customer experience. Ø Created an interface between Electronic Signature to the Enterprise Plan Review that ensures legitimate and legal signature of plan submissions to Development Services. Ø Enhanced transparency by automating the Online City Records Search. Ø Enhanced public safety with reduced response time by real time geographic mapping between 911 caller and location of public safety officials. Ø Expanded enterprise-wide electronic signature licensing. The city also implemented e-Notary services for remote property agreements & integrated electronic signatures with the permitting application to enhance security, compliance, and efficiency. Ø Implemented real time in-line training for various Enterprise applications (EDMS, iExpense, Timekeeper, eAgenda) via the Digital Adoption Platform. Ø Implemented a new integrated benefits administration & well-being solution that offers accessible, user-friendly interfaces, robust data management, compliance adherence, automated communication, and personalized wellness programs, ensuring a healthier, happier, and more productive workforce. Ø Implemented a new Deferred Compensation Solution to administer 457(b) and PEHP plans for all employees providing a user-friendly website, personalized retirement outlook with My Income & Retirement Plan, Auto enrollment and improve employee contributions and expanded investment options with lower fees. Ø Completed an analysis of the Enterprise Resource Planning (ERP) system and the process for selecting a replacement through a request for proposal (RFP). Ø Completed Portfolio (governance) Modernization Process Phase II automating project request intake, department and governance committee dispositioning. 272 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Service Delivery Management & Administration - 1199 The Information Technology (IT) Administration team sets the City of Chandler’s enterprise strategic plan, roadmap, financial management, and administrative oversight for the IT department. The team provides oversight of citywide technology replacement fund, department budget, procurement, project, and maintenance funding. The IT Service Delivery division, also known as the Enterprise Project Management Office (EPMO), serves as a strategic driver of innovation, governance, and technology alignment across the city operations. The EPMO ensures that projects, programs, and portfolios are fully aligned with the city’s objectives, delivering consistent, standardized, and high-impact technology solutions. Operating at an enterprise level, the EPMO fosters cross-departmental collaboration, streamlines project execution, and enhances service delivery to residents, elected officials, management, and staff. Beyond governance, the EPMO plays a pivotal role in driving digital transformation, exploring emerging technologies, fostering a culture of continuous improvement, and measuring administration at the speed of business. Enterprise Project Management Office (EPMO) department is responsible for implementing, supporting, and coordinating the use of technology across city departments to ensure that accurate, timely services, and information is provided to residents, elected officials, management, and staff. The IT Service Delivery Management Division is responsible for project management, business analysis, project training and user adoption. 1,2 2025-26 Performance Measurements Goal #1 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: t t t t t t t 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. 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. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Percentage of IT projects utilizing the standard project management system 87% 90% 90% 90% 95% 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% Percentage of maintenance/support agreements completed before expiration date 93% 95% 95% 95% 95% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 273 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Service Delivery Management & Administration - 1199 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,829,958 $ 2,950,429 $ 2,858,055 $ 2,093,367 -26.03 % Ongoing - 2,829,958 2,950,429 2,858,055 2,051,837 -27.50 % One-time - - - - 41,530 N/A Professional/Contract Services 755,536 864,565 3,072,588 3,609,684 413,341 -52.19 % Operating Supplies 18,386 27,674 28,949 61,392 18,515 -33.10 % Repairs and Maintenance 179,479 444,670 781,187 810,565 306,348 -31.11 % Communication/Transportation 246,011 251,761 252,895 247,139 7,600 -96.98 % Other Charges and Services 55,259 68,650 68,650 66,224 54,050 -21.27 % Machinery and Equipment 295,489 695,500 883,989 811,357 - -100.00 % 5,225 - - 600 - N/A -44.18% Capital Replacement/Fund Level Transfers Total Cost Center - 1199 $ General Fund Grants Grand Total $ 2,455,589 $ 2024-25 Adopted Budget 4,010,974 $ 5,182,778 $ 8,038,687 $ 8,465,016 $ 2,893,221 3,845,591 5,182,778 8,038,687 8,465,016 2,893,221 165,383 - - - 4,010,974 $ 5,182,778 $ 8,038,687 $ - 8,465,016 $ 2,893,221 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Chief Information Officer 1 1 1 1 1 1 IT Chief Information Security Officer 1 1 1 1 1 0 IT Chief Technology Officer 1 1 1 1 1 1 IT Portfolio Administrator 0 1 1 1 1 1 IT Project Manager 7 6 6 6 6 6 IT Security Analyst 0 0 0 1 1 0 IT Security Architect Principal Analyst 0 0 1 1 1 0 IT Security Program Manager 1 1 1 1 1 0 IT Security Senior Analyst 0 0 1 1 1 0 Management Analyst Principal 1 1 1 1 1 1 Position Title Management Assistant 1 1 1 1 1 1 Total 13 13 15 16 16 11 Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for an IT Business Analyst Temp, annual subscription services, and the continuation of one-time funding of contracted services for an IT Technical Writer and IT Project Coordinator. Additionally, FY 2025-26 reflects the elimination one-time funding received in FY 2024-25 for contracted services for an Information Security Operations Engineer and an IT Project Manager. Effective July 1, 2025, one IT Chief Information Security Officer, one IT Security Analyst, one IT Security Architect Principal Analyst, one IT Security Program Manager, and one IT Security Senior Analyst transfers to cost center 1281, Cyber Security. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 274 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Applications Support - 1200 The IT Application Division is a cornerstone of the city’s Information Technology Department, dedicated to developing, implementing, and maintaining software solutions that drive operational efficiency and the public facing solution used by all City of Chandler in alignment with the city’s strategic objectives. This division is a major stakeholder in the entire application lifecycle, from initial requirements gathering and system design to deployment and ongoing support, ensuring that all applications are aligned with business needs and deliver optimal performance. By leveraging industry best practices and emerging technologies, the IT Application Division fosters innovation, enhances user experience, and contributes the mission of delivering high-quality public services. 1,2 2025-26 Performance Measurements Goal #1 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 t t t Help employees leverage existing data through enterprise systems. Implement enterprise data models and standards using industry best practices. Provide high availability of IT-supported enterprise applications. Provide training and support to meet requirements in accordance with IT Service Level Agreements. 2022-23 Actual Measure 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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% 97% 95% 97% 97% Percentage of citywide applications maintained at actively supported versions of vendor software 99% 99% 99% 99% 99% Percentage of pages, forms and surveys that are mobile responsive on chandleraz.gov 95% 98% 99% 99% 99% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 275 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Applications Support - 1200 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 3,933,910 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 3,884,874 $ 4,037,110 $ 4,014,000 $ 4,219,013 8.60 % 8.60 % Ongoing - 3,884,874 4,037,110 4,014,000 4,219,013 One-time - - - - - N/A 637,909 1,294,062 2,589,666 2,525,361 1,166,988 -9.82 % 41.13 % Professional/Contract Services Operating Supplies 10,312 6,693 14,454 17,138 9,446 2,447,712 2,997,683 3,874,988 3,593,650 5,837,361 94.73 % 32,395 17,500 17,500 15,000 15,100 -13.71 % Other Charges and Services 45,202 47,190 47,190 46,467 49,807 5.55 % Machinery and Equipment 371,682 60,000 99,203 39,203 410,366 583.94 % 5,847 4,500 4,500 4,747 4,500 0.00 % 7,484,968 $ 8,312,502 $ 10,684,611 $ 10,255,566 $ 11,712,581 40.90% 7,165,845 8,312,502 10,684,611 10,255,566 11,152,581 319,123 - - - - - - - - 560,000 Repairs and Maintenance Communication/Transportation Capital Replacement/Fund Level Transfers Total Cost Center - 1200 $ General Fund 2 Grant Fund Solid Waste Operating Grand Total $ 7,484,968 $ 8,312,502 $ 10,684,611 $ 10,255,566 $ 11,712,581 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted IT Application Services Manager 3 3 3 3 3 3 IT Chief Applications Officer 1 1 1 1 1 1 IT Data Architect Principal Analyst 0 0 1 1 1 1 IT Data Services Manager 1 1 0 0 0 0 IT Database Principal Analyst 1 1 0 0 0 0 IT Database Senior Analyst 1 1 0 0 0 0 IT Messaging Integration Principal Analyst 1 1 1 1 1 1 IT Messaging Manager 1 1 1 1 1 1 IT Programmer Principal Analyst 0 0 4 4 4 4 IT Programmer Senior Analyst 8 8 5 5 5 6 IT Senior Database Administrator 0 0 0 0 0 0 IT Systems Analyst 7 7 4 4 4 4 IT Web Development Manager 1 1 1 1 1 1 Web Development Analyst 1 1 1 1 1 1 Total 26 26 22 22 22 23 Position Title Significant Budget and Staffing Changes FY 2025-26 reflect ongoing funding for technology and support, and ongoing and one-time funding to support the Refuse Management System (RMS), as well as one-time funding for contracted services and GIS database conversion. Additionally, FY 2025-26 reflects the elimination of one-time funding received in FY 2024-25 for contracted services for an IT Data Warehouse analyst, and an IT Web Developer. Effective July 1, 2025, one IT Programmer Senior Analyst position is added along with associated one-time and ongoing increases in operations and maintenance funding. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 276 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget 1 Information Technology Converged Infrastructure - 1280 The Converged Infrastructure Division is a strategic pillar of the city’s Information Technology Department, integrating critical technological functions to enhance operational efficiency, and service delivery. This division encompasses Data Center Operations, Network Management, Office 365 Administration, and Database Administration (DBA) teams, each playing a vital role in the city’s IT ecosystem. Data Center Operations oversee the city’s core technology infrastructure comprised of four on premise data centers and cloud compute/storage, including servers, storage, and backup systems, ensuring robust and secure data management. The Network Management team is responsible for the design, implementation, and maintenance of the city’s network infrastructure, facilitating reliable and high-speed connectivity across all departments. Office 365 Administration manages the deployment and support of a Microsoft cloud-based productivity suite, enabling seamless collaboration, and communication among city employees. The DBA team ensures the performance, integrity, and security of the city’s databases, supporting data-driven decision-making and efficient service delivery. By consolidating these functions, the Converged Infrastructure Division streamlines IT operations. reduces complexity, and foster a cohesive technological environment that aligns with the city’s strategic framework. 2 2025-26 Performance Measurements Goal #1 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 t t t 2 Enhance productivity through increased usage of 0365 suite. Perform data backups during specific timeframes. Perform tape backup restore to ensure data is valid and recoverable. Provide system availability for citywide functions. Measure 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of network availability maintained 98% 99% 99% 99% 99% Percentage of server environment availability maintained 98% 99% 99% 99% 99% Percentage of database availability maintained for core applications. 99% 99% 99% 99% 99% Percentage of storage environment availability maintained or updated 99% 99% 99% 99% 99% 1 Cost center renamed effective FY 2025-26. New objective established in FY 2025-26. 2 2 *2024-25 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. 277 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Infrastructure & Client Support - 1280 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,724,582 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,299,547 $ 4,413,134 $ 3,997,422 $ 2,553,469 -40.61 % -40.61 % Ongoing - 4,299,547 4,413,134 3,997,422 2,553,469 One-time - - - - - N/A 1,296,584 1,533,230 2,862,688 2,622,183 1,258,400 -17.92 % -26.00 % Professional/Contract Services Operating Supplies 25,324 40,879 41,766 53,524 30,250 Repairs and Maintenance 307,348 452,269 578,269 1,814,134 616,619 36.34 % Communication/Transportation 90,210 197,191 259,997 146,321 405,786 105.78 % Insurance and Taxes 1,000 - - - - N/A Other Charges and Services 26,685 46,265 59,841 59,756 28,500 -38.40 % Machinery and Equipment 2,339,765 1,360,150 1,392,443 147,292 1,515,150 11.40 % 4,203 2,926 2,926 2,926 2,926 0.00 % 6,815,702 $ 7,932,457 $ 9,611,064 $ 8,843,558 $ 6,411,100 -19.18% 4,686,336 7,932,457 8,663,506 8,135,026 6,411,100 2,129,366 - 947,558 708,532 - 9,611,064 $ 8,843,558 $ Capital Replacement/Fund Level Transfers Total Cost Center - 1280 $ General Fund 2 Grant Fund Grand Total $ 6,815,702 $ 7,932,457 $ 6,411,100 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted IT Chief Infrastructure Officer 1 1 1 1 1 1 IT Data Architect Principal Analyst 0 1 0 0 0 0 IT Data Services Manager 0 0 1 1 1 1 IT Database Principal Analyst 0 0 1 1 1 1 IT Database Senior Analyst 0 0 1 1 1 1 IT Infrastructure Analyst 2 2 2 2 2 2 IT Infrastructure Senior Analyst 1 2 2 2 2 2 IT Principal Systems Specialist 1 1 1 1 1 1 IT Security Senior Analyst 1 1 0 0 0 0 IT Systems Analyst 0 0 3 3 3 3 Network & Telecommunication Principal Engineer 2 2 2 2 2 2 Network & Telecommunication Senior Analyst 3 3 3 3 3 1 Technology Support Manager 1 1 1 1 1 0 Technology Support Senior Analyst 3 4 4 5 5 0 Technology Support Specialist 4 3 3 3 3 0 Total 19 21 25 26 26 15 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for a managed service provider, as well as one-time funding for contracted services. Additionally, FY 2025-26 reflects the elimination of one-time funding received in FY 2024-25 for O365 implementation services, and an IT Technology Support Specialist Temp. Effective July 1, 2025, two Network & Telecommunication Senior Analyst, one Technology Support Manager, five Technology Support Senior Analyst, and three Technology Support Specialist transfers to cost center 1282, Technology Support. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 278 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget 1 Cyber Security - 1281 The Cybersecurity Division serves as the strategic guardian of the City of Chandler’s digital infrastructure, safeguarding critical systems, data, and assets against evolving cyber threats. Through proactive risk management, threat intelligence, and robust security frameworks, the division ensures operational resilience, regulatory compliance, and the protection of sensitive information. By implements cutting-edge security technologies, fostering culture of cyber awareness, and responding swiftly to incidents, the division mitigates risks while enabling secure innovation and digital transformation. Aligned with the city’s strategic framework and objectives, the Cybersecurity Division plays a pivotal role in maintaining trust, continuity, and the integrity of enterprise operations in an increasingly complex cyber landscape. 2 2025-26 Performance Measurements Goal #1 Defend the city against all cyber threats while providing a positive resource for city staff to inquire and learn about cybersecurity concepts for use in their daily initiatives. Supports Priority Based Budgeting Goal: Good Governance Objectives: t t t Enhance city security posture and provide security technologies roadmap to meet strategic goals. Create a repeatable model for risk-based vulnerability management. Reduce overall attack surface for the city by assessing and mitigating publicly accessible vulnerabilities. 2022-23 Actual Measure 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of quarterly security assessments performed on systems to identify risks 8 8 7 7 14 Cyber training modules deployed to city staff 0 6 12 12 24 Number of team tabletop exercises performed N/A N/A 2 1 4 Community outreach presented by Cybersecurity 1 Team N/A N/A 1 1 2 1 1 2 New cost center, goal, objectives, and measures established in FY 2025-26. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 279 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Cyber Security - 1281 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ - $ - $ 841,316 N/A Ongoing - - - - 841,316 N/A One-time - - - - - N/A Professional/Contract Services - - - - 401,100 N/A Operating Supplies - - - - 1,800 N/A Repairs and Maintenance - - - - 942,826 N/A Communication/Transportation - - - - 6,581 N/A Other Charges and Services - - - - 14,160 N/A Machinery and Equipment - - - - 545,500 N/A - $ - $ - $ - $ 2,753,283 N/A - - - - 2,753,283 - $ - $ - $ - $ 2,753,283 Total Cost Center - 1281 $ 2024-25 Adopted Budget $ General Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted IT Chief Information Security Officer 0 0 0 0 0 1 IT Security Analyst 0 0 0 0 0 1 IT Security Architect Principal Analyst 0 0 0 0 0 1 IT Security Program Manager 0 0 0 0 0 1 IT Security Senior Analyst 0 0 0 0 0 1 Total 0 0 0 0 0 5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for contracted services for a Cybersecurity Operations Engineer. Effective July 1, 2025, two Network & Telecommunication Senior Analyst, one Technology Support Manager, five Technology Support Senior Analyst, and three Technology Support Specialist transfers to cost center 1282, Technology Support. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 280 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget 1 Information Technology Support- 1282 The Technology Support Division is a critical component of the city’s Information Technology Department, responsible for managing and maintaining all hardware assets, including desktop computer, laptops, and other devices, to ensure optimal performance. Serving as the primary point of contact for employees seek IT assistance, this centralized unit efficiently handles service requests, troubleshoots hardware and software issues, and swiftly resolves technical incidents to maintain seamless business operations. By implementing structured supports processes and leveraging a comprehensive knowledge base, the division enhances user productivity and satisfaction. 2 2025-26 Performance Measurements Goal #1 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 t t t Manage telephony endpoints and servers related to our VOIP system. Manage computer hardware and software assets. Manage virtual meetings hardware and peripherals. Perform monthly security patches and browser updates to workstations. 2022-23 Actual Measure Total number of help desk requests completed 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 10,873 8,700 9,500 8,500 8,500 Percentage of satisfied customers on team projects/ help desk requests 80% 80 % 80% 80% 90% Average handle time (minutes), when customers 1 contact the help N/A N/A N/A 5 4 N/A N/A N/A 2 2 1 Average hold time (minutes) 1 Average first call resolution (percentage total) N/A N/A N/A 25% 35% Average resolution time (days) N/A N/A N/A 3 3 Percentage of successful onboarding experiences for 1 new hires N/A N/A N/A 90% 95% Percentage of telephone service requests completed within 5 business days of ticket opening or planned start date 81% 80% 82% 82% 85% Percentage of IT computer hardware and software inventory maintain in the asset management system 95% 95% 95% 95% 95% 1 1 New cost center, goal, objectives, and measures established in FY 2025-26. 2 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 281 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Technology Support - 1282 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ - $ - $ 1,961,921 N/A Ongoing - - - - 1,845,976 N/A One-time - - - - 115,945 N/A Operating Supplies - - - - 15,730 N/A Repairs and Maintenance - - - - 75,887 N/A Communication/Transportation - - - - 37,116 N/A Other Charges and Services - - - - 17,000 N/A - - - - - $ - $ - $ - $ - - - - 2,112,654 - $ - $ - $ - $ 2,112,654 Machinery and Equipment Total Cost Center - 1282 $ General Fund Grand Total $ 5,000 N/A 2,112,654 N/A Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Network & Telecommunication Senior Analyst 0 0 0 0 0 2 Technology Support Manager 0 0 0 0 0 1 Technology Support Senior Analyst 0 0 0 0 0 5 Technology Support Specialist 0 0 0 0 0 3 Total 0 0 0 0 0 11 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for an IT Technology Support Specialist Temp. Effective July 1, 2025, two Network & Telecommunication Senior Analyst, one Technology Support Manager, five Technology Support Senior Analyst, and three Technology Support Specialist transfers to cost center 1282, Technology Support. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 282 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Projects Capital - 1285 Capital Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ - $ - $ - N/A Ongoing - - - - - N/A One-time - - - - - N/A 2,660,985 9,422,000 4,554,924 2,049,806 8,600,000 -8.72 % 13,085 - - 567 - N/A - - 13,536,040 - - N/A 35,181 - 153,682 4,312 - N/A - 11,841,113 1,167,255 - 17,068,183 44.14 % 236,037 - 212,414 66,225 - N/A 2,946,006 $ 21,263,113 $ 19,624,315 $ 2,120,910 $ 25,668,183 20.72% 2,256,384 17,059,193 15,542,394 1,876,271 20,868,901 Water Operating Fund 454,154 1,695,434 1,573,435 137,952 1,868,383 Wastewater Operating Fund 141,281 1,566,831 1,566,831 41,109 1,843,182 Solid Waste Operating Fund 94,187 941,655 941,655 65,578 1,087,717 Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Contingencies/Reserves Machinery and Equipment Total Cost Center - 1285 $ General Gov't Capital Projects Fund Grand Total $ 2,946,006 $ 21,263,113 $ 19,624,315 $ 2,120,910 $ 25,668,183 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 283 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Projects Operations - 1286 The Technology Portfolio, managed through the City Manager’s Office, strategically aligns enterprise technology programs and projects with the city’s overarching strategic and focus areas. The City Manager’s Office provides executive oversight, approval, and funding to drive modernization, digital transformation, innovation, and advanced technology research, and analysis. By prioritizing technology initiative that directly support business objectives and operational outcomes, the city ensures a forward-thinking, efficient, and future-ready digital ecosystem. 1,2 2025-26 Performance Measurements Goal #1 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 t t t t Improve IT project completion rate using the established project management methodology. Ensure that best business decisions are made through leveraging tools, research, and analysis, while effectively communicating and translating business needs into technical requirements. Provide IT project sponsors with increased services, structure, tools, and training needed to effectively submit, approve, and track projects. Improve communication with customers, stakeholders, and key-decision makers through various communication channels. Improve the Project Management Office implementation by revisiting the following: project management training, website, tracking system, project archiving, and standardization of documents and process. 2022-23 Actual Measure 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 284 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Projects Operations - 1286 Budget Summary Description 2023-24 Actual Expenditures Repairs and Maintenance $ 380,725 $ 2,600,709 $ 2,847,885 $ 2,847,885 $ 2,918,725 12.23 % Total Cost Center - 1286 $ 380,725 $ 2,600,709 $ 2,847,885 $ 2,847,885 $ 2,918,725 12.23% 380,725 2,600,709 2,847,885 2,847,885 2,768,725 Water Operating - - - - 66,675 Wastewater Operating - - - - 49,995 Solid Waste Operating - - - - General Fund Grand Total $ 380,725 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2,600,709 $ 2024-25 Estimated Expenditures 2,847,885 $ 2,847,885 $ 2025-26 Adopted Budget % Change Adopted to Adopted 33,330 2,918,725 Significant Budget Changes FY 2025-26 reflects ongoing funding for a Utility Billing Re-Platform adjustment, Digital Adoption Platform adjustment, Active Net Pin Pads adjustment, Fleet Operations Telematics adjustment, Electronic Agenda Management adjustment, and ERP Replacement. 285 Table of Contents City of Chandler Information Technology 2025-26 Adopted Budget Information Technology Citywide Infrastructure Support Capital - 1287 Capital Budget Summary Description 2023-24 Actual Expenditures Professional/Contract Services $ 859,658 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 600,000 $ 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,821,156 $ 451,945 $ - -100.00 % 0.00 % Repairs and Maintenance - - 509,429 267,898 - Communication/Transportation - - 7,024 - - 0.00 % Contingencies/Reserves - 5,856,078 - - 4,288,093 -26.78 % 2,249,119 1,214,000 3,055,135 1,114,751 518,000 -57.33 % - - 745,612 - - 0.00 % -37.34% Machinery and Equipment Office Furniture and Equipment Total Cost Center - 1287 $ General Gov't Capital Projects Fund 3,108,777 $ 7,670,078 $ 6,138,356 $ 1,834,594 $ 4,806,093 3,108,777 7,216,576 5,684,854 1,834,594 4,352,591 Fund Water Operating Fund - 192,205 192,205 - 192,205 Wastewater Operating Fund - 176,853 176,853 - 176,853 Solid Waste Operating Fund - 69,088 69,088 - 69,088 Airport Operating Fund - 15,356 15,356 - 15,356 7,670,078 $ 6,138,356 $ Grand Total $ 3,108,777 $ 1,834,594 $ 4,806,093 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 286 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 services and purchasing practices are indications of our stability and strength. City of Chandler Management Services 2025-26 Adopted Budget 288 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Management Services Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Management Services Administration $ 595,424 $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 622,452 $ 2025-26 Adopted Budget 656,299 $ % Change Adopted to Adopted 466,310 -25.08% Budget 883,562 1,071,932 1,076,744 1,106,917 3.26% Purchasing 730,403 755,946 779,860 789,851 4.49% Central Supply 481,228 502,925 519,879 529,526 5.29% Accounting 2,015,170 2,255,906 2,294,940 2,359,817 4.61% Tax and License 1,778,766 2,016,463 2,048,121 2,098,986 4.09% Utility Services 1,532,926 1,810,390 1,841,170 1,686,316 -6.85% Environmental Management 536,363 716,927 626,778 759,514 5.94% Environmental Management Liabilities 675,487 473,200 6,816,840 473,200 0.00% 9,229,329 $ 10,226,141 $ 16,660,631 $ 10,270,437 0.43% $ 113,999,361 $ 71,287,386 $ 52,551,812 $ 95,543,293 34.03% 16,099,293 -3.76% Total Management Svcs w/o Non-Dept. 1 Non-Departmental $ Non-Departmental Capital Non-Dept. w/o Contingency 1,040,582 16,728,770 17,570,591 $ 115,039,943 $ 88,016,156 $ 70,122,403 $ 111,642,586 Non-Departmental Contingency - 133,591,116 - 120,718,116 -9.64% Non-Dept. Contingency $ - $ 133,591,116 $ - $ 120,718,116 Total Non-Department $ 115,039,943 $ 221,607,272 $ 70,122,403 $ 232,360,702 4.85% Total Management Svcs. with Non-Dept. $ 124,269,271 $ 231,833,413 $ 86,783,034 $ 242,631,139 4.66% $ Expenditures by Category 2 Total Personnel 8,549,054 $ 8,723,036 $ 8,749,928 2.35% Ongoing - 8,549,054 8,723,036 8,749,928 2.35% One-time - - - - N/A Operating & Maintenance Total Management Svcs w/o Non-Dept. 7,609,833 $ 1,619,497 1,677,087 7,937,595 1,520,509 -9.34% $ 9,229,330 $ 10,226,141 $ 16,660,631 $ 10,270,437 0.43% $ 73,837,545 $ 24,086,647 $ 10,509,244 $ 43,819,848 81.93 % Expenditures by Category 2 Total Personnel Ongoing - 9,742,441 735,885 10,468,008 7.45 % One-time - 14,344,206 9,773,359 33,351,840 132.51 % Operating & Maintenance 40,161,815 47,200,739 42,042,568 51,723,445 9.58 % Contingencies & Reserves - 133,591,116 - 120,718,116 -9.64 % 1,040,582 16,728,770 17,570,591 Capital - Major 1 2 16,099,293 -3.76 % Total Non-Department $ 115,039,943 $ 221,607,272 $ 70,122,403 $ 232,360,702 4.85% Total Management Svcs. with Non-Dept. $ 124,269,271 $ 231,833,413 $ 86,783,034 $ 242,631,139 4.66% Non-Departmental spending typically shows in the Department in which actual spending occurred through the adjusted budget. Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 289 Table of Contents City of Chandler Management Services Staffing by Cost Center 2025-26 Adopted Budget 2023-24 Revised 2024-25 Adopted 2024-25 Revised % Change Adopted to Adopted 2025-26 Adopted Management Services Administration 4.000 4.000 4.000 2.500 -37.50 % Budget 6.000 7.000 7.000 7.000 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 17.500 17.500 17.500 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 73.625 73.625 72.125 -2.04% Total 290 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget 2024-25 Accomplishments Ø Awarded 42nd GFOA Certificate of Achievement for Excellence in Financial Reporting, 37th GFOA Distinguished Budget Presentation Award, and 20th Achievement of Excellence in Procurement Award. Ø Maintained AAA General Obligation (GO) Bond credit ratings with stable outlooks from all three rating agencies, Aaa Excise Tax Revenue Obligation (ETRO) rating with Moody’s bond rating agency and other bond ratings, making Chandler one of a select few in the U.S. with this distinction. Ø Completed financial analysis and education regarding bond authorization need and timing throughout the Resident Bond Exploratory Committee process to eventually bring a recommendation to City Council that does not increase the city property tax rate supporting payment of bonded debt and positions the city to continue its Capital Improvement Program (CIP). Ø Completed financial analysis to pay off the Public Safety Personnel Retirement System (PSPRS) Unfunded Liability in July 2023, to reduce the ongoing contribution rates expense of approximately $8 - $10 million annually, to help offset the impact of the state reduction of $11 million in ongoing Residential Rental TPT revenue in January 2025. Ø Partnered with Information Technology (IT) and Human Resources (HR) to analyze and select a cloud based replacement for the city’s on-premises Enterprise Resource Planning (ERP) system to encompass finance and human resources. Ø Partnered with Building and Facilities to maximize space in city hall by moving the Accounting Division from 4th to 3rd floor, reorganizing all of 3rd floor to accommodate Neighborhood Resources Code Enforcement Division staff to move to 4th floor. Ø Facilitated the compliance of over 540 previously unregistered businesses with the business registration code, enhancing the accuracy and completeness of Chandler’s business records, additionally launched a new business registration list on the Tax & License web page to provide monthly updates on newly commercial businesses moving into Chandler. Ø Facilitated the compliance of over 115 previously unregistered short-term rental businesses with the short-term license code, enhancing the accuracy and completeness of Chandler’s short term rental records along with educating owners with regulatory requirements. Ø Engaged with over 454 businesses and offered education as well as correct filing errors to ensure tax audit compliance. Additionally, completed essential enhancements to our internal business account management system enhancing the tax audit functionality. Ø Implemented technical changes to the Business Portal for home-based businesses to comply with legislative changes. Ø Managed the disposal of city surplus property, police property and evidence, and capital assets through the online auction program resulting in approximately $299,000 in revenue and donated over $5,500 of city surplus property to Chandler schools, Chandler nonprofits, and other public agencies. Ø Conducted over 109 environmental audits of city facilities resulting in corrective measures to enhance compliance with environmental regulations, completed review and comment on approximately 18 environmental site assessments prior to property acquisitions to ensure no environmental liability existed, and completed inspection of approximately 1,000 storm sewer structures to identify those which need maintenance for proper operation. Ø Initiated environmental clean-up project at the old Airport landfill to position for future development. Ø Initiated a multifaceted project to modernize our utility billing software and implement a robust portal for utility account management with self service capabilities. 291 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Management Services Administration - 1180 Administration serves the Management Services Department and provides finance, and debt management, financial systems management, and support services to other city departments. In addition to maintaining the financial integrity of the city with comprehensive financial administration, this division also provides for the development, coordination, and review of all activities in the department including: Budget, Purchasing, Central Supply, Accounting, Tax and License, Utility Services, and Environmental Management. 1,2 2025-26 Performance Measurements Goal #1 Ensure long-term financial stability for the city. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t t t t Oversee financial management to secure or improve bond credit ratings. Facilitate long-term financial planning. Manage outside investment management services. Seek optimum and innovative financing structures to reduce debt service costs. Determine whether resources are properly safeguarded and used efficiently, effectively, and economically. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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 1 *2024-25 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. 2 292 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Management Services Administration - 1180 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ Ongoing 2024-25 Adopted Budget 586,185 $ - One-time Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Other Charges and Services Total Cost Center - 1180 $ General Fund 2 Grant Fund Grand Total $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 609,403 $ 630,330 $ 635,800 $ 446,673 -26.70 % 609,403 630,330 635,800 446,673 -26.70 % N/A - - - - - 25 - - - - N/A 1,995 3,000 9,588 9,852 9,988 232.93 % 362 1,350 2,597 2,597 1,400 3.70 % 2,886 4,179 4,179 4,200 4,000 -4.28 % 3,972 4,520 4,520 3,850 4,249 -6.00 % 595,424 $ 622,452 $ 651,214 $ 656,299 $ 466,310 -25.08% 529,868 622,452 651,214 656,299 466,310 65,556 - - - - 595,424 $ 622,452 $ 651,214 $ 656,299 $ 466,310 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Deputy City Manager - Chief Financial Officer 1 0 0 0 0 0 Financial Services Assistant Director 1 1 1 1 1 1 Grants Program Manager 0 1 1 1 1 0 IT Programmer Principal Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 0.5 Total 4 4 4 4 4 2.5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation for the consolidation of office supplies in the Management Services Administration cost center previously allocated across various cost centers in the department. Effective July 1, 2025, one Grants Program Manager transfers to cost center 1040, City Manager in the City Manager Department and a portion of the Management Assistant position transfers to cost center 4300, Administration in the Community Services Department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 293 Table of Contents City of Chandler Management Services 2025-26 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. 1 2 2025-26 Performance Measurements Goal #1 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 t t t t Maintain and improve appropriation control efforts in compliance with legal and policy requirements. Meet all state and city charter deadlines for adoption of Annual Budget and CIP. Continue to improve the budget document and qualify for the GFOA Distinguished Budget Presentation Award. Monitor expenditures and identify potential problems as well as deviations from approved spending plans. Work with departments to continuously enhance and improve the budget process and meet or exceed their expectations for an effective budget process. Measure Compliant with state budget laws Compliant Compliant Compliant Compliant Compliant Adopt next year Budget & CIP Plan before June 15th of the prior year 6/9/2022 6/8/2023 6/13/2024 6/13/2024 06/12/25 35 36 37 37 38 100% 100% 100% 100% 100% Consecutive years for GFOA Distinguished Budget Presentation Award Obtain budget user survey results of satisfactory to excellent on budget process 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2022-23 Actual 2025-26 Projected 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 294 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Budget - 1195 Goal #2 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 t Provide City Council and executive leadership with regular updates of city revenues and expenditures. Provide accessible information to residents and other agencies regarding the city’s economic condition. 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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 Provide monthly financial analysis to City Council and make available on www.chandleraz.gov/budget within the 1 following month for August through May 10 10 10 10 10 Provide quarterly financial analysis to City Council and make available on www.chandleraz.gov/budget within the following two months for the first three quarters of the 1 fiscal year 3 3 3 3 3 Measure 1 Reports for the months of June and July and for the fourth quarter of the fiscal year typically require an extended period of time for completion due to the personnel resources needed and additional processes to complete activities related to the end of fiscal year close. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 295 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Budget - 1195 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,031,503 $ 1,061,115 $ 1,048,528 $ 1,080,994 4.80 % Ongoing - 1,031,503 1,061,115 1,048,528 1,080,994 4.80 % One-time - - - - - N/A 3,481 24,431 24,432 13,600 9,925 -59.38 % 390 1,150 1,911 1,256 1,150 0.00 % 5,105 3,035 3,035 2,945 5,835 92.26 % Operating Supplies Repairs and Maintenance Communication/Transportation Other Charges and Services Total Cost Center - 1195 $ General Fund Grand Total $ 868,889 $ 2024-25 Adopted Budget 5,697 11,813 11,813 10,415 9,013 -23.70 % 883,562 $ 1,071,932 $ 1,102,306 $ 1,076,744 $ 1,106,917 3.26% 883,562 1,071,932 1,102,306 1,076,744 1,106,917 883,562 $ 1,071,932 $ 1,102,306 $ 1,076,744 $ 1,106,917 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Budget & Policy Assistant Director 1 1 1 1 1 1 Budget & Research Administrator 1 1 1 1 1 1 Budget & Research Associate Analyst 1 1 1 1 1 1 Budget & Research Principal Analyst 3 3 3 3 3 3 Budget & Research Senior Analyst 0 0 0 1 1 1 Total 6 6 6 7 7 7 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation for the consolidation of office supplies in the Management Services Administration cost center previously allocated across various cost centers in the department. Additionally, FY 2025-26 reflects the elimination of one-time funding received in FY 2024-25 for an office reconfiguration, computer equipment, and office supplies. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 296 Table of Contents City of Chandler Management Services 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t t Obtain survey results of 95% excellent/good in annual survey to departments. Demonstrate use of best practices through receipt of awards from professional associations. Maximize purchasing card rebate. Continually strive to improve processes. 2022-23 Actual Measure Customer survey results of excellent/good Consecutive years for Achievement of Excellence in Procurement (AEP) award from the National Procurement Institute 1 Purchasing card transactions Purchasing card rebate Identify and implement at least one process 2 improvement annually 1 2 2023-24 Actual 96% 2024-25 Year End Estimate* 2024-25 Projected 95% 95% 2025-26 Projected 95% 95% 19 20 21 21 22 33,645 35,095 28,000 30,000 30,000 $201,747 $215,539 $155,000 $180,000 $180,000 1 1 1 1 1 Transaction actual trends indicate larger number of transactions will be made in the future. FY 2022-23 Improvement: City Code Chapter 3 update, raising solicitation and approval thresholds. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 297 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Purchasing - 1220 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 744,809 $ 772,448 $ 773,000 $ 779,414 4.65 % Ongoing - 744,809 772,448 773,000 779,414 4.65 % One-time - - - - - N/A 1,097 1,000 200 850 200 -80.00 % 366 1,000 1,793 1,460 1,100 10.00 % - 2,550 2,550 - 2,550 0.00 % 7,879 6,587 6,587 4,550 6,587 0.00 % 730,403 $ 755,946 $ 783,578 $ 779,860 $ 789,851 4.49% 643,204 755,946 783,578 779,860 789,851 Operating Supplies Repairs and Maintenance Communication/Transportation Other Charges and Services Total Cost Center - 1220 $ General Fund 2 Grant Fund Grand Total 721,062 $ 2024-25 Adjusted Budget 87,199 $ - 730,403 $ - 755,946 $ - 783,578 $ - 779,860 $ 789,851 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Procurement & Supply Senior Manager 0.9 0.9 0.9 0.9 0.9 0.9 Procurement Officer 4 4 4 4 4 4 Procurement Senior Specialist 1 1 1 1 1 1 Total 5.9 5.9 5.9 5.9 5.9 5.9 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation for the consolidation of office supplies in the Management Services Administration cost center previously allocated across various cost centers in the department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 298 Table of Contents City of Chandler Management Services 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t Ensure inventory turnover ratio reflects adequate levels to reduce cost and meet supply needs. Ensure accurate tracking of inventory through efficient processes. 2022-23 Actual Measures Total dollar amount of inventory 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected $854,226 $766,962 $825,000 $725,000 $730,000 $1,821,120 $1,612,147 $1,650,000 $1,560,000 $1,570,000 Maintain inventory ratio of 2.50 of greater 2.13 2.10 2.00 2.15 2.15 Maintain inventory accuracy rate of 98% or greater 99% 99% 99% 99% 99% Percentage of orders fulfilled from internal requisitions 27% 17% 25% 18% 20% 1 Dollar value of material issued 2 Goal #2 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 t Maximize revenue received from the sale of surplus, obsolete, and scrap material. Provide a high level of service through timely pick-up of departmental surplus property. 2022-23 Actual Measures 3 Surplus property revenue 4 Surplus vehicle revenue Percentage of surplus property and vehicle auctions ending in sales 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected $98,938 $69,658 $100,000 $60,000 $70,000 $303,762 $229,369 $200,000 $400,000 $300,000 99% 99% 99% 99% 99% 1 Supports inventory accuracy and turnover ratios, and measures efficiency. Inventory turnover ratio equals dollar value of material issued divided by total dollar amount of inventory. Values are lower than desired due to supply chain issues and inflation. 3 Surplus property revenue excludes sales from Racketeer Influenced and Corrupt Organization (RICO) forfeiture. 4 Values in FY 2022-23 and after may be lower than normal due to vehicle shortages and chip issues during COVID-19 pandemic. Thus, vehicles are remaining in our fleet longer and not sold as surplus. 2 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 299 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Central Supply - 1225 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 486,161 $ 504,783 $ 505,205 $ 512,762 5.47 % Ongoing - 486,161 504,783 505,205 512,762 5.47 % One-time - - - - - N/A Operating Supplies 7,935 8,785 8,785 7,125 8,785 0.00 % Repairs and Maintenance 1,003 2,230 2,853 1,800 2,230 0.00 % Insurance and Taxes 500 - - - - N/A Other Charges and Services 848 440 440 440 440 0.00 % 5,309 5,309 5,309 5,309 5,309 0.00 % 481,228 $ 502,925 $ 522,170 $ 519,879 $ 529,526 5.29% 369,734 502,925 522,170 519,879 529,526 Capital Replacement/Fund Level Transfers Total Cost Center - 1225 $ General Fund 2 Grant Fund Grand Total 465,633 $ 2024-25 Adjusted Budget 111,494 $ - 481,228 $ - 502,925 $ - 522,170 $ - 519,879 $ 529,526 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Management Assistant 1 1 1 1 1 1 Procurement & Supply Senior Manager 0.1 0.1 0.1 0.1 0.1 0.1 Warehouse & Supply Program Manager 1 1 1 1 1 1 Warehouse & Supply Senior Technician 1 1 1 1 1 1 Warehouse & Supply Technician 2 2 2 2 2 2 Total 5.1 5.1 5.1 5.1 5.1 5.1 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation to properly adjust and align the overtime budget. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 300 Table of Contents City of Chandler Management Services 2025-26 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. 1 2 2025-26 Performance Measurements Goal #1 Provide reliable, timely, accurate accounting services across all city departments in all financial functions. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t Process payroll, accounts payable vendor payments, accounts receivable invoices and statements, and special assessment billings accurately and in a timely manner. Ensure a high level of customer service to city department personnel and accurate Oracle entry, providing education when corrections are necessary. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Accounts payable payments issued 15,573 15,783 15,750 15,800 15,800 Payroll payments processed 53,648 55,617 55,000 57,000 59,000 Goal #2 Coordinate the annual financial statement audit and prepare the Annual Comprehensive Financial Report (ACFR). Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t t t t Continue to qualify for the GFOA Certificate of Achievement for Excellence in Financial Reporting award. Ensure the annual financial statement audit and release of the ACFR is completed timely. Maintain compliance with applicable federal and state mandates concerning financial matters. Maintain adherence with financial accounting and reporting standards set by the GASB. Measures 2022-23 Actual Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award 2023-24 Actual 42 2024-25 Projected 43 2024-25 Year End Estimate* 2025-26 Projected 44 44 45 Complete audit by second week in December 12/22/2023 12/20/2024 12/12/2025 12/5/2025 12/4/2025 Complete release of ACFR by third week in December 12/28/2023 12/22/2024 12/19/2025 12/12/2025 12/11/2025 Compliance with federal and state mandates Compliant Compliant Compliant Compliant Compliant *1 *2024-25 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. *2 301 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Accounting - 1230 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 1,861,668 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,074,956 $ 2,153,368 $ 2,109,000 $ 2,179,247 5.03 % Ongoing - 2,074,956 2,153,368 2,109,000 2,179,247 5.03 % One-time - - - - - N/A Professional/Contract Services 92,610 119,545 154,545 118,935 114,870 -3.91 % Operating Supplies 45,842 47,020 44,020 47,916 47,350 0.70 % 880 2,050 3,504 2,444 2,200 7.32 % Communication/Transportation 3,482 5,200 5,200 6,623 7,100 36.54 % Other Charges and Services 9,654 7,135 7,484 9,602 9,050 26.84 % Machinery and Equipment - - - 420 - N/A Repairs and Maintenance Office Furniture and Equipment 1,034 Total Cost Center - 1230 $ General Fund - N/A 2,015,170 $ 2,255,906 $ - 2,368,121 $ - 2,294,940 $ - 2,359,817 4.61% 2,237,723 1,885,043 2,144,022 2,244,799 2,174,840 Grant Fund 41,977 - - - - Workers' Comp Self Ins Trust 40,668 47,636 48,646 47,225 52,419 2 Medical Self Insurance Trust Grand Total $ 47,482 64,248 74,676 72,875 2,015,170 $ 2,255,906 $ 2,368,121 $ 2,294,940 $ 2,359,817 69,675 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Accounting Administrator 2 2 2 2 2 2 Accounting Program Manager 3 3 3 3 3 3 Accounting Senior Manager 1 1 1 1 1 1 Accounting Specialist 4 4 4 4 4 4 Accounting Technician 3 3 3 3 3 3 Business Systems Support Analyst 1 1 1 1 0 0 Business Systems Support Associate Analyst 1 1 1 1 1 1 Business Systems Support Principal Analyst 1 1 1 1 1 1 Business Systems Support Supervisor 0 0 0 0 1 1 Grants Administrator 1 0 0 0 0 0 Management Assistant 1 1 1 1 1 1 Payroll Specialist 0 1 1 1 1 1 Total 18 18 18 18 18 18 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation for the consolidation of office supplies in the Management Services Administration cost center previously allocated across various cost centers in the department. Additionally, FY 2025-26 reflects a base budget reallocation to properly adjust and align the budget for software, bank fees, equipment repairs and maintenance, and travel. During FY 2024-25, one Business Systems Support Analyst position was reclassified to Business Systems Support Supervisor. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 302 Table of Contents City of Chandler Management Services 2025-26 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 (TPT) by the Arizona Department of Revenue (ADOR), and issues business registrations, special regulatory licenses, and short-term rental licenses. Licensing provides information and taxpayer education to the public and processes all business registration, short-term rental, and special regulatory license applications. License Compliance inspects and 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. 1,2 2025-26 Performance Measurements Goal #1 To administer City Code to ensure voluntary compliance with TPT, 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 t t t Educate business owners on TPT, licensing, city codes, and regulations. Promote voluntary compliance through taxpayer education, audits, and timely collections. Process registration and license applications in accordance with code requirements and established performance standards. Verify taxpayer data, as reported to the ADOR, through analytic processes. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of business registration and regulatory license applications processed timely per City Code requirements 100% 96.75% 95% 95% 100% Canvass 50% of the city per year to ensure compliance with business registration, regulatory, and tax licenses 50% 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% 100% 100% 100% 100% 100% Audited Taxpayer Customer Service Survey: Obtain customer satisfaction level above average on at least 90% of surveys 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 303 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Tax and License - 1240 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,942,685 $ 2,013,200 $ 1,999,721 $ 2,039,072 4.96 % Ongoing - 1,942,685 2,013,200 1,999,721 2,039,072 4.96 % One-time - - - - - N/A Professional/Contract Services 1,742,281 $ 2024-25 Adopted Budget - 6,950 6,950 5,000 6,950 0.00 % Operating Supplies 6,413 23,501 21,513 8,050 9,137 -61.12 % Repairs and Maintenance 1,061 6,500 8,499 4,800 6,000 -7.69 % 728 10,827 10,827 2,000 7,827 -27.71 % Communication/Transportation Other Charges and Services Total Cost Center - 1240 $ General Fund 2 Grant Fund Grand Total $ 28,283 26,000 26,000 28,550 30,000 15.38 % 1,778,766 $ 2,016,463 $ 2,086,989 $ 2,048,121 $ 2,098,986 4.09% 1,476,050 2,016,463 2,086,989 2,048,121 2,098,986 302,716 - - - 1,778,766 $ 2,016,463 $ 2,086,989 $ - 2,048,121 $ 2,098,986 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Compliance Administrator 1 1 1 1 1 1 Business Compliance Associate 1 1 0 0 0 0 Business Compliance Associate Analysts 0 0 1 1 1 1 Business Compliance Inspector 1 1 1 1 1 1 Business Compliance Lead Representative 1 1 1 1 1 1 Business Compliance Representative 3 3 3 4 4 4 Business Compliance Specialist 2 2 2 2 2 2 Revenue & Tax Analyst 1 1 1 1 1 1 Revenue & Tax Senior Manager 0.5 0.5 0.5 0.5 0.5 0.5 Position Title Tax Audit Administrator 1 1 1 1 1 1 Tax Auditor Associate 1 1 1 1 1 1 Tax Auditor Principal 1 1 1 1 1 1 Tax Auditor Senior 3 3 3 3 3 3 16.5 16.5 16.5 17.5 17.5 17.5 Total Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation for the consolidation of office supplies in the Management Services Administration cost center previously allocated across various cost centers in the department. Additionally, FY 2025-26 reflects a base budget reallocation to properly adjust and align the budget for subscriptions and memberships and education and training. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 304 Table of Contents City of Chandler Management Services 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 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 t Provide efficient and friendly services to existing customers and new residents/businesses requiring utility services. Facilitate on-time payments and collect delinquent receivables to minimize write-offs. 2022-23 Actual Measures Activate utility accounts on date specified by customer 100% of the time 2023-24 Actual 100% 2024-25 Year End Estimate* 2024-25 Projected 100% 100% 2025-26 Projected 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 0.20% 0.30% 0.32% 0.07% 0.39% 12% 15% 5% 15% 15% Increase volume of electronic transactions by 5% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 305 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Utility Services - 1245 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,054,936 $ 1,085,096 $ 1,088,182 $ 1,064,578 0.91 % Ongoing - 1,054,936 1,085,096 1,088,182 1,064,578 0.91 % One-time - - - - - N/A 0.00 % Professional/Contract Services 893,482 $ 2024-25 Adopted Budget 621 1,000 84,500 1,000 1,000 Operating Supplies 81,402 102,000 102,000 102,055 102,000 0.00 % Repairs and Maintenance 137,342 141,276 141,276 141,532 2,940 -97.92 % Communication/Transportation 391,237 437,577 437,577 435,200 438,186 0.14 % Other Charges and Services 28,842 73,601 74,067 73,201 77,612 5.45 % $ 1,532,926 $ 1,810,390 $ 1,924,516 $ 1,841,170 $ 1,686,316 -6.85% 1,532,926 1,810,390 1,924,516 1,841,170 1,686,316 $ 1,532,926 $ 1,810,390 $ 1,924,516 $ 1,841,170 $ 1,686,316 Total Cost Center - 1245 2 General Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Revenue & Tax Senior Manager 0.5 0.5 0.5 0.5 0.5 0.5 Utility Services Lead Representative 2 2 2 2 2 2 Position Title Utility Services Manager 1 1 1 1 1 1 5.625 5.625 5.625 5.625 5.625 5.625 Utility Services Senior Representative 1 1 1 1 1 1 Utility Services Supervisor 1 1 1 1 1 1 11.125 11.125 11.125 11.125 11.125 11.125 Utility Services Representative Total Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation for the consolidation of office supplies in the Management Services Administration cost center previously allocated across various cost centers in the department. Additionally, FY 2025-26 reflects a base budget reallocation to properly adjust and align the budget for office furniture, equipment repairs and maintenance, travel, bank fees, and subscriptions and memberships, as well as a base budget reallocation of ongoing funding to the Information Technology Projects Operations cost center for the Utility Billing Re-platform project. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. Offset by indirect cost allocations charged to Enterprise Funds. 2 306 Table of Contents City of Chandler Management Services 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t Monitor and resolve environmental non-compliance issues of city operation. Evaluate likely cases of non-compliance, develop corrective action plans, and educate personnel. 2022-23 Actual Measures 1 Environmental facility evaluations/audits performed 2023-24 Actual 59 2024-25 Projected 109 109 2024-25 Year End Estimate* 2025-26 Projected 109 109 Goal #2 Provide support to city departments performing environmental due diligence for real property acquisitions and dedications. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Review environmental due diligence investigations and other environmental investigations in evaluating property acquisitions and redevelopment parcels in a timely manner. 2022-23 Actual Measures 2 Total number of sites assessed 2023-24 Actual 6 2024-25 Projected 18 10 2024-25 Year End Estimate* 2025-26 Projected 20 18 1 Process to inspect city facilities at lease once, with some requiring two based on level priority began FY 2023-24. 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. 2 *2024-25 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. 307 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Environmental Management - 1265 Goal #3 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 Objectives: 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. Measures 2022-23 Actual Total number of sites assessed 2023-24 Actual 50 2024-25 Year End Estimate* 2024-25 Projected 15 1 25 2025-26 Projected 25 25 Goal #4 Provide a proactive inspection program to ensure regulatory compliance, proper operation and identify need for maintenance of storm sewer system structures within the city. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: t Inspect storm sewer system structures within the city annually to identify those which need maintenance for proper operation. Measures Number of scuppers, drains, catch basins and 2 drywells inspected 2022-23 Actual 4,791 2023-24 Actual 6,344 2024-25 Projected 5,000 2024-25 Year End Estimate* 2025-26 Projected 1,000 2,500 1 This is now determined by the number of capital projects that require an asbestos assessment and changes in regulatory requirements over the years, surveys must be updated every five (5) years in accordance with NESHAP regulations. 2 Number of inspections is dependent on staff availability for inspections. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 308 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Environmental Management - 1265 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 470,633 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 604,601 $ 618,105 $ 563,600 $ 647,188 7.04 % Ongoing - 604,601 618,105 563,600 647,188 7.04 % One-time - - - - - N/A Professional/Contract Services 27,065 48,401 62,633 5,116 37,686 -22.14 % Operating Supplies 10,084 23,495 23,495 13,803 23,495 0.00 % 197 1,050 1,976 1,296 1,050 0.00 % Communication/Transportation 1,515 2,880 2,880 3,063 4,230 46.88 % Other Charges and Services 19,503 29,445 29,445 31,458 38,810 31.81 % Machinery and Equipment 310 - - 1,387 - N/A 7,055 7,055 7,055 7,055 7,055 0.00 % $ 536,363 $ 716,927 $ 745,589 $ 626,778 $ 759,514 5.94% 536,363 716,927 745,589 626,778 759,514 $ 536,363 $ 716,927 $ 745,589 $ 626,778 $ 759,514 Repairs and Maintenance Capital Replacement/Fund Level Transfers Total Cost Center - 1265 Uninsured Liability Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Environmental Services Manager 1 1 1 1 1 1 Environmental Services Program Coordinator 2 2 2 2 2 2 Environmental Services Senior Technician 2 2 2 2 2 2 Total 5 5 5 5 5 5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects a base budget reallocation to properly adjust and align the budget for travel, subscriptions and memberships, and education and training. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 309 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Environmental Management Liabilities - 1266 Budget Summary Description 2023-24 Actual Expenditures Professional/Contract $ 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 377,600 $ 7,121,270 $ 6,810,147 $ 413,100 9.40 % 238 95,600 95,600 6,237 60,100 -37.13 % $ 675,487 $ 473,200 $ 7,216,870 $ 6,816,840 $ 473,200 0.00% 675,487 473,200 7,216,870 6,816,840 473,200 $ 675,487 $ 473,200 $ 7,216,870 $ 6,816,840 $ 473,200 Uninsured Liability Fund Grand Total 2024-25 Adjusted Budget 674,793 $ Operating Supplies Total Cost Center - 1266 2024-25 Adopted Budget Significant Budget Changes FY 2025-26 reflects a base budget reallocation to properly adjust and align the budget for other professional services. 310 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Non-Departmental - 1290 Budget Summary Description 2023-24 Actual Expenditures 1 Total Personnel Ongoing One-time Professional/Contract Services Operating Supplies Repairs and Maintenance Insurance and Taxes Rents and Utilities Other Charges and Services Contingencies/Reserves Machinery and Equipment $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 73,837,545 $ 24,086,647 $ 12,779,138 $ 9,742,441 1,779,779 14,344,206 10,999,359 4,269,258 5,019,233 5,498,216 645,635 1,040,859 1,040,859 996,938 1,076,000 1,046,772 29,892,692 30,290,000 30,290,000 780,300 780,300 920,380 2,639,147 2,466,234 133,591,116 175,340,586 3,436,912 3,440,800 3,472,797 2025-26 Adopted Budget % Change Adopted to Adopted 10,509,244 $ 43,819,848 735,885 10,468,008 9,773,359 33,351,840 4,591,200 5,718,523 538,544 4,510,009 1,522,389 1,589,000 31,083,000 32,290,000 628,100 200,000 760,947 3,037,689 120,718,116 2,917,099 1,463,824 81.93 % 7.45 % 132.51 % 13.93 % 333.30 % 47.68 % 6.60 % -74.37 % 15.10 % -9.64 % -57.46 % All Other Bonds - 277,600 277,600 - 277,600 0.00 % Capital Replacement/Fund Level Transfers - 2,636,800 2,638,089 1,289 2,636,800 0.00 % 5.56% Total Cost Center - 1290 $ 113,999,361 $ 204,878,502 $ 235,630,591 $ 52,551,812 $ 216,261,409 Grand Total $ 113,999,361 $ 204,878,502 $ 235,630,591 $ 52,551,812 $ 216,261,409 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 t 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 to maintain the paid off status of any unfunded liability ($25 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 to cover the costs of mid-year reclassifications when departments are unable to cover them. The majority of the FY 2025-26 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. Operations and Maintenance Categories: Includes costs that are citywide in nature, including city memberships, professional services, citywide contracts, self-insurance fund contracts, insurance and claim budgets (e.g., medical, dental, short-term disability, etc.); technology, fuel and utility reserves, and other charges. Contingency and Reserves: Includes the contingencies for almost all budgeted funds, with the largest contingency in the General Fund equal to 15% of General Fund operating revenues ($56.0 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 2024-25 anticipated to be unspent at year end. This carryforward appropriation is for operating cost centers within all funds. Once FY 2024-25 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 2025-26 Budget is shown on the next page. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 311 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Description 2023-24 Actual Expenditures 2024-25 Adopted Budget General Fund $ 97,724,997 $ 75,333,245 $ Police Forfeiture - Highway User Revenue (HURF) Local Transportation Assistance (LTAF) 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 60,016,834 $ 2025-26 Adopted Budget 12,757,475 $ 119,667,688 51,000 - - 44,000 - 837,084 3,945,659 - 665,120 - 3,097,300 3,097,300 - 84,000 Grants - 14,658,976 5,293,198 - 12,068,799 Home Program - 632,417 631,691 - 610,579 Community Development Block Grant (CDBG) - 1,103,338 500,000 - 610,987 PHA Family Sites - 118,722 40,985 - 104,916 PHA Elderly and Scattered Sites - 87,484 33,607 - 108,497 PHA Management - 30,035 3,311 - 24,050 PHA Self Sufficiency - 7,400 - - 5,877 PHA Section 8 Vouchers - 294,233 262,648 - 88,732 PHA Capital Fund Program Grant - 734,802 - - 686,552 Proceeds Reinvestment Projects - 203,706 167,766 - 245,607 General Obligation Debt Service - 300,000 300,000 - 341,546 General Government Capital Projects - - 9,413,332 - - Capital Replacement - 94,768 94,768 - 250,000 4,806,414 7,916,500 5,623,484 4,873,468 9,825,898 Vehicle Replacement - 6,961,379 650,000 - 4,069,000 Streets General Obligation Bonds - 177,300 6,644,787 - 177,300 Technology Replacement Storm Sewer General Obligation Bonds Arterial Street Impact Fees - 4,100 1,180,703 - 4,100 4,838 2,800 2,333,754 1,600 1,000 Capital Grants - - 7,378,760 - - Park Bonds - 38,600 17,389,356 - 38,600 Municipal Arts - 230,000 200,000 - 146,620 Parks NW Impact Fee 1,809 46,000 46,000 1,000 75,000 Parks NE Impact Fee 1,809 1,400 1,400 1,000 201,000 Parks SE Impact Fee 1,809 1,400 12,056 1,000 600 - - 73,908 - - 4,794 5,400 3,300 4,100 2,900 - - 51,200 - - 4,194 177,000 177,000 1,000 2,000 Library Bonds Library Impact Fees Museum Bonds Public Building Impact Fees Public Facility Bonds - - 576,386 - 284,782 Public Safety Bonds - Police - 5,100 339,989 - 534,103 4,238 112,000 112,000 1,000 2,000 - 52,500 628,069 - 52,500 4,238 207,000 207,000 1,000 5,000 - - 12,066,351 - - Police Impact Fees Public Safety Bonds - Fire Fire Impact Fees Water Bonds Water System Development Fees Water Operating Reclaimed Water SDF 4,782 90,739 92,839 1,600 1,200 166,947 9,574,313 14,713,154 50,000 9,690,044 4,782 1,502,900 1,521,980 1,600 232,397 Wastewater Bonds - - 110,589 - - Reclaimed Water Operating - 628,149 542,387 2,000 558,005 Wastewater System Development Fees Wastewater Operating 4,782 2,900 2,900 1,600 740,000 138,755 8,269,924 31,392,608 50,000 8,422,468 - 1,502,780 3,291,653 - 2,183,558 Wastewater Industrial Process Treatment 312 Table of Contents City of Chandler Management Services Description Solid Waste Operating 2025-26 Adopted Budget 2023-24 Actual Expenditures Workers' Compensation Self Insurance 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget 75,727 3,484,884 2,720,429 25,000 1,239,739 - - - - 1,408,278 Ambulance Services Airport Operating Enterprise 2024-25 Adopted Budget 69 117,766 160,409 - 104,565 2,120,513 4,348,002 4,250,000 2,906,000 4,426,805 Insured Liability Self Insurance - 647,954 500,000 - 716,913 Uninsured Liability Self Insurance - 2,296,004 510,800 - 1,338,425 Short Term Disability Self Insurance 183,958 569,827 568,000 175,100 569,314 Dental Self Insurance 2,259,461 2,619,000 2,619,000 2,250,000 2,835,500 Medical Self Insurance 28,872,196 33,249,415 33,167,730 29,446,269 30,704,286 Museum Trust - 9,040 9,000 - 9,028 Parks and Recreation Trust - 164 - - 51,531 Library Trust - 50,000 50,000 - - In-House Capital - - -89,489 - - Grand Total $ 113,999,361 $ 204,878,502 $ 235,630,591 $ 313 52,551,812 $ 216,261,409 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Non-Departmental - 1290 1 Budget Detail (All Funds) 2024-25 Adopted Budget Description 2025-26 Adopted Budget Personnel Services Employee Compensation $ One-Time Personnel Self Insurance - Short Term Disability Employee Retirement Health Savings Subtotal $ 9,626,152 $ 9,965,046 13,943,006 31,251,840 228,000 228,000 200,000 2,300,000 23,997,158 $ 43,744,886 Professional Services Self Insurance - Delta Dental Contract Services $ Self Insurance - Medical Contract Services 119,000 $ 135,500 3,207,000 3,407,000 40,000 40,000 Legal Services 50,000 250,000 County Animal Control Contract 272,000 272,000 Other Professional Services 595,333 726,227 Biennial Fee Audit 13,500 - Technology Reserve 500,000 509,702 Photo Red Light and Speed Control Fees 500,000 500,000 5,296,833 $ 5,840,429 404,100 $ 178,200 331,059 333,559 Self Insurance - Short Term Disability Services Subtotal $ Operating Supplies One-time Fuel Reserve $ Computer Software Employee Recognition Subtotal 37,000 37,000 $ 772,159 $ 548,759 $ 3,750,000 $ 3,750,000 Insurance and Taxes Workers' Comp Self Insurance Claims Dental Self Insurance Claims 2,000,000 2,200,000 Medical Self Insurance Claims 24,500,000 26,300,000 Other Taxes 40,000 Subtotal 1 $ 40,000 30,290,000 $ 32,290,000 Please note that category descriptions may not align exactly with GL account categories, as they are classified using different criteria. 314 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Non-Departmental - 1290 1 Budget Detail 2024-25 Adopted Budget Description 2025-26 Adopted Budget Rent and Utilities One-time Utility Reserve $ 780,300 $ 200,000 Subtotal $ 780,300 $ 200,000 $ 40,000 $ 40,000 Other Charges and Services Citywide Banking Fees Education and Training - Fire Academy Reserve 949,100 1,833,000 Maricopa County Association of Governments - Dues 62,300 40,000 Membership and Subscription Fees - e.g. League of Cities, ICMA 173,611 182,396 Fee Waiver Adjustment 339,000 49,000 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 Traffic Safety Enhancements 5,000 5,000 100,000 100,000 Physical Inventory Adjustment 10,000 10,000 Strategic Economic Development Opportunities 507,625 325,125 Bad Debt Reserve - Gen., Water, Wastewater, Reclaimed, Solid Waste and Airport 511,000 511,000 $ 2,728,636 $ 3,126,521 $ 82,678,861 $ 73,694,431 Grant Operating - Reserve 4,275,000 6,265,529 Lump Sum Reserves/Developer Agreements 2,800,000 2,800,000 Encumbrance and Carryforward Reserves 43,412,255 37,533,156 425,000 425,000 Subtotal Contingencies and Reserves Contingencies Mayor and Council Reserve Subtotal $ 133,591,116 $ 120,718,116 Capital Replacement Fleet Replacement $ Equipment Replacement Technology Replacement 1 Subtotal $ Total $ 1,336,800 $ 1,386,800 1,300,000 1,300,000 4,785,500 7,105,898 7,422,300 $ 9,792,698 204,878,502 $ 216,261,409 Please note that category descriptions may not align exactly with GL account categories, as they are classified using different criteria. 315 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Non-Departmental Contingencies/Reserves – 1290 Budget Summary 2024-25 Adopted Budget 2025-26 Adopted Budget 53,920,300 $ 55,999,600 3.86 % 100,000 100,000 0.00 % - 200,000 N/A General Fund Development Reserve 2,700,000 2,500,000 -7.41 % General Fund Encumbrance Reserve 10,920,000 12,000,000 9.89 % General Fund Carryforward Reserve 240,000 225,125 -6.20 % General Fund Council Reserve 425,000 425,000 0.00 % Debt Service Fund Contingency 300,000 341,546 13.85 % -86.55 % Description General Fund 15% Contingency $ General Fund Grant Match Reserve General Fund Non City Special Events & Projects % Change Adopted to Adopted Special Revenue Funds Contingencies 4,412,554 593,624 Special Revenue Funds Grant Reserve 4,275,000 6,265,529 46.56 % Special Revenue Funds Encumbrance Reserve 4,307,759 3,750,360 -12.94 % Special Revenue Funds Carryforward Reserve 8,410,617 4,477,271 -46.77 % Enterprise Funds Contingencies 13,000,000 10,374,363 -20.20 % Enterprise Funds Encumbrance Reserve 8,445,000 10,020,000 18.65 % System Development Fees Funds Contingencies 2,121,539 1,251,697 -41.00 % 11,500 11,400 -0.87 % - 813,785 N/A Self Insurance Funds Contingencies 7,329,700 2,898,780 -60.45 % Self Insurance Funds Encumbrance Reserve 2,196,000 1,274,000 -41.99 % Other Funds Contingencies 1,594,768 1,421,036 -10.89 % Other Funds Encumbrance Reserve 8,881,379 5,775,000 -34.98 % $ 133,591,116 $ 120,718,116 -9.64% System Development Fees Funds Encumbrance Reserve Bond Funds Contingencies Total Contingency/Reserves for Cost Center - 1290 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 April 2023, 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 $56.0 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. 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. 316 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Non-Departmental Capital - 1291 Budget Summary Description 2023-24 Actual Expenditures Professional/Contract $ 223,712 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 100,000 $ 2024-25 Estimated Expenditures 263,368 $ 17,516,738 $ 2025-26 Adopted Budget % Change Adopted to Adopted - -100.00 % Contingencies/Reserves - 1,628,770 464,900 - 16,049,293 885.36 % Building/Improvements 150,000 15,000,000 15,358,763 - 50,000 -99.67 % N/A Machinery/Equipment 554,554 - 90,122 49,518 - Office Furniture/Equipment 112,316 - 167,222 4,335 - N/A 16,344,375 $ 17,570,591 $ 16,099,293 -3.76% Total Cost Center - 1291 $ 1,040,582 $ 1,040,582 16,728,770 16,344,375 17,570,591 16,099,293 $ 1,040,582 $ 16,728,770 $ 16,344,375 $ 17,570,591 $ 16,099,293 Gen Gov't Capital Projects Fund Grand Total 16,728,770 $ 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 2026-2035 Capital Improvement Program. 317 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Equipment Replacement - 402 Budget Summary Description 2023-24 Actual Expenditures Operating Supplies $ 2024-25 Adjusted Budget - $ - $ 2025-26 Adopted Budget % Change Adopted to Adopted 186,000 N/A - 390,080 390,080 364,106 455,000 16.64 % Office Furniture and Equipment - 43,300 43,300 32,863 - -100.00 % 641,000 47.91% $ - $ 2024-25 Estimated Expenditures Machinery/Equipment Total - $ 2024-25 Adopted Budget - $ 433,380 $ 433,380 $ 396,969 $ Fleet Services - 11,000 11,000 8,183 Law - 24,800 24,800 24,680 - Police Field Operations - 390,080 390,080 364,106 641,000 Airport - - - 7,500 7,500 Equipment Replacement Fund $ - $ 433,380 $ 433,380 $ 396,969 $ 641,000 - Grand Total $ - $ 433,380 $ 433,380 $ 396,969 $ 641,000 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 2024-25 reflects funding for Police field operations equipment and printer equipment for Fleet Services, Law, and Airport. 318 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Technology Replacement - 403 Budget Summary Description 2023-24 Actual Expenditures Professional/Contract Services $ 2024-25 Adjusted Budget 2025-26 Adopted Budget % Change Adopted to Adopted 85,215 $ 165,215 $ 141,824 N/A 372,565 268,700 268,700 268,765 3,961,250 1374.23 % Repairs/Maintenance 996,938 1,076,000 1,046,772 1,522,389 1,589,000 47.68 % Total $ Technology Replacement Fund Grand Total $ - $ 2024-25 Estimated Expenditures Operating Supplies Machinery/Equipment - $ 2024-25 Adopted Budget 3,436,912 3,440,800 3,472,797 2,917,099 1,413,824 -58.91 % 4,806,414 $ 4,785,500 $ 4,873,484 $ 4,873,468 $ 7,105,898 48.49% 4,806,414 4,785,500 4,873,484 4,873,468 7,105,898 4,806,414 $ 4,785,500 $ 4,873,484 $ 4,873,468 $ 7,105,898 Significant Budget Changes The Technology Replacement Fund allows for the ongoing replacement of citywide technology equipment. During FY 2023-24, 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 2024-25, 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. 319 Table of Contents City of Chandler Management Services 2025-26 Adopted Budget Vehicle Replacement - 404 Budget Summary Description 2023-24 Actual Expenditures Machinery/Equipment $ Contingencies/Reserves Total Gen Gov't - Airport $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 4,388,233 $ 4,806,000 $ 8,395,997 $ - $ 2024-25 Adopted Budget 731,700 731,700 4,388,233 $ 5,537,700 $ 9,127,697 $ % Change Adopted to Adopted 3,333,957 $ 3,670,500 - -24.72 % 3,333,957 $ 4,221,300 -23.77% 65,000 $ 65,000 $ 5,204 $ - 109,300 140,745 31,445 - Gen Gov't - Cultural Development - 60,000 60,000 - - Gen Gov't - Cultural Development - 24,000 24,000 21,439 - CAPA - Print, Mail & Graphics - 64,100 64,100 51,542 - Community Services - Aquatics - 94,700 94,700 - - Community Services - Parks 81,291 336,100 336,100 - - Community Services - Recreation 37,719 - - - - Development Services - Building Safety 33,200 - - - - Development Services - Transportation Engineering - 50,000 50,000 - 65,100 83,806 333,900 402,542 129,360 154,700 - 39,800 39,800 31,790 - Management Services - Central Supply 54,145 - - - - Management Services - Environmental Management - 44,300 44,300 - - Neighborhood Resources - Community Development - - - - 42,400 Fire Administration Information Technology - IT Service Delivery Management and Administration Police 3,461,259 3,626,000 5,617,319 1,906,126 3,420,800 Public Works & Utilities - Streets - 300,200 482,189 183,277 255,000 Public Works & Utilities - Traffic Engineering - - 189,081 94,540 130,000 Public Works & Utilities - Solid Waste -23.63 % 550,800 107,120 Gen Gov't - Buildings & Facilities - $ 2025-26 Adopted Budget - 157,700 343,908 186,208 - Public Works & Utilities - Water 183,889 232,600 953,394 560,057 153,300 Public Works & Utilities - Wastewater 345,804 - 220,519 132,969 - Vehicle Replacement Fund $ 4,388,233 $ 5,537,700 $ 9,127,697 $ 3,333,957 $ 4,221,300 Grand Total $ 4,388,233 $ 5,537,700 $ 9,127,697 $ 3,333,957 $ 4,221,300 Significant Budget Changes 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 FASTER’s 15-point scale to determine if replacement is needed in addition to 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. 320 Table of Contents 11 Neighborhood Resources • • • • • Activities and Functions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary Maintaining quality housing, connecting people with resources and engaging community programs and events are essential to the vitality of Chandler’s neighborhoods. Neighborhood Resources City of Chandler Neighborhood Resources 2025-26 Adopted Budget 322 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Neighborhood Resources Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Neighborhood Resources Administration $ Neighborhood Preservation Neighborhood Resources Capital Housing and Redevelopment 557,994 $ Total 2024-25 Estimated Expenditures 687,976 $ 682,366 $ 2025-26 Adopted Budget % Change Adopted to Adopted 450,768 -34.48% 2,244,453 2,707,994 2,798,305 2,582,081 -4.65% 67,000 74,487 - - -100.00% 14,298,503 32,367,078 30,162,713 37,680,854 16.42% - 2,896,234 - 2,896,234 0.00% Housing and Redevelopment Capital Community Development 2024-25 Adopted Budget 7,388,362 13,456,078 13,705,330 13,041,504 -3.08% $ 24,556,312 $ 52,189,847 $ 47,348,714 $ 56,651,441 8.55% $ 6,423,598 $ 6,802,668 $ 7,568,730 $ 7,772,411 14.26 % 6,492,290 7,258,352 7,734,276 19.13% Expenditures by Category 1 Total Personnel Ongoing - One-time Operating & Maintenance Capital - Major Total Staffing by Cost Center 1 $ - 310,378 310,378 38,135 -87.71% 18,065,714 42,416,458 39,779,984 45,982,796 8.41% 67,000 2,970,721 2,896,234 -2.51% 24,556,312 $ 52,189,847 $ 47,348,714 $ - 56,651,441 8.55% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted % Change Adopted to Adopted Neighborhood Resources Administration 2.000 2.000 2.000 2.000 0.00% Neighborhood Preservation 18.000 18.000 18.000 18.000 0.00% Housing and Redevelopment 24.000 24.600 24.600 28.600 16.26% Community Development 10.000 12.400 12.400 18.400 48.39% Total 54.000 57.000 57.000 67.000 17.54% Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 323 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget 2024-25 Accomplishments Ø Hosted five Golden Neighbors program events for senior citizens. Over 138 seniors received services, resources, and information. Ø Celebrated the 14th year of For Our City Day with a kickoff event in Pamela Park and over 200 volunteers performed several alley cleanup projects. Ø Coordinated eight Neighborhood Programs Envision events that served over 2,500 residents in three neighborhoods. Ø Removed more than 21,982 square feet of graffiti from 672 sites citywide. Ø Assisted with 43 Lets Pull Together program projects that involved yard work, alley cleanup and home exterior painting. Ø Achieved the second highest program in the state of Arizona to have the most enrolled participants with the City of Chandler Family Self Sufficiency program totaling 120 families. A total of 15 Chandler families graduated from the program in both Public Housing and Housing Choice Voucher (HCV) in the fiscal year. Ø Increased utilization of the HCV program with an average rate of 97%. Ø Managed specialty housing programs effectively including Emergency Housing Voucher, Tenant based Rental Assistance and Veterans Affairs Supporting Housing (VASH) voucher programs and provided support services with housing stability team for a 99% utilization rate. Ø Continued to promote a Book Rich Environment in the Public Housing Authority (PHA) with the Public Housing Youth Program that served approximately 500 youth and provided over 1,000 books. Ø Implemented the Chandler Public Housing Authority’s first phase of the plan to develop existing public housing units with the approval of the Villas on McQueen, a new 157-unit affordable housing project. Ø Completed various Housing capital projects throughout the fiscal year, many of the improvements focused on the senior site. Installed a new outdoor shade structure, new outdoor security gates, and new bathroom showers. Ø Administered $1,432,855 of Community Development Block Grant (CDBG) funds effectively and provided public services, neighborhood revitalization, and housing activities for households with low and moderate income. Ø Provided outreach and engagement services, emergency shelter, recovery services, and permanent housing to more than 800 individuals that experienced homelessness. Ø Provided housing stability services that included housing location and intensive case management to 140 households that transitioned from homelessness to housing stability. Ø Assisted approximately 2,000 residents in crisis connect to resources for rent, utilities, food, and other basic needs services. Ø Conducted the second annual Kids Poster Contest to raise awareness about Fair Housing. Ø Allocated $2,083,776.27 of General Funds to support 46 nonprofit organizations that provided human services to residents. 324 Table of Contents City of Chandler Neighborhood Resources 2025-26 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. 2025-26 Performance Measurements Goal #1 Ensure long-term effective governance of state, federal, and local funding for human service programs. Supports Priority Based Budgeting Goal(s): Good Governance; Attractive Community; Sustainable Economic Health Objective: t Effective regulatory management of funding through program compliance. 2024-25 Projected 2024-25 Year End Estimate* Measures 2022-23 Actual 2023-24 Actual Compliance with HUD Public Housing regulations Compliant Compliant Compliant Compliant Compliant Compliance with HUD Community Planning & Development regulations Compliant Compliant Compliant Compliant Compliant 2025-26 Projected Goal #2 Enhance the quality of life to residents through the efficient and effective delivery of neighborhood and human services. Supports Priority Based Budgeting Goal(s): Attractive Community; Sustainable Economic Health Objective: t Maximize service capacity by leveraging public and community resources 2022-23 Actual Measures 1 Neighborhood engagement activity participants 1 N/A 2023-24 Actual 777 2024-25 Projected 2024-25 Year End Estimate* 652 2025-26 Projected 800 800 New measure established to be effective as of FY 2024-25. Reflects non-volunteer, attendees at citywide outreach pilot project activities. *2024-25 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. 325 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Neighborhood Resources Administration - 1060 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 353,740 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 343,139 $ 377,370 $ 380,252 $ 362,317 Ongoing - 342,079 376,310 379,192 362,317 5.59% 5.92% One-time - 1,060 1,060 1,060 - -100.00% Professional/Contract Services 101,867 8,482 177,618 174,718 4,000 -52.84% Operating Supplies 11,728 80,460 97,913 21,998 77,900 -3.18% 517 1,000 1,299 1,078 1,000 0.00% Communication/Transportation 3,504 2,551 2,551 7,134 2,551 0.00% Other Charges and Services 86,139 20,004 23,612 97,186 3,000 -85.00% - 232,340 - - - -100.00% -34.48% Repairs and Maintenance Contingencies/Reserves Total Cost Center - 1060 $ General Fund Grand Total $ 557,994 $ 687,976 $ 680,363 $ 682,366 $ 450,768 557,994 687,976 680,363 682,366 450,768 557,994 $ 687,976 $ 680,363 $ 682,366 $ 450,768 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Management Assistant 1 1 1 1 1 1 Neighborhood Resources Director 1 1 1 1 1 1 Total 2 2 2 2 2 2 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the elimination of one-time funding for a citywide outreach pilot program to connect underrepresented neighborhoods to city services through mobile programs. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 326 Table of Contents City of Chandler Neighborhood Resources 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 Build community by facilitating communication among neighbors. Supports Priority Based Budgeting Goal(s): Attractive Community; Sustainable Economic Health Objective: t Enlist resident leadership and encourage communication through neighborhood programs and services. 2022-23 Actual Measures Number of neighborhood grants funded Number of neighborhood leaders representing registered neighborhood groups 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 24 26 30 15 15 1,600 2,128 1,950 2,400 2,600 Goal #2 Create volunteer opportunities. Supports Priority Based Budgeting Goal(s): Attractive Community Objective: t Provide training to residents on resources to enhance the quality of life within neighborhoods. 2022-23 Actual Measures Number of residents attending neighborhood training opportunities and classes 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 250 1,476 280 2,300 1,700 5 17 12 26 26 Number of neighborhood training and classes offered 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 327 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Neighborhood Preservation - 1061 Goal #3 Improve and preserve quality of life and protect health, safety, and welfare. Supports Priority Based Budgeting Goal(s): Attractive Community, Safe Community; Good Governance. Objectives: t t t t Partner with the community to promote compliance with City Code through collaboration, education, and enforcement. Proactively initiate at least 50% of all code cases. Conduct an initial inspection on code enforcement complaints within two days of receipt 95% of the time. Abate graffiti instances both proactively and reactively. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of proactively initiated cases 52% 60% 50% 60% 60% Total number of inspections completed 90,804 87,746 80,000 82,000 85,000 Percentage of initial inspections conducted within two days of receipt of a complaint 92% 98% 97% 97% 97% Total number of graffiti sites abated 939 1,216 1,200 1,200 1,100 30,972 47,968 48,000 45,000 42,000 Total square footage of graffiti removed 1,2 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 328 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Neighborhood Preservation - 1061 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 1,855,728 $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,065,484 $ 2,139,831 $ 2,113,354 $ 2,141,923 Ongoing - 2,037,975 2,112,322 2,085,845 2,103,788 3.23 % One-time - 27,509 27,509 27,509 38,135 38.63 % Professional/Contract Services 127,947 395,554 470,587 383,372 229,077 -42.09 % Operating Supplies 97,543 91,215 107,988 116,988 83,465 -8.50 % Repairs and Maintenance 36,988 32,600 34,587 35,486 32,600 0.00 % Communication/Transportation 48,153 40,300 40,300 30,944 38,800 -3.72 % Other Charges and Services 25,633 12,700 12,700 19,084 5,900 -53.54 % - 19,825 - - - -100.00 % Contingencies/Reserves Machinery and Equipment 3.70 % - - 48,573 48,573 - N/A Office Furniture and Equipment 250 - - - - N/A Capital Replacement/Fund Level Transfers 51,712 50,316 50,316 50,504 50,316 0.00 % 2,244,453 $ 2,707,994 $ 2,904,882 $ 2,798,305 $ 2,582,081 -4.65% 1,884,316 2,707,994 2,904,882 2,798,305 2,582,081 Total Cost Center - 1061 $ General Fund 2 Grants Grand Total 360,137 $ 2,244,453 $ - - 2,707,994 $ - 2,904,882 $ - 2,798,305 $ 2,582,081 Authorized Positions 2021-22 Revised Position Title 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 Alley Maintenance Technician 0.708 0.708 1 1 1 1 Code Enforcement Officer Lead 3 3 4 4 4 4 Code Enforcement Officer Senior 4.5 4.5 5 5 5 5 Code Enforcement Supervisor 1 1 1 1 1 1 Graffiti Technician 1 1 1 1 1 1 Management Analyst Senior 1 1 1 1 1 1 Neighborhood Preservation Analyst 1 1 1 1 1 1 Neighborhood Preservation Program Manager 1 1 1 1 1 1 Neighborhood Preservation Senior Manager 1 1 1 1 1 1 Neighborhood Services Program Manager Total 1 1 1 1 1 1 16.208 16.208 18 18 18 18 Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for the Trap, Neuter and Return (TNR), Envision, Illegal Dumping and Graffiti Education programs. FY 2025-26 reflects the elimination of prior year one-time funding for neighborhood mediation and rehabilitation, Envision and For Our City Day mediation services. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 329 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Neighborhood Resources Capital - 1065 Capital Budget Summary Description 2023-24 Actual Expenditures Operating Supplies Contingencies/Reserves Total Cost Center - 1065 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 67,000 - - - - N/A - 74,487 - - - -100.00 % 74,487 $ - $ - $ - -100.00% $ 67,000 $ 67,000 74,487 - - - $ 67,000 $ 74,487 $ - $ - $ - Capital Grant Fund Grand Total 2024-25 Adopted Budget 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 2025-26. FY 2025-26 reflects the carryforward of uncompleted project funding from FY 2024-25. Additional detail is available in the FY 2025-26 Capital Improvement Program. 330 Table of Contents City of Chandler Neighborhood Resources 2025-26 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. 2025-26 Performance Measurements Goal #1 To provide affordable, decent, and safe housing for the city’s low and moderate-income residents. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community Objectives: t t t t Ensure maximum availability of the city’s 303 public housing units to qualified low-income families. Provide a comprehensive and efficient maintenance program for the city’s public housing units. Ensure that available Housing Choice Voucher Program (HCVP) funding provides the most opportunity to assist eligible participants and HCVP funds are expended using available funds. As funding allows, provide supportive service programs that promote self-sufficiency and economic independence. 2022-23 Actual Measures Annual lease rate of all public housing units 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 99% 99% 99% 99% 99% 85% 97% 97% 97% 96% Annual Housing Choice Voucher expenditure rate 100% 100% 99% 100% 100% Percentage of emergency work orders completed within 24 hours 96% 97% 98% 98% 98% Annual Family Self Sufficiency Enrollment up to 120 2 families 100% 99% 100% 100% 100% N/A 11 11 11 11 Annual utilization rate of 95% or better for Housing Choice Voucher (HCV) program 1 Number of Affordable Housing Units 3 1 Reflects updated 2022-23 Actual. Enrollment number has changed from 134 in prior years to 120 effective 2025-26. 3 New measure established to be effective as of FY 2024-25, however historical data was provided where available. 2 *2024-25 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. 331 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Housing and Redevelopment - 4650 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,373,461 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,823,053 $ 2,909,293 $ 2,762,488 $ 3,133,928 Ongoing - 2,747,842 2,834,082 2,687,277 3,133,928 11.01 % 14.05 % One-time - 75,211 75,211 75,211 - -100.00 % Professional/Contract Services 649,073 4,424,545 4,303,199 4,046,218 5,390,545 21.83 % Operating Supplies 118,431 169,900 173,350 173,250 192,481 13.29 % Repairs and Maintenance 348,447 516,000 519,388 667,851 516,145 0.03 % Communication/Transportation 25,257 41,130 41,130 42,330 48,930 18.96 % Insurance and Taxes 61,820 57,750 57,750 57,750 58,500 1.30 % Rents and Utilities 161,158 176,000 176,000 196,000 181,000 2.84 % 10,136,073 10,758,700 10,758,700 10,788,500 14,256,700 32.51 % - 3,300,000 3,300,000 - 3,450,000 4.55 % Building and Improvements 234,148 10,100,000 10,674,661 11,278,326 10,450,000 3.47 % Machinery and Equipment - - - 150,000 N/A Park Improvements - - 350,000 - - N/A - - Other Charges and Services Contingencies/Reserves Capital Replacement/Fund Level Transfers Total Cost Center - 4650 $ - 2,625 N/A 16.42% 32,367,078 $ 196,346 244,818 254,079 248,988 - 95,202 95,667 - - PHA Family Site Fund 1,353,252 1,836,649 1,915,946 1,915,946 1,903,905 Scattered Site Fund 723,772 1,285,706 1,340,480 1,340,480 1,339,503 PHA Management Fund 683,415 760,367 781,827 781,827 758,678 General Fund Home Program PHA Family Self Sufficiency Fund Section 8 Voucher Fund 33,263,471 $ 30,162,713 $ 37,680,854 14,298,503 $ 398,032 218,125 229,143 237,063 237,063 354,740 10,171,312 10,764,391 10,797,093 10,797,093 14,353,728 Capital Program Grant Fund 749,114 1,848,742 2,532,665 2,532,665 3,144,537 Reinvestment Project Fund 203,168 12,302,060 12,308,651 12,308,651 12,427,731 3,000,000 3,000,000 - 32,367,078 $ 33,263,471 $ 30,162,713 $ Public Housing Contingency Fund Grand Total $ 14,298,503 $ 3,000,000 37,680,854 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 332 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Housing and Redevelopment - 4650 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Accounting Technician 1 1 1 1 1 1 Affordable Housing Manager 0 0 1 1 1 1 Community Resources Representative 1 1 1 1 1 2 Housing & Redevelopment Senior Manager 1 1 1 0.6 0.6 0.6 Housing Assistance Senior Program Manager 1 1 1 1 1 1 Housing Assistance Senior Specialist 2 2 2 2 2 3 Housing Assistance Specialist 4 4 5 5 5 5 Housing Assistant 1 1 1 1 1 1 Housing Inspector 0 0 0 1 1 1 Housing Maintenance Supervisor 1 1 1 1 1 1 Housing Maintenance Technician 4 4 3 3 3 3 Housing Project Coordinator 1 1 1 1 1 1 Housing Senior Inspector 1 1 1 1 1 1 Law Enforcement Senior Technician 0 0 0 0 0 1 Management Analyst Principal 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Recreation Assistant (0.5 FTE positions) 1 1 1 1 1 1 Recreation Assistant (1.0 FTE position) 0.5 0 0 0 0 0 Recreation Program Coordinator 1 1 1 1 1 2 22.5 22.5 24 24.6 24.6 28.6 Position Title Total Significant Budget and Staffing Changes Effective July 1, 2025, one Housing Assistance Senior Specialist, one Recreation Program Coordinator, and one Community Resources Representative positions are added along with associated one-time and ongoing increases in operations and maintenance funding; and one Law Enforcement Senior Technician transfers from cost center 2030, Field Operations in the Police Department. 333 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Housing and Redevelopment Capital - 4651 Capital Budget Summary Description 2023-24 Actual Expenditures Contingencies/Reserves $ Land/Improvements Total Cost Center - 4651 $ Reinvestment Project Grand Total - $ - $ - $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2,896,234 $ 2,896,234 $ 2024-25 Estimated Expenditures - $ - $ 2,896,234 - 2,896,234 $ - $ 2025-26 Adopted Budget % Change Adopted to Adopted 2,896,234 0.00 % - N/A 2,896,234 0.00% - 2,896,234 2,896,234 - 2,896,234 - $ 2,896,234 $ 2,896,234 $ - $ 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 2025-26. FY 2025-26 reflects the carryforward of uncompleted project funding from FY 2024-25. Additional detail is available in the FY 2025-26 Capital Improvement Program. 334 Table of Contents City of Chandler Neighborhood Resources 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Budgeting Goal(s): Good Governance, Attractive Community Objectives: t t t t Partner with nonprofit agencies to support the provision of human services through the City’s Human Services Funding Process. Utilize CDBG and HOME funds to provide public services, rehabilitate substandard housing and support the development of affordable housing. Connect residents to essential resources to alleviate crisis and meet basic needs such as rent and utility assistance, food assistance and employment resources. Provide outreach, emergency shelter and housing services to residents experiencing homelessness. Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of social service programs provided through human services funding and partnerships 51 49 50 46 50 Number of rehabilitated housing units 26 22 25 25 25 Units of new affordable housing 3 0 2 2 0 Number of residents assisted through the Chandler 1 Cares Team N/A 1,808 1,600 2,000 2,500 Number of individuals experiencing homelessness transitioned to shelter, recovery services or stable 1 housing N/A 704 750 870 870 New measures established to be effective as of FY 2024-25. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 335 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Community Development - 4700 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,570,992 $ 2,263,077 $ 2,312,636 $ 2,134,243 Ongoing - 1,364,394 2,056,479 2,106,038 2,134,243 56.42 % One-time - 206,598 206,598 206,598 - -100.00 % 3,222,681 7,462,512 9,300,543 8,169,538 7,565,946 1.39 % 70,201 96,484 116,484 113,174 120,641 25.04 % Professional/Contract Services Operating Supplies Repairs and Maintenance 1,840,669 $ 2024-25 Adopted Budget 35.85 % 5,719 13,000 14,373 7,800 17,500 34.62 % 1,145,985 841,920 1,581,422 1,533,891 1,344,330 59.67 % Insurance and Taxes 500 - - 1,000 - N/A Rents and Utilities 2,858 - - - 548,000 N/A 1,040,890 1,121,941 1,146,442 1,511,326 1,263,392 12.61 % - 2,309,307 - - - -100.00 % Communication/Transportation Other Charges and Services Contingencies/Reserves Machinery and Equipment 49,907 2,521 25,492 17,665 3,321 31.73 % Office Furniture and Equipment 431 - - 900 750 N/A Capital Replacement/Fund Level Transfers 8,520 37,401 37,401 37,401 43,381 15.99 % 7,388,362 $ 13,456,078 $ 14,485,234 $ 13,705,330 $ 13,041,504 -3.08% 4,994,674 6,621,941 6,217,522 6,191,881 6,187,503 Total Cost Center - 4700 $ General Fund 2 Grant Fund 745,409 - 1,124,044 923,558 - HOME Program Fund 357,901 3,437,742 3,441,827 3,537,494 3,469,421 CDBG Fund Grand Total $ 1,290,378 3,396,395 3,701,841 3,052,397 3,384,580 7,388,362 $ 13,456,078 $ 14,485,234 $ 13,705,330 $ 13,041,504 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 336 Table of Contents City of Chandler Neighborhood Resources 2025-26 Adopted Budget Community Development - 4700 Authorized Positions Position Title 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Alley Maintenance Technician 0.292 0.292 0 0 0 0 Code Enforcement Officer Senior 1.5 1.5 1 1 1 1 Community Development Associate 1 1 1 1 1 1 Community Development Senior Program Manager 1 1 1 1 1 1 Community Navigator 0 0 2 4 4 6 Community Resources Representative 1 1 1 1 1 1 Community Resources Senior Manager 1 1 1 1 1 1 Community Resources Senior Specialist 0 0 0 0 0 1 Community Resources Supervisor 1 1 1 1 1 1 Housing & Redevelopment Senior Manager 0 0 0 0.4 0.4 0.4 Housing Rehabilitation Analyst 1 1 1 1 1 1 Housing Stability Senior Specialist 0 0 0 0 0 2 Housing Stability Supervisor 0 0 0 0 0 1 Management Analyst Senior 0 0 1 1 1 1 Recreation Assistant 0.5 0 0 0 0 0 Recreation Specialist (1.0 FTE position) 0 0.5 0 0 0 0 8.292 8.292 10 12.4 12.4 18.4 Total Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for the Operation Open Door homeless program, human services allocations, Changeup panhandling signage and Heat Relief services to residents. FY 2025-26 reflects the elimination of prior year one-time funding. Effective July 1, 2025, two Community Navigator, two Housing Stability Senior Specialist, one Community Resources Senior Specialist, and one Housing Stability Supervisor positions are added along with associated one-time and ongoing increases in operations and maintenance funding. 337 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 our capabilities to respond when the community needs them most. Public Safety - Fire City of Chandler Fire 2025-26 Adopted Budget 339 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Fire Administration $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,590,049 $ 5,092,820 $ 5,340,173 $ 4,878,996 Health and Medical Services 2,421,649 2,231,475 2,836,208 2,035,355 -8.79% Fire Operations 38,582,150 37,619,414 39,715,000 33,571,796 -10.76% Prevention and Preparedness 2,248,243 2,266,446 2,361,866 2,585,300 14.07% Fire Capital 5,968,060 4,913,902 561,479 8,038,913 63.60% Fire Support Services Total -4.20% 1,815,014 1,587,991 1,744,766 1,554,466 -2.11% $ 55,625,163 $ 53,712,048 $ 52,559,492 $ 52,664,826 -1.95% $ 44,732,495 $ -9.31 % Expenditures by Category 1 Total Personnel 44,045,227 $ 46,624,230 $ 39,946,712 Ongoing - 44,008,196 46,587,199 39,873,564 -9.40% One-time - 37,031 37,031 73,148 97.53% Operating & Maintenance 4,924,609 4,752,919 5,373,783 4,679,201 -1.55% Capital - Major 5,968,060 4,913,902 561,479 8,038,913 63.60% 55,625,163 $ 53,712,048 $ 52,559,492 $ 52,664,826 -1.95% 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Total Staffing by Cost Center $ % Change Adopted to Adopted Fire Administration 9.000 9.000 9.000 9.000 0.00% Health and Medical Services 10.000 10.000 10.000 10.000 0.00% Fire Operations 214.000 218.000 218.000 218.000 0.00% Prevention and Preparedness 11.000 14.000 14.000 15.000 7.14% Fire Support Services Total 5.000 5.000 5.000 5.000 0.00% 249.000 256.000 256.000 257.000 1.26% The payoff of the PSPRS unfunded liability in the prior fiscal year has significantly decreased the retirement contributions required on all sworn positions. These reductions in personnel costs are now reflected in this fiscal year. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 340 Table of Contents City of Chandler Fire 2025-26 Adopted Budget 2024-25 Accomplishments Ø Purchased and completed training using new lithium-ion fire blankets to aid in extinguishment of electric vehicle (EV) fires as well as an EV plug that can disable EV’s that have been involved in accidents. Ø Collaborated with the Police Department to have a joint training session on active shooter scenarios to practice rapid triage, treatment, and transportation of patients. Ø Established a new critical response unit, CR2840, that is focused on addressing opioid-related incidents, education, prevention and establishing connections to care. This program was developed utilizing One Arizona Agreement funds. Ø Replaced tactical helmets and soft armor for all ballistic gear bags to ensure safety of staff when responding to incidents. Ø Hosted one of the city’s largest regional Fire Academy and Paramedic Program with firefighters from Chandler, Scottsdale, Gilbert, Queen Creek, and Superstition Fire and Medical District. Ø Updated Squad 289 power tool package, water rescue equipment, extrication equipment, and confined space search camera and life detection equipment. Ø Completed the fifth re-accreditation process through the Center for Public Safety Excellence (CPSE) and ensured the Chandler Fire Department maintained accredited agency status for 30 years. Ø Began the ongoing, individualized Cancer Screening Program for Chandler Firefighters and Fire Investigators. Ø Completed specialized training for 12 firefighters to become certified in special operations, hazardous material technicians, and technical rescue technicians. Ø Responded to over 29,000 emergency incidents. Ø Earned the designation of Certified Autism Center from the International Board of Credentialing and Continuing Education Standards (IBCCES). This designation recognizes that the department has trained personnel to better communicate with and respond to autistic and sensory-sensitive individuals. Ø Redesigned the operational deployment of personnel utilizing additional rovers, early-hire firefighters, and a peaktime unit which resulted in increased availability of vacation time for firefighters while decreasing overtime spending by $850,000 from FY 2023-24. 341 Table of Contents City of Chandler Fire 2025-26 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. 2025-26 Performance Measurements Goal #1 \ To manage the operating budget in a fiscally sound manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t Provide cost effective fire and emergency medical services to the community. 1 Compare favorably with the average valley fire department per capita cost. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Fire service cost per capita $150.31 $159.88 $138.55 $176.89 $158.51 Fire service cost per call $1,441.41 $1,556.55 $1,298.55 $1,689.76 $1,514.22 Goal #2 \ To provide fire and emergency medical services in an effective and efficient manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t Maintain staffing within acceptable levels. 2 Compare favorably with the average firefighters per 1,000 population for comparable cities. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Firefighters per 1,000 population 0.789 0.790 0.759 0.801 0.796 Civilian personnel per 1,000 population 0.087 0.080 0.096 0.091 0.100 1 Chandler uses seven comparable cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. For FY 2024-25, the comparable average for Fire service cost per capita is $246.74 and the comparable average for Fire service cost per call is $1,709.64. 2 Chandler uses seven comparable cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. For FY 2024-25, the comparable average for Firefighters per 1,000 population is 1.13 and the comparable average for civilian personnel per 1,000 population is 0.16. *2024-25 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. 342 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Administration - 2210 Goal #3 \ To utilize grant funding opportunities. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Research and apply for grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. 2022-23 Actual Measures Dollar value of grant applications 1 Dollar value of grants awarded 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected $1,729,400 $165,444 $188,013 $310,978 $206,134 $1,627,356 $133,234 $135,719 $167,937 $130,987 Goal #4 \ To utilize resources to provide efficient and cost-effective services Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t t Maintain existing agreements with other governmental agencies and enter into agreements that support and enhance services. Utilize citizen volunteers. Maintain positive working relationships between labor and management. Measures Volunteer hours 2022-23 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 8,771 5,902 8,013 4,728 5,000 97 101 104 96 110 Labor/Management Relations By Objectives (RBO) committee meetings 1 2023-24 Actual Grant awards are not usually applied for and received in the same fiscal year. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 343 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Administration - 2210 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,299,759 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,389,323 $ 1,443,695 $ 1,446,250 $ 1,372,910 -1.18% -1.18% Ongoing - 1,389,323 1,443,695 1,446,250 1,372,910 One-time - - - - - N/A 1,892,308 2,502,913 2,534,452 2,604,931 2,514,082 0.45% Operating Supplies 965,447 529,661 564,921 539,363 573,439 8.27% Repairs and Maintenance 31,831 26,000 27,259 45,965 48,000 84.62% Communication/Transportation Professional/Contract Services 125,364 103,560 247,307 124,343 104,760 1.16% Insurance and Taxes 3,222 5,000 5,500 5,500 5,000 0.00% Other Charges and Services 83,104 36,500 39,875 47,155 36,500 0.00% Machinery and Equipment 87,536 382,483 391,416 408,921 101,950 -73.35% Office Furniture and Equipment - - - 365 - N/A Water System Improvements 67 - - - - N/A 101,411 117,380 117,380 117,380 122,355 4.24% 4,590,049 $ 5,092,820 $ 5,371,805 $ 5,340,173 $ 4,878,996 -4.20% 4,590,049 5,092,820 5,371,805 5,340,173 4,878,996 4,590,049 $ 5,092,820 $ 5,371,805 $ 5,340,173 $ 4,878,996 Capital Replacement/Fund Level Transfers Total Cost Center - 2210 $ General Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 2 2 2 2 2 2 Administrative Assistant Senior 1 1 1 1 1 1 Assistant Fire Chief 1 1 1 1 1 1 Fire Administration Manager 1 1 1 1 1 1 Fire Chief 1 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Management Analyst Senior 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for a medical asset inventory program and operational budget increases supporting the addition of a Community Risk Reduction Manager added in cost center 2240, Prevention and Preparedness; and one-time funding for various equipment for fire, rescue, and support operations and safety supplies for the 2026 Ostrich Festival. FY 2025-26 reflects the elimination of one-time funding for fire operations equipment and safety supplies for the 2025 Ostrich Festival approved in FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 344 Table of Contents City of Chandler Fire 2025-26 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. 2025-26 Performance Measurements Goal #1 \ To provide the residents of Chandler with state certified medical personnel. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Provide training and continuing education that meets or exceeds State of Arizona standards to all medical personnel. 2022-23 Actual Measures 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of Firefighter Certified Paramedics 130 163 150 163 178 Number of Firefighter Certified Emergency Medical 1 Technicians 73 69 103 69 75 Meet or exceed state requirement of 24 hours of continuing education for Paramedics 28 hours 28 hours 28 hours 28 hours 28 hours Meet or exceed state requirement of 12 hours of continuing education for Emergency Medical Technicians 26 hours 26 hours 26 hours 26 hours 26 hours Goal #2 \ To ensure medical personnel perform within an acceptable level of standard of care. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: 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. Measures Patient charts that receive a QA review by division staff 1 2022-23 Actual 3,700 2023-24 Actual 1,742 2024-25 Projected 4,100 2024-25 Year End Estimate* 2025-26 Projected 1,800 2,200 Amounts include all sworn ranks below Fire Chief. *2024-25 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. 345 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Health and Medical Services - 2220 Goal #3 \ 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 Objectives: 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. 2022-23 Actual Measures Number of training hours per firefighter 2023-24 Actual 119 2024-25 Year End Estimate* 2024-25 Projected 148 83 2025-26 Projected 139 144 Number of firefighters trained 217 230 217 230 230 Total number of training hours 25,823 34,169 18,011 32,100 33,135 Goal #4 \ To increase firefighter safety. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t To provide firefighters with hands-on scenario-based training related to fire operations, led by training staff on a quarterly basis. To provide live fire training to 100% of response personnel annually. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Quarterly Scenario Training Number of quarters with scenario-based training 4 4 4 4 4 Number of firefighters trained 217 226 217 226 226 % firefighters trained 100% 100% 100% 100% 100% Live Fire Training 1 1 Includes all firefighters below the rank of Assistant Fire Chief. *2024-25 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. 346 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Health and Medical Services - 2220 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,984,731 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,935,905 $ 2,371,977 $ 2,273,000 $ 1,798,785 -7.08 % Ongoing - 1,935,905 2,371,977 2,273,000 1,798,785 -7.08 % One-time - - - - - N/A 1,925 - 99 99 - N/A Operating Supplies 189,522 197,250 433,152 357,059 138,250 -29.91 % Repairs and Maintenance 41,426 25,320 25,320 24,209 25,320 0.00 % Communication/Transportation 1,557 5,000 5,000 - 5,000 0.00 % 500 - - - - N/A 161,262 53,000 75,007 99,468 53,000 0.00 % Professional/Contract Services Insurance and Taxes Other Charges and Services Machinery and Equipment Total Cost Center - 2220 $ General Fund Grand Total $ 40,725 15,000 57,452 82,373 15,000 0.00 % 2,421,648 $ 2,231,475 $ 2,968,007 $ 2,836,208 $ 2,035,355 -8.79% 2,421,648 2,231,475 2,968,007 2,836,208 2,035,355 2,421,648 $ 2,231,475 $ 2,968,007 $ 2,836,208 $ 2,035,355 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Assistant Fire Chief 1 1 1 1 1 1 Emergency Medical Services Training Senior Technician 1 1 1 1 1 1 EMS Senior Program Manager 0 1 1 1 1 1 Facility Maintenance Technician 1 1 1 1 1 1 Fire Battalion Chief 2 2 2 2 2 2 Fire Captain 4 4 4 4 4 4 Fire Support Services Senior Technician 1 1 0 0 0 0 Total 10 11 10 10 10 10 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the elimination of one-time funding for medical operations equipment approved in FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 347 Table of Contents City of Chandler Fire 2025-26 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. 2025-26 Performance Measurements Goal #1 \ To manage the operating budget in a fiscally sound manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t To respond to 911 emergency calls of all types. Strive to obtain the city response time goal of five (5:00) minutes for 90% of all Fire Department emergency calls within the City of Chandler. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Emergency incidents 28,648 28,861 31,078 29,254 29,450 Unit responses 43,876 44,373 46,365 45,040 45,400 Medical emergencies 78% 79% 78% 78% 78% Fire/other emergencies 22% 21% 22% 21% 22% Response time to reach 90% of emergency calls (min:sec) 5:56 6:03 6:00 6:04 6:05 Goal #2 \ 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 t Provide effective services by maintaining an occurrence of less than two fires per 1,000 population. To contain 75% of structure fires to the room of origin. 2022-23 Actual Measures 1 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Fires per 1,000 population 1.6 1.7 1.8 1.8 1.8 Percentage of structure fires contained to room of origin 77% 81% 76% 79% 80% Figures represent all fires reported to the National Fire Incident Reporting System. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 348 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Operations - 2230 Goal #3 \ Maintain a safe working environment for employees while they perform their duties. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t t Limit the number of on duty injuries. Provide a safe work environment in instances where we can control the environment. Maintain the capabilities of the workforce to meet the scope of the Fire Department. 2022-23 Actual Measures 1 Firefighter injuries 1 2023-24 Actual 24 2024-25 Projected 29 26 2024-25 Year End Estimate* 27 2025-26 Projected 27 Firefighter injury totals are based on the Occupational Safety and Health Administration (OSHA) 300 Reportable Injury Report. *2024-25 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. 349 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Operations - 2230 Budget Summary Description 1 Total Personnel 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Adjusted Budget $ 37,619,414 $ 39,052,933 $ 39,715,000 $ 33,571,796 -10.76 % -10.87 % 38,582,150 $ 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Ongoing - 37,582,383 39,015,902 39,677,969 33,498,648 One-time - 37,031 37,031 37,031 73,148 97.53 % 37,619,414 $ 39,052,933 $ 39,715,000 $ 33,571,796 -10.76% Total Cost Center - 2230 $ 38,582,150 $ 38,582,150 37,619,414 39,052,933 39,715,000 33,571,796 $ 38,582,150 $ 37,619,414 $ 39,052,933 $ 39,715,000 $ 33,571,796 General Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Assistant Fire Chief 1 1 1 1 1 1 Fire Battalion Chief 7 7 7 7 7 7 Fire Captain 47 47 50 51 51 51 Position Title Fire Engineer 45 45 46 47 47 47 Firefighter 106 106 110 112 112 112 Total 206 206 214 218 218 218 Significant Budget and Staffing Changes FY 2025-26 reflects one-time for funding for overtime for the 2026 Ostrich Festival which has been provided annually since FY 2020-21. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 350 Table of Contents City of Chandler Fire 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 \ To minimize the impact of natural or man-made disasters through training, development, and exercising the City’s Emergency Operations Plan. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t Meet suggested Department of Homeland Security guidelines for exercise and evaluation of emergency operations. Conduct annual reviews of all city emergency plans to comply with federal and state guidelines. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected City emergency operations drills/training 9 1 10 7 5 Review of city emergency plans 3 3 17 24 24 Goal #2 \ To provide preparedness and awareness training to employees and residents. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t Offer a Community Emergency Response Team (CERT) basic curriculum course a minimum of two times annually. Deliver preparedness and awareness training classes, demonstrations, and presentations. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected CERT basic training classes 2 3 3 2 2 Preparedness and awareness training 7 1 8 2 2 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 351 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Prevention and Preparedness - 2240 Goal #3 \ 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 t Provide various types of occupancy inspections for buildings and property. Provide on-call fire investigation services. 2022-23 Actual Measures 1 Total inspections performed 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 7,241 5,771 7,330 6,280 6,797 Hazardous materials locations above 550 lbs 80 101 90 109 110 Structural fire rate per 1,000 commercial occupancies per the Fire Department database 4.3 4.4 5.0 5.1 5.0 Fire investigations 34 41 36 20 38 Plan reviews performed 453 397 403 406 425 Training hours 702 448 512 724 665 Goal #4 \ 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 t t t t To ensure child vehicle passenger safety by providing car seat installations and inspections. To provide fire and life safety education programs at Chandler schools. To install working smoke alarms, fire extinguishers, home safety assessments, and home escape plans for Chandler’s older adults. To provide fire and life safety education programs to children and their parents on Chandler Channel 11 and online. To provide fire and life safety demonstrations for resident’s groups upon request. Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Child car seat installations 445 223 360 276 250 Learning in Firesafe Environments (L.I.F.E) program hours 376 228 425 233 325 Homes served by smoke alarm program 296 281 292 238 240 Public safety demonstrations 168 209 250 260 305 Effective FY 2023-24, total inspections performed no longer include self-inspections. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 352 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Prevention and Preparedness - 2240 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,919,777 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,209,796 $ 2,407,714 $ 2,279,980 $ 2,514,457 13.79% Ongoing - 2,209,796 2,407,714 2,279,980 2,514,457 13.79% One-time - - - - - N/A Professional/Contract Services 234,544 - 7,380 8,443 - N/A Operating Supplies 17,622 24,750 26,288 21,650 23,443 -5.28% Repairs and Maintenance 39,485 18,000 33,128 28,590 33,000 83.33% Communication/Transportation 2,190 6,400 9,242 7,200 6,400 0.00% Other Charges and Services 29,354 7,500 18,854 16,003 8,000 6.67% Machinery and Equipment 5,271 - - - - N/A 14.07% Total Cost Center - 2240 $ General Fund 2,248,243 $ 2,266,446 $ 2,502,606 $ 2,361,866 $ 2,585,300 1,815,972 2,266,446 2,401,465 2,308,576 2,585,300 432,271 - 101,141 53,290 - 2,502,606 $ 2,361,866 $ 2,585,300 2 Grant Fund Grand Total $ 2,248,243 $ 2,266,446 $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Community Risk Reduction Manager 0 0 0 0 0 1 Crisis Intervention Advocate Senior 2 2 2 2 2 2 Crisis Intervention Senior Program Manager 1 1 1 1 1 1 Emergency Manager 0 0 0 1 1 1 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 Fire Senior Inspector 1 3 3 5 5 5 Management Analyst Senior 1 1 1 1 1 1 Total 9 11 11 14 14 15 Position Title Significant Budget and Staffing Changes Effective July 1, 2025, one Community Risk Reduction Manager position is added along with associated one-time and ongoing increases in operations and maintenance funding. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 353 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Capital - 2250 Capital Budget Summary Description 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Professional/Contract 313,833 - 159,291 61,095 - N/A Operating Supplies 67,012 - 28,632 - - N/A Other Charges/Services 971 - - - - N/A Contingencies/Reserves - 4,338,902 - - 5,959,913 37.36 % Building/Improvements 2,211,832 - 741,341 484,367 - N/A Machinery/Equipment 2,736,692 575,000 7,335,935 16,017 2,079,000 261.57 % 637,720 - 170,656 - - N/A 63.60% Office Furniture/Equipment Total Cost Center - 2250 $ General Gov't Capital Projects Capital Grants Public Safety Bond Fund - Fire Ambulance Services Grand Total $ 5,968,060 $ 4,913,902 $ 8,435,855 $ 561,479 $ 8,038,913 3,073,912 2,919,219 7,036,741 77,112 6,134,913 - 680,000 680,000 660,000 - 2,214,148 1,314,683 739,114 484,367 - - - - - 1,904,000 5,968,060 $ 4,913,902 $ 8,435,855 $ 561,479 $ 8,038,913 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 2025-26 reflects the carryforward of uncompleted project funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 354 Table of Contents City of Chandler Fire 2025-26 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 and oversees the Self-Contained Breathing Apparatus (SCBA) program. The SCBA program includes maintenance, inspections, and training as specified in applicable regulations. 1,2 2025-26 Performance Measurements Goal #1 \ 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 t t Maintain fully functional reserve fire apparatus for use as front-line apparatus. Complete vehicle periodic maintenance on time. Complete power tool periodic maintenance on time. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Ensure that a reserve unit is available for frontline vehicle replacement 99% 98% 100% 92% 97% On time completion of scheduled vehicle preventive maintenance 95% 97% 97% 91% 96% Create and implement scheduled power tool preventive maintenance 92% 93% 95% 90% 98% Goal #2 \ Provide a SCBA program that meets all applicable requirements and maintains reliable performance. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t t Provide repair, maintenance, and upgrades for all SCBAs and their components without on-duty crew downtime. Perform an annual face piece test seal for all employees. Provide required training. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Complete inspections and periodic maintenance on time with no crew downtime 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 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 355 Table of Contents City of Chandler Fire 2025-26 Adopted Budget Fire Support Services - 2260 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ Ongoing 2024-25 Adopted Budget 946,077 $ - One-time 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 890,789 $ 917,264 $ 910,000 $ 688,764 -22.68% 890,789 917,264 910,000 688,764 -22.68% - - - - - N/A Operating Supplies 838,762 691,002 738,267 831,796 859,502 24.38% Repairs and Maintenance 24,932 2,000 2,000 - 2,000 0.00% Other Charges and Services 5,242 4,200 4,200 2,970 4,200 0.00% 1,815,014 $ 1,587,991 $ 1,661,731 $ 1,744,766 $ 1,554,466 -2.11% 1,659,837 1,587,991 1,640,260 1,723,295 1,554,466 155,177 - 21,471 21,471 1,661,731 $ 1,744,766 $ 1,554,466 Total Cost Center - 2260 $ General Fund 2 Grant Fund Grand Total $ 1,815,014 $ 1,587,991 $ - Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Fire Battalion Chief 1 1 1 1 1 1 Fire Mechanic - CDL 2 2 2 2 2 2 Fire Support Services Senior Technician 0 0 1 1 1 1 Fire Mechanic Supervisor - CDL 1 1 1 1 1 1 Total 4 4 5 5 5 5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for emergency vehicle repairs and operational budget increases supporting the addition of a Community Risk Reduction Manager added in cost center 2240, Prevention and Preparedness; and onetime funding for various equipment for fire, rescue, and support operations. FY 2025-26 also reflects the elimination of one-time funding for support operations equipment for FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 356 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 2025-26 Adopted Budget 358 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Police Administration $ 2024-25 Adopted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 3,383,370 $ 3,771,984 $ 4,619,526 $ 4,299,112 13.97 % Professional Standards 1,967,110 1,976,681 2,160,662 2,044,286 3.42 % Property and Evidence 515,436 534,620 547,700 557,167 4.22 % Forensic Services 3,120,434 2,822,690 3,006,450 3,501,300 24.04 % Field Operations 41,363,048 41,049,249 44,910,059 43,334,266 5.57 % Criminal Investigations 21,554,882 18,999,879 22,154,250 14,853,050 -21.83 % Planning and Research 789,773 821,709 858,100 861,779 4.88 % 6,217,636 4,734,341 6,657,453 4,409,706 -6.86 % Communications Real Time Operations - 3,114,082 2,610,125 5,139,927 65.05 % Police Technology 3,481,251 4,067,302 4,283,436 3,614,893 -11.12 % Records 2,128,434 2,176,406 2,270,800 2,349,305 7.94 % Detention Services 3,160,329 3,060,086 3,223,250 2,988,321 -2.35 % Operational Support 15,621,937 13,920,879 16,384,800 10,792,692 -22.47 % Police Capital 5,832,178 9,898,806 319,392 12,735,606 28.66 % $ 109,135,818 $ 110,948,714 $ 114,006,003 $ 111,481,410 0.48% $ -2.12 % Total Expenditures by Category 1 Total Personnel 86,676,320 $ 96,393,043 $ 84,835,149 Ongoing - 85,790,158 95,506,881 84,189,758 -1.87 % One-time - 886,162 886,162 645,391 -27.17 % Operating & Maintenance 13,484,344 14,373,588 17,293,568 13,910,655 -3.22 % Capital - Major 5,832,178 9,898,806 319,392 12,735,606 28.66 % $ 109,135,818 $ 110,948,714 $ 114,006,003 $ 111,481,410 0.48% Total Staffing by Cost Center 89,819,296 $ 2023-24 Revised 2024-25 Adopted 2024-25 Revised % Change Adopted to Adopted 2025-26 Adopted Police Administration 11.000 11.000 12.000 12.000 9.09 % Professional Standards 7.000 7.000 8.000 12.000 71.43 % Property and Evidence 5.000 5.000 5.000 5.000 0.00 % 19.05 % Forensic Services 21.000 21.000 25.000 25.000 Field Operations 190.000 205.000 226.000 224.000 9.27 % Criminal Investigations 103.000 105.000 90.000 81.000 -22.86 % Planning and Research 6.000 6.000 6.000 6.000 0.00 % Communications 47.000 42.000 41.000 37.000 -11.90 % - 7.000 10.000 24.000 242.86 % Police Technology 18.000 18.000 18.000 15.000 -16.67 % Records 24.000 24.000 25.000 25.000 4.17 % Detention Services 14.000 14.000 14.000 14.000 0.00 % Operational Support 74.000 74.000 59.000 60.000 -18.92 % Total 520.000 539.000 539.000 540.000 0.19% Real Time Operations The payoff of the PSPRS unfunded liability in the prior fiscal year has significantly decreased the retirement contributions required on all sworn positions, therefore reductions in personnel costs are reflected in this year. These reductions may be masked by new personnel or personnel shifts between cost centers. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 359 Table of Contents City of Chandler Police 2025-26 Adopted Budget 2024-25 Accomplishments Ø While Part I crime increased negligibly in 2024 to 15.8 per 1,000 population, crime remains at historic lows, making 2024 the second safest year in Chandler’s 30-year history of tracking crime statistics. Ø Recognized six employees with lifesaving awards and two employees with meritorious service awards to acknowledge exemplary performance in the community. Ø The Forensic Services Section received the prestigious Foresight Maximus Award for the 7th consecutive year in recognition of superior laboratory performance. Ø Upgraded our conducted energy weapons (CEW) from Taser 7 to Taser 10, improving accuracy, range, and effectiveness and providing officers with a less-lethal tool to help safely de-escalate tense encounters. Ø The Communications Section implemented a Text to 9-1-1 platform, which can auto-detect and translate over 185 languages, and piloted AI-enabled training software designed to improve the efficiency and effectiveness of the call taking training program. Ø Transitioned to a new statewide Next Generation 9-1-1 platform, including a comprehensive refresh of our 9-1-1 system, upgrading the network to support IP-based communication and real-time location services, and maintaining continuous 9-1-1 service availability during the switchover through detailed planning and failover testing. Ø Upgraded the downtown precinct interview rooms, significantly enhancing both operational efficiency and officer safety. Ø Launched an online records request and payment portal, providing an enhanced customer service process. Ø The Real Time Operations Center (ROC) become fully operational, leveraging technology to serve as a force multiplier to solve and reduce crime as well as enhance public and officer safety. The ROC received the Team of the Year award from the National Real Time Crime Center Association to acknowledge regionalization efforts focused on technology and information sharing across jurisdictional boundaries. Ø Equipped patrol officers with grant-funded TruNarc devices, which identify over 530 of the highest priority illicit drugs in a single test through plastic or glass containers, reducing officer exposure and preserving evidence. Ø Facilitated a departmental SWOT Analysis and Strategic Plan Retreat, culminating in development of updated mission and vision statements, along with new strategies for the 2025-2028 Strategic Plan. Ø Completed a department-wide reorganization to efficiently redeploy public safety resources, including creation of a General Investigations Unit. Ø The Health and Wellness Unit initiated a program allowing personnel unlimited access to nutritional food alternatives, providing those working nights and holidays access to quality food when dining options are extremely limited. This unit also piloted an embedded clinician program for all personnel and workout on duty for sworn personnel. Ø Implemented a monthly check-in performance evaluation tool for both civilian and sworn personnel to increase timely feedback and coaching opportunities. Ø Implemented Briefing Training Topics for department-wide consistency in messaging and information sharing. Ø Conducted a Youth Drone Academy to instruct youth on how drones are used to enhance safety for the public and law enforcement, expand understanding of flight principles, and build interest for drone-related career opportunities. Ø Entered into an Intergovernmental Agreement with various East Valley law enforcement agencies to form the East Valley Critical Incident Response Team (EVCIRT) to perform criminal investigations, including forensic services, of critical force incidents ensuring independent, consistent, and thorough investigations. Ø Collaborated with many community organizations at the Chandler YMCA to teach CPR skills to youth as part of the Justice for Preston Lord CPR Event. Ø Volunteers in Policing satisfied $412,918 in warrants, staffed the Senior Lock Box program by completing 132 new installations and 404 courtesy checks, and added 8 new therapy dogs to the Paws for Police program. 360 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Administration - 2010 Police Administration provides leadership and resources for the accomplishment of the department's public safety mission for Chandler residents. 1,2 2025-26 Performance Measurements Goal #1 \ 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 t t t Respond to emergency (Priority 1) calls for service in 5 minutes or less. Respond to urgent (Priority 2) calls in 5 minutes or less. Maintain the crime rate for violent crimes (Uniform Crime Reporting Part 1 Crimes) at 2 per 1,000 population and property crimes at 32 per 1,000 population. Maintain less than one sustained external resident complaint per 10,000 population. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Emergency (Priority 1) median response time (min:sec) 4:20 4:11 5:00 4:04 5:00 Urgent (Priority 2) median response time (min:sec) 5:31 5:23 5:00 5:23 5:00 Part 1 Violent Crimes per 1,000 population 1.7 1.5 2.0 1.3 2.0 Part 1 Property Crimes per 1,000 population 15.6 14.2 32.0 14.5 32.0 Number of sustained external resident complaints per 10,000 population 0.14 0.00 0.19 0.03 1.00 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 361 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Administration - 2010 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ Ongoing 2,499,103 $ - One-time 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,457,074 $ 3,424,247 $ 2,945,643 $ 2,501,762 1.82 % 2,457,074 3,424,247 2,945,643 2,501,762 1.82 % - - - - - N/A Professional/Contract Services 118,631 446,960 446,960 475,600 332,500 -25.61 % Operating Supplies 463,045 476,800 507,032 555,100 759,300 59.25 % Repairs and Maintenance 142,264 133,840 133,955 101,000 363,840 171.85 % Communication/Transportation 17,628 45,140 45,140 30,000 70,140 55.38 % Insurance and Taxes - 1,000 1,000 - 1,000 0.00 % Other Charges and Services 135,302 96,170 96,907 51,000 123,570 28.49 % Building and Improvements - - - 40,683 50,000 N/A -18.00 % Machinery and Equipment Office Furniture and Equipment Total Cost Center - 2010 $ General Fund - 100,000 424,515 411,000 82,000 7,397 15,000 15,000 9,500 15,000 0.00 % 3,383,370 $ 3,771,984 $ 5,094,756 $ 4,619,526 $ 4,299,112 13.97% 2,985,526 3,021,984 3,990,396 3,573,926 2,799,112 Police Forfeiture Fund 344,376 750,000 1,074,515 1,026,100 1,500,000 2 53,468 - 29,845 19,500 - 5,094,756 $ 4,619,526 $ Grant Fund Grand Total $ 3,383,370 $ 3,771,984 $ 4,299,112 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 0 0 0 0 0 Assistant Police Chief 2 3 3 3 3 3 Management Assistant 2 2 2 2 2 2 Police Chief 1 1 1 1 1 1 Police Digital Media Creator 2 2 2 2 2 2 Police Media Manager 0 0 0 0 1 1 Police Officer 1 1 1 1 1 1 Police Sergeant 1 1 1 1 1 1 Public Information Officer 0 0 1 1 1 1 Total 10 10 11 11 12 12 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Dispatcher position was reclassified to Police Media Manager and transferred from cost center 2060, Communications. FY 2025-26 reflects ongoing funding for operational budget increases for armored car services and employee medical tests. FY 2025-26 also includes one-time funding to enable spending of proceeds from weapons sales in accordance with HB2455, and Police Forfeiture funds for various operational expenses. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 362 Table of Contents City of Chandler Police 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 \ 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 t t 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. Develop a recruitment plan for attracting both in-state and out-of-state qualified applicants for all positions within the department. Provide a professional and timely selection and hiring process for applicants applying for positions with the department. Provide fair, impartial, and timely coordination and investigation of internal and external complaints against department employees. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of special inspections/audits 20 20 23 20 20 Number of recruitment events 32 38 23 26 26 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 363 Table of Contents City of Chandler Police 2025-26 Adopted Budget Professional Standards - 2015 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,699,297 $ 1,814,331 $ 1,936,000 $ 1,860,467 9.48 % Ongoing - 1,281,426 1,396,460 1,518,129 1,860,467 45.19 % One-time - 417,871 417,871 417,871 - -100.00 % Professional/Contract Services 58,211 15,740 15,740 25,300 20,740 31.77 % Operating Supplies 20,040 3,865 3,300 5,750 5,300 37.13 % Repairs and Maintenance 5,824 3,850 13,965 3,600 3,850 0.00 % Communication/Transportation 5,315 8,647 8,647 5,800 8,647 0.00 % 241,015 245,282 323,249 184,212 145,282 -40.77 % 1,967,110 $ 1,976,681 $ 2,179,232 $ 2,160,662 $ 2,044,286 3.42% 1,880,396 1,976,681 2,179,232 2,160,662 2,044,286 86,714 - - - - Other Charges and Services Total Cost Center - 2015 $ General Fund 2 Grant Fund Grand Total $ 1,636,704 $ 2024-25 Adopted Budget 1,967,110 $ 1,976,681 $ 2,179,232 $ 2,160,662 $ 2,044,286 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 Civilian Background Investigator 0 0 0 0 0 4 Police Lieutenant 1 1 1 1 1 1 Police Officer 3 2 2 2 2 2 Police Sergeant 2 2 2 2 3 3 Polygraph Examiner 0 0 1 1 1 1 Total 7 6 7 7 8 12 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Police Sergeant position transferred from cost center 2040, Criminal Investigations. Effective July 1, 2025, two Civilian Background Investigator positions are added along with associated ongoing increases in operations and maintenance funding and two Dispatcher positions are reclassified to Civilian Background Investigator and transferred from cost center 2060, Communications. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 364 Table of Contents City of Chandler Police 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 \ 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 t t t Prepare/schedule disposition of property within 30 days of court/officer approval in 98% of cases. Conduct two charity bike giveaways per year. Conduct monthly property destruction as scheduled. Maintain an inventory error rate of 3.0% or less for all property and evidence stored. 2022-23 Actual Measures Prepare/schedule disposition of property within 30 days of approval 2023-24 Actual 2025-26 Projected 100% 100% 98% 100% 98% 2 2 2 2 2 Number of bike giveaways conducted Months of property destruction Inventory error rate 2024-25 Year End Estimate* 2024-25 Projected 12 12 12 12 12 0.5% 0.6% 3.0% 0.4% 3.0% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 365 Table of Contents City of Chandler Police 2025-26 Adopted Budget Property and Evidence - 2020 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 486,235 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 505,958 $ 524,889 $ 522,500 $ 529,505 4.65 % Ongoing - 505,958 524,889 522,500 529,505 4.65 % One-time - - - - - N/A Professional/Contract Services 6,879 9,600 9,600 9,500 9,600 0.00 % Operating Supplies 15,549 13,597 12,597 10,050 12,597 -7.35 % Repairs and Maintenance 5,710 4,325 4,325 4,500 4,325 0.00 % Communication/Transportation 580 250 250 100 250 0.00 % Other Charges and Services 483 890 890 1,050 890 0.00 % 515,436 $ 534,620 $ 552,551 $ 547,700 $ 557,167 4.22% 424,610 534,620 552,551 547,700 557,167 Total Cost Center - 2020 $ General Fund 2 Grant Fund Grand Total 90,826 $ 515,436 $ - - 534,620 $ - 552,551 $ - 547,700 $ 557,167 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 1 1 1 1 1 1 Property & Evidence Supervisor 1 1 1 1 1 1 Property & Evidence Technician 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 and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 366 Table of Contents City of Chandler Police 2025-26 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, analysis of seized drugs, and is expanding into digital forensics. 2025-26 Performance Measurements Goal #1 \ 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 t t t Complete all requests for blood alcohol analysis within 30 days in 95% of all cases. Complete all requests for controlled substances analysis within 60 days in 95% of all cases. Complete all crime scene analysis reports within 14 days in 95% of all cases. Complete all requests for latent print analysis within 90 days in 95% of all cases. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of requests for blood alcohol analysis completed within 30 days 50% 100% 95% 99% 95% Percentage of requests for controlled substances analysis completed within 60 days 48% 100% 95% 95% 95% Percentage of crime scene analysis report requests completed within 14 days 97% 98% 95% 98% 95% Percentage of requests for latent print analysis 1 completed within 90 days 68% 69% 95% 67% 95% 1 Staffing issues have prevented FSS from reaching the goal. Temporary part-time employees funded with a one-time state financial award started in March 2024 to assist in meeting the goal. *2024-25 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. 367 Table of Contents City of Chandler Police 2025-26 Adopted Budget Forensic Services - 2021 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,483,490 $ 2,579,192 $ 2,649,000 $ 3,133,900 26.19 % Ongoing - 2,483,490 2,579,192 2,649,000 3,133,900 26.19 % One-time - - - - - N/A Professional/Contract Services 2,455,992 $ 2024-25 Adopted Budget 3,251 7,704 7,704 3,500 7,704 0.00 % Operating Supplies 227,765 79,059 81,244 71,350 105,259 33.14 % Repairs and Maintenance 375,722 202,025 222,314 237,500 202,025 0.00 % Communication/Transportation 1,739 7,420 7,420 5,000 7,420 0.00 % Other Charges and Services 34,210 42,992 42,992 18,600 44,992 4.65 % Machinery and Equipment 21,754 - - 21,500 - N/A 24.04% Total Cost Center - 2021 $ General Fund 2 Grant Fund Grand Total 3,120,434 $ 2,822,690 $ 2,940,866 $ 3,006,450 $ 3,501,300 2,687,239 2,822,690 2,940,766 3,006,450 3,501,300 433,195 $ 3,120,434 $ - 100 2,822,690 $ - 2,940,866 $ - 3,006,450 $ 3,501,300 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Crime Scene Senior Technician 10 10 10 10 10 10 Crime Scene Supervisor 1 1 1 1 1 1 Crime Scene Technician Lead 2 2 2 2 2 2 Digital Forensic Senior Examiner 0 0 0 0 1 1 Forensic Science Assistant 1 1 1 1 1 1 Forensic Science Supervisor 1 1 1 1 1 1 Forensic Scientist Principal 5 5 5 5 5 5 Forensic Services Senior Manager 1 1 1 1 1 1 Police Officer 0 0 0 0 3 3 Total 21 21 21 21 25 25 Position Title Significant Budget and Staffing Changes During FY 2024-25, three Police Officer and one Digital Forensic Senior Examiner positions transferred from cost center 2040, Criminal Investigations. FY 2025-26 reflects ongoing funding for operational budget increases for forensic analysis investigative software. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 368 Table of Contents City of Chandler Police 2025-26 Adopted Budget Field Operations - 2030 The Field Operations Division is responsible for patrol and traffic enforcement within the City of Chandler. The division is comprised of patrol officers, traffic officers, and bicycle officers who work to prevent crimes through proactive measures and partnerships within the community and coordinate unsheltered resident and animal welfare assistance. The Field Operations Division also oversees the Honor Guard Unit who are ambassadors for the department by participating in memorials and performing ceremonial duties. Operational Services is responsible for facilities and fleet maintenance and coordinates the Volunteers in Policing Program. 2025-26 Performance Measurements Goal #1 \ 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 t t Respond to calls for service generated by citizens and officer initiated calls for service. Seize illegal weapons and drug related items. Coordinate departmental volunteer activity to enhance resident interaction and service to our community. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of citizen generated calls for service/ 1 Percentage cleared by Police Aides 100,939/ N/A 96,415/ 4.34% 100,000/ 5% 93,000/ 5% 100,000/ 5% Number of officer initiated calls for service 53,951 51,912 50,000 54,100 50,000 Number of seized illegal weapons and drug related items 1,395 959 1,200 750 750 Number of volunteer hours donated 7,251 9,315 8,000 10,000 10,000 Goal #2 \ To enhance roadway safety and reduce traffic accidents through proactive enforcement, public education, and strategic partnerships. To use data-driven analysis and implement targeted enforcement efforts to decrease traffic violations. Supports Priority Based Budgeting Goal(s): Safe Community, Sustainable Economic Health Objectives: t t t Promote traffic safety by conducting special public awareness events annually. Reduce traffic violations and improve traffic safety. Maintain or reduce the accident rate at 14.0 per 1,000 population. Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of traffic safety and education special events conducted 182 219 150 250 150 Accidents per 1,000 population 13.8 13.4 14.0 13.3 14.0 Effective FY 2024-25 the percentage cleared by Police Aides was added along with historical data were available. *2024-25 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. 369 Table of Contents City of Chandler Police 2025-26 Adopted Budget Field Operations - 2030 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 35,489,933 $ 38,277,087 $ 38,695,500 $ 38,017,481 Ongoing - 35,245,937 38,033,091 38,451,504 37,501,525 6.40 % One-time - 243,996 243,996 243,996 515,956 111.46 % 0.00 % Professional/Contract Services 36,921,864 $ 2024-25 Adopted Budget 7.12 % 83,168 51,811 98,573 98,762 51,811 2,158,081 2,346,657 2,559,788 2,473,029 2,359,595 0.55 % Repairs and Maintenance 156,144 148,046 163,062 159,000 145,827 -1.50 % Communication/Transportation 26,541 35,469 37,882 25,000 36,993 4.30 % Insurance and Taxes 13,281 34,544 33,750 15,000 33,000 -4.47 % Other Charges and Services 78,866 31,179 31,179 31,500 31,879 2.25 % Machinery and Equipment 278,451 695,767 1,279,488 1,196,425 404,018 -41.93 % 1,646,651 2,215,843 2,215,843 2,215,843 2,253,662 1.71 % 41,363,048 $ 41,049,249 $ 44,696,652 $ 44,910,059 $ 43,334,266 5.57% 40,448,895 41,049,249 44,693,652 44,909,809 43,334,266 Operating Supplies Capital Replacement/Fund Level Transfers Total Cost Center - 2030 $ General Fund 2 Grant Fund Grand Total 914,153 $ 41,363,048 $ 41,049,249 $ 3,000 44,696,652 $ 250 44,910,059 $ 43,334,266 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 370 Table of Contents City of Chandler Police 2025-26 Adopted Budget Field Operations - 2030 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 5 5 2 2 2 2 Administrative Assistant Senior 0 0 3 3 3 3 Fleet Services Assistant 1 1 1 1 1 1 Fleet Services Senior Technician 1 1 1 1 1 1 Law Enforcement Senior Technician 1 3 3 8 8 7 Police Commander 3 3 3 3 3 3 Position Title Police Lieutenant 10 10 10 10 10 9 Police Officer 152 144 144 154 170 170 Police Operations Manager 1 1 1 1 1 1 Police Operations Support Supervisor 2 2 2 2 2 2 Police Sergeant 18 18 18 18 22 22 Police Support Operations Assistant 0 0 0 0 1 1 Police Volunteer Coordinator 0 1 1 1 1 1 Quartermaster 1 1 1 1 1 1 Total 195 190 190 205 226 224 Significant Budget and Staffing Changes During FY 2024-25, one Police Support Operations Assistant, 16 Police Officer, and four Police Sergeant positions transferred from cost center 2080, Operational Support. FY 2025-26 reflects ongoing and one-time funding for two Street Crime Unit vehicles and associated costs; and ongoing funding for operational budget increases for uniforms, safety footwear, and automotive supplies. FY 2025-26 reflects one-time funding for hydration needs for officers mandated by the state; workspaces supporting the addition of a Crime Prevention Specialist added in cost center 2080, Operational Support and a Business Systems Analyst in cost center 2065, Police Technology; temporary funding for a Fleet Services Assistant; hardware and software to expand the video wall at the Real Time Operations Center; and overtime for the 2026 Ostrich Festival which has been provided annually since FY 2020-21. FY 2025-26 also reflects the elimination of one-time funding for three electronic fleet key management boards, ballistic vest replacements, safety supplies, and equipment for Detention Officers in cost center 2071, Detention Services approved FY 2024-25. Effective July 1, 2025, one Police Lieutenant position transfers to cost center 2061, Real Time Operations; and one Law Enforcement Senior Technician position transfers to cost center 4650, Housing and Redevelopment in the Neighborhood Resources Department. 371 Table of Contents City of Chandler Police 2025-26 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. 2025-26 Performance Measurements Goal #1 \ Provide specialized investigative skills and appropriate proactive techniques to aid in solving crimes involving persons, property, narcotics, gangs, and human exploitation. Supports Priority Based Budgeting Goal(s): Safe Community, Sustainable Economic Health Objectives: t t t t t t Maintain a clearance rate of at least 70% for all cases assigned to the Criminal Investigations Bureau. Ensure quality, complete, and thorough investigations are being submitted for criminal prosecution. Routinely analyze and address crime trends with proactive investigative strategies. Decrease human exploitation activity and crime through education, enforcement, and suppression. 1 Reduce the monetary loss to victims of financial crimes through increased investigative techniques and public education. 1 Leverage the General Investigations Unit to reduce the average case review and closure time for online reports. Measures Criminal Investigations Bureau clearance rate Amount of monetary loss reported by victims of 1,2 financial crimes Average case review and closure time for online reports 1 (in days) 1 2 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 80% 78% 70% 66% 70% $7,395,459 $11,022,221 N/A $14,000,000 $12,000,000 N/A N/A N/A 14 14 New objectives and measures added in FY 2024-25; historical information added where available. Monetary loss amounts are based on calendar year reporting. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 372 Table of Contents City of Chandler Police 2025-26 Adopted Budget Criminal Investigations - 2040 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 18,590,159 $ 20,527,423 $ 21,145,000 $ 14,450,151 -22.27 % Ongoing - 18,590,159 20,527,423 21,145,000 14,450,151 -22.27 % One-time - - - - - N/A Professional/Contract Services 20,551,540 $ 2024-25 Adopted Budget - 1,225 1,225 200 1,225 0.00 % Operating Supplies 169,893 97,783 725,455 600,350 149,585 52.98 % Repairs and Maintenance 315,830 99,113 99,228 144,200 81,465 -17.81 % Communication/Transportation 91,228 72,863 72,863 75,500 60,278 -17.27 % Insurance and Taxes 6,821 2,750 2,750 3,000 4,250 54.55 % 249,723 135,986 135,986 186,000 106,096 -21.98 % Other Charges and Services Machinery and Equipment Total Cost Center - 2040 169,847 $ General Fund General Fund-Domestic Violence 2 Grant Fund Grand Total $ - N/A 21,554,882 $ 18,999,879 $ 21,564,930 $ 22,154,250 $ 14,853,050 -21.83% 20,829,076 18,984,879 20,477,206 21,369,000 14,838,050 35,500 15,000 15,000 15,000 15,000 690,306 - 1,072,724 770,250 - 21,564,930 $ 22,154,250 $ 21,554,882 $ - - 18,999,879 $ - 14,853,050 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 2 2 2 2 1 1 Crime Analysis Supervisor 0 1 1 1 1 0 Crime and Intelligence Analyst 0 1 1 2 2 0 Digital Forensic Senior Examiner 0 0 0 1 0 0 Law Enforcement Senior Technician 1 2 2 2 2 1 Law Enforcement Specialist 0 3 3 3 3 0 Police Commander 1 1 1 1 1 1 Police Lieutenant 3 4 4 4 3 3 Police Officer 66 72 72 72 62 60 Police Sergeant 12 13 13 13 11 11 Victim Advocate 3 3 3 3 3 3 Victim Services Senior Program Manager 1 1 1 1 1 1 Total 89 103 103 105 90 81 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Police Officer position was reclassified to Police Sergeant; one Administrative Assistant postion was reclassified to Police Records Representative and transferred to cost center 2070, Records; one Police Officer and one Police Sergeant positions transferred to cost center 2061, Real Time Operations; three Police Officer and one Digital Forensic Senior Examiner positions transferred to cost center 2021, Forensic Services; one Police Sergeant position transferred to cost center 2015, Professional Standards; and five Police Officers, one Police Lieutenant, and one Police Sergeant positions transferred to cost center 2080, Operational Support. FY 2025-26 reflects ongoing funding for operational budget increases for investigative software and investigative tools. Effective July 1, 2025, two Police Officer, one Crime Analysis Supervisor, two Crime and Intelligence Analyst, one Law Enforcement Senior Technician, and three Law Enforcement Specialist positions transfers to cost center 2061, Real Time Communications. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 373 Table of Contents City of Chandler Police 2025-26 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, capital improvement program planning, strategic planning, deployment and efficiency analyses, special project research, and accreditation compliance and coordination. 1,2 2025-26 Performance Measurements Goal #1 \ Administer department financial resources, perform analysis and research, and provide planning and accreditation services for the effective and efficient operation of the department. Supports Priority Based Budgeting Goal(s): Safe Community, Sustainable Economic Health, Good Governance Objectives: t t t t t t Perform ongoing budget monitoring analysis. Prepare and/or process grant applications, IGAs and MOUs for the department. Perform staff deployment and efficiency studies. Research and apply for grant opportunities. Monitor and complete all requirements in accordance with grant guidelines. Facilitate completion of proofs of compliance to support departmental accreditation. 2022-23 Actual Measures Number of budget monitoring reports performed 2023-24 Actual 174 Number of deployment and efficiency studies performed 2024-25 Projected 185 200 2024-25 Year End Estimate* 135 2025-26 Projected 140 42 32 40 35 35 Dollar value of grant applications $1,432,045 $898,793 $600,000 $1,200,000 $800,000 Dollar value of grants awarded $1,333,238 168/ 100% $1,399,565 170/ 100% $600,000 170/ 100% $1,200,000 170/ 100% $800,000 170/ 100% Number of accreditation standards/ Percentage in compliance 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 374 Table of Contents City of Chandler Police 2025-26 Adopted Budget Planning and Research - 2050 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 763,499 $ 792,809 $ 813,000 $ 806,069 5.58 % - 763,499 792,809 813,000 806,069 5.58 % One-time - - - - - N/A Operating Supplies 1,898 12,750 13,409 6,300 10,750 -15.69 % Repairs and Maintenance 13,800 16,500 16,229 13,800 16,000 -3.03 % Communication/Transportation 11,654 8,000 8,000 12,000 8,000 0.00 % Other Charges and Services 12,157 20,960 20,960 13,000 20,960 0.00 % 789,773 $ 821,709 $ 851,407 $ 858,100 $ 861,779 4.88% 588,321 821,709 851,407 858,100 861,779 $ General Fund 2 Grant Fund Grand Total 750,264 $ 2024-25 Adjusted Budget Ongoing Total Cost Center - 2050 $ 2024-25 Adopted Budget 201,452 $ - 789,773 $ - 821,709 $ - 851,407 $ - 858,100 $ 861,779 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 0 1 1 1 1 1 Management Analyst Senior 4 4 4 4 4 4 Police Planning & Research Manager 1 1 1 1 1 1 Total 5 6 6 6 6 6 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 375 Table of Contents City of Chandler Police 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 \ 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 t t Process calls for services. Answer a minimum of 90% of all 9-1-1 calls within 15 seconds. Answer a minimum of 95% of all 9-1-1 calls within 20 seconds. 2022-23 Actual Measures Total call volume into the dispatch center 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 254,650 212,929 266,000 163,000 230,000 Percentage of 9-1-1 calls answered within 15 seconds 98% 98% 90% 98% 90% Percentage of 9-1-1 calls answered within 20 seconds 98% 99% 95% 98% 95% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 376 Table of Contents City of Chandler Police 2025-26 Adopted Budget Communications - 2060 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,615,027 $ 4,758,862 $ 4,427,000 $ 4,212,450 -8.72 % Ongoing - 4,615,027 4,758,862 4,427,000 4,212,450 -8.72 % One-time - - - - - N/A Professional/Contract Services 94,927 89,837 129,226 97,000 4,787 -94.67 % Operating Supplies 29,317 11,593 18,629 115,300 81,248 600.84 % Repairs and Maintenance 746,273 - 1,012,645 910,000 74,160 N/A 5,480 10,040 10,040 10,000 10,040 0.00 % Other Charges and Services 4,100 7,844 543,997 544,153 9,221 17.55 % Machinery and Equipment 100,345 - 496,048 404,000 17,800 N/A Office Furniture and Equipment 212,444 - 149,834 150,000 - N/A Capital Replacement/Fund Level Transfers 363,440 - - - - N/A -6.86% Communication/Transportation Total Cost Center - 2060 $ General Fund 2 Grant Fund 4,661,308 $ 2024-25 Adopted Budget 6,217,636 $ 4,734,341 $ 7,119,281 $ 6,657,453 $ 4,409,706 5,726,666 4,734,341 7,019,620 6,564,153 4,409,706 490,970 Grand Total $ 6,217,636 $ 4,734,341 $ 99,661 93,300 7,119,281 $ 6,657,453 $ 4,409,706 - Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 1 1 1 1 1 1 Dispatch Supervisor 6 6 7 7 7 7 Dispatcher 33 33 33 33 31 27 Emergency Call Taker 3 3 0 0 1 1 Police Communications Administrator 1 1 1 0 0 0 Police Communications Senior Manager 1 1 1 1 1 1 Police Communications Technology Senior Manager 0 1 1 0 0 0 Radio Communications Senior Specialist 1 1 1 0 0 0 Real Time Crime Center Operator 0 0 2 0 0 0 Total 46 47 47 42 41 37 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Dispatcher position was reclassified to Police Media Manager and transferred to cost center 2010, Police Administration, and one Dispatcher position was reclassified to two part-time Emergency Call Taker positions. FY 2025-26 reflects ongoing and one-time funding for software to expand the 9-1-1 Communications Center and communication equipment related to the addition of the Street Crimes Unit vehicles added in cost center 2030, Police Field Operations. FY 2025-26 reflects the elimination of one-time funding for embedded 9-1-1 crisis counselors contract services and communication equipment supplies for Detention Officers in cost center 2071, Detention Services which was approved in FY 2024-25. Effective July 1, 2025, two Dispatcher positions are reclassified to Civilian Background Investigator and transfers to cost center 2015, Professional Standards; one Dispatcher position is reclassified to Municipal Security Guard and transfers to cost center 4310, Library, and one Dispatcher position is reclassified to Landscape Compliance Specialist and transfers to cost center 4530, Park Maintenance and Operations, in the Community Services Department. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 377 Table of Contents City of Chandler Police 2025-26 Adopted Budget Real Time Operations - 2061 1 Real Time Operations supports the Chandler Police Department’s 9-1-1 Emergency Communications Center and Real Time Operations Center (ROC) by providing radio and technology support to enhance the efficiency and precision of officers. This division also includes the Data Analysis and Reporting Team (DART) and the Intelligence Analysis Unit (IAU), who provide investigative assistance, crime analysis, and uniform crime reporting services. 2025-26 Performance Measurements 1 Goal #1 \ Leverage technology as a force multiplier to solve and reduce crime as well as enhance public and officer safety. Supports Priority Based Budgeting Goal(s): Safe Community; Connected and Mobile Community 1 Objectives: t t t Monitor calls for service, 9-1-1 calls, and advanced sensor technologies for real-time information to provide immediate and actionable intelligence to responding and investigating officers. Use advanced analytics to automate and divert calls within the 9-1-1 Emergency Communications Center. Support department’s radio inventory to equip employees and volunteers with life safety communications equipment. 1 Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of incidents supported by the ROC N/A N/A 25,000 8,500 25,000 Overall call volume automated or diverted/ Percentage reduction in total call volume N/A 34,579/ 12% 63,200/ 20% 70,000/ 25% 75,000/ 25% Inbound non-emergency calls automated or diverted/ Percentage reduction in non-emergency calls N/A 27,430/ 10% 41,200/ 30% 42,000/ 18% 45,000/ 20% Number of portable radios supported N/A 510 510 517 525 Number of mobile radios supported N/A 245 245 256 260 Goal #2 \ 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 t Provide crime analysis services (tactical crime bulletins, statistical administrative reports, crime maps, etc.) Produce monthly Uniform Crime Report according to federal and state standards and compile year-end report. Measures 2022-23 Actual Number of Uniform Crime Reports produced 2023-24 Actual 12 2024-25 Projected 12 12 2024-25 Year End Estimate* 12 2025-26 Projected 12 1 New Cost Center, goal, objectives and measures established FY 2024-25. Name of cost center changed effective FY 2025-26. 378 Table of Contents City of Chandler Police 2025-26 Adopted Budget Real Time Operations - 2061 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ 899,097 $ 1,515,533 $ 1,459,000 $ 3,323,033 269.60 % Ongoing - 899,097 1,515,533 1,459,000 3,323,033 269.60 % One-time - - - - - N/A 108.18 % Operating Supplies - 333,810 351,077 348,525 694,933 Repairs and Maintenance - 1,028,223 143,049 116,100 1,074,559 4.51 % Communication/Transportation - 12,040 12,040 5,000 20,290 68.52 % Other Charges and Services - 12,862 12,862 6,500 27,112 110.79 % Machinery and Equipment - 768,050 612,275 625,000 - -100.00 % Office Furniture and Equipment Total Cost Center - 2061 $ General Fund Grand Total $ - 60,000 60,000 50,000 - -100.00 % - $ 3,114,082 $ 2,706,836 $ 2,610,125 $ 5,139,927 65.05% - 3,114,082 2,706,836 2,610,125 5,139,927 - $ 3,114,082 $ 2,706,836 $ 2,610,125 $ 5,139,927 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Principal Analyst 0 0 0 0 1 1 Crime Analysis Specialist 0 0 0 0 0 3 Crime Analysis Supervisor 0 0 0 0 0 2 Crime and Intelligence Analyst 0 0 0 0 0 2 Law Enforcement Senior Technician 0 0 0 0 0 1 Law Enforcement Specialist 0 0 0 0 0 3 Police Communications Administrator 0 0 0 1 0 0 Police Communications Technology Senior Manager 0 0 0 1 1 1 Police Lieutenant 0 0 0 0 0 1 Police Officer 0 0 0 0 2 4 Police Sergeant 0 0 0 0 1 1 Radio Communications Senior Specialist 0 0 0 1 1 1 Real Time Crime Center Operator 0 0 0 4 4 4 Total 0 0 0 7 10 24 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Police Officer position transferred from cost center 2080, Operational Support; one Police Officer and one Police Sergeant positions transferred from cost center 2040, Criminal Investigations, and one Police Communications Administrator position was renamed to Business Systems Support Principal Analyst. FY 2025-26 reflects ongoing and one-time funding for various technologies including communication access and equipment along with related repair and maintenance costs for the Real Time Operations Center. FY 2025-26 also reflects the elimination of one-time funding for maintenance costs on communication equipment for Detention Officers in cost center 2071, Detention Services approved in FY 2024-25. Effective July 1, 2025, three Crime Analysis Specialist and one Crime Analysis Supervisor positions transfers from cost center 2065, Technology; one Police Lieutenant position transfers from cost center 2030, Field Operations; and two Police Officer, one Crime Analysis Supervisor, two Crime and Intelligence Analyst, one Law Enforcement Senior Technician, and three Law Enforcement Specialist positions transfers from cost center 2040, Criminal Investigations. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 379 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Technology - 2065 The Police Technology Section provides seamless integration of technology services and strategies supporting the department with carrying out the mission of public safety for Chandler residents. 1,2 2025-26 Performance Measurements Goal #1 \ 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. Supports Priority Based Budgeting Goal(s): Safe Community, Good Governance Objectives: t t t Maintain 99% availability of critical applications. Provide training and resources to assist employees with use of critical applications within two weeks of request 90% of the time. Provide technical, hardware, and application support to Records Management System (RMS) users 90% of the time within one business day. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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 99% 99% 99% 99% 90% Percentage of RMS support requests responded to within one business day 98% 98% 99% 98% 90% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 380 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Technology - 2065 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,953,356 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,253,021 $ 2,359,492 $ 2,370,000 $ 2,075,113 -7.90 % Ongoing - 2,253,021 2,359,492 2,370,000 2,075,113 -7.90 % One-time - - - - - N/A - - - - 15,000 N/A Operating Supplies 68,113 409,612 411,385 318,500 93,272 -77.23 % Repairs and Maintenance 690,308 854,954 937,696 928,000 877,003 2.58 % Communication/Transportation 449,345 536,850 589,890 615,000 541,390 0.85 % Other Charges and Services 11,226 12,865 12,865 8,500 13,115 1.94 % Machinery and Equipment 32,340 - - - - N/A Professional/Contract Services Office Furniture and Equipment Total Cost Center - 2060 276,564 $ General Fund 2 Grant Fund Grand Total $ 43,436 43,436 - N/A 3,481,251 $ 4,067,302 $ 4,354,764 $ 4,283,436 $ 3,614,893 -11.12% 3,224,205 4,067,302 4,354,764 4,283,436 3,614,893 257,046 - - - 3,481,251 $ - 4,067,302 $ 4,354,764 $ 4,283,436 $ 3,614,893 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 381 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Technology - 2065 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 1 1 1 1 0 0 Business Systems Support Analyst 3 4 5 5 5 6 Business Systems Support Associate Analyst 1 1 1 1 1 1 Business Systems Support Senior Specialist 1 1 2 2 2 2 Business Systems Support Specialist 0 0 0 0 3 3 Business Systems Support Supervisor 1 2 2 2 2 2 Crime Analysis Specialist 5 5 5 5 3 0 Crime Analysis Supervisor 2 1 1 1 1 0 Crime Intelligence Analyst 1 0 0 0 0 0 Law Enforcement Senior Technician 1 0 0 0 0 0 Law Enforcement Specialist 3 0 0 0 0 0 Police Sergeant 1 0 0 0 0 0 Police Technology Senior Manager 1 1 1 1 1 1 Total 21 16 18 18 18 15 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Administrative Assistant and two Crime Analysis Specialist positions were reclassified to Business Systems Support Specialist. FY 2025-26 reflects ongoing and one-time funding for operational budget increases related to the addition of the Street Crimes Unit vehicles added in cost center 2030, Police Field Operations; operational budget increases supporting the addition of a Crime Prevention Specialist added in cost center 2080, Operational Support and Civilian Background Investigators in cost center 2015, Professional Standards; communications equipment for a PDInfo Intranet cloud-based solution; and ongoing funding for the expansion of internet cloud storage. FY 2025-26 also reflects the elimination of one-time funding for maintenance costs communication equipment for Detention Officers in cost center 2071, Detention Services approved in FY 2024-25. Effective July 1, 2025, three Crime Analysis Specialist and one Crime Analysis Supervisor positions transfers to cost center 2061, Real Time Operations; and one Business Systems Support Analyst position is added along with associated one-time and ongoing increases in operations and maintenance funding. 382 Table of Contents City of Chandler Police 2025-26 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 (BWC). 2025-26 Performance Measurements Goal #1 \ 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 t t Process requests for report copies within 10 business days in 90% of all cases. 1 Process requests for BWC videos needing redactions within 30 business days in 20% of all cases. Validate the accuracy of records entered in the ACIC and NCIC information systems within set time limits 100% of the time. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of report copy requests processed within 10 business days 91% 96% 90% 96% 90% Number of BWC videos needing redactions/ Percentage of BWC video requests needing redactions 1 processed within 30 days N/A N/A 3,500/ 20% 3,700/ 8% 3,500/ 20% Percentage of validations completed within allotted time limits 100% 100% 100% 100% 100% Goal #2 \ 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 t Process requests for criminal histories by the end of the following shift in 98% of all cases. Mail "Notice of Recovery" letters to auto theft victims within 24 hours of recovery in 98% of all cases. Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of criminal histories completed by the end of the following shift 100% 100% 98% 100% 98% Percentage of recovery letters mailed to victim with 24 hours 99% 98% 98% 98% 98% New objective and measure established in FY 2024-25. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 383 Table of Contents City of Chandler Police 2025-26 Adopted Budget Records - 2070 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,096,977 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,136,375 $ 2,220,032 $ 2,239,000 $ 2,311,774 8.21 % Ongoing - 2,136,375 2,220,032 2,239,000 2,311,774 8.21 % One-time - - - - - N/A Professional/Contract Services 3,495 4,500 4,500 3,800 4,500 0.00 % Operating Supplies 25,347 25,281 22,781 23,700 22,781 -9.89 % 112 6,250 6,365 2,000 6,250 0.00 % - 2,200 2,200 1,000 2,200 0.00 % 2,504 1,800 1,800 1,300 1,800 0.00 % 2,128,434 $ 2,176,406 $ 2,257,678 $ 2,270,800 $ 2,349,305 7.94% 2,006,581 2,176,406 2,257,678 2,270,800 2,349,305 121,853 - - - Repairs and Maintenance Communication/Transportation Other Charges and Services Total Cost Center - 2070 $ General Fund 2 Grant Fund Grand Total $ 2,128,434 $ 2,176,406 $ 2,257,678 $ 2,270,800 $ 2,349,305 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Police Operations & Support Manager 1 1 1 1 1 1 Police Records Representative 19 19 19 19 20 20 Police Records Supervisor 4 4 4 4 4 4 Total 24 24 24 24 25 25 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Administrative Assistant postion was reclassified to Police Records Representative and transferred from cost center 2040, Criminal Investigations. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 384 Table of Contents City of Chandler Police 2025-26 Adopted Budget Detention Services - 2071 The Detention Services Unit, in conjunction with the Gilbert Police Department, operates a joint facility for the booking, processing, and holding of detainees pending processing by various courts. The unit assists with the booking and safe disposition of detainees while providing customer service support to multiple stakeholders, ensuring all detainees arrive on time for court appearances and are treated in accordance with policy. 1,2 2025-26 Performance Measurements Goal #1 \ Provide for the safe and timely management of detainees held in the holding facility and subsequent processing in partnership with various courts. Ensure all detainees in custody are treated in accordance with policy. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t t Detainees are delivered on time for court ordered appearances in 100% of all cases. Complaints of mistreatment are promptly investigated, with no detainees being mistreated. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Detainees delivered on time for court ordered appearances 100% 100% 100% 100% 100% Percent of investigated complaints resulting in the finding of no mistreatment to detainees 100% 100% 100% 100% 100% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 385 Table of Contents City of Chandler Police 2025-26 Adopted Budget Detention Services - 2071 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,540,633 $ 1,679,649 $ 1,920,000 $ 1,473,368 Ongoing - 1,409,425 1,548,441 1,788,792 1,473,368 4.54 % One-time - 131,208 131,208 131,208 - -100.00 % Professional/Contract Services 1,868,809 $ 2024-25 Adopted Budget -4.37 % 1,288,581 1,509,068 1,509,068 1,301,000 1,509,068 0.00 % Operating Supplies 945 3,535 3,535 950 2,035 -42.43 % Communication/Transportation 958 3,600 3,600 - 2,100 -41.67 % - 750 750 - 750 0.00 % 1,036 2,500 2,500 1,300 1,000 -60.00 % 3,160,329 $ 3,060,086 $ 3,199,102 $ 3,223,250 $ 2,988,321 -2.35% 3,067,056 3,060,086 3,199,102 3,223,250 2,988,321 93,273 - - - Insurance and Taxes Other Charges and Services Total Cost Center - 2071 $ General Fund 2 Grant Fund Grand Total $ 3,160,329 $ 3,060,086 $ 3,199,102 $ - 3,223,250 $ 2,988,321 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Detention Officer 11 11 11 11 11 11 Detention Supervisor 2 2 3 3 3 3 Total 13 13 14 14 14 14 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the elimination of one-time funding for equipment and training for three Detention Officers and overtime for existing staff approved in FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 386 Table of Contents City of Chandler Police 2025-26 Adopted Budget Operational Support - 2080 The Operational Support Bureau includes the Special Operations, Community Relations, and Training Sections. The Special Operations Section includes the Canine and Special Weapons and Tactics (SWAT) Programs. The Community Relations Section includes the School Resource Officer (SRO) Program, the Crime Prevention Unit, Cadet Program, and the Behavioral Health Unit. The Training Section coordinates and documents all training, health and wellness programs for department personnel. 2025-26 Performance Measurements Goal #1 \ 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 t t Support the SRO program in schools within the city. Provide Law Related Education (LRE) instruction to students. Provide Police Academies and youth programs to the community. 2022-23 Actual Measures Number of schools within the City with an SRO Number of LRE hours taught 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 11 12 12 12 12 1,917 2,187 2,160 2,160 2,160 8 8 8 9 8 Number of academies and youth programs Goal #2 \ Provide training and maintain personnel training records. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: 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. 2022-23 Actual Measures Maintain AZ POST training standards 100% 2023-24 Actual 2024-25 Projected 100% 100% 2024-25 Year End Estimate* 2025-26 Projected 100% 1 Goal #3 100% \ The Behavioral Health Unit’s goal is to coordinate a multidisciplinary approach in assisting individuals in crisis to improve their quality of life, reduce exposure to the criminal justice system, and refer them to appropriate community services. Supports Priority Based Budgeting Goal(s): Safe Community 1 Objectives: t To reduce calls for service through early intervention strategies with diversion programs and community events. 1 Measures Number of Calls Transferred to Behavioral Health Unit 1 2022-23 Actual N/A 2023-24 Actual 2024-25 Projected 338 500 2024-25 Year End Estimate* 680 2025-26 Projected 700 Goal, objective and measure established in FY 2024-25; estimate provided for FY 2023-24 once Unit was staffed. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 387 Table of Contents City of Chandler Police 2025-26 Adopted Budget Operational Support - 2080 Goal #4 \ 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 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. Provide the community with at least 1,500 crime prevention contacts, including presentations such as Crime Prevention Through Environmental Design (CPTED) assessments, and participate in community events. Programs include neighborhood watch meetings, safety fairs, and other crime prevention presentations. 2022-23 Actual Measures Number of resident community meetings Number of crime prevention program contacts 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 117 96 125 115 115 1,669 1,687 1,500 1,600 1,500 1,2 Goal #5 \ Create a safe and pleasant environment for park patrons through high visibility patrols within city parks. Supports Priority Based Budgeting Goal(s): Attractive Community, Safe Community; Sustainable Economic Health Objectives: t t Maintain an average of 13,000 park visits per year. Conduct 2,000 hours per year of foot patrol through the parks for enforcement purposes. 2022-23 Actual Measures 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of park visits per year 14,250 15,827 13,000 14,500 13,000 Number of park foot patrol hours per year 2,023 2,495 2,000 2,000 2,000 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 388 Table of Contents City of Chandler Police 2025-26 Adopted Budget Operational Support - 2080 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 13,242,757 $ 15,276,290 $ 15,271,400 $ 10,140,076 -23.43 % Ongoing - 13,149,670 15,183,203 15,178,313 10,010,641 -23.87 % One-time - 93,087 93,087 93,087 129,435 39.05 % -75.22 % Professional/Contract Services 13,937,144 $ 2024-25 Adopted Budget 209,758 133,000 133,000 128,000 32,960 1,325,347 442,118 777,473 794,600 467,597 5.76 % Repairs and Maintenance 27,436 29,018 29,133 33,200 18,572 -36.00 % Communication/Transportation 39,164 16,524 16,524 25,000 43,335 162.25 % 750 7,500 8,250 4,500 7,500 0.00 % 42,961 49,962 50,004 56,100 82,652 65.43 % Operating Supplies Insurance and Taxes Other Charges and Services Machinery and Equipment Total Cost Center - 2080 39,375 $ General Fund 2 Grant Fund Grand Total $ 71,032 72,000 - N/A 15,621,937 $ 13,920,879 $ 16,361,706 $ 16,384,800 $ 10,792,692 -22.47% 14,899,967 13,920,879 15,307,099 15,650,300 10,792,692 721,970 - 1,054,607 734,500 16,361,706 $ 16,384,800 $ 15,621,937 $ - 13,920,879 $ 10,792,692 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 389 Table of Contents City of Chandler Police 2025-26 Adopted Budget Operational Support - 2080 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant 1 1 1 1 1 1 Civilian Range Instructor 2 2 2 2 2 2 Crime Prevention Specialist 1 1 1 1 1 2 Law Enforcement Senior Technician 0 0 0 0 5 5 Management Analyst Senior 1 1 1 1 1 1 Park Ranger 4 4 4 4 0 0 Park Ranger Lead 1 1 1 1 0 0 Police Commander 1 1 1 1 1 1 Police Lieutenant 3 3 3 3 4 4 Police Mental Health & Wellness Program Coordinator 1 1 1 1 1 1 Police Officer 44 47 48 48 36 36 Police Sergeant 10 10 10 10 7 7 Police Support Operations Assistant 1 1 1 1 0 0 Total 71 73 74 74 59 60 Position Title Significant Budget and Staffing Changes During FY 2024-25, one Park Ranger Lead position was renamed to Law Enforcement Senior Technician, four Park Rangers positions were reclassified to Law Enforcement Senior Technicians; one Police Officer position transferred to cost center 2061, Real Time Operations; one Police Support Operations Assistant, 16 Police Officer, and four Police Sergeant positions transferred to cost center 2030, Police Operations; and five Police Officers, one Police Lieutenant, and one Police Sergeant positions transferred from cost center 2040, Criminal Investigations. FY 2025-26 reflects ongoing funding for operational budget increases for SWAT travel and training and one-time funding to continue the Educational Engagement pilot program with local schools which as been approved since FY 2023-24 and mental health and wellness program needs. FY 2025-26 reflects the elimination of one-time funding operational budget costs for Detention Officers in cost center 2071, Detention Services. Effective July 1, 2025, one Crime Prevention Specialist position is added along with associated one-time and ongoing increases in operations and maintenance funding. 390 Table of Contents City of Chandler Police 2025-26 Adopted Budget Police Capital - 2100 Capital Budget Summary 2023-24 Actual Expenditures Description 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Professional/Contract 532,821 5,489,000 5,761,824 13,120 42,100 -99.23 % Operating Supplies 10,330 - - 2,052 178,500 N/A Repairs/Maintenance 12,603 - - - - N/A Other Charges/Services 120 - - - - N/A - 105,000 105,000 12,225 68,500 -34.76 % Contingencies/Reserves - 2,437,806 30,000 - 8,155,506 234.54 % Building/Improvements 2,001,504 407,000 430,405 15,581 3,291,000 708.60 % Machinery/Equipment 60,270 1,460,000 2,538,824 205,373 - -100.00 % 3,214,531 - 414,952 71,041 1,000,000 N/A 9,281,005 $ 319,392 $ 12,735,606 28.66% 1 Project Support Recharge Office Furniture/Equipment Total Cost Center - 2100 $ Police Forfeiture Fund General Gov't Capital Projects Fund Public Safety Bonds - Police Grand Total $ 5,832,177 $ 9,898,806 $ 10,330 - - - - 4,845,484 4,074,405 3,791,493 299,391 4,266,709 976,363 5,824,401 5,489,512 20,001 8,468,897 5,832,177 $ 9,898,806 $ 9,281,005 $ 319,392 $ 12,735,606 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 2025-26. FY 2025-26 reflects the carryforward of uncompleted project funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 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. 391 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 2025-26 Adopted Budget 393 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Public Works & Utilities Department Overview The table below depicts the breakdown by division for the Fiscal Year 2025-26 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 2023-24 Actual Expenditures Public Works Administration $ 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 455,060 $ 440,285 $ 550,264 Capital Projects 1,774,770 818,700 851,969 828,319 1.17 % Streets 9,371,187 11,233,150 11,739,779 7,361,352 -34.47 % Streets Capital 65,517,540 212,274,798 36,059,149 234,753,047 10.59 % Traffic Engineering 5,682,116 5,375,992 5,476,876 5,486,295 2.05 % Street Sweeping 1,115,887 1,158,452 1,295,986 1,198,975 3.50 % Utilities Administration 1,319,258 1,528,681 1,859,791 1,800,258 17.77 % Solid Waste Services 15,497,170 17,191,421 16,182,002 17,440,010 1.45 % Solid Waste Capital 398,765 $ 2024-25 Adopted Budget 20.92 % 233,069 4,836,668 37,319 2,653,067 -45.15 % Recycling Solid Waste Collection Center 1,778,412 1,847,385 1,868,587 1,893,625 2.50 % Water Distribution 5,024,794 5,032,907 5,381,580 5,093,021 1.19 % Water Capital 29,397,252 161,900,428 20,695,469 134,073,755 -17.19 % Water Treatment Plant 7,165,218 10,131,189 9,334,650 10,060,719 -0.70 % Environmental Resources 10,912,801 12,460,228 12,773,200 13,140,284 5.46 % Water Quality 1,878,723 2,128,179 2,097,319 2,377,407 11.71 % Water Systems Maintenance 9,404,429 7,928,328 8,062,786 7,930,763 0.03 % San Tan Vista Water Treatment Plant 2,075,344 2,612,519 2,200,000 2,612,519 0.00 % Meter Services 1,760,467 2,230,645 2,005,411 2,273,908 1.94 % Wastewater Collection 2,243,856 3,551,617 3,563,824 3,598,180 1.31 % Wastewater Capital 72,339,124 249,743,479 32,632,617 204,963,192 -17.93 % Ocotillo Brine Reduction Facility 8,945,073 13,626,484 11,315,770 13,655,185 0.21 % 856,489 1,420,464 1,045,242 1,400,379 -1.41 % Lone Butte Wastewater Treatment Facility Wastewater Quality 801,504 983,867 939,058 979,074 -0.49 % Airport Water Reclamation Facility 10,373,654 11,304,771 11,381,917 10,539,287 -6.77 % Ocotillo Water Reclamation Facility 8,799,776 7,936,839 8,718,987 8,393,938 5.76 % - - - 1,153,212 N/A $ 274,666,681 $ 749,712,251 $ 207,959,573 $ 696,210,035 -7.14% $ Reclaimed Water Interconnect Facility Total Expenditures by Category 1 Total Personnel Ongoing One-time Operating & Maintenance Capital - Major Total 31,824,237 $ - 35,345,868 $ 36,064,355 $ 36,575,351 3.48 % 35,301,039 36,019,526 36,528,336 3.48 % - 44,829 44,829 47,015 4.88 % 75,355,459 85,611,010 82,470,664 83,191,623 -2.83 % 167,486,985 628,755,373 89,424,554 576,443,061 -8.32 % $ 274,666,681 $ 749,712,251 $ 207,959,573 $ 696,210,035 -7.14% 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 394 Table of Contents City of Chandler Public Works & Utilities Staffing by Cost Center 2025-26 Adopted Budget 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted % Change Adopted to Adopted Public Works Administration 2.500 2.500 2.500 2.800 12.00 % Capital Projects 20.000 21.000 21.000 21.000 0.00 % Streets 39.500 39.500 38.500 34.500 -12.66 % 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 8.500 9.500 9.500 10.200 7.37 % Solid Waste Services 12.800 12.600 12.600 12.600 0.00 % 0.00 % Recycling Solid Waste Collection Center 9.400 9.400 9.400 9.400 Water Distribution 28.000 29.000 30.000 30.000 3.45 % Water Treatment Plant 13.500 14.500 14.500 14.000 -3.45 % Environmental Resources 7.800 8.000 8.000 8.000 0.00 % Water Quality 12.000 12.000 12.000 13.000 8.33 % Water Systems Maintenance 21.500 22.500 22.500 22.500 0.00 % Meter Services 9.500 9.500 9.500 9.500 0.00 % Wastewater Collection 11.000 11.000 11.000 11.000 0.00 % Ocotillo Brine Reduction Facility 17.000 18.000 18.000 18.000 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 26.000 27.000 27.000 25.500 -5.56 % Ocotillo Water Reclamation Facility 21.500 21.500 21.500 21.500 0.00 % - - - 1.000 N/A 293.500 300.500 300.500 297.500 -1.00% Reclaimed Water Interconnect Facility Total 395 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget 2024-25 Accomplishments Ø Completed Hamilton (Appleby Street to Carob Drive) improvements. Ø Capital Projects administered 180 contracts valued at $364M and closed out 36 CIP contracts valued at $43.8M. Ø Completed 2,028 streetlight outage repairs and preventative maintenance on 229 signalized intersections. Ø Completed 5,091 blue stake tickets for fiber optic and traffic signals. Ø Completed 100 streetlight pole replacements. Ø Maintained or replaced 2,337 traffic signs, fabricated and installed 700 new street name signs in three fire management areas. Maintained 275 centerline miles of roadway striping and 5,400 bike symbols/road markings. Ø Completed 163 miles of asphalt repaving, surface seal, and slurry treatments. Along with completion of ADA upgrades to 450 sidewalk/driveway locations and 791 corner ramps. Ø City sweepers swept 69,900 miles of City streets, disposed of 2,450 tons of sweeping debris, and responded to 192 calls from Police and residents requesting a street sweeper to clean up after car accidents, spills, and road debris. Ø Cleaned and brushed 430 miles of alleyways, hauled 2,139 tons of debris from the alleyways, and responded to over 249 calls for road spills, pothole patching, and miscellaneous requests. Ø Maintained 3,001 storm drain structures, removed, and replaced 15 scupper decks and maintained 8,000 field inspections. Ø Maintained 1,347 acres of non-landscape rights of way and retention basins. Ø Treated and delivered 21.4 billion gallons (BG) of potable drinking water. Ø Treated 9.7BG of wastewater, 8.4BG were reused by customers for irrigation and cooling. Ø Provided 839 residential water audits and high-water use checks, 87 landscape consultations and 168 smart controller conversions for a total water savings of over 57.4M gallons. Ø The Household Hazardous Waste (HHW) Collection Facility serviced over 2,000 residents, processed approximately 130K pounds of HHW and 30K pounds was reused and recycled, achieving a diversion rate of approximately 23%. Ø Monitored 44 permitted industrial users, 67 compliance sampling events, and inspected 492 businesses through the Fat, Oil & Grease Program. Ø Responded to 20K service orders, replaced 10K meters, and completed 1M monthly reads for 87K water accounts. Ø Completed 84 miles of sewer cleaning and 108 miles of video inspection. Ø Implemented the new Water Efficiency Technology Rebate Program, completed nine evaluations, responded to 21 inquires and assisted four customers to gain approvals; estimated that 100K gallons saved per year. Ø Responded to 286 inquiries regarding the Grass to Xeriscape Conversion Rebate Program, assisted 65 residents to gain approvals, resulting in 65,000 sq ft of grass removed saving 3.5M gallons of water per year. Ø Responded to 19 inquires regarding the Large Landscape Grass Removal Rebate Program, assisted 11 customers to gain approvals, resulting in over 230,000 sq ft of grass removed, estimating 11M gallons of water saved per year. Ø Responded to 225 inquires regarding the Smart Controller Rebate Program, assisted 185 residents to gain approvals, estimated 1M gallons of water saved per year. Ø Awarded $1.1M in Environmental Protection Agency (EPA) and Water Infrastructure Finance Authority (WIFA) grant funding for Automatic Meter Infrastructure (AMI) program. Ø Water Quality division completed all Unregulated Contaminant Monitoring Rule 5 (UCMR5) compliance sampling per EPA requirements. Ø Developed and submitted service line inventory and notified approximately 89K residents to meet Lead and Copper Rule Revision requirements. 396 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Objectives: t t t Respond promptly to requests for information, assistance, complaints, and direction and keep residents informed of services, programs, and projects affecting them. Utilize grant funding opportunities per grant guidelines. Provide Capital Projects Division oversight and administration of total CIP projects and their value. 2022-23 Actual Measures 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Number of public meetings with residents/ neighborhoods/businesses 50 70 60 60 Number of grants in process N/A N/A 18 9 13 N/A N/A 54,803,374 35,523,494 17,145,563 1 Value of grants 12 1 Total CIP projects started 1 Value of CIP projects started 1 70 N/A 59 89 97 120 N/A 53,686,109 109,200,000 82,685,259 380,000,000 Total number of CIP projects in process N/A 102 140 171 230 Total in value/cost of CIP projects in process N/A 323,326,948 980,000,000 3 423,759,771 600,000,000 1 New measures established to be effective in FY 2024-25. Value of a grant is based on the number of grants and their maximum grant amount awarded; Grants may overlap multiple fiscal years. 3 Value/Cost of projects in process are based on proposed Capital Improvement Program. 2 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 397 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Public Works Administration - 3010 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 385,642 $ 401,969 $ 406,000 $ 471,846 22.35 % Ongoing - 385,642 401,969 406,000 471,846 22.35 % One-time - - - - - N/A Professional/Contract Services 19,740 57,587 57,587 25,000 66,587 15.63 % Operating Supplies 2,512 4,456 4,456 3,610 4,456 0.00 % Repairs and Maintenance 693 2,590 2,705 1,515 2,590 0.00 % Communication/Transportation 550 2,111 2,111 1,640 2,111 0.00 % 6,766 2,674 2,674 2,520 2,674 0.00 % $ 398,765 $ 455,060 $ 471,502 $ 440,285 $ 550,264 20.92% 398,765 455,060 471,502 440,285 550,264 $ 398,765 $ 455,060 $ 471,502 $ 440,285 $ 550,264 Other Charges and Services Total Cost Center - 3010 General Fund Grand Total 368,504 $ 2024-25 Adopted Budget Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Management Analyst Principal 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 0.3 Position Title Public Works & Utilities Assistant Director 0 0 0 0 0 Public Works & Utilities Director 0.5 0.5 0.5 0.5 0.5 0.5 Total 2.5 2.5 2.5 2.5 2.5 2.8 Significant Budget and Staffing Changes FY 2025-26 includes the continuation of one-time funding for on-call temporary services received since FY 2013-14. Effective July 1, 2025, a portion of the Public Works & Utilities Assistant Director position transfers from cost center 3830, Water Treatment Plant. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 398 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 Process invoices from consultants and contractors in a timely manner. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: t Assure that requests for payment by City consultants and contractors are processed within 10 working days of receipt. 2022-23 Actual Measure Percentage of payments processed within 10 working days of receipt by the Capital Projects staff 2023-24 Actual 91% 89% 2024-25 Projected 85% 2024-25 Year End Estimate* 90% 2025-26 Projected 85% Goal #2 Limit increases in construction costs of existing projects. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: 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. 2022-23 Actual Measure Percentage of aggregate project change orders limited to no more than 5% of original contract amount 2023-24 Actual 2% 8.00% 2024-25 Projected 5% 2024-25 Year End Estimate* 4.00% 2025-26 Projected 3% Goal #3 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, and Mobile Community; Safe Community; Sustainable Economic Health Objectives: t Respond to requests for information, assistance, and direction in a timely manner and keep residents informed for real estate projects and activities that affect them. 2022-23 Actual Measure Number of requests for real estate services (including telephone, in-person and multiple parcel job requests)/ percentage responded to within 5 days 158/95% 2023-24 Actual 124/95% 2024-25 Projected 87/95% 2024-25 Year End Estimate* 57/95% 2025-26 Projected 95/95% 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 399 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Capital Projects - 3025 Goal #4 Reduce the cost of property/ land rights acquisition and maintenance for Chandler taxpayers. Supports Priority Based Budgeting Goal(s): Sustainable Economic Heath Objectives: t Pursue and manage CIP property and land right acquisition for no or low cost to the City. 2022-23 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 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* $85,000 $150,000 $380,000 $420,000 $248,000 1 $1,828,000 $3,075,500 $3,150,000 $3,900,000 $1,200,000 No planned sales this period $3,513,000 2 Sale of surplus land 2025-26 Projected $926,000 $598,000 $1,200,000 1 Sale of 2 acres of right-of-way on Cooper Road. Sale of lot on Alma School Road and Ray Road. 2 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated."3 th Note: All measurements are through June 30 , the last day of the fiscal year. 400 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Capital Projects - 3025 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,544,122 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,884,809 $ 2,985,650 $ 2,999,040 $ 3,067,280 6.33 % Ongoing - 2,884,809 2,985,650 2,999,040 3,067,280 6.33 % One-time - - - - - N/A 10 3,037 22,996 22,996 3,037 0.00 % 32,510 59,105 68,508 50,303 49,627 -16.04 % Professional/Contract Services Operating Supplies Repairs and Maintenance 4,086 2,612 4,579 4,809 3,012 15.31 % Communication/Transportation 13,087 24,929 24,929 15,946 23,230 -6.82 % - 1,214 1,214 1,214 1,214 0.00 % 6,980 8,768 8,768 8,761 8,768 0.00 % Insurance and Taxes Other Charges and Services Project Support Recharge - (2,247,539) (1,934,732) (2,339,000) (2,390,493) 6.36 % Machinery and Equipment 83,381 50,426 50,426 - 27,825 -44.82 % Street Improvements 65,382 - 87,900 87,900 - N/A Capital Replacement/Fund Level Transfers 25,212 31,339 31,339 - 34,819 11.10 % 1.17% Total Cost Center - 3025 1,774,770 $ 818,700 $ 1,038,770 $ 851,969 $ 828,319 General Fund $ 961,572 818,700 855,827 851,969 828,319 In-house Capital 813,198 - - - - $ Grand Total 1,774,770 $ 818,700 $ 1,038,770 $ 851,969 $ 828,319 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Civil Construction Senior Inspector 1 1 1 1 1 1 Construction Program Administrator 0 1 1 1 1 1 Construction Project Management Senior Analyst 1 1 1 1 1 1 Construction/Design Project Manager 4 5 5 6 6 6 Contract Compliance Senior Specialist 1 1 1 1 1 1 Engineer (PE) 3 4 4 4 4 4 Engineering (PE) Senior Manager 1 1 1 1 1 1 Management Assistant 2 2 2 2 2 2 Principal Engineer (PE) 2 1 1 1 1 1 Procurement Senior Specialist 1 1 1 1 1 1 Real Estate Administrator 1 1 1 1 1 1 Real Estate Program Coordinator 1 1 1 1 1 1 Total 18 20 20 21 21 21 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing and one-time funding for a replacement vehicle. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 401 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Community; Connected and Mobile Community; Safe Community; Sustainable Economic Heath 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. 2022-23 Actual Measures Number of complaints on non-landscape areas & rightof-way Number of sidewalk maintenance requests 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected 1 1 1 1 1 104 79 100 102 105 Number of curb/gutter maintenance requests Number of street repairs/ potholes repair requests 2023-24 Actual 5 8 7 10 10 51/91 59/183 40/81 1 50/160 50/150 Goal #2 Provide timely response to resident’s service requests for street, sidewalk, curb, and gutter repairs and maintenance. Supports Priority Based Budgeting Goal(s): Attractive Community, Connected and Mobile Community, Safe Community, Sustainable Economic Health Objectives: t Complete maintenance work orders for streets, sidewalks, curbs, and gutters within: ü ü ü ü ü 2 days for potholes 3 days for safety repairs 18 days for street repairs 30 days for sidewalk, curb, and gutter repairs 15 days for ADA related requests Measures 2022-23 Actual Number of days to respond to residents service requests 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 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 4/1 6/1 4/1 4/1 1 Decreased in street repairs/ pothole repair request due to proactive activity. th Note: All measurements are through June 30 , the last day of the fiscal year. 402 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Streets - 3300 Goal #2 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 t t t Place asphalt, slurry, and crack seal as needed for road repair. Place concrete to repair damaged sidewalks, curbs, gutters, and drainage structures. Inspect and clean scuppers, drains, and catch basins as needed. Grade and place asphalt millings for alley maintenance. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 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 1,130/54% 1,299/62% 700/33% 1,429/68% 1 1,380/63% 697 687 795 6654 705 25/4% 2 14/8% 2 65/8% 20/4% 25/5% 442 435 440 338 450 39/11% 101/5% 3 70/16% 65/3% 68/3% 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 condition Lane miles of street repaving performed/percentage of streets repaved Other Street Maintenance Tons of asphalt placed for pavement repair 256 406 388 400 450 3,673,600 6,030,387 4,200,000 6,000,000 6,500,000 Square feet of concrete placed 17,320 19,200 14,000 19,000 19,500 Miles of unpaved alley graded/miles of rehab alleys brushed 42/235 4 61/400 50/220 50/300 60/300 2,870 3,000 2,500 3,093 3,000 Lineal feet of crack sealing Number of scuppers, drains, catch basins, and drywells inspected/number maintained 1 Increase in budget from previous year. Decrease in slurry seal due to heavy focus on mill and inlay projects. 2023-24 Actual increase in street paving based on budget changes. 4 Reduced miles production due to several vacancies on the alley crew and training of new employees. 2 3 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 403 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Streets - 3300 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 4,253,804 $ 4,437,801 $ 4,223,270 $ 3,869,173 -9.04 % Ongoing - 4,253,804 4,437,801 4,223,270 3,869,173 -9.04 % One-time - - - - - N/A -92.43 % Professional/Contract Services 3,659,896 $ 2024-25 Adopted Budget 2,623,352 2,994,750 3,857,539 3,195,698 226,751 Operating Supplies 451,656 733,162 898,651 892,388 749,412 2.22 % Repairs and Maintenance 57,981 70,269 80,697 70,841 9,048 -87.12 % Communication/Transportation 11,445 19,248 19,248 20,048 19,248 0.00 % Insurance and Taxes 11,000 16,500 20,500 20,500 15,500 -6.06 % Rents and Utilities 596,867 852,770 875,144 900,982 60,420 -92.91 % Other Charges and Services 100,270 89,937 113,342 113,342 102,437 13.90 % - 150,232 102,006 150,232 102,006 -32.10 % Contingencies/Reserves Machinery and Equipment - 9,268 9,268 9,268 136,921 1377.35 % 1,710,655 1,895,145 2,475,184 1,995,145 1,911,445 0.86 % 148,065 148,065 148,065 148,065 158,991 7.38 % 9,371,187 $ 11,233,150 $ 13,037,445 $ 11,739,779 $ 7,361,352 -34.47% General Fund 5,125,999 6,157,181 7,641,060 6,219,613 2,285,090 Highway User Revenue Fund 4,245,188 5,075,969 5,396,385 5,520,166 5,076,262 9,371,187 $ 11,233,150 $ 13,037,445 $ 11,739,779 $ 7,361,352 Street Improvements Capital Replacement/Fund Level Transfers Total Cost Center - 3300 Grand Total $ $ 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 404 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Streets - 3300 Authorized Positions Position Title Landscape Maintenance Services Senior Technician 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted 2 2 2 2 2 0 Management Analyst Senior 1 1 1 1 1 1 Management Assistant (0.5 FTE position) 0.5 0.5 0.5 0.5 0.5 0.5 Management Assistant (1.0 FTE position) 2 2 2 2 2 2 Public Works & Utilities Assistant Director 1 1 1 1 1 0 Street Maintenance Lead - CDL 5 5 5 5 5 5 Street Maintenance Projects Senior Specialist 3 3 3 3 5 4 Street Maintenance Senior Technician - CDL 13 13 13 13 11 11 Street Maintenance Supervisor 0 0 0 0 4 4 Street Maintenance Supervisor - CDL 3 3 3 3 0 0 Street Maintenance Technician - CDL 7 7 7 7 4 4 Streets Maintenance Senior Program Manager 1 1 1 1 0 0 Streets Operations & Maintenance Senior Manager 0 0 1 1 1 1 Streets Operations & Maintenance Superintendent 0 0 0 0 2 2 Transportation Senior Manager 1 1 0 0 0 0 39.5 39.5 39.5 39.5 38.5 34.5 Total Significant Budget and Staffing Changes During FY 2024-25, one Streets Maintenance Senior Program Manager position was renamed to Streets Operations & Maintenance Superintendent, two Street Maintenance Supervisor - CDL positions were renamed to Street Maintenance Supervisor, two Street Maintenance Lead - CDL positions and Street Maintenance Senior Technician - CDL positions were reclassified to Street Maintenance Project Senior Specialist, two Street Maintenance Projects Senior Specialist positions were reclassified to Street Maintenance Supervisor, one Street Maintenance Supervisor - CDL position was reclassified to Streets Operations & Maintenance Superintendent, and one Streets Maintenance Technician - CDL transferred to cost center 3800, Water Distribution. FY 2025-26 includes ongoing funding for operations and maintenance associated to the staffing being transferred to cost center 4530, Park Maintenance and Operations in the Community Services Department. Also, reflected are ongoing and one-time funding for the purchase of two trucks, one for the Crew Lead/Coordinator and for stormwater maintenance. One-time funding reflected for partial year of operations and maintenance expenses on anticipated completion of capital improvement programs Frye Road Protected Bike Lanes and Ashley Trail/Paseo Trail Connection. Effective July 1, 2025, one Street Maintenance Projects Senior Specialist and two Landscape Maintenance Services Senior Technicians transferred to cost center 4530, Park Maintenance and Operations in the Community Services Department and one Public Works & Utilities Assistant Director was renamed to Human Resources Assistant Director and transferred to cost center 1250, Human Resources in the City Manager Department 405 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Streets Capital - 3310 Capital Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 8,430 $ - $ - $ 1,481 $ - N/A Ongoing - - - 1,481 - N/A One-time - - - - - N/A 6,041,925 1,429,000 12,732,744 8,995,109 6,508,000 355.42 % 9,560 - - - - N/A 1,381,997 - 1,915,797 311,957 - N/A 1,314,238 559,340 2,017,082 - 995,800 78.03 % Contingencies/Reserves - 150,261,028 3,583,941 - 142,264,947 -5.32 % Land/Improvements - 1,519,200 4,857,938 - 2,080,000 36.91 % 28,596,327 24,193,400 106,066,718 20,512,652 52,897,600 118.64 % 349,447 378,040 477,828 - 513,700 35.89 % Furniture/Equipment 4,848,801 852,890 2,375,844 810,414 1,100,000 28.97 % Street Improvements 22,966,816 33,081,900 54,600,131 5,427,536 28,393,000 -14.17 % Park Improvements - - 2,968 - - N/A - - 4,224 - Professional/Contract Operating Supplies Other Charges/Services 2 Project Support Recharge Building/Improvements Machinery/Equipment Office Water System Improvements - N/A 65,517,540 $ 212,274,798 $ 188,635,215 $ 36,059,149 $ 234,753,047 10.59% Highway User Revenue Fund 13,320,412 20,875,096 17,334,017 6,142,422 27,191,595 General Gov't Capital Projects Fund 17,334,390 44,108,308 41,396,983 8,313,239 48,030,250 91,500,302 Total Cost Center - 3310 $ Street GO Bond Fund 11,302,863 58,442,369 52,341,633 7,950,677 Storm/Sewer GO Bond Fund 2,495,153 3,045,047 868,444 368,327 442,281 Arterial Street Impact Fee Fund 6,874,968 42,613,721 40,322,399 2,554,310 37,725,160 14,189,754 43,190,257 36,371,739 10,730,174 29,863,459 Grant Capital Fund Grand Total $ 65,517,540 $ 212,274,798 $ 188,635,215 $ 36,059,149 $ 234,753,047 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 406 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 Provide proper inspection and maintenance of all traffic signals. Supports Priority Based Budgeting Goal(s): Attractive Community, Connected and Mobile Community, Safe Community Objectives: t Complete inspections and preventative maintenance of all traffic signals annually. Measure 2022-23 Actual Total number of signalized intersections 2023-24 Actual 240 2024-25 Projected 240 243 2024-25 Year End Estimate* 243 2025-26 Projected 245 Goal #2 To maintain street markings and traffic signs in accordance with federal and state standards. Supports Priority Based Budgeting Goal(s): Attractive Community, Connected and Mobile Community, Safe Community Objectives: t t t Complete maintenance work orders for streets, sidewalks, curbs, and gutters within: Install and/or maintain traffic signs. Repaint 100% of road markings annually. Measures 2022-23 Actual Number of signs installed or maintained to standards Number of centerline-miles of striping inventory/ percentage repainted 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 2,066 2,216 2,500 2,500 2,750 275/100% 275/100% 275/100% 275/100% 275/100% Goal #3 To keep the streetlight system operating effectively and efficiently. Supports Priority Based Budgeting Goal(s): Attractive Community, Connected and Mobile Community, Safe Community Objectives: t Repair (or initiate underground repair) of streetlights within five working days. Measures Number of streetlight repairs/percentage exceeding 5 1 workdays 2022-23 Actual 3,993/2% 2023-24 Actual 1,760/1% 2024-25 Projected 2000/2% 2024-25 Year End Estimate* 1,360/1% 2025-26 Projected 1,200/1% 1 A decrease of streetlight replacements due to Citywide LED install project. *2024-25 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. 407 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Traffic Engineering - 3330 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,890,218 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,884,979 $ 1,956,181 $ 1,948,613 $ 1,925,747 2.16 % 2.16 % Ongoing - 1,884,979 1,956,181 1,948,613 1,925,747 One-time - - - - - N/A 6,744 2,292 3,017 2,292 2,292 0.00 % 554,879 685,433 685,464 689,873 736,883 7.51 % 487 3,153 3,153 2,963 3,153 0.00 % 5,539 6,821 6,821 6,821 6,821 0.00 % 0.00 % Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Insurance and Taxes 63,468 7,000 7,437 40,000 7,000 Rents and Utilities 3,026,744 2,588,958 2,588,958 2,588,958 2,590,043 0.04 % 10,358 12,200 12,200 12,200 24,700 102.46 % Other Charges and Services Contingencies/Reserves Machinery and Equipment - 48,228 48,228 48,228 48,228 0.00 % 3,000 16,250 16,250 16,250 16,250 0.00 % - - - - 4,500 N/A 120,678 120,678 120,678 120,678 120,678 0.00 % 2.05% Street Improvements Capital Replacement/Fund Level Transfers Total Cost Center - 3330 5,682,116 $ 5,375,992 $ 5,448,387 $ 5,476,876 $ 5,486,295 General Fund 1,878,322 1,509,944 1,520,334 1,522,934 1,530,092 Highway User Revenue Fund 3,803,794 3,866,048 3,928,053 3,953,942 3,956,203 5,682,116 $ 5,375,992 $ 5,448,387 $ 5,476,876 $ 5,486,295 Grand Total $ $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Street Lights Senior Technician 3 3 3 3 3 3 Traffic Signals & Street Lights Lead 1 1 1 1 1 1 Traffic Signals & Street Lights Supervisor 1 1 1 1 1 1 Traffic Signals & Street Lights Technician 2 2 2 2 2 2 Traffic Signals Senior Technician 4 4 4 4 4 4 Traffic Signs & Markings Lead - CDL 1 1 1 1 1 1 Traffic Signs & Markings Senior Technician - CDL 2 2 2 2 2 2 Traffic Signs & Markings Supervisor 1 1 1 1 1 1 Traffic Signs & Markings Technician 3 3 3 3 3 3 Total 18 18 18 18 18 18 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for thermoplastic road markings. Along with one-time funding reflected for partial year of operations and maintenance expenses on anticipated completion of capital improvement programs Frye Road Protected Bike Lanes and Ashley Trail/Paseo Trail Connection. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 408 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 1,2 2025-26 Performance Measurements Goal #1 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 t t t t t Keep streets clean to reduce the number of complaints regarding sweeping services. Sweep at least 65,000 curb miles per year. Maintain established schedules and service levels for various areas: Arterial streets: once every two weeks Residential streets: once per month Downtown: twice per week 2022-23 Actual Measure Curb miles swept 61,690 2023-24 Actual 68,992 2024-25 Projected 65,000 2024-25 Year End Estimate* 68,000 2025-26 Projected 69,000 1 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 2 th Note: All measurements are through June 30 , the last day of the fiscal year. 409 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Street Sweeping - 3350 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 802,669 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 877,017 $ 900,546 $ 906,581 $ 886,040 1.03 % 1.03 % Ongoing - 877,017 900,546 906,581 886,040 One-time - - - - - N/A 1,256 940 940 1,127 940 0.00 % 222,254 188,435 188,435 258,655 218,935 16.19 % - 1,145 1,145 1,145 1,145 0.00 % 315 - - - - N/A Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Insurance and Taxes 2,000 - - - - N/A Other Charges and Services 87,393 90,915 99,004 128,478 91,915 1.10 % 1,115,887 $ 1,158,452 $ 1,190,070 $ 1,295,986 $ 1,198,975 3.50% 1,115,887 1,158,452 1,190,070 1,295,986 1,198,975 1,115,887 $ 1,158,452 $ 1,190,070 $ 1,295,986 $ 1,198,975 Total Cost Center - 3350 $ General Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Street Maintenance Lead - CDL 1 1 1 1 1 1 Street Maintenance Senior Technician - CDL 7 7 7 7 7 7 Street Maintenance Supervisor - CDL 1 1 1 1 1 1 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects one-time funding for a partial year of operations and maintenance expenses on anticipated completion of capital improvement programs Frye Road Protected Bike Lanes and Ashley Trail/Paseo Trail Connection. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 410 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 1 2025-26 Performance Measurements Goal #1 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 Objectives: 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. Measure Number of customer service requests (all utilities cost centers) 2022-23 Actual 478 2023-24 Actual 510 2024-25 Projected 540 2024-25 Year End Estimate* 515 2025-26 Projected 520 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." 1 th Note: All measurements are through June 30 , the last day of the fiscal year. 411 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Utilities Administration - 3050 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,232,450 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,416,221 $ 1,469,496 $ 1,440,400 $ 1,642,444 15.97 % 15.97 % Ongoing - 1,416,221 1,469,496 1,440,400 1,642,444 One-time - - - - - N/A 52,322 29,085 362,435 359,985 49,085 68.76 % Operating Supplies 6,521 35,543 36,430 20,950 30,897 -13.07 % Repairs and Maintenance 12,855 10,700 12,631 14,330 10,700 0.00 % Communication/Transportation 1,260 12,170 12,170 5,050 12,170 0.00 % Other Charges and Services 10,974 22,086 22,086 16,200 22,086 0.00 % Machinery and Equipment - - - - 30,000 N/A 2,876 2,876 2,876 2,876 2,876 0.00 % 1,319,258 $ 1,528,681 $ 1,918,124 $ 1,859,791 $ 1,800,258 17.77% 1,125,691 1,338,201 1,562,411 1,509,791 1,503,595 Professional/Contract Services Capital Replacement/Fund Level Transfers Total Cost Center - 3050 $ Water Operating Fund Wastewater Operating Fund Grand Total $ 193,567 190,480 355,713 350,000 296,663 1,319,258 $ 1,528,681 $ 1,918,124 $ 1,859,791 $ 1,800,258 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Analyst 1 1 1 1 1 1 Business Systems Support Specialist 1 1 1 1 1 1 Engineer (PE) 0 0 0 1 1 1 IT Systems Analyst 1 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Management Analyst Senior 2 2 2 2 2 2 Principal Engineer (PE) 0 0 1 1 1 1 Position Title Public Works & Utilities Assistant Director 0 0 0 0 0 0.7 Public Works & Utilities Director 0.5 0.5 0.5 0.5 0.5 0.5 Utilities Administrative Support Manager 1 1 1 1 1 1 Total 7.5 7.5 8.5 9.5 9.5 10.2 Significant Budget and Staffing Changes FY 2025-26 reflects the elimination of one-time funding for the Principal Engineer (PE) position received in FY 2024-25. Additionally, FY 2025-26 includes ongoing funding for security technology for the Water/Wastewater ICS/SCADA along with one-time funding for Administrative Assistant contracted services. Effective July 1, 2025, a portion of the Public Works & Utilities Assistant Director position transfers from cost center 3830, Water Treatment Plant and cost center 3960, Airport Wastewater Reclamation Facility. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 412 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t Increase waste diversion to sustain financial health. Achieve an 80% or better customer service satisfaction with field services. Achieve compliance with regulatory inspections associated with field service. 2022-23 Actual Measures Waste diversion percentage 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 18% 20% 18% 18% 18% Customer satisfaction 87% 81% 90% 85% 90% Results of regulatory compliance inspections at the transfer facility Pass Pass Pass Pass Pass 1 1 Lower due to policy changes in bulk and RSWCC over the last few years resulted in lower overall customer satisfaction. *2024-25 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. 413 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Solid Waste Services - 3700 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,219,349 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,225,408 $ 1,271,147 $ 1,267,925 $ 1,279,937 4.45 % 4.45 % Ongoing - 1,225,408 1,271,147 1,267,925 1,279,937 One-time - - - - - N/A 13,524,218 14,970,676 15,767,314 14,054,225 15,164,816 1.30 % Operating Supplies 545,796 705,006 706,779 672,937 704,926 -0.01 % Repairs and Maintenance 115,050 107,806 151,920 107,376 107,806 0.00 % Communication/Transportation 11,048 30,669 30,669 8,919 30,669 0.00 % Professional/Contract Services Insurance and Taxes - 750 750 500 750 0.00 % Rents and Utilities 31,349 19,631 19,631 20,000 19,631 0.00 % Other Charges and Services 13,675 13,790 13,790 13,435 13,790 0.00 % - 81,000 81,000 - 81,000 0.00 % 36,685 36,685 36,685 36,685 36,685 0.00 % 15,497,170 $ 17,191,421 $ 18,079,685 $ 16,182,002 $ 17,440,010 1.45% 15,497,170 17,191,421 18,079,685 16,182,002 17,440,010 15,497,170 $ 17,191,421 $ 18,079,685 $ 16,182,002 $ 17,440,010 Contingencies/Reserves Capital Replacement/Fund Level Transfers Total Cost Center - 3700 $ Solid Waste Operating Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 0.6 0.6 0.6 0.6 0.6 0.6 Business Systems Support Principal Analyst 0.2 0.2 0.2 0 0 0 Recycling Program Analyst 0.6 0.6 0.6 0.6 0.6 0.6 Solid Waste Field Supervisor 1 1 1 1 1 1 Solid Waste Lead Technician 1 1 1 1 1 1 Solid Waste Manager 0.5 0.5 0.5 0.5 0.5 0.5 Solid Waste Technician 4 4 5 5 5 5 Solid Waste Technician - CDL 1 1 0 0 0 0 Utility Services Representative 3.2 3.2 3.2 3.2 3.2 3.2 Position Title Utility Services Supervisor 0.7 0.7 0.7 0.7 0.7 0.7 Total 12.8 12.8 12.8 12.6 12.6 12.6 Significant Budget and Staffing Changes FY 2025-26 includes ongoing funding for the annual contract adjustments to the solid waste collection and disposal service contracts. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 414 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Solid Waste Capital - 3710 Capital Budget Summary 2023-24 Actual Expenditures Description Professional/Contract - Other Charges/Services 2024-25 Adopted Budget 2024-25 Adjusted Budget 438,000 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,593,436 - - -100.00 % 180 - - 33,569 - N/A - 31,500 43,472 - - -100.00 % Contingencies/Reserves - 2,452,168 192,000 - 2,653,067 8.19 % Building/Improvements 232,889 1,915,000 2,913,831 3,750 - -100.00 % 233,069 $ 4,836,668 $ 4,742,739 $ 37,319 $ 2,653,067 -45.15% 233,069 4,836,668 4,742,739 37,319 2,653,067 233,069 $ 4,836,668 $ 4,742,739 $ 37,319 $ 2,653,067 1 Project Support Recharge Total Cost Center - 3710 $ Solid Waste Operating Fund Grand Total $ 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 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. 415 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 Increase customer awareness and satisfaction with safe, cost-effective programs and services. Ensure programs are compliant with federal, state, and local health and environmental regulations and best management practices. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community Objectives: t t t Increase waste diversion to sustain financial health. Achieve an 80% customer service satisfaction at the RSWCC. Achieve 90% compliance with regulatory inspections associated with the RSWCC including Household Hazardous Waste. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Waste diversion percentage 13% 13% 13% 13% 13% Customer satisfaction 88% 82% 1 90% 85% 90% Results of regulatory compliance inspections at the transfer facility Pass Pass Pass Pass Pass 1 2023-24 Actual is lower due to policy change. RSWCC was no longer free, and bulk went from every six weeks to twice a year. *2024-25 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. 416 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Recycling Solid Waste Collection Center - 3720 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 891,547 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 922,069 $ 958,401 $ 962,982 $ 963,124 4.45 % 4.45 % Ongoing - 922,069 958,401 962,982 963,124 One-time - - - - - N/A Professional/Contract Services 653,578 651,647 651,722 636,780 656,832 0.80 % Operating Supplies 76,571 91,150 108,743 75,768 91,150 0.00 % Repairs and Maintenance 84,450 115,445 130,797 138,531 115,445 0.00 % 575 6,399 6,399 3,336 6,399 0.00 % Rents and Utilities 6,451 39,379 39,379 30,000 39,379 0.00 % Machinery and Equipment 48,072 - - - - N/A Other Charges and Services 4,551 8,681 8,681 8,575 8,681 0.00 % Capital Replacement/Fund Level Transfers 12,615 12,615 12,615 12,615 12,615 0.00 % 1,778,412 $ 1,847,385 $ 1,916,737 $ 1,868,587 $ 1,893,625 2.50% 1,778,412 1,847,385 1,916,737 1,868,587 1,893,625 1,778,412 $ 1,847,385 $ 1,916,737 $ 1,868,587 $ 1,893,625 Communication/Transportation Total Cost Center - 3720 $ Solid Waste Operating Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 0.4 0.4 0.4 0.4 0.4 0.4 Recycling Program Analyst 0.4 0.4 0.4 0.4 0.4 0.4 Solid Waste Field Supervisor 1 1 1 1 1 1 Solid Waste Lead Technician 1 1 1 1 1 1 Solid Waste Manager 0.5 0.5 0.5 0.5 0.5 0.5 Solid Waste Technician 4 4 5 5 5 5 Solid Waste Technician - CDL 1 1 0 0 0 0 Utility Services Representative 0.8 0.8 0.8 0.8 0.8 0.8 Position Title 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 FY 2025-26 includes ongoing funding for the annual contract adjustment to the disposal service contract. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 417 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t t Perform preventive maintenance on all fire hydrants annually. Ensure all valves have had preventative maintenance performed every six years. Ensure timely installation and relocation of hydrant meters for construction use. Ensure proper blue staking of all water mains and sanitary sewer lines. Measures 1 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Fire hydrant preventative maintenance (inspection, repair and replace) 100% 100% 100% 100% 100% Percentage of maintained/exercised valves/hydrants 1 based on cycle mentioned in objective 100% 100% 100% 100% 100% Percentage of blue stake service orders completed within 48 hours of request 100% 100% 100% 100% 100% Applies to valves 16 inches or less in size. *2024-25 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. 418 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Water Distribution - 3800 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 3,142,232 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 3,127,556 $ 3,240,446 $ 3,230,000 $ 3,335,269 6.64 % 6.64 % Ongoing - 3,127,556 3,240,446 3,230,000 3,335,269 One-time - - - - - N/A Professional/Contract Services 360,029 317,668 317,668 400,600 228,668 -28.02 % Operating Supplies 454,207 1,030,796 1,024,426 1,013,627 924,846 -10.28 % Repairs and Maintenance 88,004 54,186 55,480 66,550 54,186 0.00 % Communication/Transportation 31,678 23,455 23,455 19,296 23,455 0.00 % Insurance and Taxes 1,690 5,250 5,250 3,000 5,250 0.00 % Rents and Utilities 23,112 24,000 24,000 20,000 24,000 0.00 % Other Charges and Services 59,418 77,462 77,462 71,500 77,462 0.00 % Machinery and Equipment - 52,649 52,649 53,700 - -100.00 % Water System Improvements 784,514 233,578 233,578 417,000 333,578 42.81 % Capital Replacement/Fund Level Transfers 79,910 86,307 86,307 86,307 86,307 0.00 % 5,024,794 $ 5,032,907 $ 5,140,721 $ 5,381,580 $ 5,093,021 1.19% Total Cost Center - 3800 $ General Fund Water Operating Fund Reclaimed Water Operating Fund Grand Total $ - 158,371 158,631 132,917 - 4,986,379 4,788,954 4,887,063 5,143,587 4,933,821 38,415 85,582 95,027 105,076 159,200 5,024,794 $ 5,032,907 $ 5,140,721 $ 5,381,580 $ 5,093,021 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 GIS Senior Specialist 1 1 1 1 1 1 GIS Specialist 1 1 1 1 1 1 Utility Plant Superintendent 1 1 1 1 1 1 Utility Systems Lead Technician - CDL 5 5 5 5 5 5 Utility Systems Supervisor - CDL 3 3 3 3 3 3 Utility Systems Technician II - CDL 15 15 15 16 17 17 Utility Systems Technician III - CDL 1 1 1 1 1 1 Total 28 28 28 29 30 30 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects an ongoing reduction in Professional/Contract Services. During FY 2024-25, one Streets Maintenance Technician - CDL positions was renamed to Utility Systems Technician II CDL and transferred from cost center 3300, Streets. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 419 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Water Capital - 3820 Capital Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ 57,120 $ - $ - N/A Ongoing - - 57,120 - - N/A One-time - - - - - N/A 200,086 8,524,500 30,950,721 218,236 6,996,500 -17.92 % Professional/Contract Operating Supplies 16,489 - 8,807 15,568 - N/A Other Charges/Services 28,873 2,565,000 5,886,324 462,127 1,312,000 -48.85 % 260,631 550,000 1,003,119 - 389,500 137.22 % Contingencies/Reserves - 110,849,428 2,405,999 - 100,835,755 -9.03 % Building/Improvements 6,688,430 28,501,500 55,346,763 5,898,612 16,600,000 -41.76 % Office Furniture/Equipment 2,277,139 10,910,000 10,739,068 809,943 7,940,000 -27.22 % Water System Improvements 15,493,722 - 20,414,505 8,747,056 - N/A Wastewater System Improvements 4,431,881 - 16,691,880 4,543,927 - N/A 20,695,469 $ 134,073,755 -17.19% 2 Project Support Recharge Total Cost Center - 3820 $ 29,397,252 $ 161,900,428 $ 143,504,306 $ Grant Capital Fund - 6,029,519 6,179,519 175,190 1,004,329 Water Bond Fund 26,297,697 115,643,147 96,107,934 15,855,267 84,354,073 29,007 3,052,547 3,052,547 355,555 2,696,992 3,070,548 36,665,815 37,654,906 4,227,296 44,941,122 - 509,400 509,400 82,161 1,077,239 Water System Dev Fee Fund Water Operating Fund Wastewater Operating Fund Grand Total $ 29,397,252 $ 161,900,428 $ 143,504,306 $ 20,695,469 $ 134,073,755 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 420 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Objectives: t Operate the surface water treatment plant, deep wells, and booster stations to ensure regulatory compliance. Measure 2022-23 Actual Surface water deliveries in millions of gallons 8,740 2023-24 Actual 2024-25 Projected 11,189 11,000 2024-25 Year End Estimate* 2025-26 Projected 11,262 11,500 Goal #2 Operate and maintain Pecos SWTP efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: t Minimize increases in water production costs at the facility related to chemicals and utilities. Measure 2022-23 Actual Production cost per MG $388 2023-24 Actual 2024-25 Projected $360 $506 2024-25 Year End Estimate* 2025-26 Projected 1 $405 $417 Goal #3 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 Objectives: 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 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of finished water turbidity samples between 0.05 to 0.15 NTU 99.98% 99.79% 99.50% 99.80% 99.50% Percentage of finished water turbidity samples between 0.16 to 0.5 NTU 0.02% 0.21% 0.50% 0.20% 0.50% 1 2024-25 Year End Estimate is lower than 2024-25 Projected due to better than expected raw water quality from SRP. *2024-25 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 2025-26 Adopted Budget Water Treatment Plant - 3830 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,835,044 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,859,884 $ 2,034,896 $ 1,970,000 $ 1,795,378 -3.47 % -3.47 % Ongoing - 1,859,884 2,034,896 1,970,000 1,795,378 One-time - - - - - N/A 701,600 291,286 412,988 603,050 199,286 -31.58 % 2,756,555 4,039,262 4,243,247 3,474,978 4,131,062 2.27 % 345,545 1,437,177 1,474,191 1,526,633 1,437,177 0.00 % 8,211 8,437 8,437 12,700 8,437 0.00 % 0.00 % Professional/Contract Services Operating Supplies Repairs and Maintenance Communication/Transportation Insurance and Taxes - 1,000 1,000 - 1,000 1,452,405 2,012,533 2,012,533 1,700,000 2,012,533 0.00 % 53,637 32,838 27,074 34,934 27,074 -17.55 % Contingencies/Reserves - 436,550 436,550 - 436,550 0.00 % Machinery and Equipment - - - 134 - N/A 12,222 12,222 12,222 12,222 12,222 0.00 % $ 7,165,218 $ 10,131,189 $ 10,663,138 $ 9,334,650 $ 10,060,719 -0.70% 7,165,218 10,131,189 10,663,138 9,334,650 10,060,719 $ 7,165,218 $ 10,131,189 $ 10,663,138 $ 9,334,650 $ 10,060,719 Rents and Utilities Other Charges and Services Capital Replacement/Fund Level Transfers Total Cost Center - 3830 Water Operating Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Analyst 1 1 1 1 0 0 Business Systems Support Principal Analyst 0 0 0 1 2 2 Public Works & Utilities Assistant Director 0 0.5 0.5 0.5 0.5 0 Utility Operations Manager 0.5 0 0 0 0 0 Utility Plant Operator II 10 4 4 4 4 4 Utility Plant Operator III 0 6 5 5 5 5 Utility Plant Operator Lead 0 0 1 1 1 1 Utility Plant Superintendent 1 1 1 1 1 1 Position Title Water Systems Senior Manager Total 1 1 1 1 1 1 13.5 13.5 13.5 14.5 14.5 14 Significant Budget and Staffing Changes During FY 2024-25, one Business Systems Support Analyst position was reclassified to Business Systems Support Principal Analyst. FY 2025-26 reflects continuation of one-time funding for chemical costs. Effective July 1, 2025, a portion of the Public Works & Utilities Assistant Director position transfers to cost center 3010, Public Works Administration. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 422 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 Ensure Chandler has sufficient water resources to meet current and future demands. Comply with the State’s Groundwater Management Act (GMA) and Assured Water Supply program. Accrue long-term storage credits for drought protection. Supports Priority Based Budgeting Goal(s): Safe Community; Connected and Mobile Community Objectives: t t t t t Protect and defend Chandler’s water rights. Ensure Chandler’s Water Resource permits are maintained. Maintain Assured Water Supply Designation to allow continued growth and economic development. Ensure Chandler has sufficient alternative water supplies to mitigate surface water reductions. Accrue long-term storage credits to comply with the GMA during droughts. 2022-23 Actual Measures Maintain storage and recovery permits to maximize strategic use of water resources and comply with Assured Water Supply rules 2023-24 Actual 26 Maintain surface water rights and contracts measured in 1,2 acre-feet (AF) 3 Accrue long-term storage credits as measured in AF 2024-25 Projected 27 27 2024-25 Year End Estimate* 2025-26 Projected 27 27 99,941 99,941 99,941 99,941 99,941 15,994 10,059 15,000 16,390 12,000 4 1 Supply under normal conditions and full SRP allocation. Chandler receives total water supply acquired through the 2016 Gila River Indian Community Water Purchase Agreement. 3 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. 4 Reductions in water storage estimates are a result of anticipated CAP shortage. 2 *2024-25 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. 423 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Environmental Resources - 3840 Goal #2 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 t t t Educate residents through workshops, community presentations, school programs, public events, and distribution of water conservation information. Administer and promote water conservation rebate programs to reduce water use. Provide assistance to residential, commercial, industrial and HOA customers to improve overall water efficiency. Implement the conservation requirements of the Fourth Management Plan of the GMA. 2022-23 Actual Measures 1 Residential grass removal in square feet (SF) 1 Large landscape grass removal in SF Average residential water use (gallons per person per 1 day) 1 Total water efficiency program participants 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected N/A 100,843 125,000 80,000 75,000 N/A 114,073 200,000 250,000 94,000 N/A 109 120 112 112 N/A 5,987 5,000 6,600 6,500 1 New measure established to be effective in FY 2024-25. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 424 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Environmental Resources - 3840 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 929,924 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,081,990 $ 1,408,293 $ 1,060,000 $ 1,317,246 21.74 % Ongoing - 1,081,990 1,408,293 1,060,000 1,317,246 21.74 % One-time - - - - - N/A 9,440,909 11,338,290 11,639,055 11,044,027 11,527,010 1.66 % Operating Supplies 41,239 59,036 59,923 54,998 74,390 26.01 % Repairs and Maintenance 22,254 38,587 44,430 25,850 38,587 0.00 % Communication/Transportation 4,427 12,496 12,496 10,674 12,496 0.00 % Rents and Utilities 7,346 8,400 8,400 8,400 8,400 0.00 % 435,653 178,870 1,802,591 840,020 438,870 145.36 % Professional/Contract Services Other Charges and Services Project Support Recharge - (266,612) (266,612) (280,000) (285,886) 7.23 % Office Furniture and Equipment 21,877 - - - - N/A Capital Replacement/Fund Level Transfers 9,171 9,171 9,171 9,231 9,171 0.00 % 10,912,801 $ 12,460,228 $ 13,140,284 5.46% Total Cost Center - 3840 $ 14,717,747 $ 12,773,200 $ 263,655 - 2,211,345 574,961 102,601 10,549,406 12,460,228 12,496,441 12,198,239 13,037,683 99,740 - 9,961 - Grant Fund Water Operating Fund In-house Capital Grand Total $ 10,912,801 $ 12,460,228 $ 14,717,747 $ 12,773,200 $ 13,140,284 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Business Systems Support Principal Analyst 0 0 0.8 0 0 0 Engineer (PE) 1 1 1 1 1 1 Principal Engineer (PE) 2 2 1 1 1 1 Utilities Regulatory Affairs Senior Manager 0.5 0.5 0.5 0.5 0.5 0.5 Utilities Resources Senior Manager 0.8 0.8 0 0 0 0 Position Title Water Resource Analyst 0 0 0 1 1 1 Water Audit Senior Technician 0.5 0.5 0.5 0.5 0.5 0.5 Water Conservation Program Manager 1 1 1 1 1 1 Water Conservation Specialist 1 2 2 2 2 2 Water Resources Manager 1 1 1 1 1 1 Total 7.8 8.8 7.8 8 8 8 Significant Budget and Staffing Changes FY 2025-26 reflects ongoing funding for increased cost of surface water deliveries along with the continuation of onetime funding for water conservation efforts funded in FY 2024-25. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 425 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t Conduct sampling and analysis of bacteriological activity in the drinking water. Assure customer satisfaction by responding to water quality complaints in a timely and courteous manner. Conduct a proactive backflow prevention testing program. Measures Collect and conduct 150 bacteriological tests per month throughout the distribution system to within 24 hours Water quality complaints responded Ensure annual testing requirements are met for all documented backflow assemblies 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 85.5% 75% 1 100% 85% 1 100% 1 2023-24 Actual and 2024-25 Year End Estimate has decreased due to discovery of previously undocumented backflow assemblies. *2024-25 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. 426 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Water Quality - 3850 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,451,297 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,548,207 $ 1,605,901 $ 1,585,000 $ 1,750,097 13.04 % Ongoing - 1,503,378 1,561,072 1,540,171 1,703,082 13.28 % One-time - 44,829 44,829 44,829 47,015 4.88 % Professional/Contract Services 209,204 289,117 315,397 260,500 289,117 0.00 % Operating Supplies 155,149 198,679 208,734 177,709 208,606 5.00 % 68 11,000 11,000 5,500 11,800 7.27 % 10,674 26,265 25,115 22,495 26,865 2.28 % Repairs and Maintenance Communication/Transportation Insurance and Taxes - 500 500 - 500 0.00 % Other Charges and Services 29,800 31,879 31,879 23,583 31,879 0.00 % Machinery and Equipment - - - - 32,962 N/A 22,532 22,532 22,532 22,532 25,581 13.53 % 1,878,723 $ 2,128,179 $ 2,221,058 $ 2,097,319 $ 2,377,407 11.71% 1,790,673 2,035,470 2,124,664 2,001,413 2,247,246 88,050 92,709 96,394 95,906 130,161 1,878,723 $ 2,128,179 $ 2,221,058 $ 2,097,319 $ 2,377,407 Capital Replacement/Fund Level Transfers Total Cost Center - 3850 $ Water Operating Fund Reclaimed Water Operating Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Chemist 4 3 3 3 3 3 Laboratory Program Manager 1 1 1 1 1 1 Regulatory Affairs Senior Analyst 0 1 1 1 1 1 Utilities Regulatory Affairs Analyst 1 1 1 1 1 1 Utilities Regulatory Affairs Program Manager 1 1 1 1 1 1 Utilities Regulatory Affairs Senior Program Manager 1 1 1 1 1 1 Water Quality Senior Technician 3 3 3 3 3 4 Water Quality Supervisor 1 1 1 1 1 1 Total 12 12 12 12 12 13 Position Title Significant Budget and Staffing Changes Effective July 1, 2025, one Water Quality Senior Technician position is added along with associated one-time and ongoing increases in operations and maintenance funding. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 427 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Objectives: t Produce required well water and maintain water storage for use throughout the city. Measure 2022-23 Actual 2023-24 Actual 1 Groundwater deliveries in millions of gallons 5,595 2024-25 Projected 6,497 6,800 2024-25 Year End Estimate* 2025-26 Projected 1 6,164 6,500 Goal #2 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 Objectives: t Optimize the use of surface water and minimize the use of groundwater Measure Production cost per MG 2022-23 Actual 2023-24 Actual 2 $388 2024-25 Projected $440 $435 2024-25 Year End Estimate* 2025-26 Projected 2 $427 $440 Goal #3 Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: t Minimize increases in water production costs related to chemicals and utilities. Measure Total percentage of water production well uptime 2022-23 Actual 2023-24 Actual 3 84.78% 85.94% 2024-25 Projected 90% 2024-25 Year End Estimate* 2025-26 Projected 3 86% 85% 1 2022-23 Actual and 2024-25 Year End Estimate lower than anticipated due to lower than expected well water system demand. 2022-23 Actual and 2024-25 Year End Estimate lower than anticipated due to lower than expected chemical consumption. 3 2022-23 Actual and 2024-25 Year End Estimate lower than anticipated due to greater number of well equipment failures. 2 *2024-25 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. 428 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Water Systems Maintenance - 3860 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,914,819 $ 3,013,780 $ 2,935,000 $ 3,020,463 3.62 % Ongoing - 2,914,819 3,013,780 2,935,000 3,020,463 3.62 % One-time - - - - - N/A 57,651 130,310 130,310 210,162 130,310 0.00 % Operating Supplies 1,598,974 1,023,786 1,142,303 1,044,400 1,008,502 -1.49 % Repairs and Maintenance 1,669,605 879,849 1,067,144 849,000 879,849 0.00 % 38,710 30,800 30,800 33,100 30,800 0.00 % - 2,500 2,500 - 2,500 0.00 % 2,356,514 2,136,940 2,136,940 2,052,000 2,136,940 0.00 % Other Charges and Services 45,190 65,125 65,125 33,500 65,125 0.00 % Machinery and Equipment 175 87,925 87,925 - - -100.00 % 1,064,088 600,650 627,511 850,000 600,650 0.00 % 44,953 55,624 55,624 55,624 55,624 0.00 % 9,404,429 $ 7,928,328 $ 8,359,962 $ 8,062,786 $ 7,930,763 0.03% 9,404,429 7,928,328 8,359,962 8,062,786 7,930,763 9,404,429 $ 7,928,328 $ 8,359,962 $ 8,062,786 $ 7,930,763 Professional/Contract Services Communication/Transportation Insurance and Taxes Rents and Utilities Water System Improvements Capital Replacement/Fund Level Transfers Total Cost Center - 3860 $ Water Operating Fund Grand Total $ 2,528,568 $ 2024-25 Adopted Budget 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 429 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Water Systems Maintenance - 3860 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Industrial Electrician 4 4 4 4 4 4 Instrumentation Technician Senior 4 4 4 4 4 4 Landscape Compliance Specialist 1 1 1 1 1 1 Plant Utilities Maintenance Supervisor 2 2 2 2 2 2 Utilities Maintenance Lead 0 0 1 1 1 1 Utilities Maintenance Planner Senior Specialist 0 1 1 1 1 1 Utilities Maintenance Technician 1 1 1 1 1 1 Position Title Utilities Mechanic Senior - CDL 1 1 1 1 1 1 Utility Maintenance Manager 0.5 0.5 0.5 0.5 0.5 0.5 Utility Mechanic Senior 6 6 6 7 7 7 Utility Plant Operator Lead 1 1 0 0 0 0 20.5 21.5 21.5 22.5 22.5 22.5 Total Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 430 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 Objectives: t Optimize the use of surface water and minimize the use of groundwater throughout the city. Measure 2022-23 Actual Surface water deliveries in millions of gallons 2023-24 Actual 6,779 2024-25 Year End Estimate* 2024-25 Projected 4,434 5,500 2025-26 Projected 1 4,367 6,321 Goal #2 Operate and maintain the Santan Vista SWTP efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: t Minimize increases in water production costs at the facility related to chemicals and utilities. Measures 2022-23 Actual Production cost per MG 2023-24 Actual $163.75 $165 2024-25 Year End Estimate* 2024-25 Projected 2 $200 2025-26 Projected 3 $185 $191 Goal #3 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 0.3 NTU’s. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: t Closely monitor and operate the plant to ensure the finished water NTU’s do not exceed 0.15 in more than 5% of the samples taken Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Percentage of finished water turbidity samples between 0.05 to 0.15 NTU 100% 99.40% 100% 99.50% 99.50% Percentage of finished water turbidity samples between 0.16 to 0.5 NTU 0% 0.60% 0% 0.50% 0.50% 1 Year End Estimate lower than anticipated due to lower CAP water order. 2024-25 Projected based on higher anticipated chemical costs. 3 2024-25 Year End Estimate lower than anticipated due to better than expected raw water quality from CAP. 2 *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 431 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Santan Vista Water Treatment Plant - 3870 Budget Summary Description 2023-24 Actual Expenditures Professional/Contract Services $ 2,075,344 $ 2,612,519 $ 2,612,519 $ 2,200,000 $ 2,612,519 0.00 % Total Cost Center - 3870 $ 2,075,344 $ 2,612,519 $ 2,612,519 $ 2,200,000 $ 2,612,519 0.00% 2,075,344 2,612,519 2,612,519 2,200,000 2,612,519 $ 2,075,344 $ 2,612,519 $ 2,612,519 $ 2,200,000 $ 2,612,519 Water Operating Fund Grand Total 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted Significant Budget Changes There are no significant budget changes for FY 2025-26. 432 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t t Obtain timely water meter readings to facilitate issuance of utility bills on schedule. Provide outstanding customer service when assisting utility customers to start and finalize water service, verify meter accuracy, and detect leaks. Replace damaged meters and or registers to maintain integrity of meter inventory. Submit accurate water meter readings to Utility Billing division to ensure customer water use is billed appropriately. Measures Percentage of water meter readings completed and reviewed for quality assurance 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected 100% 100% 100% 100% 100% Number of customer service orders completed 21,084 21,023 21,000 21,000 21,000 Number of water meters and/or registers replaced 3,971 7,438 9,000 15,000 1 10,000 98% 98% 99% 98% 99% Percentage of meter readings that did not require an estimate due to damaged meters, access, or misreads 1 1 2024-25 Year End Estimate and 2025-26 Projected reflects the anticipated meter replacement as part of the Advanced Metering Infrastructure (AMI) program. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 433 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Meter Services - 3880 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 879,513 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 856,815 $ 889,460 $ 921,000 $ 900,078 5.05 % 5.05 % Ongoing - 856,815 889,460 921,000 900,078 One-time - - - - - N/A 2,876 17,050 17,050 8,050 17,050 0.00 % Operating Supplies 804,737 1,283,421 1,325,508 1,024,436 1,283,421 0.00 % Repairs and Maintenance 42,945 34,720 34,720 18,450 34,720 0.00 % Communication/Transportation 12,020 8,454 8,454 14,000 8,454 0.00 % Professional/Contract Services Insurance and Taxes 850 500 500 500 500 0.00 % Rents and Utilities - 1,000 1,000 500 1,000 0.00 % 1,420 3,100 3,100 2,400 3,100 0.00 % - 9,510 9,510 - 9,510 0.00 % 31 - - - - N/A 16,075 16,075 16,075 16,075 16,075 0.00 % 1,760,467 $ 2,230,645 $ 2,305,377 $ 2,005,411 $ 2,273,908 1.94% 1,760,467 2,230,645 2,305,377 2,005,411 2,173,908 1,760,467 $ 2,230,645 $ 2,305,377 $ 2,005,411 $ 2,273,908 Other Charges and Services Contingencies/Reserves Water System Improvements Capital Replacement/Fund Level Transfers Total Cost Center - 3880 $ Water Operating Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Metering Services Lead 1 1 1 1 1 1 Metering Services Supervisor 1 1 1 1 1 1 Metering Services Technician 6 6 6 6 6 6 Utility Meter Account Specialist 1 0 0 0 0 0 Water Audit Senior Technician 1.5 1.5 1.5 1.5 1.5 1.5 Total 10.5 9.5 9.5 9.5 9.5 9.5 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 434 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Wastewater Collection - 3900 The Wastewater Collection Division is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2025-26 Performance Measurements Goal #1 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 t t Maintain over 1,040 miles of sewer lines to limit sewer odor and blockages using the Hydrorodder and Jetter programs. Reduce roach complaints through a preventive Insecticide Painting Program and to respond promptly when complaints are received. Respond to and repair City-owned broken service lines in a timely manner and to customer satisfaction. 2022-23 Actual Measures 1 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Number of roach complaints received 35 59 2 35 35 45 Number of sewer service repairs that are the city’s responsibility 14 12 12 9 3 10 Number of sewer line miles cleaned annually 74 75 90 80 180 4 1 The Insecticide Painting Program applies insecticide every other year to all sewer manholes in the City. The insecticide has a warranted treating cycle of two years. When a complaint is received, Wastewater Collection staff inspects the complaint location for faulty pain and/or application. Warranty work is performed when appropriate. 2 2023-24 Actual higher due to increased pesticide coverage in newly accessed areas of the city. 3 2024-25 Year End Estimate lower than projected due lower number of calls received. 4 Wastewater Collection reflects the implementation of a program to increase the number of miles cleaned annually. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 435 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Wastewater Collection - 3900 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 1,000,435 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 1,070,506 $ 1,106,160 $ 1,118,000 $ 1,117,069 4.35 % 4.35 % Ongoing - 1,070,506 1,106,160 1,118,000 1,117,069 One-time - - - - - N/A Professional/Contract Services 506,798 1,252,894 1,271,306 1,000,700 1,172,894 -6.39 % Operating Supplies 295,590 401,582 472,433 746,900 421,582 4.98 % Repairs and Maintenance 244,318 505,578 558,489 445,260 565,578 11.87 % Communication/Transportation 15,493 16,444 16,444 7,500 16,444 0.00 % Insurance and Taxes - 1,500 1,500 1,250 1,500 0.00 % Rents and Utilities 118,971 218,505 218,505 170,000 218,505 0.00 % Other Charges and Services 18,711 31,069 31,069 30,675 31,069 0.00 % - 10,000 10,000 - 10,000 0.00 % 43,539 43,539 43,539 43,539 43,539 0.00 % 2,243,856 $ 3,551,617 $ 3,729,445 $ 3,563,824 $ 3,598,180 1.31% 2,243,856 3,551,617 3,729,445 3,563,824 3,598,180 2,243,856 $ 3,551,617 $ 3,729,445 $ 3,563,824 $ 3,598,180 Contingencies/Reserves Capital Replacement/Fund Level Transfers Total Cost Center - 3900 $ Wastewater Operating Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 GIS Senior Specialist 1 1 1 1 1 1 HVAC Senior Technician 1 1 1 1 1 1 Utility Plant Superintendent 1 1 1 1 1 1 Utility Systems Lead Technician - CDL 1 1 1 1 1 1 Utility Systems Technician II - CDL 5 5 5 5 5 5 Utility Systems Technician III - CDL 1 1 1 1 1 1 Total 11 11 11 11 11 11 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 436 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Wastewater Capital - 3910 Capital Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 90,617 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ 57,224 $ 57,049 $ - N/A N/A Ongoing - - 57,224 57,049 - One-time - - - - - N/A 182,373 514,000 18,060,068 94,577 3,198,700 522.32% Professional/Contract Other Charges/Services 70,717 500,000 911,245 962,457 - -100.00% 560,794 383,000 2,578,559 - 1,154,300 3764.00% Contingencies/Reserves - 215,430,479 6,988,000 - 151,823,692 -29.53% Building/Improvements 4,345,148 32,916,000 124,299,836 1,855,692 48,786,500 48.22% 8,623 - 127,105 - - N/A 67,081,050 - 69,725,633 29,110,319 - N/A 32,632,617 $ 204,963,192 -17.93% 2 Project Support Recharge Water System Improvements Wastewater System Improvements Total Cost Center - 3910 $ 72,339,124 $ 249,743,479 $ 223,344,670 $ Capital Grants Fund - 3,000,000 3,000,000 - - Water Operating Fund - 197,000 197,000 182,323 506,177 157,471 246,528 227,448 46,467 180,803 Reclaimed Water System Dev Fee Fund Wastewater Bond Fund 21,334,847 79,061,165 65,580,981 10,457,943 105,503,038 Wastewater Operating Fund 48,373,472 162,369,489 151,704,542 21,867,989 96,716,370 WW Industrial Process Treatment Fund 2,473,333 4,869,297 2,634,699 77,895 2,056,804 Grand Total $ 72,339,124 $ 249,743,479 $ 223,344,670 $ 32,632,617 $ 204,963,192 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 2025-26 incorporates the carryforward of unexpended program funding from FY 2024-25. Additional detail is available in the 2026-2035 Capital Improvement Program. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 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. 2 437 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 Improve and enhance the quality of the industrial water stream waste from Intel Corporation to exceed the drinking 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 t t Operate and maintain the treatment facility efficiently. Recover over 93% of the industrial brine stream. Treat industrial water creating a renewable resource. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Produce zero hardness water to strict Intel Corporation standards 100% of the time 100% 100% 100% 100% 100% Percent of industrial water recovered 94.4% 95% 94% 94.8% 94% 320 444 1 450 434 420 Industrial water reused by business (MG) 1 Intel increased utilization of permeate. *2024-25 Year End Estimate reflects “six months actual” and “six months estimated." th Note: All measurements are through June 30 , the last day of the fiscal year. 438 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Ocotillo Brine Reduction Facility - 3930 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,108,643 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,211,431 $ 2,289,540 $ 2,301,000 $ 2,241,469 1.36 % 1.36 % Ongoing - 2,211,431 2,289,540 2,301,000 2,241,469 One-time - - - - - N/A Professional/Contract Services 1,254,917 1,850,600 2,136,119 1,829,655 1,709,263 -7.64 % Operating Supplies 4,063,619 5,762,453 5,813,959 5,476,769 5,947,453 3.21 % 263,946 431,505 464,225 435,395 378,505 -12.28 % 7,030 10,200 10,200 12,820 10,200 0.00 % Repairs and Maintenance Communication/Transportation Insurance and Taxes Rents and Utilities Other Charges and Services Contingencies/Reserves Capital Replacement/Fund Level Transfers Total Cost Center - 3930 $ WW Industrial Process Treatment Fund Grand Total $ - - - - - N/A 1,173,948 1,810,000 1,810,000 1,215,000 1,810,000 0.00 % 62,376 39,700 39,700 34,536 47,700 20.15 % - 1,500,000 1,500,000 - 1,500,000 0.00 % 10,595 10,595 10,595 10,595 10,595 0.00 % 8,945,073 $ 13,626,484 $ 14,074,338 $ 11,315,770 $ 13,655,185 0.21% 8,945,073 13,626,484 14,074,338 11,315,770 13,655,185 8,945,073 $ 13,626,484 $ 14,074,338 $ 11,315,770 $ 13,655,185 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 Industrial Electrician 1 1 1 1 1 1 Instrumentation Technician Senior 2 2 2 2 2 2 Plant Utilities Maintenance Supervisor 1 1 1 1 1 1 Utility Mechanic Senior 2 2 2 3 3 3 Utility Plant Operator I 0 0 1 1 1 1 Utility Plant Operator II 8 8 7 7 7 7 Utility Plant Operator Lead 1 1 1 1 1 1 Utility Plant Superintendent 1 1 1 1 1 1 Total 17 17 17 18 18 18 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 439 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Lone Butte Wastewater Treatment Facility - 3940 The Lone Butte Wastewater Treatment Facility is responsible for treating domestic and industrial wastewater for 1 reclamation. 2025-26 Performance Measurements Goal #1 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 t t Maintain efficient treatment cost per MG. Maintain water quality compliance for the APP and Reuse Permits issued by the ADEQ. Continue to reuse and recharge 100% of reclaimed water. Measures Treatment cost per 1 MG 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected $5,083 $5,945 $5,250 $6,714 $6,327 Percent compliance with GRIC lease agreement 99% 99% 98% 99% 100% Reuse of reclaimed water MGD 0.50 0.50 0.50 0.50 0.50 1 *2024-25 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. 440 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Lone Butte Wastewater Treatment Facility - 3940 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 201,378 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 159,624 $ 165,214 $ 143,000 $ 140,766 -11.81 % -11.81 % Ongoing - 159,624 165,214 143,000 140,766 One-time - - - - - N/A Professional/Contract Services 154,522 298,020 298,020 225,100 298,020 0.00 % Operating Supplies 131,868 417,105 417,105 205,737 417,105 0.00 % Repairs and Maintenance 48,848 31,200 31,200 35,000 31,200 0.00 % Communication/Transportation 2,431 3,070 3,070 1,510 3,070 0.00 % Insurance and Taxes - 500 500 500 500 0.00 % 314,501 466,068 466,068 418,018 466,068 0.00 % 650 4,185 4,185 4,085 4,185 0.00 % Contingencies/Reserves - 10,400 10,400 - 10,400 0.00 % Machinery and Equipment - 28,000 28,000 10,000 26,773 -4.38 % 2,292 2,292 2,292 2,292 2,292 0.00 % $ 856,489 $ 1,420,464 $ 1,426,054 $ 1,045,242 $ 1,400,379 -1.41% 856,489 1,420,464 1,426,054 1,045,242 1,400,379 $ 856,489 $ 1,420,464 $ 1,426,054 $ 1,045,242 $ 1,400,379 Rents and Utilities Other Charges and Services Capital Replacement/Fund Level Transfers Total Cost Center - 3940 Wastewater Operating Fund Grand Total Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Utility Plant Operator III 1 1 1 1 1 1 Total 1 1 1 1 1 1 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 441 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Wastewater Quality - 3950 The Wastewater Quality Division is charged with managing and administering the Industrial Wastewater Pretreatment and Fat, Oils & Grease (FOG) Programs. The Pretreatment program regulates, and issues permits to industrial users who discharge pollutants into the wastewater collection system. The FOG program inspects all businesses who have installed a grease trap and grease interceptors to reduce sewer backups and the amount of grease that enter the POTW. 2025-26 Performance Measurements Goal #1 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 t t t Manage and implement the Industrial Pretreatment Program by inspecting and sampling industrial customers for compliance with federal and local wastewater regulations. Perform sampling of groundwater and effluent for the APP. Reduce wastewater collection stoppages by inspecting grease traps and interceptors. Manage compliance sampling database and communicate with industries to help them achieve compliance. Measures 2022-23 Actual 2023-24 Actual 2024-25 Year End Estimate* 2024-25 Projected 2025-26 Projected Review industrial and city sampling reports to ensure 1 compliance 100% 100% 100% 100% 100% Conduct compliance sampling for aquifer protection and reuse permits 100% 100% 100% 100% 100% Percentage of grease traps and sand and oil 2 interceptors inspected 54% 34% 106% 3 70% 100% 1 Values include new industrial users permitted or FOG establishments with the city. Sampling reports reviewed may vary dependent on the number of sampling events conducted. Values include increased monitoring due to compliance issues. 2 3 *2024-25 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. 442 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Wastewater Quality - 3950 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 562,784 $ 585,000 $ 514,000 $ 557,991 -0.85 % Ongoing - 562,784 585,000 514,000 557,991 -0.85 % One-time - - - - - N/A Professional/Contract Services 211,658 245,863 299,450 364,000 245,863 0.00 % Operating Supplies 54,447 72,945 72,945 39,920 72,945 0.00 % 15 - - - - N/A 1,609 2,857 2,857 2,700 2,857 0.00 % Repairs and Maintenance Communication/Transportation Insurance and Taxes Other Charges and Services Contingencies/Reserves Capital Replacement/Fund Level Transfers Total Cost Center - 3950 $ Reclaimed Water Operating Fund Wastewater Operating Fund Grand Total $ 512,688 $ 2024-25 Adopted Budget - 500 500 500 500 0.00 % 10,249 9,080 9,080 7,100 9,080 0.00 % - 79,000 79,000 - 79,000 0.00 % 10,838 10,838 10,838 10,838 10,838 0.00 % 801,504 $ 983,867 $ 1,059,670 $ 939,058 $ 979,074 -0.49% 8,989 44,047 44,451 39,740 44,577 792,515 939,820 1,015,219 899,318 934,497 801,504 $ 983,867 $ 1,059,670 $ 939,058 $ 979,074 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Industrial Waste Inspector 1 1 1 1 1 1 Industrial Waste Inspector Senior 3 3 3 3 3 3 Industrial Waste Program Manager 1 1 1 1 1 1 Total 5 5 5 5 5 5 Position Title Significant Budget and Staffing Changes There are no significant budget and staffing changes for FY 2025-26. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 443 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t t Maintain efficient treatment cost per MG. Maintain water quality compliance for the APP and Reuse Permits issued by the Arizona Department of Environmental Quality (ADEQ). Continue to reuse and recharge reclaimed water. Conserve potable water by supplying reclaimed water for irrigation. 2022-23 Actual Measures 1 Treatment cost per 1 MG 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected $1,943 $2,299 $2,784 $3,000 Percent compliance with permits 100% 99% 100% 100% 100% Reuse of wastewater MGD 11.40 9.12 12.80 9.23 10.59 3.20 2.60 5.90 3.30 3 2.58 2 Recharge of reclaimed water MGD $3,100 1 Cost per MG increase due to both reduced flow from Intel and increased flow to Ocotillo WRF driving Airport WRF flows down. Flow increases due to operations related to the Reclaimed Water Interconnect Facility. 2024-25 Year End Estimate lower than 2024-25 Projected resulted from two month delayed startup of the Reclaimed Water Interconnect Facility. 2 3 *2024-25 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. 444 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Airport Water Reclamation Facility - 3960 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 3,244,619 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 3,510,163 $ 3,632,132 $ 3,582,000 $ 3,454,179 -1.59 % -1.59 % Ongoing - 3,510,163 3,632,132 3,582,000 3,454,179 One-time - - - - - N/A Professional/Contract Services 2,315,354 1,930,828 1,951,138 1,375,100 1,155,828 -40.14 % Operating Supplies 2,517,359 1,912,864 2,090,079 3,033,560 1,891,694 -1.11 % Repairs and Maintenance 466,615 280,010 293,954 524,700 766,080 173.59 % Communication/Transportation 14,649 16,356 16,291 19,000 21,956 34.24 % Insurance and Taxes Rents and Utilities Other Charges and Services 500 1,000 1,000 500 1,000 0.00 % 1,646,671 2,452,249 2,452,249 2,727,600 2,107,249 -14.07 % 0.00 % 75,338 80,672 80,672 66,000 80,672 - 1,000,000 1,000,000 - 1,000,000 0.00 % Machinery and Equipment 56,538 87,172 87,172 20,000 27,172 -68.83 % Capital Replacement/Fund Level Transfers 36,011 33,457 33,457 33,457 33,457 0.00 % 10,373,654 $ 11,304,771 $ 11,638,144 $ 11,381,917 $ 10,539,287 -6.77% 1,281,843 Contingencies/Reserves Total Cost Center - 3960 $ Reclaimed Water Operating Fund 1,301,967 1,188,425 1,643,208 2,103,285 Wastewater Operating Fund 9,071,687 10,116,346 9,994,936 9,278,632 9,257,444 10,373,654 $ 11,304,771 $ 11,638,144 $ 11,381,917 $ 10,539,287 Grand Total $ 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 445 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Airport Water Reclamation Facility - 3960 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 Business Systems Support Analyst 1 1 1 1 1 1 Business Systems Support Principal Analyst 0 0 1 1 1 1 Industrial Electrician 2 2 2 2 2 2 Instrumentation Technician Senior 3 3 2 2 2 2 Plant Utilities Maintenance Supervisor 1 1 1 1 1 1 Public Works & Utilities Assistant Director 0 0.5 0.5 0.5 0.5 0 Utilities Maintenance & Reliability Specialist 2 1 1 1 1 1 Utilities Maintenance Planner Senior Specialist 2 1 1 1 1 1 Utilities Regulatory Affairs Senior Manager 0.5 0.5 0.5 0.5 0.5 0.5 Utility Mechanic Senior 4 4 4 4 4 4 Utility Mechanic Senior - CDL 1 1 1 1 1 1 Utility Operations Manager 0.5 0 0 0 0 0 Utility Plant Operator I 2 0 0 0 0 0 Utility Plant Operator II 5 3 3 3 3 3 Utility Plant Operator III 1 5 4 5 5 4 Utility Plant Operator Lead 0 0 1 1 1 1 Utility Plant Superintendent 1 1 1 1 1 1 Wastewater Facilities Manager 1 1 1 1 1 1 Total 28 26 26 27 27 25.5 Position Title Significant Budget and Staffing Changes FY 2025-26 reflects the transfer of operations and maintenance expenses to cost center 3980, Reclaimed Water Interconnect Facility. Effective July 1, 2025, one Utility Plant Operator III transfers to cost center 3980, Reclaimed Water Interconnect Facility and one Public Works & Utilities Assistant Director transfers to cost center 3050, Utilities Administration. 446 Table of Contents City of Chandler Public Works & Utilities 2025-26 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. 2025-26 Performance Measurements Goal #1 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 t t Maintain efficient treatment cost per MG. Maintain water quality compliance for the APP and Reuse Permits issued by the ADEQ. Continue to reuse and recharge 100% of reclaimed water. Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected Treatment cost per 1 MG $1,601 $1,567 $1,040 Percent compliance with permits 99.5% 99.2% Reuse of wastewater in MGD 9.53 13.60 Recharge of reclaimed water in MGD 2.27 2024-25 Year End Estimate* 2025-26 Projected 1 1 $1,508 $1,593 100.0% 99.9% 100.0% 16.00 13.40 2 12.45 2.00 2 1.35 1.24 .55 1 Higher due to less wastewater coming into Ocotillo Water Reclaimed Facility form Intel with startup of FABs 52 and 62. Ocotillo Water Reclamation Facility is recharging a reduced amount due to lower influent flows. 2 *2024-25 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. 447 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Ocotillo Water Reclamation Facility - 3970 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2,381,138 $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 2,592,140 $ 2,688,669 $ 2,550,544 $ 2,727,043 5.20 % 5.20 % Ongoing - 2,592,140 2,688,669 2,550,544 2,727,043 One-time - - - - - N/A Professional/Contract Services 2,251,648 1,334,656 1,436,454 1,531,081 1,334,656 0.00 % Operating Supplies 1,826,352 1,309,007 1,267,131 2,330,522 1,309,007 0.00 % Repairs and Maintenance 196,434 156,350 156,350 257,568 156,350 0.00 % Communication/Transportation 19,412 24,870 24,870 30,116 24,870 0.00 % Insurance and Taxes Rents and Utilities - 1,000 1,000 1,000 1,000 0.00 % 2,036,921 2,018,600 2,018,600 2,018,600 2,348,600 16.35 % Other Charges and Services 56,925 64,740 64,740 69,266 64,740 0.00 % Project Support Recharge - (119,485) (119,485) (125,000) (126,241) 5.65 % Contingencies/Reserves - 500,000 500,000 - 500,000 0.00 % Machinery and Equipment 985 25,000 25,000 25,329 25,000 0.00 % 29,961 29,961 29,961 29,961 28,913 -3.50 % 8,799,776 $ 7,936,839 $ 8,093,290 $ 8,718,987 $ 8,393,938 5.76% 606,036 529,258 637,864 668,740 535,782 8,148,458 7,407,581 7,449,568 8,050,247 7,858,156 45,282 - 5,858 - Capital Replacement/Fund Level Transfers Total Cost Center - 3970 $ Reclaimed Water Operating Fund Wastewater Operating Fund In-house Capital Grand Total $ 8,799,776 $ 7,936,839 $ 8,093,290 $ 8,718,987 $ 8,393,938 Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Administrative Assistant Senior 1 1 1 1 1 1 Business Systems Support Supervisor 1 1 1 1 1 1 Industrial Electrician 2 2 2 2 2 2 Instrumentation Technician 0 0 0 0 0 0 Instrumentation Technician Senior 2 2 2 2 2 2 Plant Utilities Maintenance Supervisor 1 1 1 1 1 1 Senior Engineer (PE) 1 1 1 1 1 1 Position Title Utilities Maintenance & Reliability Specialist 0 1 1 1 1 1 Utility Maintenance Manager 0.5 0.5 0.5 0.5 0.5 0.5 Utility Mechanic Senior 4 4 4 4 4 4 Utility Plant Operator I 2 0 0 0 0 0 Utility Plant Operator II 4 2 2 2 2 2 Utility Plant Operator III 1 5 5 5 5 5 Utility Plant Superintendent Total 1 1 1 1 1 1 20.5 21.5 21.5 21.5 21.5 21.5 Significant Budget and Staffing Change FY 2025-26 reflects ongoing funding for increase in utility costs. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 448 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Reclaimed Water Interconnect Facility - 3980 The Reclaimed Water Interconnect Facility (RWIF) provides water for aquifer recharge into Chandler’s local underground storage facilities, which support water resource requirements and offsets portable water demand. 1 2025-26 Performance Measurements Goal #1 Support water resource efforts to allow for local recharge and potable water demand offsets. Supports Priority Based Budgeting Goal(s): Safe Community, Sustainable Economic Health Objectives: t t t Treat and recharge up to 10 MGD of surface water Maintain efficient treatment cost per MG Maintain water quality compliance for the APP and Reuse Permits issued by the ADEQ Measures 2022-23 Actual 2023-24 Actual 2024-25 Projected 2024-25 Year End Estimate* 2025-26 Projected Treatment cost per 1 MG N/A N/A N/A $300 1 $400 Recharge of RWIF water MGD N/A N/A N/A 5.9 7.5 1 2 2024-25 Year End Estimate is calculated from RWIF start up on October 1, 2024. 2025-26 Projected is calculated using estimated cost from funding decision. 2 1 *2024-25 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. 449 Table of Contents City of Chandler Public Works & Utilities 2025-26 Adopted Budget Reclaimed Water Interconnect Facility - 3980 Budget Summary 2023-24 Actual Expenditures Description 1 Total Personnel $ 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted - $ - $ - $ - $ 112,712 N/A Ongoing - - - - 112,712 N/A One-time - - - - - N/A Professional/Contract Services - - - - 10,000 N/A Operating Supplies - - - - 540,500 N/A Repairs and Maintenance - - - - 26,000 N/A Rents and Utilities - - - - 458,000 N/A - - - - 6,000 N/A - $ - $ - $ - $ 1,153,212 N/A - - - - 1,153,212 - $ - $ - $ - $ 1,153,212 Other Charges and Services Total Cost Center - 3980 $ Reclaimed Water Operating Fund Grand Total $ Authorized Positions 2021-22 Revised 2022-23 Revised 2023-24 Revised 2024-25 Adopted 2024-25 Revised 2025-26 Adopted Utility Plant Operator III 0 0 0 0 0 1 Total 0 0 0 0 0 1 Position Title Significant Budget and Staffing Change FY 2025-26 reflects the additional ongoing funding along with a funding transfer from cost center 3960, Airport Water Reclamation Facility for operation and maintenance cost of the Reclaimed Water Interconnect Facility. Effective July 1, 2025, one Utility Plant Operator III transfers from cost center 3960, Airport Wastewater Reclamation Facility. 1 Ongoing and One-time Personnel Services detail not available for 2023-24 Actual Expenditures. 450 Table of Contents 15 Capital Budget • • • • Capital Appropriation Summaries Major Capital Projects Operating Capital Capital Replacement Strategic infrastructure investments that facilitate business and economic growth are paired with parks, public safety, transportation and utility infrastructure improvements that support the quality of life enjoyed by residents. Capital Budget City of Chandler Capital Budget 2025-26 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 2026-2035 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. 2026-2035 Capital Improvement Program Shown below is a history of the total 10-year CIP budget as updated annually. The adopted 2026-2035 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 2026-2035 CIP $2,489 $2,600 $2,400 $2,200 $2,000 $1,800 $1,600 $1,400 $2,618 $1,964 $1,665 $1,267 $1,200 $1,000 $800 $600 $400 $200 $0 2022-2031 2023-2032 2024-2033 2025-2034 2026-2035 The Council adopts the CIP on the same date as the final adoption of the annual budget. Consequently, the 2026-2035 CIP review is integrated with the FY 2025-26 annual budget process. Both were adopted by the Council on June 13, 2025. The 10-year CIP is summarized below, with additional detail available in the City’s 2026-2035 Capital Improvement Program. 452 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Projected CIP Expenditure Summary EXPENDITURES 2025-26 2026-27 2027-28 2028-29 2029-30 5-Year Total 2030-2035 10-Year Total General Government: Buildings and Facilities 6,450,000 $ 31,002,000 $ 18,078,000 $ 49,080,000 City Manager 50,000 - 50,000 - 50,000 150,000 100,000 250,000 Economic Development 325,000 - 50,000 - 50,000 425,000 100,000 525,000 Transportation Policy 2,725,000 2,485,000 1,307,000 2,055,000 1,205,000 9,777,000 30,837,000 40,614,000 7,902,000 $ 10,543,100 $ 8,444,000 $ 9,005,000 $ 8,255,000 $ 44,149,100 $ 51,615,000 $ 95,764,100 Total - General Government $ $ 4,802,000 $ 6,763,000 $ 6,537,000 $ 6,450,000 $ Airport: Airport $ 10,531,642 $ 8,690,883 $ 12,892,359 $ 2,766,807 $ 10,648,137 $ 45,529,828 $ 30,550,800 $ 76,080,628 Total - Airport $ 10,531,642 $ 8,690,883 $ 12,892,359 $ 2,766,807 $ 10,648,137 $ 45,529,828 $ 30,550,800 $ 76,080,628 Information Technology Information Technology and IT Projects $ 9,118,000 $ 8,225,000 $ 4,950,000 $ 2,800,000 $ 500,000 $ 25,593,000 $ 2,500,000 $ 28,093,000 Total - Information Technology $ 9,118,000 $ 8,225,000 $ 4,950,000 $ 2,800,000 $ 500,000 $ 25,593,000 $ 2,500,000 $ 28,093,000 Community Services: Parks & Recreation $ 41,286,000 $ 46,832,000 $ 23,015,000 $ 63,449,000 $ 23,160,000 $ 197,742,000 $ 97,389,685 $ 295,131,685 Total - Community Services $ 41,286,000 $ 46,832,000 $ 23,015,000 $ 63,449,000 $ 23,160,000 $ 197,742,000 $ 97,389,685 $ 295,131,685 Cultural Development: Cultural Development $ 12,648,000 $ 16,787,000 $ 600,000 $ 800,000 $ 600,000 $ 31,435,000 $ 15,332,000 $ 46,767,000 Total - Cultural Development $ 12,648,000 $ 16,787,000 $ 600,000 $ 800,000 $ 600,000 $ 31,435,000 $ 15,332,000 $ 46,767,000 Development Services: Development Services $ 8,900,000 $ 1,700,000 $ 2,870,000 $ 1,850,000 $ 2,780,000 $ 18,100,000 $ 10,740,000 $ 28,840,000 Total - Development Services $ 8,900,000 $ 1,700,000 $ 2,870,000 $ 1,850,000 $ 2,780,000 $ 18,100,000 $ 10,740,000 $ 28,840,000 Public Safety: Fire $ 2,079,000 $ 9,101,000 $ 2,694,000 $ 8,289,450 $ 22,800,000 $ 44,963,450 $ 91,750,200 $ 136,713,650 4,612,000 61,031,000 14,815,200 9,190,150 14,138,700 103,787,050 18,720,000 $ 6,691,000 $ 70,132,000 $ 17,509,200 $ 17,479,600 $ 36,938,700 $ 148,750,500 $ 110,470,200 $ 259,220,700 $ Police Total - Public Safety 122,507,050 Public Works & Utilities (Utilities): Water 34,722,000 $ 149,212,000 $ 89,360,000 $ 44,473,000 $ 38,305,000 $ 356,072,000 $ 457,935,000 $ 814,007,000 Wastewater 53,211,000 64,041,000 9,380,000 36,220,000 97,563,000 260,415,000 169,164,000 429,579,000 Solid Waste - - 208,000 - 467,000 675,000 1,148,000 1,823,000 Total - Public Works & Utilities (Utilities) $ 87,933,000 $ 213,253,000 $ 98,948,000 $ 80,693,000 $ 136,335,000 $ 617,162,000 $ 628,247,000 $1,245,409,000 Public Works & Utilities (Streets): Streets/Traffic $ 92,488,100 $ 50,424,950 $ 107,540,328 $ 36,125,200 $ 66,887,200 $ 353,465,778 $ 188,958,830 $ 542,424,608 Total - Public Works & Utilities (Streets) $ 92,488,100 $ 50,424,950 $ 107,540,328 $ 36,125,200 $ 66,887,200 $ 353,465,778 $ 188,958,830 $ 542,424,608 Grand Total CIP $277,497,742 $426,587,933 $276,768,887 $214,968,607 2025-26 2026-27 2027-28 2028-29 2029-30 82,493,130 $ 75,120,642 $ 52,388,100 $ 52,411,952 $ 34,146,811 $ 296,560,635 $ 246,997,869 $ 543,558,504 Capital Grants 17,898,774 12,039,316 14,607,373 2,968,855 10,733,726 58,248,044 25,964,131 84,212,175 Impact Fee Revenues/Fund Balance 30,263,000 1,046,010 5,975,670 - - 37,284,680 27,126,200 64,410,880 Bond Proceeds Repaid by Secondary Tax Levy 76,710,838 140,372,965 112,367,744 97,327,800 111,344,500 538,123,847 315,325,315 853,449,162 Other Debt Proceeds - Debt Repaid by Enterprise User Fees 70,132,000 198,009,000 91,430,000 62,260,000 129,879,000 551,710,000 520,390,000 1,072,100,000 $277,497,742 $426,587,933 $276,768,887 $214,968,607 RESOURCES Current Revenues Total - All Revenues $ $286,104,037 $1,481,927,206 $1,135,803,515 $2,617,730,721 5-Year Total 2030-2035 10-Year Total $286,104,037 $1,481,927,206 $1,135,803,515 $2,617,730,721 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 2026-2035 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 2026-2035 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. 453 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Capital Improvement Program Impact on Operating Funds (Note: Amounts below are cumulative by year) FTE 2025-26 2026-27 2027-28 2028-29 2029-30 2034-35 General Government: Cultural Development $ Transportation Policy Community Services Information Technology - $ 32,000 $ 55,700 $ 60,700 $ 60,700 $ 79,500 35,100 171,300 177,300 177,300 177,300 312,600 428,070 202,567 770,553 1,186,485 1,186,485 1,186,485 1,854,000 2,354,000 2,854,000 2,854,000 2,854,000 2,854,000 Public Safety - Fire - 94,982 189,964 189,964 189,964 3,185,129 Public Safety - Police - - 1,097,178 1,594,293 1,594,293 1,594,293 Streets/Traffic 19,844 179,244 115,944 140,744 140,744 162,544 Water 15,000 60,000 60,000 60,000 60,000 60,000 Public Works & Utilities: Wastewater Total Operating Costs 0.00 $ New Position (FTE) costs $ Ongoing costs 15,000 15,000 15,000 15,000 3,109,093 $ 5,335,639 $ 6,278,486 $ 6,278,486 $ 201,479 $ - $ 1,997,214 One-Time costs Annual Increase 15,000 2,367,014 $ 3,109,093 168,321 $ 776,023 $ 4,559,616 - 2,367,014 $ - 3,109,093 $ 1,107,590 $ 1,107,590 $ 3,973,226 5,170,896 5,170,896 5,476,325 - 5,335,639 $ 15,000 9,449,551 6,278,486 $ - - 6,278,486 $ 9,449,551 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 2025-26 Capital Budget While the City prepares a 10-year CIP each year, only the first year is appropriated. The FY 2025-26 capital budget of $845,653,029 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 $ Lump Sum Capital Reserve Grand Total 221,798,378 $ 345,906,909 $ $ 2025-26 New Appropriation Unencumbered January 2025 - 221,798,378 $ 345,906,909 $ 277,497,742 $ 450,000 277,947,742 $ 2025-26 Total Appropriation 845,203,029 450,000 845,653,029 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. 454 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Major Capital Program Revenues All funding sources that may be used for various capital improvement projects and potential CIP items are reviewed each year. Revenues for the capital budget are generally from voter-authorized bonds, system development or impact fees, grants, or enterprise fund user fees. In addition, some capital improvements and purchases of large pieces of equipment are included in the capital budget on a “pay-as-you-go” basis by using one-time allocations from current General Fund revenue. The pie chart below shows the percentage of funding sources for FY 2025-26. Grants 7.5% Current Revenue 21.4% System Development & Impact Fees 8.4% Bonds 42.6% User Fees/Other 20.2% Current 1 Revenue System Development & Impact Fees 2 Bonds User Fees/ 3 Other Grants Total General Government Airport - $ 9,782,877 $ 15,036,337 $ 24,819,214 Buildings and Facilities $ 6,890,621 4,645,618 - 2,000,000 397,539 13,933,778 Cultural Development 6,599,692 14,594,920 - 435,155 - 21,629,767 Economic Development 2,381,208 - - - - 2,381,208 Non-Departmental 16,099,293 - - - - 16,099,293 8,478,764 3,865,056 Transportation Policy - $ - $ - 14,627,077 Total General Government $ 40,449,578 $ 23,105,594 $ - $ 26,845,109 $ 15,433,876 $ 105,834,157 Community Services $ 19,166,638 $ 39,810,859 $ 30,292,647 $ 500,000 $ - $ 89,770,144 Development Services $ 10,146,364 $ - $ 1,932,919 $ - $ 19,460,638 Information Technology Projects $ 20,868,901 $ - $ - $ - $ 4,799,282 $ 25,668,183 Information Technology 4,352,591 - - - 453,502 4,806,093 25,221,492 $ - $ - $ - $ 5,252,784 $ 30,474,276 2,896,234 7,381,355 $ - 26,970,897 Information Technology Total Information Technology $ Neighborhood Resources $ - $ - $ - $ 2,896,234 $ - $ Public Safety - Fire $ 6,134,913 $ - $ - $ - $ 1,904,000 $ 8,038,913 Public Safety - Police $ 4,266,709 $ 8,468,897 $ - $ - $ - $ 12,735,606 $ 75,221,845 $ 91,942,583 $ 37,725,160 $ 29,863,459 $ - $ 234,753,047 Public Works & Utilities Streets/Traffic Solid Waste - - - - 2,653,067 2,653,067 Wastewater - 105,503,038 180,803 - 99,279,351 204,963,192 - 84,354,073 46,018,361 Water 2,696,992 1,004,329 Total Public Works & Utilities $ 75,221,845 $ 281,799,694 $ 40,602,955 $ 30,867,788 $ 147,950,779 $ 576,443,061 Total Major Capital $ 180,607,539 $ 360,566,399 $ 70,895,602 $ 63,042,050 $ 170,541,439 $ 845,653,029 Percentage of Total 21.4% 42.6% 8.4% 7.5% 134,073,755 20.2% 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. 2 Includes bond proceeds available from prior years and new bond sales. 3 Includes water, wastewater, and solid waste user fees; wastewater industrial process treatment revenues; revenue from airport fuel sales, leases, and/or tie down fees; medical self insurance; and vehicle replacement revenues. 455 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Major Capital Budgets by Function and Cost Center Major capital appropriations are budgeted under capital cost centers within each department. These include the new and carryforward CIP capital items. The chart below depicts a breakdown by department for FY 2025-26. The table reflects the budget and historical expenditures by capital cost center. General Government 12.5% Information Technology 3.6% Community Services 10.6% Development Services 2.3% Neighborhood Resources 0.3% Public Works & Utilities 68.2% Fire 1.0% Police 1.5% 2021-22 Actual Department 2022-23 Actual 2024-25 Estimated Expenditures 2024-25 Adjusted Budget 2024-25 Adopted Budget 2023-24 Actual 2025-26 Adopted Budget % of Total General Government Airport 1,597,215 $ 23,880,937 $ 23,606,212 $ 1,277,892 $ 24,819,214 2.9 % Buildings and Facilities $ 1,995,450 4,602,604 4,592,414 15,441,068 14,365,727 5,084,234 13,933,778 1.6 % Cultural Development 672,083 759,634 2,529,387 13,056,774 11,809,334 2,828,109 21,629,767 2.6 % 966 - - - - - - 0.0 % Cultural Development/NonDepartmental Capital Economic Development 1,720,280 $ 835,924 $ - - - 2,056,208 2,056,208 - 2,381,208 0.3 % Transportation Policy 651,815 1,142,370 1,045,408 29,935,714 30,735,188 2,099,721 26,970,897 3.2 % Non-Departmental Capital 374,723 9,741,058 1,040,582 16,728,770 16,344,375 17,570,591 16,099,293 1.9 % 28,860,547 $ 105,834,157 12.5% Total General Government $ 5,415,317 $ 17,081,590 $ 10,805,006 $ 101,099,471 $ 98,917,044 $ Community Services Parks & Recreation $ 8,556,967 $ 7,197,900 $ 27,982,581 $ 86,173,675 $ 69,185,449 $ 18,895,951 $ 89,770,144 10.6 % Total Community Services $ 8,556,967 $ 7,197,900 $ 27,982,581 $ 86,173,675 $ 69,185,449 $ 18,895,951 $ 89,770,144 10.6% Development Services Development Services Capital $ 49,663 $ 1,562,659 $ 2,268,583 $ 13,765,911 $ 12,967,142 $ 1,873,981 $ 19,460,638 2.3 % Total Development Services $ 49,663 $ 1,562,659 $ 2,268,583 $ 13,765,911 $ 12,967,142 $ 1,873,981 $ 19,460,638 2.3% 904,960 $ 1,877,956 $ 2,946,006 $ 21,263,113 $ 19,624,315 $ 2,120,910 $ 25,668,183 3.0 % 3,108,777 1,834,594 4,806,093 0.6 % 3,955,504 $ 30,474,276 3.6% - 0.0 % Information Technology Information Technology Program $ Information Technology 1,030,894 353,916 $ 1,935,854 $ 2,231,872 $ Neighborhood Resources Capital $ 156,342 $ Total Information Technology 7,670,078 6,138,356 6,054,783 $ 28,933,191 $ 25,762,671 $ Neighborhood Resources Housing & Redevelopment - Total Neighborhood Resources $ 156,342 $ 1,231 $ 67,000 $ 2,628,766 - 74,487 $ - $ - $ 2,896,234 2,896,234 - 2,896,234 0.3 % 2,970,721 $ 2,896,234 $ - $ 2,896,234 0.3% 1.0 % 2,629,997 $ 67,000 $ 8,208,906 $ 5,968,060 $ 4,913,902 $ 8,435,855 $ 561,479 $ 8,038,913 4,494,070 5,832,178 9,898,806 9,281,005 319,392 12,735,606 1.5 % 880,871 $ 20,774,519 2.5% 36,059,149 $ 234,753,047 27.8 % Public Safety Fire $ Police Total Public Safety 477,867 $ 2,973,597 $ 3,451,464 $ 12,702,976 $ 11,800,238 $ 14,812,708 $ 17,716,860 $ $ 36,033,250 $ 41,656,882 $ 65,517,540 $ 212,274,798 $ 188,635,215 $ Public Works & Utilities Streets/Traffic Solid Waste 215,146 132,858 233,069 4,836,668 4,742,739 37,319 2,653,067 0.3 % Wastewater 31,654,687 44,075,368 72,339,124 249,743,479 223,344,670 32,632,617 204,963,192 24.2 % 24,401,536 25,166,501 29,397,252 161,900,428 143,504,306 20,695,469 134,073,755 15.9 % 89,424,554 $ 576,443,061 68.2% Water Total Public Works & Utilities $ 92,304,619 $ 111,031,609 $ 167,486,985 $ 628,755,373 $ 560,226,930 $ Grand Total $ 111,870,226 $ 154,438,603 $ 226,465,176 $ 876,511,050 $ 787,672,330 $ 143,891,408 $ 845,653,029 100.0% 456 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Impact of the Capital Improvement Program on the FY 2025-26 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 2025-26. 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 2025-26 operating budget. CIP Impact on Operating Funds* Personnel Costs Supplies or Services Total General Fund Information Technology Project Program $ - $ 1,750,000 $ 1,750,000 Wi-Fi Access Points - 104,000 104,000 Tumbleweed Regional Park - 62,870 62,870 Tumbleweed Multi-Gen Expansion 201,479 133,221 334,700 Book/Tech Mobile Library Branch - 30,500 30,500 City Owned Parking Lot Maintenance and Resurfacing Program - 19,844 19,844 Frye Road Protected Bike Lanes - 29,450 29,450 Ashley Trail/Paseo Trail Connection - Total - General Fund $ 201,479 $ 5,650 5,650 2,135,535 $ 2,337,014 Wastewater Operating Fund Vulnerability Scanner for Water/Wastewater ICS/SCADA $ - $ 15,000 $ 15,000 Total - Wastewater Operating Fund $ - $ 15,000 $ 15,000 Vulnerability Scanner for Water/Wastewater ICS/SCADA $ - $ 15,000 $ 15,000 Total - Water Operating Fund $ - $ 15,000 $ 15,000 Grand Total Impact on Operating Funds $ 201,479 $ 2,150,535 $ 2,367,014 Water Operating Fund 1 1 * Some of the operating impact is from prior year CIP projects that will begin operations in FY 2025-26. 457 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Capital Improvement Project Summaries for FY 2025-26 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 to the operating budgets is incorporated into the FY 2025-26 budget and into the long-range financial forecast, as appropriate. General Government (Buildings and Facilities) Existing City Building Renovations/Repairs (6BF628) Description: Funding is allocated for various improvements including interior and exterior paint, refinished or complete flooring/carpet replacement, upgraded lighting at various city buildings as well as electrical refurbishments, HVAC systems replacements, and auditorium seating replacement at the Center for the Arts. Project Type: Ongoing capital infrastructure maintenance and repair FY 2025-26 Funding: $4,400,000 Funding Source: Capital Grants 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. Buildings Security Enhancements (6BF672) Description: Funding is allocated to transition the Police Department and Library facilities to a new video management system that are in use at other city locations as well as the replacement of security cameras as various Police Department locations. Project Type: Ongoing capital improvements FY 2025-26 Funding: $402,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. General Government (City Manager) Sustainability Programs (6GG674) Description: Funding is allocated to enhance sustainability features or implementing upgrades at various City facilities including LED lighting, installation of Electric Vehicle (EV) car charging stations, implementation of advanced building automation systems, conducting solar feasibility studies, and developing comprehensive sustainability planning. Project Type: One-time capital improvement FY 2025-26 Funding: $50,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 458 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget General Government (Economic Development) Monument Sign Maintenance 6GG676 Description: Funding is allocated for the maintenance of existing monument signs as well as the installation of up to eight new monument signs in Uptown Chandler. Project Type: Ongoing capital maintenance and repair and/or new construction FY 2025-26 Funding: $325,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. General Government (Transportation Policy) Bus Pullouts and Bus Stops (6TP015) Description: Funding is allocated for bus shelter painting, refurbishment, and replacement. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $185,000 Funding Source: Local Transportation Assistance Impact on Operating Budget: This project has no direct impact on the operating budget. Americans with Disabilities Act (ADA) Upgrades (6TP707) Description: Funding is allocated for required ADA improvements to parks and facilities including Nozomi Park, the Boys and Girls Club, Municipal Courts, City Hall, the Police Main Station, the Family Investment Center, and the Community Center, as detailed in the City’s ADA Transition Plan to meet federal accessibility requirements. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $600,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Bike Lane and Path Improvements (6TP771) Description: Funding is allocated for the design of the railings or curbs to convert standard bike lanes into protected bike lanes. Project Type: Ongoing capital improvements FY 2025-26 Funding: $270,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Paseo Trail Crossing Improvements (6TP772) Description: Funding is allocated to the design of the of the Paseo Trail Crossing improvements near the McQueen Road/Queen Creek and Cooper Road/ Chandler Boulevard intersections. Project Type: One-time capital improvement FY 2025-26 Funding: $1,520,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $6,000 per year start in FY 2026-27. 459 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Sidewalk Gap Construction (6TP774) Description: Funding is allocated to allow the city to beginning working toward completing the sidewalk network by filling sidewalk gaps identified in the Pedestrian Infrastructure Study. Project Type: Ongoing capital improvements FY 2025-26 Funding: $150,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. General Government (Airport) Airfield Lighting Improve/Runway 4L/22R (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: One-time capital improvement FY 2025-26 Funding: $231,820 Funding Source: Airport Operating Capital Grants - ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. Runway4R/22L Extension Community Impact Study (6AI735) Description: Funding is allocated for a study that will analyze a variety of impacts to surrounding land-uses to measure the benefits of extending the airport's longest runway. Project Type: One-time study FY 2025-26 Funding: $525,589 Funding Source: Airport Operating Capital Grants - ADOT Impact on Operating Budget: This project has no direct impact on the operating budget. Annual Pavement Maintenance Management (6AI736) Description: Funding is allocated for the annual maintenance and repair pavement program as required by FAA grant assurances including crack sealing, spall repair, and joint repair. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $318,700 Funding Source: Airport Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Rehabilitate Runway 4R/22L Pavement (6AI737) Description: Funding is allocated to rehabilitate runway 4R/22L pavement. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $4,638,800 Funding Source: Airport Operating Capital Grants - ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. 460 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Rehabilitate Armory Apron Pavement (6AI738) Description: Funding is allocated to rehabilitate the Armory Apron pavement. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $1,257,410 Funding Source: Airport Operating Capital Grants - ADOT Impact on Operating Budget: This project has no direct impact on the operating budget. North Terminal Reconstruction Phase II (6AI743) Description: Funding is allocated to reconstruct the remaining 38,000 yards of the North Terminal Apron pavement. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $283,323 Funding Source: Airport Operating Capital Grants - ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. Hangar Area Pavement Reconstruction (6AI770) Description: Funding is allocated for hangar area pavement reconstruction. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $3,276,000 Funding Source: Airport Operating Impact on Operating Budget: This project has no direct impact on the operating budget. General Government (Cultural Development) Downtown Redevelopment (6CA619) Description: Funding is allocated to improve and enhance Downtown properties and amenities. Project Type: Ongoing capital maintenance and repair FY 2025-26 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. Dr. A.J. Chandler Park (6CA650) Description: Funding is allocated for the construction of phase one and the design of phase two of Dr. A.J. Chandler Park. Project Type: Capital construction FY 2025-26 Funding: $10,000,000 Funding Source: Parks General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $15,000 per year start in FY 2027-28. 461 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Tumbleweed Ranch (6CA670) Description: Funding is allocated for the Tumbleweed Ranch Master Plan improvements which include grading, irrigation improvements, tree salvage, new tree planting, limited-service yard improvements, and Red Shed relocation. Project Type: Ongoing capital infrastructure maintenance and repair FY 2025-26 Funding: $914,000 Funding Source: Parks General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $32,000 per year start in FY 2026-27. Downtown Alley Projects (6CA671) Description: Funding is allocated for Oregon Alley improvements including curbing, portland cement concrete, landscaping, hardscape, lighting, and utility relocations. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $500,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Downtown Parking Lots (6CA675) Description: Funding is allocated to convert two existing lots located on south California Street into a functional, safe, and durable paved parking lots. Project Type: One-time capital improvement FY 2025-26 Funding: $634,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Community Services Right of Way - Landscape Improvements (6PR014) Description: Funding is allocated for right-of-way and median landscape upgrades in various areas throughout the city. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $752,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Tumbleweed Regional Park (6PR044) Description: Funding is allocated for half-street improvements to Ryan Road including a signalized intersection, paving, sidewalks, and landscaping. Project Type: One-time capital improvement FY 2025-26 Funding: $724,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $62,870 per year start in FY 2025-26. 462 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Existing Neighborhood Park Improvements/Repairs (6PR049) Description: Funding is allocated for neighborhood park improvements to Navarrete, Hoopes, and Quail Haven parks which can include the renovation of amenities such as playgrounds, sport courts, irrigation, ramadas, and landscaping as well as the installation of swing slide mats at approximately 20 playgrounds. Project Type: Ongoing capital improvements FY 2025-26 Funding: $737,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Mesquite Groves Park Site Phase I (6PR396) Description: Funding is allocated for phase one construction of approximately 30 acres of a new community park. Project Type: Capital construction FY 2025-26 Funding: $30,263,000 Funding Source: Park SE Impact Fees Impact on Operating Budget: Ongoing O&M expenses of $281,181 per year start in FY 2027-28. Existing Community Park Improvements/Repairs (6PR530) Description: Funding is allocated for community park improvements including restroom replacement and shade structures at Desert Breeze Park, the design of and adventure playground and Veterans Oasis Park, and the design and installation of practice field lighting at two parks to be determined. Project Type: Ongoing capital improvements FY 2025-26 Funding: $1,437,000 Funding Source: Parks General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $28,080 per year start in FY 2026-27. Existing Community/Recreation Centers Improvements/Repairs (6PR630) Description: Funding is allocated for various improvements and/or renovations to the city’s recreational facilities including improvements to the Tumbleweed Recreation Center, Tumbleweed Tennis Center, Nature Center, Desert Oasis Aquatic Center, Hamilton Aquatic Center, Mesquite Groves Aquatic Center, and the Nozomi Aquatic Center. Improvements include equipment replacements, lighting upgrades, play structure slide replacement, filter sand replacement, interior/exterior painting, and AV system upgrades. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $1,204,000 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: Ongoing capital acquisition FY 2025-26 Funding: $94,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 463 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Winn Park Site (6PR647) Description: Funding is allocated for the construction of a new 3-acre neighborhood park. Project Type: Capital construction FY 2025-26 Funding: $2,508,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $18,247 per year start in FY 2026-27. Folley Park and Pool Renovation (6PR650) Description: Funding is allocated for the design of the Folley Park and Pool renovation. Project Type: Capital construction FY 2025-26 Funding: $2,441,000 Funding Source: Parks General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Aging Park Landscaping Revitalization (6PR654) Description: Funding is allocated to replenish granite gravel, trees, and shrubs in existing parks. Project Type: Ongoing capital improvements FY 2025-26 Funding: $500,000 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 2025-26 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. Parks Maintenance Equipment Replacement (6PR660) Description: Funding is allocated for the replacement of a skid steer tractor and three sports field carts. Project Type: One-time capital acquisition FY 2025-26 Funding: $126,000 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 2025-26 Funding: $1,600,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 464 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Traffic Signal Additions (6DS322) Description: Funding is allocated for the construction of traffic signal additions. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $1,200,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Traffic Management Center (6DS736) Description: Funding is allocated for equipment replacements and the construction of a new Traffic Management Center. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $6,100,000 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. 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 2025-26 Funding: $8,600,000 Funding Source: General Government Capital Projects Solid Waste Operating Wastewater Operating Water Operating Impact on Operating Budget: Ongoing O&M expenses of $1,750,000 per year start in FY 2025-26. 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 2025-26 Funding: $518,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $39,302 per year start in FY 2024-25. Public Safety – Fire Fire Emergency Vehicles Replacements (6FI641) Description: Funding is allocated for the replacement of one low acuity vehicle. Project Type: One-time capital acquisition FY 2025-26 Funding: $175,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 465 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Ambulance Emergency Vehicles (6FI662) Description: Funding is allocated for the purchase of four new ambulances. Project Type: One-time capital acquisition FY 2025-26 Funding: $1,904,000 Funding Source: Ambulance Services Impact on Operating Budget: Ongoing O&M expenses of $94,982 per year start in FY 2026-27. Public Safety – Police Forensic Services Facility (6PD652) Description: Funding is allocated to purchase a generator as well as other long lead items for the Forensic Services Facility. Project Type: Capital construction FY 2025-26 Funding: $3,000,000 Funding Source: Impact on Operating Budget: Public Safety General Obligation Bonds - Police Ongoing O&M expenses of $1,097,178 per year start in FY 2027-28. Police Main Station Renovations (6PD653) Description: Funding is allocated for the replacement of 300 task chairs that will provide ergonomic support for personnel. Project Type: One-time capital equipment FY 2025-26 Funding: $178,500 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Body Worn Cameras (6PD658) Description: Funding is allocated for the replacement of body worn cameras (first year of three-year payment cycle). Project Type: One-time capital replacement FY 2025-26 Funding: $1,000,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Property and Evidence Renovation (6PD665) Description: Funding is allocated for the design and construction for the renovation of the Property and Evidence Facility. Project Type: Capital construction FY 2025-26 Funding: $433,500 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 466 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Public Works & Utilities (Streets/Traffic) Street Repaving (6ST248) Description: 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). Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $23,190,000 Funding Source: General Government Capital Projects Highway User Revenue Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, an effective repaving program can reduce future operating costs by bringing roads to a higher quality surface requiring less 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 2025-26 Funding: $4,800,000 Funding Source: Capital Grants Streets General Obligation Bonds This project has no direct impact on the operating budget. Impact on Operating Budget: Traffic Signals 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 2025-26 Funding: $1,845,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Wall Repairs (6ST652) Description: Project Type: FY 2025-26 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. Washington Street Improvements (6ST702) Description: Funding is allocated for a study for improvements to Washington Street. Project Type: One-time study FY 2025-26 Funding: $3,008,000 Funding Source: General Government Capital Projects Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $12,500 per year start in FY 2028-29. 467 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Street Sweeper Replacements (6ST703) Description: Funding is allocated for the replacement of one street sweeper. Project Type: Ongoing capital replacements FY 2025-26 Funding: $513,700 Funding Source: Capital Grants 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 cameras at signalized intersections. Project Type: Capital construction FY 2025-26 Funding: $150,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Collector Street Improvements (6ST719) Description: Funding is allocated for improvements to collector streets including pavement, curb, gutter, sidewalk, streetlights, and utility relocations. Project Type: One-time capital maintenance and repair FY 2025-26 Funding: $3,216,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses savings of $4,100 per year start in FY 2026-27. Ray Road/Dobson Road Intersection Improvement (6ST754) Description: Funding is allocated for improvements to Ray and Dobson Road intersection. Improvements can include additional lanes, sidewalks, curb and gutter, lighting, traffic signals, storm drainage, landscaping, right-of-way acquisition, and utility relocations. Project Type: Capital construction FY 2025-26 Funding: $20,042,511 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: Ongoing O&M expenses of $1,800 per year start in FY 2026-27. Warner Road (Price Rd to Arizona Ave) (6ST774) Description: Funding is allocated for improvements to Warner Road from Price Road to Arizona Avenue. Improvements can include bike lanes, lighting, traffic signals, landscaping, storm drainage, right-of-way acquisition, and utility relocations. Project Type: Capital construction FY 2025-26 Funding: $204,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Alley Repaving (6ST775) Description: Funding is allocated to pave eight miles of alley asphalt adjacent to residential homes, apartments, and/or businesses. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $996,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 468 Table of Contents City of Chandler Capital Budget 2025-26 Adopted 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 2025-26 Funding: $2,454,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $1,500 per year start in FY 2026-27. 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. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $2,712,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M expenses of $19,844 per year start in FY 2025-26. 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 2025-26 Funding: $3,571,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Ray Road/Kyrene Road (6ST781) Description: Funding is allocated for a study for Ray and Kyrene Road intersection improvements. Project Type: One-time study FY 2025-26 Funding: $255,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Turf to Xeriscape Program (6ST787) Description: Funding is allocated to convert approximately 56 acres of turf into xeriscape areas (second year of a three year plan). Project Type: One-time capital improvement FY 2025-26 Funding: $6,263,000 Funding Source: General Government Capital Projects Impact on Operating Budget: Ongoing O&M savings of $68,000 per year start in FY 2027-28. 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 2025-26 Funding: $82,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 469 Table of Contents City of Chandler Capital Budget Unpaved Alley Program (6ST790) Description: 2025-26 Adopted Budget Funding is allocated to rehabilitate approximately 19.99 centerline miles of alley. Project Type: One-time capital improvement FY 2025-26 Funding: $6,596,889 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Large Equipment Replacement (6ST791) Description: Funding is allocated for the replacement of one streets water truck, one bucket truck, one backhoe, and one streets 10-wheel dump truck. Project Type: Ongoing capital replacements FY 2025-26 Funding: $1,100,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Price Road/Queen Creek Intersection (6ST792) Description: Funding is allocated for improvements to the intersection of Price and Queen Creek Roads.Improvements can includes striping and signal timing change, signal head, relocation of pedestrian push button as well as upgrade to audible pedestrian push button, and ADA concrete work. Project Type: One-time capital improvement FY 2025-26 Funding: $300,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating 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 2025-26 Funding: $866,000 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. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $1,220,000 Funding Source: Wastewater Bonds Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. 470 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget 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 2025-26 Funding: $453,000 Funding Source: Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Water Reclamation Facility Improvement (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 2025-26 Funding: $10,970,000 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. Reclaimed Water Infrastructure Improvement (6WW687) Description: Funding is allocated to add or rehabilitate reuse reservoirs, pumping systems, and distribution pipes. Project Type: Ongoing capital improvements FY 2025-26 Funding: $8,580,000 Funding Source: Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Emergency Fuel Station and Storage (6WW692) Description: Funding is allocated for the design of the emergency fuel station and storage. Project Type: One-time professional services FY 2025-26 Funding: $379,000 Funding Source: Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Integrated Utilities Master Plan (6WW693) Description: Funding is allocated for an integrated utilities master plan. Project Type: One-time professional services FY 2025-26 Funding: $983,000 Funding Source: Water Operating Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Santan Freeway Redundant 66-inch Sewer Line (6WW694) Description: Funding is allocated for the rehab on the 66" sewer main on Price Road from Loop 202 to south of Queen Creek Road. Project Type: One-time capital improvement FY 2025-26 Funding: $29,760,000 Funding Source: Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. 471 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Public Works & Utilities (Water) Main and Valve Replacements (6WA023) Description: Funding is allocated for replacement of water mains that are susceptible to main breaks and broken or inoperable water valves. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $5,300,000 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 2025-26 Funding: $4,430,000 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 2025-26 Funding: $3,690,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Treatment Plant Improvements (6WA210) Description: Funding is allocated for capital maintenance and required improvements to the Pecos Surface Water Treatment Plant. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $6,000,000 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 Improvement (6WA230) Description: Funding is allocated for pump, motor, and drive unit replacements at various booster stations. Project Type: Ongoing capital maintenance and repair FY 2025-26 Funding: $4,650,000 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. 472 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget 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 2025-26 Funding: $368,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, improvements will result in maintenance savings over time. Water Rights Settlement (6WA638) Description: Funding is allocated to pay the city’s share of the Water Rights Quantification Agreement with the White Mountain Apache Tribe. Project Type: One-time capital acquisition FY 2025-26 Funding: $190,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Purchases (6WA672) Description: Funding is allocated for Chandler’s share of the Bartlett Dam Modification Feasibility Study. Project Type: One-time study FY 2025-26 Funding: $54,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Quality Equipment (6WA676) Description: Funding is allocated to purchase ne Biochemical Oxygen Demand testing system. Project Type: One-time capital acquisition FY 2025-26 Funding: $63,000 Funding Source: Water Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Automatic Meter Infrastructure (AMI) (6WA677) Description: Funding is allocated for the acquisition and installation of infrastructure and software systems needed to implement the AMI system. Project Type: One-time capital acquisition FY 2025-26 Funding: $6,974,000 Funding Source: Water Operating Impact on Operating Budget: 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 professional services FY 2025-26 Funding: $2,100,000 Funding Source: Water Operating Impact on Operating Budget: This project has no direct impact on the operating budget. 473 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Heavy Equipment Replacement (6WA692) Description: Funding is allocated for the replacement of heavy equipment vehicles used by the water and wastewater divisions. Project Type: One-time capital replacement FY 2025-26 Funding: $903,000 Funding Source: Water Operating Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget. 474 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Capital Program Detail for FY 2025-26 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 2024-25 and for project funds that have not yet been expended or encumbered at the time of FY 2025-26 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 2024-25, the appropriation will be reduced in FY 2025-26. General Government/Non-Departmental - 1291 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name 6GG631 Solar Energy $ 6GG670 Courts Building WI-FI & Cabling 6GG673 Courts Customer Service Enhancements 6GG674 Sustainability Programs Unencumbered January 2025 2025-26 2025-26 New Total Appropriation Appropriation - $ 283,763 $ - $ 283,763 225,959 - 225,959 - 14,571 - - 14,571 - 15,075,000 50,000 15,125,000 Total Capital Program Budgets $ 14,571 $ 15,584,722 $ 50,000 $ 15,649,293 Non-CIP Lump Sum Contingency $ - $ - $ 450,000 $ 450,000 Total Capital Program Budgets $ 14,571 $ 15,584,722 $ 500,000 $ 16,099,293 General Government Capital Projects $ 14,571 $ 15,584,722 $ 500,000 $ 16,099,293 Total Capital Program Funding $ 14,571 $ 15,584,722 $ 500,000 $ 16,099,293 Fund 401 Building and Facilities Capital - 3210 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders $ Unencumbered January 2025 2,088,625 $ 2025-26 2025-26 New Total Appropriation Appropriation 6BF628 Existing City Building Renovations/Repairs 6BF658 Facility & Parks Asphalt Maintenance 13,677 3,953,791 $ - 4,400,000 $ - 10,442,416 13,677 6BF659 Building Security Cameras 256,950 211,793 - 468,743 6BF665 Energy Management System Upgrades 70,994 - - 70,994 6BF669 Facility Key & Security Management System 11,032 - - 11,032 6BF670 Space Utilization Improvements 228,075 905,590 - 1,133,665 6BF672 Buildings Security Enhancements 6BF673 Boys & Girls Club Tenant Improvement - 120,000 402,000 522,000 91,836 1,179,415 - 1,271,251 Total Capital Program Budgets $ 2,761,189 $ 6,370,589 $ 4,802,000 $ 13,933,778 401 General Government Capital Projects $ 1,677,914 $ 2,930,707 $ 2,282,000 $ 6,890,621 417 Capital Grants 265,500 934,500 800,000 2,000,000 441 Public Facility Bonds 632,029 2,293,589 1,720,000 4,645,618 605 Water Operating 30,963 69,037 - 100,000 635 Airport Operating Enterprise 116,244 142,756 - 259,000 741 Medical Self Insurance 38,539 - - 38,539 Fund Total Capital Program Funding $ 475 2,761,189 $ 6,370,589 $ 4,802,000 $ 13,933,778 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Economic Development Capital - 1550 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name 6GG620 Infill Incentive Plan 6GG676 Monument Sign Maintenance $ Unencumbered January 2025 - $ 2025-26 2025-26 New Total Appropriation Appropriation 2,056,208 $ - - - $ 2,056,208 325,000 325,000 Total Capital Program Budgets $ - $ 2,056,208 $ 325,000 $ 2,381,208 General Government Capital Projects $ - $ 2,056,208 $ 325,000 $ 2,381,208 Total Capital Program Funding $ - $ 2,056,208 $ 325,000 $ 2,381,208 Fund 401 Transportation Policy Capital - 3060 Carryforward Appropriation Program # Program Name 6TP015 Bus Pullouts and Bus Stops 6TP707 Americans with Disabilities Act (ADA) Upgrades 6TP750 Frye Road Protected Bike Lanes 6TP752 2025-26 2025-26 Encumbered Unencumbered New Total Purchase Orders January 2025 Appropriation Appropriation $ 185,000 $ 721,781 141,156 5,066 $ 1,564,754 600,000 2,305,910 12,583,693 5,077,561 - 17,661,254 Ashley Trail/Paseo Trail Connection 15,323 1,020,255 - 1,035,578 6TP767 Kyrene Branch and Highline Canal Shared Use Paths 169,845 2,302,839 - 2,472,684 6TP771 Bike Lane and Path Improvements - 304,690 270,000 574,690 6TP772 Paseo Trail Crossing Improvements - 529,000 1,520,000 2,049,000 6TP774 Sidewalk Gap Construction - Total Capital Program Budgets $ 216 Local Transportation Assistance (LTAF) $ 401 General Government Capital Projects 411 Streets General Obligation Bonds 417 Capital Grants 12,915,083 $ 531,715 $ 11,330,814 $ 150,000 2,725,000 $ 150,000 26,970,897 Fund Total Capital Program Funding $ 476 5,066 $ 400,000 $ 185,000 $ 188,684 5,160,014 2,540,000 590,066 7,888,698 771,973 3,093,083 - 3,865,056 11,949,360 2,677,717 - 14,627,077 12,915,083 $ 11,330,814 $ 2,725,000 $ 26,970,897 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Airport Capital - 4110 Carryforward Appropriation Program # 2025-26 2025-26 Encumbered Unencumbered New Total Purchase Orders January 2025 Appropriation Appropriation Program Name 6AI238 Taxiway B Construction 6AI661 AWOS Replacement 6AI728 Airfield Lighting Improve/Runway 4L/22R 6AI734 $ - $ 2,009,148 123,890 21,733 $ 1,987,415 $ - - 123,890 - - 231,820 231,820 Hanger Electrical Rewiring 5,452 - - 5,452 6AI735 Runway 4R/22L Extension Community Impact Study 97,990 249,757 525,589 873,336 6AI736 Annual Pavement Maintenance Management 6,001 800,531 318,700 1,125,232 6AI737 Rehabilitate Runway 4R/22L Pavement 11,801 966,787 4,638,800 5,617,388 6AI738 Rehabilitate Armory Apron Pavement - - 1,257,410 1,257,410 6AI743 North Terminal Reconstruction Phase II - - 283,323 283,323 6AI746 Airport Fuel Tank Relocation - 511,036 - 511,036 6AI753 Install REILS Runway 4L-22R 81,840 4,492,897 - 257,810 6AI754 Airport Strategic Business Plan Study - 125,000 - 87,725 6AI755 West Airport Facilities Upgrade 30,805 318,578 - 4,574,737 6AI756 Hangar Door Hardware and Repair 51,416 - - 125,000 6AI760 Old Heliport Redevelopment - 50,000 - 349,383 6AI767 Taxiway C Electrical and Lighting 177,687 3,831,421 - 51,416 6AI769 Hangar Maintenance Program - - - 50,000 6AI770 Hangar Area Pavement Reconstruction - - 3,276,000 7,285,108 Total Capital Program Budgets $ 610,665 $ 13,676,907 $ 10,531,642 $ 24,819,214 417 Capital Grants $ 152,512 $ 2,961,153 $ 6,669,212 $ 9,782,877 635 Airport Operating Enterprise 458,153 10,715,754 3,862,430 15,036,337 $ 610,665 $ 13,676,907 $ 10,531,642 $ 24,819,214 Fund Total Capital Program Funding Cultural Development Capital - 4320 Carryforward Appropriation Program # Program Name 6CA384 Museum 6CA551 Center For The Arts Facilities Improvements 6CA619 6CA650 6CA667 Boston Street Improvements 6CA669 Wall Street Improvements 6CA670 2025-26 2025-26 Encumbered Unencumbered New Total Purchase Orders January 2025 Appropriation Appropriation $ 725 $ 60,697 $ - $ 61,422 - 880,356 - 880,356 Downtown Redevelopment 30,510 1,055,714 600,000 1,686,224 Dr. A.J. Chandler Park 515,173 - 10,000,000 10,515,173 - 750,000 - 750,000 1,554,441 80,636 - 1,635,077 Tumbleweed Ranch 389,243 1,151,672 914,000 2,454,915 6CA671 Downtown Alley Projects 98,580 1,837,805 500,000 2,436,385 6CA672 Downtown Tree Grates & Landscaping Fencing 76,077 51,823 - 127,900 6CA673 Downtown Wayfinding Signage 83,787 108,426 - 192,213 6CA675 Downtown Parking Lots - - 634,000 634,000 6CA778 City Hall Parking Lot and Alleyway 78,575 - - 78,575 Downtown Parking 28,600 148,927 - 177,527 6GG659 Total Capital Program Budgets $ 2,855,711 $ 6,126,056 $ 12,648,000 $ 21,629,767 401 General Government Capital Projects $ 2,428,727 $ 2,936,965 $ 1,234,000 $ 6,599,692 411 Streets General Obligation Bonds 37,016 1,631,600 500,000 2,168,616 417 Capital Grant - 435,155 - 435,155 420 Park Bonds 389,243 1,061,639 10,914,000 12,364,882 435 Museum Bonds 725 60,697 - 61,422 Fund Total Capital Program Funding $ 477 2,855,711 $ 6,126,056 $ 12,648,000 $ 21,629,767 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Community Services - Parks/Recreation Capital - 4580 Carryforward Appropriation Program # Program Name 2025-26 2025-26 Encumbered Unencumbered New Total Purchase Orders January 2025 Appropriation Appropriation 6PR014 Right of Way - Landscape Improvements 6PR044 Tumbleweed Regional Park $ 10,899,391 - $ 1,232,708 - $ 752,000 $ 752,000 724,000 12,856,099 6PR049 Existing Neighborhood Park Improvements/Repairs 1,946,189 878,886 737,000 3,562,075 6PR396 Mesquite Groves Park Site Phase I 29,647 - 30,263,000 30,292,647 6PR397 Snedigar Sportsplex 107,207 704,475 - 811,682 6PR398 Mesquite Groves Park Site Phase II 29,647 2,431,286 - 2,460,933 6PR399 Mesquite Groves Park Site Phase III 29,649 2,421,040 - 2,450,689 6PR530 Existing Community Park Improvements/Repairs 622,810 4,841,146 1,437,000 6,900,956 6PR630 Existing Community/Recreation Centers Improvements/Repairs 584,711 910,820 1,204,000 2,699,531 6PR633 Veterans' Memorial 67,979 149,180 - 217,159 6PR634 Fitness Equipment 43,808 - 94,000 137,808 6PR644 Parks Centralized Irrigation System Replacement 19,897 490,996 - 510,893 6PR647 Winn Park Site - 439,000 2,508,000 2,947,000 6PR648 Library Facilities Improvements 50,931 1,225,433 - 1,276,364 6PR650 Folley Park and Pool Renovation - - 2,441,000 2,441,000 6PR651 Tumbleweed Multi-Gen Expansion 4,143,672 3,925,892 - 8,069,564 6PR653 Gazelle Meadows Park 5,547,345 5,060 - 5,552,405 6PR654 Aging Park Landscaping Revitalization 4,200 1,131,948 500,000 1,636,148 6PR655 Existing Athletic Field Improvements/Repairs 123,521 2,512,663 500,000 3,136,184 6PR658 Book/Tech Mobile Library Branch 634,519 - - 634,519 6PR660 Parks Maintenance Equipment Replacement 177,090 121,398 126,000 424,488 Total Capital Program Budgets $ 25,062,213 $ 23,421,931 $ 41,286,000 $ 89,770,144 401 General Government Capital Projects $ 7,177,151 $ 6,650,968 $ 417 Capital Grants 500,000 - - 500,000 420 Park Bonds 17,169,965 15,545,530 5,819,000 38,534,495 427 Parks SE Impact Fee 29,647 - 30,263,000 30,292,647 430 Library Bonds 50,931 1,225,433 - 1,276,364 836 Library Trust - - 134,519 Fund Total Capital Program Funding 134,519 $ 478 25,062,213 $ 5,204,000 $ 19,032,119 23,421,931 $ 41,286,000 $ 89,770,144 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Development Services Capital - 1560 Carryforward Appropriation Program # Program Name 6DS099 Citywide Fiber Upgrades 6DS322 Traffic Signal Additions 6DS736 Traffic Management Center 2025-26 2025-26 Encumbered Unencumbered New Total Purchase Orders January 2025 Appropriation Appropriation $ 2,246,191 $ 4,676,239 $ 1,600,000 $ 8,522,430 269,387 2,717,212 1,200,000 4,186,599 123 Total Capital Program Budgets $ 401 General Government Capital Projects $ 411 Streets General Obligation Bonds 417 Capital Grants 441 Public Facility General Obligation Bonds 651,486 6,100,000 6,751,609 2,515,701 $ 8,044,937 $ 8,900,000 $ 19,460,638 2,900,000 $ 10,146,364 Fund Total Capital Program Funding $ 479 354,373 $ 6,891,991 $ 253,419 897,936 - 1,151,355 1,907,909 25,010 - 1,932,919 - 230,000 6,000,000 6,230,000 8,044,937 $ 8,900,000 $ 19,460,638 2,515,701 $ Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Information Technology Projects Capital - 1285 Carryforward Appropriation Program # Program Name 2025-26 2025-26 Encumbered Unencumbered New Total Purchase Orders January 2025 Appropriation Appropriation 6GG617 Information Technology Project Program 6IC046 EDMS Upgrade $ 124,100 - $ 79,154 - $ 8,600,000 $ - 8,600,000 203,254 6IC088 Project Management Consultants 786,137 - - 786,137 6IC102 Fleet Management System 107,052 77,278 - 184,330 6IC103 Electronic Agenda Management 16,418 14,697 - 31,115 6IC112 Utility Billing Replatform 2,292,578 1,503,939 - 3,796,517 6IC114 Smart City Initiatives - 122,002 - 122,002 6IC117 Aquatic Equipment Room Controllers - 240 - 240 6IC121 Budget Replacement Software 2,914 10,000 - 12,914 6IC125 Position Control (Implementation) 1,000 - - 1,000 6IC127 Citywide Multi-Factor Authentication 21,547 857,278 - 878,825 6IC128 Benefits Administration Solution 367,095 - - 367,095 6IC131 Enterprise Resource Planning Analysis 3,282 - - 3,282 6IC132 Airport Control Tower Internet Access 234 - - 234 6IC134 Airfield Wi-Fi Emitters - 50,000 - 50,000 6IC135 Online Event Application & Management - 120,000 - 120,000 6IC136 DEI Assessment for Supporting Technology - 350,000 - 350,000 6IC138 Automate ITUP Intake Form - 92,609 - 92,609 6IC141 ERP Replacement 469,820 6,549,594 - 7,019,414 6IC142 Risk Master Upgrade/Replacement 15,220 82,839 - 98,059 6IC143 Activenet Pin Pad Security 3,646 6,696 - 10,342 6IC144 Permit Solution SAAS Migration (Accela) 833,106 29,867 - 862,973 6IC145 Instant Language Assistant (ILA) - 147,000 - 147,000 6IC146 Enterprise Program Management - 250,000 - 250,000 6IC147 Courts CIJIS Solution Analysis - 454,000 - 454,000 6IC151 General Plan Update Lidar Data in the Technology Portfolio 59,586 - - 59,586 000000 ITOC Contingency - 1,167,255 - 1,167,255 Total Capital Program Budgets $ 401 General Government Capital Projects $ 605 Water Operating 615 625 5,103,735 $ 11,964,448 $ 8,600,000 $ 25,668,183 Fund 2,811,157 $ 10,419,744 $ 7,638,000 $ 20,868,901 1,042,921 392,562 432,900 1,868,383 Wastewater Operating 772,697 753,025 317,460 1,843,182 Solid Waste Operating 476,960 399,117 211,640 1,087,717 5,103,735 $ 11,964,448 $ 8,600,000 $ 25,668,183 Total Capital Program Funding $ 480 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Information Technology Capital - 1287 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name 6IT082 Voice and Data Convergence 6IT093 Microsoft Office 365 6IT095 6IT097 $ 2025-26 New Appropriation Unencumbered January 2025 - $ 2025-26 Total Appropriation 88,982 $ - $ 88,982 238,157 896,948 - 1,135,105 Infrastructure Monitoring System - 62,296 - 62,296 Citywide Technology Infrastructure - 75,483 - 75,483 6IT098 Microsoft (SQL) Server Upgrade - 14,115 - 14,115 6IT100 Mobility Pilot - 215,193 - 215,193 6IT102 Wi-Fi Access Points 1,028,857 139,624 518,000 1,686,481 6IT104 Collaborative Mobility 942,830 43,608 - 986,438 6IT105 Inventory Control And Compliance - 180,000 - 180,000 6IT106 Interface Replacement - 300,000 - 300,000 6IT111 Vulnerability Scanner for Water/Wastewater ICS/SCADA - 62,000 - 62,000 Total Capital Program Budgets $ 2,209,844 $ 2,078,249 $ 518,000 $ 4,806,093 401 General Government Capital Projects $ 1,835,698 $ 1,998,893 $ 518,000 $ 4,352,591 605 Water Operating 161,205 31,000 - 192,205 615 Wastewater Operating 143,853 33,000 - 176,853 625 Solid Waste Operating 69,088 - - 69,088 635 Airport Operating Enterprise Fund - Total Capital Program Funding $ 15,356 2,209,844 $ - 2,078,249 $ 15,356 518,000 $ 4,806,093 Housing and Redevelopment Capital - 4651 Carryforward Appropriation Program # 6NR001 Program Name Encumbered Purchase Orders Unencumbered January 2025 2025-26 New Appropriation 2025-26 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 236 481 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Fire Department Capital - 2250 Carryforward Appropriation Program # Encumbered Purchase Orders Program Name $ 2025-26 New Appropriation Unencumbered January 2025 4,541,227 $ 1,021,485 $ 2025-26 Total Appropriation 6FI641 Fire Emergency Vehicles Replacements 6FI643 Dual Band Radios 5,249 - - 5,249 6FI647 Personal Protective Clothing Replacement 15,808 170,730 - 186,538 6FI649 Rebuild Fire Station #282 4,708 50,706 - 55,414 6FI657 Fire Mobile Command Vehicle - 150,000 - 150,000 6FI662 Ambulance Emergency Vehicles - - Total Capital Program Budgets $ 4,566,992 $ 1,392,921 $ 401 General Government Capital Projects $ 4,566,992 $ 1,392,921 $ 626 Ambulance Services 175,000 $ 5,737,712 1,904,000 1,904,000 2,079,000 $ 8,038,913 Fund - Total Capital Program Funding $ - 4,566,992 $ 1,392,921 $ 175,000 $ 6,134,913 1,904,000 1,904,000 2,079,000 $ 8,038,913 Police Department Capital - 2100 Carryforward Appropriation Program # Program Name 2025-26 New Appropriation Encumbered Unencumbered Purchase Orders January 2025 $ 17,030 $ 6PD606 Records Management System 6PD648 Security Camera Replacement - 246,000 - 246,000 6PD652 Forensic Services Facility - 5,253,363 3,000,000 8,253,363 6PD653 Police Main Station Renovations 23,092 326,327 178,500 527,919 6PD658 Body Worn Cameras - - 1,000,000 1,000,000 6PD659 Radio Communication Equipment 275,806 - - 275,806 6PD660 Police Emergency Vehicle Replacements 721,752 19,036 - 740,788 6PD663 Backup Dispatch Consoles and Radio Repeater - 241,200 - 241,200 6PD664 Command Central Aware Platform 251,805 64,195 - 316,000 6PD665 Property and Evidence Renovation - 684,000 433,500 1,117,500 6,834,121 $ 4,612,000 $ 12,735,606 Total Capital Program Budgets $ 1,289,485 $ 401 General Government Capital Projects $ 1,289,485 $ 460 Public Safety Bonds - Police - $ 2025-26 Total Appropriation - $ 17,030 Fund Total Capital Program Funding $ 1,289,485 $ 1,365,224 $ 1,612,000 $ 4,266,709 5,468,897 3,000,000 8,468,897 6,834,121 $ 4,612,000 $ 12,735,606 Public Works & Utilities - Streets/Traffic Capital - 3310 Carryforward Appropriation Program # Program Name 6ST011 Stormwater Management Master Plan 6ST014 Landscape Improvements 6ST051 Streetlight Additions/Repairs 6ST248 Street Repaving 6ST291 Encumbered Purchase Orders $ Unencumbered January 2025 560,427 $ 705,463 2025-26 New Appropriation 19,999 $ - 2025-26 Total Appropriation - $ 580,426 - 705,463 680,229 1,521,504 - 2,201,733 4,923,952 30,736,295 23,190,000 58,850,247 Miscellaneous Storm Drain Improvements 57,836 225,233 - 283,069 6ST303 Street Construction - Various Improvements 228,387 2,838,325 4,800,000 7,866,712 6ST322 Traffic Signals Improvements and Repairs 730,114 753,758 1,845,000 3,328,872 6ST652 Wall Repairs - - 95,000 95,000 6ST661 Detroit Basin Storm Drain Improvements 386,729 2,294,891 - 2,681,620 6ST675 Cooper Road (Queen Creek Rd to Riggs Rd) 6ST692 Chandler Heights Road 6ST693 Lindsay Road (Ocotillo Rd to Hunt Hwy) 6ST702 Washington Street Improvements - 179,650 - 179,650 16,620,688 2,602,078 - 19,222,766 298,240 31,272,900 - 31,571,140 - 398,039 3,008,000 3,406,039 482 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Public Works & Utilities - Streets/Traffic Capital - 3310 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders Unencumbered January 2025 2025-26 New Appropriation 2025-26 Total Appropriation 6ST703 Street Sweeper Replacements - 477,828 513,700 991,528 6ST714 Signal Detection Cameras 106,279 615,232 150,000 871,511 6ST715 6ST719 Bucket Truck Replacements Collector Street Improvements 272,495 94,123 8,206 2,556,746 3,216,000 280,701 5,866,869 6ST737 Kyrene Road (Chandler Boulevard to Santan 202) - - 4,288,000 4,288,000 6ST743 Collector St Improvements - Armstrong Way (Hamilton St Improvements) - 379,615 - 379,615 6ST746 Alma School Road (Pecos Rd to Germann Rd) - 25,613 - 25,613 6ST747 Alma School Road (Germann Rd to Queen Creek Rd) 386,515 649,120 6,806,000 7,841,635 6ST754 Ray Road/Dobson Road Intersection Improvement 596,395 1,404,526 20,042,511 22,043,432 6ST755 Hamilton Street (Appleby Dr to Carob Dr) 3,540,885 2,092,489 - 5,633,374 6ST765 Cooper Road/Insight Loop Extension 226,691 12,755,663 - 12,982,354 6ST773 Boston Street Improvements 133,628 365,976 - 499,604 6ST774 Warner Road (Price Rd to Arizona Ave) - - 204,000 204,000 6ST775 Alley Repaving 1,253,493 - 996,000 2,249,493 6ST776 Union Pacific Railroad/Willis Road Improvements 51,450 62,301 2,454,000 2,567,751 6ST777 City Owned Parking Lot Maintenance and Resurfacing Program 6ST779 Delaware Street Parking Lot 6ST781 Ray Road/Kyrene Road 6ST786 6ST787 6ST788 Railroad Quiet Zone Crossing Improvements 39,129 383,413 82,000 504,542 6ST790 Unpaved Alley Program 496,113 401,665 6,596,889 7,494,667 6ST791 Large Equipment Replacement 667,464 143,712 1,100,000 1,911,176 6ST792 Price Road/Queen Creek Intersection - - 300,000 300,000 - 2,843,697 2,712,000 5,555,697 32,002 - 3,571,000 3,603,002 - - 255,000 255,000 Arizona Avenue/Warner Road Intersection 154,844 1,318,008 - 1,472,852 Turf to Xeriscape Program 220,307 9,344,386 6,263,000 15,827,693 Total Capital Program Budgets $ 33,463,878 $ 108,801,069 $ 92,488,100 $ 234,753,047 215 Highway User Revenue (HURF) $ 401 General Government Capital Projects 1,407,506 $ 9,784,089 $ 16,000,000 $ 27,191,595 6,035,247 24,694,303 17,300,700 411 Streets General Obligation Bonds 7,161,865 48,030,250 35,580,599 48,757,838 91,500,302 412 Storm Sewer General Obligation Bonds 415 Arterial Street Impact Fees 122,318 319,963 - 442,281 6,348,359 31,376,801 - 37,725,160 417 Capital Grants Fund Total Capital Program Funding $ 12,388,583 7,045,314 10,429,562 29,863,459 33,463,878 $ 108,801,069 $ 92,488,100 $ 234,753,047 483 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Public Works & Utilities - Solid Waste Capital - 3710 Carryforward Appropriation Program # Program Name 6SW100 Solid Waste Services Improvements 6SW497 Paseo Recreation Area Improvements Encumbered Purchase Orders $ Unencumbered January 2025 2,078,067 $ 2025-26 New Appropriation - $ 2025-26 Total Appropriation - $ 2,078,067 36,195 538,805 - 575,000 Total Capital Program Budgets $ 2,114,262 $ 538,805 $ - $ 2,653,067 Solid Waste Operating $ 2,114,262 $ 538,805 $ - $ 2,653,067 Total Capital Program Funding $ 2,114,262 $ 538,805 $ - $ 2,653,067 Fund 625 Public Works & Utilities - Wastewater Capital - 3910 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders $ Unencumbered January 2025 131,711 $ 2025-26 New Appropriation 567,788 $ 2025-26 Total Appropriation 6WW192 Effluent Reuse - Transmission Mains 6WW196 Collection System Facility Improvements 7,174,114 3,000,000 866,000 - $ 11,040,114 699,499 6WW266 Sewer Assessment and Rehabilitation 41,933,741 2,573,319 1,220,000 45,727,060 6WW332 Wastewater System Upgrades with Street Projects 1,421,232 41,908 453,000 1,916,140 6WW621 Water Reclamation Facility Improvement 6,892,737 24,858,713 10,970,000 42,721,450 6WW685 Supervisory Control and Data Acquisitions 44,477 - - 44,477 6WW686 Intel Ocotillo Brine Reduction Facility Improvements 353,137 1,703,667 - 2,056,804 6WW687 Reclaimed Water Infrastructure Improvement 75,000 - 8,580,000 8,655,000 6WW689 Reclaimed Water Interconnect Facility 2,921,715 29,385,596 - 32,307,311 6WW690 Airport Water Reclamation/Ocotillo Water Reclamation Facility Conveyance 17,823,337 - - 17,823,337 6WW694 Santan Freeway Redundant 66-inch Sewer Line 1,003,500 9,846,500 29,760,000 40,610,000 79,774,701 $ 71,977,491 $ 53,211,000 $ 204,963,192 - $ 491,500 $ Total Capital Program Budgets $ 605 Water Operating $ 610 Reclaimed Water SDF 109,200 71,603 - 180,803 611 Wastewater Bonds 34,568,527 20,554,511 50,380,000 105,503,038 615 Wastewater Operating 44,729,160 49,647,710 2,339,500 96,716,370 616 Wastewater Industrial Process Treatment Fund Total Capital Program Funding $ 14,677 $ 353,137 1,703,667 79,774,701 $ 71,977,491 $ 484 53,211,000 $ 506,177 2,056,804 204,963,192 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Public Works & Utilities - Water Capital - 3820 Carryforward Appropriation Program # Program Name Encumbered Purchase Orders $ Unencumbered January 2025 2025-26 New Appropriation 2025-26 Total Appropriation 6WA023 Main and Valve Replacements 2,508,405 $ 13,491,595 $ 5,300,000 $ 21,300,000 6WA034 Well Construction/Rehabilitation 644,445 2,336,795 4,430,000 7,411,240 6WA110 Water System Upgrades with Street Projects 562,468 762,197 3,690,000 5,014,665 6WA210 Water Treatment Plant Improvements 24,937,982 11,760,009 6,000,000 42,697,991 6WA230 Water Production Facility Improvement 5,199,342 309,506 4,650,000 10,158,848 6WA334 Joint Water Treatment Plant 475,395 2,994,349 368,000 3,837,744 6WA638 Water Rights Settlement - 14,955,195 190,000 15,145,195 6WA672 Water Purchases 6WA673 Water Meter Replacements 6WA676 Water Quality Equipment 6WA677 Automatic Meter Infrastructure (AMI) 6WA678 Valve Exercising Equipment 6WA679 Water Acquisitions 6WA689 Water Quality Compliance Program 6WA690 Utility Emergency Operations Center 6WA691 Utility Building Improvements 6WA692 Heavy Equipment Replacement 6WA694 Pecos Redundant 48-inch Transmission Main - 109,000 54,000 163,000 150,578 - - 150,578 - 467,000 63,000 530,000 11,433,766 531,044 6,974,000 18,938,810 227,048 - - 227,048 - 3,959,497 - 3,959,497 291,136 68,799 2,100,000 2,459,935 - 1,061,000 - 1,061,000 11,420 5,421 - 16,841 - - 903,000 903,000 98,363 - - 98,363 Total Capital Program Budgets $ 46,540,348 $ 52,811,407 $ 34,722,000 $ 134,073,755 417 Capital Grants $ 1,004,329 $ - $ - $ 1,004,329 601 Water Bonds 603 Water System Development Fees 605 Water Operating 615 Wastewater Operating Fund Total Capital Program Funding 33,018,825 31,583,248 19,752,000 360,197 2,336,795 - 2,696,992 12,156,997 18,464,125 14,320,000 44,941,122 $ 46,540,348 $ 485 84,354,073 427,239 650,000 1,077,239 52,811,407 $ 34,722,000 $ 134,073,755 Table of Contents City of Chandler Capital Budget 2025-26 Adopted Budget Capital Replacement Budget by Department Another category of the capital budget is the capital replacement funds. These include: the Equipment Replacement Fund, which allows for ongoing replacement of citywide operating equipment; the Technology Replacement Fund, used for ongoing replacement of personal computers and other technology equipment; and the Vehicle Replacement Fund, which allows for the ongoing replacement of citywide operating fleet vehicles. These funds are managed by the Management Services Department with cost centers making annual ongoing and/or one-time transfers from operating budgets to replenish the funds. Department 2021-22 Actual Expenditures 2022-23 Actual Expenditures 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget General Government: Airport - $ - $ - $ 72,500 $ 72,500 $ 5,204 $ - Center for the Arts $ - - - 60,000 60,000 - - Downtown Redevelopment - - - 24,000 24,000 21,439 - Print, Mail, and Graphics - - - 64,100 64,100 51,542 - Buildings & Facilities - 97,303 107,120 109,300 140,745 31,445 - Fleet - - - 11,000 11,000 8,183 - Law - - - 24,800 24,800 24,680 - 26,578 4,549 - - - - - $ 26,578 $ 101,853 $ $ - $ 42,066 $ - 106,073 Transportation Policy Total General Government 107,120 $ 365,700 $ 397,145 $ 142,493 $ - Community Services Aquatics Parks Maintenance and Operations Recreation Total Community Services $ - $ 81,291 94,700 $ 94,700 $ - $ - 336,100 336,100 - - - - - - $ - - 29,200 37,719 - $ 177,339 $ 119,010 $ 430,800 $ - - $ 33,759 $ - $ 430,800 $ Development Services Planning $ Building Safety 26,922 Transportation Engineering - $ - $ - 33,200 - - - 65,100 - - - 50,000 50,000 - 65,589 35,796 - - - - $ 92,512 $ 137,073 $ 33,200 $ 50,000 $ 50,000 $ - $ $ - $ - $ Engineering Total Development Services - $ 67,518 65,100 Information Technology IT Service Delivery Mgmt & Admin - $ 39,800 $ 39,800 $ 31,790 $ - - 27,383 - - - - - $ - $ 27,383 $ - $ $ - $ - $ 54,145 $ - - - 44,300 4,785,500 IT Infrastructure & Client Support Total Information Technology 39,800 $ 39,800 $ 31,790 $ - Management Services Central Supply Environmental Management Non-Departmental - $ - $ 44,300 - $ - - - 1,010,097 2,358,927 4,806,415 $ 1,010,097 $ 2,358,927 $ 4,860,560 $ 4,829,800 $ Community Development $ - $ - $ - $ Total Neighborhood Resources $ - $ - $ - $ Administration $ - $ - $ 83,806 $ 333,900 $ 402,542 $ 129,360 $ 154,700 Total Public Safety - Fire $ - $ - $ 83,806 $ 333,900 $ 402,542 $ 129,360 $ 154,700 3,461,259 $ 4,016,080 $ 6,007,399 $ 2,270,232 $ 4,061,800 Total Management Services 4,873,484 4,873,468 7,155,898 4,917,784 $ 4,873,468 $ 7,155,898 - $ - $ - $ 42,400 - $ - $ - $ 42,400 Neighborhood Resources Public Safety - Fire Public Safety - Police Field Operations $ 680,088 $ 1,077,402 $ 495,121 261,046 $ 1,175,209 $ 1,338,448 $ $ - $ 43,451 $ - $ - - - 33,148 - - - - 35,342 - 157,700 4,177 74,096 183,889 232,600 953,394 Communications Total Public Safety - Police - - 3,461,259 $ 4,016,080 $ - - - 6,007,399 $ 2,270,232 $ 4,061,800 482,189 $ 183,277 $ 255,000 189,081 94,540 130,000 - - - 343,908 186,208 - 560,057 153,300 Public Works & Utilities Streets Traffic Engineering Utilities Administration Solid Waste Division Water Division Wastewater Division 28,459 1,960 345,805 Total Public Works & Utilities $ 65,784 $ 154,850 $ 529,694 $ Grand Total $ 2,370,180 $ 4,295,871 $ 486 300,200 $ - 690,500 $ 220,519 132,969 2,189,091 $ 1,157,051 $ 9,194,649 $ 10,756,580 $ 14,434,561 $ 538,300 8,604,394 $ 12,018,198 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 2025-26 Adopted Budget Bonded Debt Obligations Chandler has experienced significant growth over the last 35 years. In 2025, the Planning Division estimates a population of 289,787. This growth created demand for infrastructure and capital projects. Residents 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 GOB, revenue bonds, and Excise Tax Revenue Obligations (ETRO), 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 (ETRO) AAA* Aaa* 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 residents. 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 $272.7 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 bond sales the remaining authorization is $115 million as shown in the table on the next page. A recent Resident Bond Exploratory Committee recommendation resulted in Council calling a Bond Election in Fall 2025 to ask the voters for additional authorization in the amount of $475,000,000 which will support the bond funded projects in the adopted 10-year CIP. This additional authorization will fund programs in Parks and Recreation ($158M), Public Safety Fire ($88M), Public Safety Police ($46M), and Streets ($183M) The City most recently sold $117,415,000 in GO bonds and $71,955,000 in Excise Tax Revenue Obligation bonds during FY 2023-24 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 2025-26 as indicated in the summary on the next page. 488 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Voter Authorization Summary Type of Voter Approved Debt Parks/Recreation Available Authorization $ Anticipated Bond Sales in FY 2025-26 52,130,000 $ Total Remaining Authorization 52,130,000 $ - Library 3,680,000 - 3,680,000 Public Buildings 41,010,000 10,980,000 30,030,000 Streets 98,681,000 85,000,000 13,681,000 624,000 145,000 479,000 Public Safety - Fire 15,181,000 - 15,181,000 Public Safety - Police 55,340,000 8,340,000 47,000,000 Airport 494,000 - 494,000 Landfill 4,935,000 - 4,935,000 Stormwater Total $ 272,075,000 $ 156,595,000 $ 115,480,000 $ - $ 76,200,000 $ - - 81,900,000 - - $ 158,100,000 $ - 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 2025-26 is as shown: Coverage Required (Mandated or Goal) Projected end of 2025-26 Coverage Met? Available Operating Revenue/Debt Service Goal: 1.2x 4.48x Yes Available Operating Revenue/Debt Service Mandated: 3.0x 10.19x Yes Type of Debt Coverage Basis Water/Wastewater GO Bonds ETRO Bonds 489 Table of Contents City of Chandler Bonded Debt 2025-26 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 $5,777,199 $5,624,576 $5,184,727 $5,546,508 $4,138,369 $4,443,883 $4,686,598 $4,873,105 $4,889,679 $5,133,161 $5,149,387 $2,671,254 $2,822,045 $2,973,780 $3,122,532 $3,220,539 $3,318,215 $3,417,934 $3,519,845 2024-25 Estimated $2,523,158 0 $2,375,056 2,000,000 $2,033,510 4,000,000 2025-26 Adopted 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 Assumes no change to secondary tax rate ($0.87) and 0.40% growth in Limited Property Values in FY 2025-26 then increased to 4.0% growth for the remaining years FY2026-27 through FY2034-35 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. 490 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Debt Service – Cost Center 7500 Description 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Adjusted Budget General Purpose GO Bonds $ 2024-25 Estimated Expenditures 2025-26 Adopted Budget % Change Adopted to Adopted 40,842,543 $ 46,627,598 $ 46,627,598 $ 46,627,598 $ 45,341,038 -2.76 % Water GO Bonds 7,301,716 7,008,827 7,008,827 7,008,827 6,807,777 -2.87 % Wastewater GO Bonds 3,880,162 4,135,568 4,135,568 4,135,568 4,096,946 -0.93 % - 3,057,258 0.00 % 0.00 % Water Revenue Obligations Wastewater Revenue Obligations - - - - 3,285,951 21,145,584 23,345,331 23,345,331 23,338,215 24,695,469 5.78 % 73,170,005 $ 81,117,324 $ 81,117,324 $ 81,110,208 $ 87,284,439 7.60% General Debt Service Fund 40,842,543 46,627,598 46,627,598 46,627,598 45,341,038 Water Operating 14,196,681 15,469,937 15,469,937 15,479,698 20,366,027 Wastewater Operating 18,130,781 19,019,789 19,019,789 19,002,912 21,577,374 73,170,005 $ 81,117,324 $ 81,117,324 $ 81,110,208 $ 87,284,439 Excise Tax Revenue Obligations Total Cost Center - 7500 Grand Total $ $ The FY 2025-26 budget provides $87,284,439 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) 57% 52% 29% 14% 12% 4% 0% General Purpose GOB’s 28% Water / WW GOB’s 0% Water Rev Obligations 2024-25 Adopted Budget 4% Wastewater Revenue Obligations Excise Tax Obligations 2025-26 Adopted Budget 491 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget General Obligation Bond Capacity Available GO bonds are used to finance a variety of public projects and require voter approval. These bonds are backed by the full faith and credit of the City and are secured by the ad valorem taxing power of the City. Limitations for bonding capacity are set by State statute. Under the Arizona Constitution Article IX, section 8, cities may issue GO bonds for streets and transportation facilities, public safety, law enforcement, fire and emergency services facilities, water, wastewater, artificial light, acquisition and development of land for open space preserves, parks, playgrounds, and recreation facilities, up to an amount not exceeding 20% of secondary assessed value. Cities may also issue GO bonds for all other general purposes (e.g. airport, library, and museum) not included in the 20% debt margin category up to an amount not exceeding 6% of the secondary assessed value. The City’s available bonding capacity for FY 2025-26 is based on the 2025 Net Assessed Full Cash Property Valuation as shown below: 20% 2025 Net Assessed Full Cash Value $ 6,969,158,207 $ 6,969,158,207 1,393,831,641 418,149,492 Outstanding Bonded Debt Previously Issued (201,334,400) (6,555,600) 1 (15,601,623) (398,354) Legal Bond Limit Less: Excess Premium Bonding Capacity Available $ Percent of Capacity Available 1 6% 1,176,895,618 $ 84% 411,195,538 98% 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). 492 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Summary of Outstanding Bonds by Type Type of Issue Principal Bond Amount % Total General Obligation Bonds (Combined) 6% Capacity $ 20% Capacity 6,555,600 201,334,400 Total General Obligation Bonds $ Excise Tax Revenue Obligations Total $ 207,890,000 47.92% 225,970,000 52.08% 433,860,000 100.00% GO Bonds Capacity Breakdown 3.15% Excise Tax Revenue Obligations 52.08% 6% Capacity GO Bonds 47.92% 96.85% 20% Capacity Total Principle Bond Percentage 493 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Schedule of Total Outstanding Debt Original Issue Outstanding 7/1/2025 2025-26 Principal Interest Payment General Obligation Bonds General & Enterprise Funds: Refunding Series 2016 $ 39,050,000 $ 31,675,000 $ 7,560,000 $ 1,432,550 $ 8,992,550 Series 2017 58,740,000 26,490,000 3,375,000 786,760 4,161,760 Series 2019 30,400,000 20,375,000 2,100,000 655,625 2,755,625 Series 2021 31,295,000 750,000 250,000 37,500 287,500 Refunding Series 2021 48,205,000 44,560,000 18,450,000 710,408 19,160,408 $ 314,105,000 $ 207,890,000 $ 44,460,000 $ 7,824,843 $ 52,284,843 $ 66,660,000 $ 43,235,000 $ 2,240,000 $ 1,304,075 $ 3,544,075 Refunding Series 2016 19,510,000 8,630,000 2,710,000 431,500 3,141,500 Series 2017 36,220,000 28,550,000 1,300,000 1,051,900 2,351,900 Series 2019 13,000,000 5,140,000 1,645,000 257,000 1,902,000 Refunding Series 2021 85,460,000 75,915,000 5,890,000 1,515,994 7,405,994 Total General Obligation Bonds * Excise Tax Revenue Obligations: Enterprise Funds: Series 2015 Total Excise Tax Revenue Obligations $ 285,805,000 $ 225,970,000 $ 16,910,000 $ 7,785,469 $ 24,695,469 Total Bonded Debt & Obligations $ 599,910,000 $ 433,860,000 $ 61,370,000 $ 15,610,312 $ 76,980,312 1 1 * 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. 494 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget The following pages present breakdowns of the principal and interest payments for all City bond issues outstanding as of June 30, 2026. Annual Bond Obligation for All 1 Existing Bonds and Obligations 2 Maturity Date Bonds Payable July 1, 2026 $ 61,370,000 $ 15,610,312 $ 76,980,312 52,095,000 13,674,003 65,769,003 July 1, 2028 62,125,000 11,356,038 73,481,038 July 1, 2029 36,485,000 9,445,983 45,930,983 July 1, 2030 39,345,000 8,218,198 47,563,198 July 1, 2031 37,925,000 6,831,580 44,756,580 July 1, 2032 37,215,000 5,533,853 42,748,853 July 1, 2033 33,675,000 4,298,201 37,973,201 July 1, 2034 26,710,000 3,138,125 29,848,125 July 1, 2035 17,925,000 2,021,650 19,946,650 July 1, 2036 10,030,000 1,340,000 11,370,000 July 1, 2037 9,685,000 892,500 10,577,500 July 1, 2038 9,275,000 463,750 9,738,750 $ 433,860,000 $ 82,824,193 $ 516,684,193 Year 2 Fiscal Total July 1, 2027 TOTAL 1 Interest Payable Principal Interest Fiscal Total This Year's Requirement 2026 $ 61,370,000 $ 15,610,312 $ 76,980,312 Maximum Requirement 2026 $ 61,370,000 $ 15,610,312 $ 76,980,312 Includes General Obligation and Excise Tax Revenue Obligations. Actual payments are made one day prior to maturity date. 495 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Combined General Obligation Bonds 6% Capacity Portion Outstanding 1 Maturity Date Bonds Payable July 1, 2026 $ Interest Payable Fiscal Total 984,500 $ 256,389 $ 1,240,889 July 1, 2027 987,050 217,402 1,204,452 July 1, 2028 944,050 171,768 1,115,818 July 1, 2029 710,000 143,245 853,245 July 1, 2030 795,000 117,745 912,745 July 1, 2031 740,000 87,835 827,835 July 1, 2032 755,000 60,398 815,398 July 1, 2033 320,000 32,000 352,000 July 1, 2034 320,000 16,000 336,000 6,555,600 $ 1,102,782 $ 7,658,382 Principal Interest Fiscal Total TOTAL $ Year This Year's Requirement 2026 $ 984,500 $ 256,389 $ 1,240,889 Maximum Requirement 2026 $ 984,500 $ 256,389 $ 1,240,889 Combined General Obligation Bonds 20% Capacity Portion Outstanding 1 Maturity Date Bonds Payable July 1, 2026 $ Fiscal Total 7,568,453 $ 51,043,953 July 1, 2027 34,987,950 6,259,203 41,247,153 July 1, 2028 39,560,950 4,569,004 44,129,954 July 1, 2029 13,965,000 3,531,740 17,496,740 July 1, 2030 16,205,000 2,939,115 19,144,115 July 1, 2031 14,435,000 2,233,225 16,668,225 July 1, 2032 14,580,000 1,633,038 16,213,038 July 1, 2033 10,955,000 1,041,625 11,996,625 July 1, 2034 11,045,000 550,250 11,595,250 July 1, 2035 2,125,000 53,125 2,178,125 July 1, 2036 - TOTAL $ Year 1 Interest Payable 43,475,500 $ - - 201,334,400 $ 30,378,778 $ 231,713,178 Principal Interest Fiscal Total This Year's Requirement 2026 $ 43,475,500 $ 7,568,453 $ 51,043,953 Maximum Requirement 2026 $ 43,475,500 $ 7,568,453 $ 51,043,953 Actual payments are made one day prior to maturity date. 496 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Combined General Obligation Bonds Enterprise (20%) Supported 1 Maturity Date Bonds Payable July 1, 2026 $ Interest Payable Fiscal Total 10,096,580 $ 808,143 $ July 1, 2027 8,737,610 628,609 9,366,219 July 1, 2028 11,123,610 194,663 11,318,273 July 1, 2029 - TOTAL - 10,904,723 - $ 29,957,800 $ 1,631,415 $ 31,589,215 Principal Interest Fiscal Total This Year's Requirement 2026 Year $ 10,096,580 $ 808,143 $ 10,904,723 Maximum Requirement 2028 $ 11,123,610 $ 194,663 $ 11,318,273 Combined General Obligation Bonds Ad Valorem Supported 1 Maturity Date Bonds Payable July 1, 2026 $ Fiscal Total 34,363,420 $ 7,016,700 $ 41,380,120 July 1, 2027 27,237,390 5,847,996 33,085,386 July 1, 2028 29,381,390 4,546,109 33,927,499 July 1, 2029 14,675,000 3,674,985 18,349,985 July 1, 2030 17,000,000 3,056,860 20,056,860 July 1, 2031 15,175,000 2,321,060 17,496,060 July 1, 2032 15,335,000 1,693,435 17,028,435 July 1, 2033 11,275,000 1,073,625 12,348,625 July 1, 2034 11,365,000 566,250 11,931,250 July 1, 2035 2,125,000 53,125 2,178,125 July 1, 2036 - - - TOTAL $ Year 1 Interest Payable 177,932,200 $ 29,850,145 $ 207,782,345 Principal Interest Fiscal Total This Year's Requirement 2026 $ 34,363,420 $ 7,016,700 $ 41,380,120 Maximum Requirement 2026 $ 34,363,420 $ 7,016,700 $ 41,380,120 Actual payments are made one day prior to maturity date. 497 Table of Contents City of Chandler Bonded Debt 2025-26 Adopted Budget Excise Tax Revenue Obligations Excise Tax Revenue Obligations (ETROs) are backed by pledged revenue (but paid from dedicated Enterprise Funds’ user fees), do not affect the property tax rate, and are not subject to a statutory limitation on the amount of bonds that may be issued. The City may issue additional ETROs only if the total amount of excise taxes in the immediately preceding fiscal year is equal to at least three times the maximum annual debt service. Unlike other City debt instruments, ETROs do not require voter authorization. Pledged revenue may be derived from all unrestricted excise, transaction privilege, and business taxes, state shared sales and income taxes, franchise fees, and license and permit fees. The annual debt service payment is paid by dedicated water and wastewater user fees. Excise Tax Revenue Obligations Outstanding 1 Maturity Date Bonds Payable July 1, 2026 $ Fiscal Total 16,910,000 $ 7,785,469 $ 24,695,469 July 1, 2027 16,120,000 7,197,398 23,317,398 July 1, 2028 21,620,000 6,615,266 28,235,266 July 1, 2029 21,810,000 5,770,998 27,580,998 July 1, 2030 22,345,000 5,161,338 27,506,338 July 1, 2031 22,750,000 4,510,520 27,260,520 July 1, 2032 21,880,000 3,840,418 25,720,418 July 1, 2033 22,400,000 3,224,576 25,624,576 July 1, 2034 15,345,000 2,571,875 17,916,875 July 1, 2035 15,800,000 1,968,525 17,768,525 July 1, 2036 10,030,000 1,340,000 11,370,000 July 1, 2037 9,685,000 892,500 10,577,500 July 1, 2038 9,275,000 463,750 9,738,750 July 1, 2039 - - TOTAL $ 225,970,000 $ Year 1 Interest Payable - 51,342,633 $ 277,312,633 Principal Interest Fiscal Total This Year's Requirement 2026 $ 16,910,000 $ 7,785,469 $ 24,695,469 Maximum Requirement 2028 $ 21,620,000 $ 6,615,266 $ 28,235,266 Actual payments are made one day prior to maturity date. 498 Table of Contents • • • • • Resolution Adopting the FY 2025-26 Budget Auditor General Summary Schedules FY 2025-26 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 2025-26 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 2025-26 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 2023-24, adopted budget, adjusted budget, and estimated expenditures for FY 2024-25, and adopted budget for FY 2025-26. Schedule 2 – Summary of Department Total FY 2025-26 Budget by Fund: A summary, by fund, of each department’s FY 2025-26 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, 2026, 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, Fair Labor Standards Act (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 within the budget document. 500 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget RESOLUTION NO. 5906 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHANDLER, MARICOPA COUNTY, ARIZONA, ADOPTING THE ANNUAL BUDGET IN THE AMOUNT OF $1,628,875,875; 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) 2025-26, AND ADOPTING THE 2026-2035 CAPITAL IMPROVEMENT PROGRAM (CIP) IN THE AMOUNT OF $2,617,730,721 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 22nd day of May 2025, 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 12, 2025, 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 12, 2025, 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, Arizona, 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 Twenty-Eight Million, Eight Hundred Seventy-Five Thousand, Eight Hundred and Seventy-Five Dollars ($1,628,875,875) for the City of Chandler for FY 2025-26; and 501 Table of Contents City of Chandler Schedules and Terms 2025-26 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; 502 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget 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 department cost centers; 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; l. 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; 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 2025-2034 CIP in the amount of $2,488,884,031, 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. Section 2. 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 Schedule B Schedule C Schedule D Summary Schedule of Estimated Revenues and Expenditures/Expenses Summary of Tax Levy and Tax Rate Information Summary by Fund Type of Revenues Other Than Property Taxes 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 Expenditures/Expenses Schedule G Full-Time Employees and Personnel Compensation 503 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget PASSED AND ADOPTED by the City Council of the City of Chandler, Arizona, this 12th day of June, 2025. 504 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2025-26 FUNDS S c h Fiscal Year General Fund Special Revenue Funds 391,868,342 98,588,417 46,927,598 647,849,048 388,855,176 54,984,103 1,629,072,684 335,656,536 60,270,830 46,627,598 118,751,882 162,033,791 54,885,958 778,226,595 215,806,565 15,589,696 - 170,035,326 155,349,552 5,857,667 562,638,806 Debt Service Funds Capital Projects Funds Enterprise Funds Available Internal Service Funds Total All Funds 2025 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1 2025 Actual Expenditures/Expenses** E 2 2026 Beginning Fund Balance/(Deficit) or Net Position/ (Deficit) at July 1*** 2026 Primary Property Tax Levy B 4 2026 Secondary Property Tax Levy B 5 2026 Estimated Revenues Other than Property Taxes C 6 365,362,569 87,695,633 750,454 42,595,027 169,751,878 41,265,600 707,421,161 2026 Other Financing Sources D 7 - - - 314,695,000 - - 314,695,000 2026 Other Financing (Uses) D 8 - - - - - - - 2026 Interfund Transfers In D 9 9,611,770 431,000 9,456,420 167,976,911 35,301,146 6,264,518 229,041,765 2026 Interfund Transfers (Out) D 10 182,158,742 136,821 - 29,104,788 17,617,524 23,890 229,041,765 2026 Line 11: Reduction for Fund Balance Reserved for Future Budget Year Expenditures 3 Maintained for Future Debt Retirement 8,645,198 8,645,198 35,475,710 35,475,710 11 - Maintained for Future Capital Projects - Maintained for Future Financial Stability 2026 Total Financial Resources Available 2026 Budgeted Expenditures/Expenses E 12 417,267,360 103,579,508 45,682,584 666,197,476 342,785,052 53,363,895 1,628,875,875 13 417,267,360 103,579,508 45,682,584 666,197,476 342,785,052 53,363,895 1,628,875,875 EXPENDITURE LIMITATION COMPARISON 2025 2026 1,629,072,684 1,628,875,875 1,629,072,684 1,628,875,875 5. Amount subject to the expenditure limitation 1,629,072,684 1,628,875,875 6. EEC expenditure limitation 1,629,072,684 1,628,875,875 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions *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 505 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary of Tax Levy and Tax Rate Information Fiscal Year 2025-26 2024-25 Fiscal Year 2025-26 Fiscal Year 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 23,732,076 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). $ - $ 8,624,326 $ 24,348,435 $ 8,645,198 3. Property tax levy amounts A. Primary property taxes Property tax judgment B. Secondary property taxes - - 35,312,508 35,475,710 Property tax judgment (1) C. Total property tax levy amounts $ 43,936,834 $ 8,624,326 $ 8,674,326 $ 35,312,508 $ 35,512,508 $ 44,186,834 $ 44,120,908 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) (2) Prior years’ levies 50,000 (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) (2) Prior years’ levies 200,000 (3) Total secondary property taxes C. Total property taxes collected 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.2126 Property tax judgment (2) Secondary property tax rate - 0.87 0.87 Property tax judgment (3) Total city/town tax rate 0.2118 - - 1.0826 1.0818 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 $109,396 in 2024-25, $89,979 in 2025-26 for primary property tax and under the Debt Service Funds in the amount of $427,560 in 2024-25, and $368,212 in 2025-26 for the secondary property tax. (2) Amount budgeted for Prior Year Primary and Secondary Levies for 2024-25 $250,000 and 2025-26 $291,242 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 506 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2025-26 Actual Revenues* 2024-25 Estimated Revenues 2024-25 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 $ Estimated Revenues 2025-26 3,650,000 $ 50,000 197,808,400 3,190,000 $ 50,000 203,933,400 3,190,000 50,000 203,758,400 7,365,000 1,113,300 8,770,000 1,225,300 7,655,000 1,579,106 1,308,000 41,500,000 60,100,000 1,000,000 42,370,000 59,800,000 1,032,994 43,186,000 55,747,000 13,500,000 14,400,000 15,160,000 2,538,658 334,800 3,597,350 258,300 7,016,200 2,752,300 341,800 3,709,825 216,850 7,084,500 5,310,804 346,800 4,431,008 216,850 7,496,459 3,486,000 17,400 154,000 3,889,200 27,000 156,420 3,651,000 30,400 220,360 3,777,000 8,709,000 8,900,000 109,396 109,396 89,979 Total General Fund $ 160,000 2,556,889 66,500 610,000 351,077,193 $ 200,000 2,424,250 59,795 460,000 364,879,036 $ 200,000 2,673,009 67,400 370,000 365,362,569 $ Total Forfeiture Fund $ 750,000 $ 750,000 $ 763,729 $ 763,729 $ 1,500,000 1,500,000 $ - $ - $ - $ - $ - 17,000,000 $ 669,000 17,669,000 $ 21,516,005 $ 1,509,900 23,025,905 $ 22,434,000 1,448,000 23,882,000 699,600 $ 160,000 94,000 953,600 $ 699,600 $ 178,000 205,300 1,082,900 $ 699,600 160,000 196,000 1,055,600 5,102,000 $ 3,280,000 36,381,000 3,075,000 165,000 48,003,000 $ 859,875 $ 3,052,397 33,830,494 3,028,100 359,600 41,130,466 $ 12,171,400 3,995,567 40,026,077 4,406,089 359,000 60,958,133 Special Revenue Funds Forfeiture Fund Police Forfeiture Reimbursement 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) 507 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2025-26 Actual Revenues* 2024-25 Estimated Revenues 2024-25 Source of Revenues Estimated Revenues 2025-26 Special Revenue Funds - continued Expendable Trust Funds Library Trust $ Museum Trust Parks and Recreation Trust Interest on Investments 75,300 $ 200,300 $ 50 500 100,300 500 131,300 92,200 177,100 8,000 23,100 22,000 Total Expendable Trust Funds $ 214,650 $ 316,100 $ 299,900 Total Special Revenue Funds $ 67,590,250 $ 66,319,100 $ 87,695,633 $ Debt Service Funds Property Taxes (prior year's levies) 200,000 $ 200,000 $ 241,242 Voluntary Contributions 427,560 427,560 368,212 Interest on Investments 160,000 217,500 141,000 Total Debt Service Funds $ 787,560 $ 845,060 $ 750,454 $ 3,000,000 $ 2,500,000 $ 2,500,000 Capital Projects Funds System Development Fees Arterial Streets Library - 15,000 - Parks 449,000 1,080,000 1,080,000 Public Building 277,000 100,000 100,000 Public Safety - Fire 553,000 275,000 275,000 Public Safety - Police 312,000 200,000 200,000 3,950,300 3,880,200 3,880,200 Wastewater Water 3,400,000 3,250,000 3,250,000 Capital Grants 24,378,654 14,163,506 17,898,774 Capital Replacement Interest on Investments Municipal Arts Contributions 506,148 506,148 508,968 3,810,800 6,193,500 8,931,400 508,620 - - Sale of Fixed Assets 300,000 272,000 300,000 Vehicle Replacement 3,080,589 3,080,589 3,162,065 44,017,491 $ 35,515,943 $ 42,595,027 Total Capital Project Funds $ Enterprise Funds Airport Services $ 1,217,988 $ 1,227,500 $ 1,217,988 1,700,000 1,724,400 1,966,374 Solid Waste Services 19,334,816 19,851,930 20,033,133 Wastewater Services 129,984,062 81,766,882 75,582,930 Water Services 60,636,928 60,884,920 64,353,453 Interest on Investments 3,312,000 6,589,400 6,598,000 Total Enterprise Funds $ 216,185,794 $ 172,045,032 $ 169,751,878 $ 30,942,500 $ 37,365,900 $ 37,219,600 535,000 1,409,500 1,200,000 1,409,000 2,559,100 2,846,000 Total Internal Service Funds $ 32,886,500 $ 41,334,500 $ 41,265,600 Total All Funds $ 712,544,788 $ 680,938,671 $ 707,421,161 Reclaimed Water Services Internal Service Funds Self-Insurance Premiums Other Receipts Interest on Investments *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (2 OF 2) 508 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2025-26 Other Financing 2025-26 Fund Sources Interfund Transfers 2025-26 In General Fund General Fund $ - $ - $ 9,611,770 $ 182,158,742 Total General Fund $ - $ - $ 9,611,770 $ 182,158,742 $ - $ - $ - $ - Highway User Revenue - - - 135,085 Local Transportation Assistance - - - 1,736 Housing - - 431,000 - $ - $ 431,000 $ 136,821 $ - $ - $ 9,456,420 $ - Total Debt Service Funds $ - $ - $ 9,456,420 $ - - $ - $ 152,691,359 $ - Arterial Street Impact Fees - - - Computer Replacement - - 4,785,552 - Park Impact Fees - - 10,000,000 606,420 Public Building Impact Fees - - - 100,000 Public Safety Impact Fees - Fire - - - 275,000 Public Safety Impact Fees - Police - - - 200,000 Reclaimed Water System Development Fees - - - 500,000 85,000,000 - - - - - 500,000 3,000,000 - - 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 $ 314,695,000 $ 8,850,000 - 5,573,368 - $ 167,976,911 $ 29,104,788 Enterprise Funds Airport Operating - $ - $ 16,037,520 $ 117,324 Reclaimed Water Operating $ - - 4,701,762 2,819,356 Solid Waste Operating - - - 1,437,173 Wastewater Operating - - 4,287,418 6,630,251 Water Operating - - 6,962,168 5,860,753 Ambulance Services - - 3,312,278 Total Enterprise Funds $ - $ - $ 35,301,146 $ 17,617,524 - Internal Service Funds Self-Insurance Funds $ - $ - $ 6,264,518 $ 23,890 Total Internal Service Funds $ - $ - $ 6,264,518 $ 23,890 Total All Funds $ 314,695,000 $ - $ 229,041,765 $ 229,041,765 SCHEDULE D 509 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2025-26 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 2024-25 $ 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 2024-25 Actual Budgeted Expenditures/Expenses Expenditures/Expenses 2024-25 2025-26 1,491,484 $ 5,847,458 21,407,302 3,535,004 34,953,712 5,187,478 13,044,834 24,028,446 4,816,283 8,924,130 1,288,723 10,262,729 29,419,697 48,798,146 100,299,908 10,257,708 68,305,300 391,868,342 $ 39,901 $ 255,717 1,735,650 466,541 2,842,979 385,413 2,221,289 6,206,243 191,968 391,442 67,580 (205,883) (9,838,165) 2,636,324 10,245,401 1,684,541 (27,869,998) (8,543,057) $ 1,429,550 $ 5,892,400 21,088,598 4,021,080 42,710,945 5,420,920 13,896,276 29,703,493 4,939,300 9,096,913 1,348,379 9,921,540 12,757,475 51,923,252 111,042,711 10,463,704 335,656,536 $ 1,820,422 5,766,537 23,089,494 4,041,629 41,260,816 5,354,380 14,989,060 28,091,564 4,983,964 8,915,629 1,403,336 9,618,384 48,217,963 44,625,913 97,245,804 6,392,740 71,449,725 417,267,360 750,000 $ 51,000 324,515 $ (51,000) 1,026,100 $ - 1,500,000 44,000 847,508 29,817,113 329,084 508,000 51,779 (3,158,658) (178,784) 3,287,359 859,845 15,616,530 - 1,021,609 36,224,060 174,120 491,000 3,025,022 300 3,097,000 - 1,362,761 - 1,909,265 84,000 14,658,976 709,653 1,431,987 19,400 947,558 11,400 1,124,044 122,612 2,259,937 2,211,345 (9,365,778) 524,611 292,577 708,532 11,400 923,558 74,761 1,617,800 574,961 - 102,601 1,839 12,066,960 3,414,733 1,085,000 287,108 (585,000) 3,052,397 - 3,400,567 595,000 38,456,236 102,845 2,005,954 (30,898,289) (78,234) (890,557) 33,451,219 - 43,648,477 68,986 1,805,824 325,429 55,013 204 59,000 98,588,417 $ 164 40 (204) (32,417,603) $ 147,102 26,676 60,270,830 $ 325,588 55,053 143 60,416 103,579,508 * 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) 510 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2025-26 Fund/Department Adopted Budgeted Expenditures/Expenses 2024-25 Expenditure/Expense Adjustments Approved 2024-25 Actual Budgeted Expenditures/Expenses Expenditures/Expenses 2024-25 2025-26 Debt Service Funds General Obligation Debt Service $ Contingency/Reserves 46,627,598 $ 300,000 - $ - 46,627,598 $ - 45,341,038 341,546 Total Debt Service Funds $ 46,927,598 $ - $ 46,627,598 $ 45,682,584 $ 56,864,799 $ (414,674) $ 7,306,503 $ 52,081,155 Capital Projects Funds City Manager Communications and Public Affairs 64,100 - 51,542 - Community Services 86,469,956 (16,988,226) 18,895,951 89,635,625 Cultural Development 13,530,774 (1,127,440) 3,151,348 22,019,767 Development Services 13,815,911 (798,769) 1,873,981 19,525,738 Information Technology 24,315,569 (3,048,521) 3,742,655 25,221,492 Law 24,800 - 24,680 - Management Services 44,300 - - - Neighborhood Resources 74,487 (74,487) - 42,400 Public Safety - Fire 5,247,802 3,590,595 690,839 6,289,613 Public Safety - Police 13,914,886 1,373,518 2,589,624 16,797,406 Public Works & Utilities 399,123,108 (51,390,453) 57,964,200 401,838,987 Non-Departmental 21,808,370 (385,900) 22,460,559 23,532,791 Contingency/Reserves 12,550,186 49,214,141 - Total Capital Projects Funds $ 647,849,048 $ (20,050,216) $ 118,751,882 $ 666,197,476 $ 14,865,390 $ (21,531) $ 2,682,313 $ 17,118,263 9,212,502 Enterprise Funds City Manager Communications and Public Affairs 60,000 - - 60,000 Information Technology 4,657,422 (121,999) 244,639 5,962,784 Public Works & Utilities 252,189,947 311,204,822 (8,191,322) 124,497,229 Non-Departmental 2,132,816 (958,751) 127,000 3,212,294 Contingency/Reserves 21,445,000 30,201,575 - 20,394,363 Debt Service 34,489,726 Total Enterprise Funds $ 388,855,176 $ 20,907,972 $ 34,482,610 41,943,401 162,033,791 $ 342,785,052 Internal Service Funds Self-Insurance City Manager $ Law 2,089,278 $ 311,010 $ 2,406,216 $ 2,137,148 10,138,655 9,280,696 7,862,612 3,333,290 Management Services 1,302,011 6,783,770 7,563,718 1,354,808 Non-Departmental 34,204,502 76,600 34,777,369 36,418,463 Contingency/Reserves 9,525,700 (2,191,272) Total Internal Service Funds $ 54,984,103 $ 8,313,398 $ 54,885,958 $ - 53,363,895 4,172,780 Total All Funds $ 1,629,072,684 $ (31,789,506) $ 778,226,595 $ 1,628,875,875 * 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) 511 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year2025-26 Department/Fund Adopted Budgeted Expenditures/Expenses 2024-25 Expenditure/Expense Adjustments Approved 2024-25 Actual Expenditures/ Expenses* 2024-25 Budgeted Expenditures/Expenses 2025-26 City Clerk General Fund $ 1,491,484 $ 39,901 $ 1,429,550 $ 1,820,422 Department Total $ 1,491,484 $ 39,901 $ 1,429,550 $ 1,820,422 $ 5,847,458 $ 255,717 $ 5,892,400 $ 5,766,537 City Magistrate General Fund Special Revenue Fund - Grant - - - - Department Total $ 5,847,458 $ 255,717 $ 5,892,400 $ 5,766,537 $ 21,407,302 $ 1,735,650 $ City Manager General Fund 21,088,598 $ 23,089,494 Special Revenue Fund - LTAF 3,025,022 - 1,362,761 1,909,265 Special Revenue Fund - Grants Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Gen Gov't Capital Project 14,675,274 18,500 709,653 580,172 - 524,611 3,012,084 8,183 17,160,527 - Capital Projects Fund - Fleet 174,300 31,445 36,649 - Capital Projects Fund - Grants 31,094,720 810,922 1,975,469 26,409,954 Capital Projects Fund - Bonds 8,510,674 10,902,005 (1,837,213) 2,274,118 Enterprise Fund - Water 100,000 - - 100,000 Enterprise Fund - Airport 14,765,390 (21,531) 2,682,313 17,018,263 Internal Service Fund - Self Insurance 2,089,278 311,010 2,406,216 2,137,148 Department Total $ 98,251,791 $ 2,320,108 $ 35,371,002 $ 96,335,325 $ 3,535,004 $ 466,541 $ 4,021,080 $ 4,041,629 Communications and Public Affairs General Fund Capital Projects Fund - Equipment - - - Capital Projects Fund - Equipment 64,100 - 51,542 - Capital Projects Fund - Equipment 60,000 - - 60,000 Department Total $ 3,659,104 $ $ 34,953,712 $ - 466,541 $ 4,072,622 $ 4,101,629 2,842,979 $ 42,710,945 $ 41,260,816 Community Services General Fund Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Projects Fund - Gen Gov't Capital Project - 1,431,987 292,577 - 325,429 164 147,102 325,588 19,032,119 16,208,358 119,461 2,446,508 Capital Projects Fund - Fleet 430,800 - - - Capital Projects Fund - Grants 1,543,934 - - 500,000 Capital Projects Fund - Bonds 65,101,054 (17,097,031) 13,512,164 39,810,859 Capital Projects Fund - Impact Fees 3,185,810 (10,656) 2,937,279 30,292,647 Department Total $ 121,749,097 $ (12,713,096) $ 62,046,575 $ 131,222,029 $ 5,187,478 $ 385,413 $ 5,420,920 $ 5,354,380 Cultural Development General Fund Special Revenue Fund - Grants - 19,400 - Special Revenue Fund - Grants 84,000 - 21,439 - Special Revenue Fund - Trust 55,013 40 26,676 55,053 Capital Projects Fund - Gen Gov't Capital Project - 6,866,338 643,595 2,144,241 6,599,692 Capital Projects Fund - Grants 459,559 (4,246) 20,700 435,155 Capital Projects Fund - Municipal Art 390,000 120,000 301,800 390,000 5,730,877 (1,886,789) 663,168 14,594,920 Capital Projects Fund - Bonds Department Total $ 18,773,265 $ (722,587) $ 8,598,944 $ 27,429,200 $ Development Services General Fund 13,044,834 $ 2,221,289 $ 13,896,276 $ 14,989,060 Special Revenue Fund - HURF 847,508 51,779 859,845 1,021,609 Special Revenue Fund - Grants - - - - 9,124,459 (826,376) 601,719 10,146,364 Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet 50,000 - - 65,100 Capital Projects Fund - Grants 3,439,761 (162,347) 1,261,972 1,932,919 Capital Projects Fund - Bonds Department Total $ 1,201,691 (40,046) 10,290 1,151,355 27,708,253 $ 1,474,299 $ 16,630,102 $ 35,536,407 * 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) 512 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2025-26 Department/Fund Adopted Budgeted Expenditures/Expenses 2024-25 Expenditure/Expense Adjustments Approved 2024-25 Actual Expenditures/ Expenses* 2024-25 Budgeted Expenditures/Expenses 2025-26 Information Technology General Fund $ 24,028,446 $ 6,206,243 $ 29,703,493 $ - 947,558 708,532 - 24,275,769 (3,048,521) 3,710,865 25,221,492 Special Revenue Fund - Grants Capital Projects Fund - Gen Gov't Capital Project Capital Projects Fund - Fleet 28,091,564 39,800 - 31,790 - Enterprise Fund - Water 1,887,639 (121,999) 137,952 2,127,263 Enterprise Fund - Wastewater 1,743,684 - 41,109 2,070,030 Enterprise Fund - Solid Waste 1,010,743 - 65,578 1,750,135 15,356 - - Enterprise Fund – Airport 15,356 Department Total $ 53,001,437 $ 3,983,281 $ 34,399,319 $ 59,275,840 $ 4,816,283 $ 4,983,964 Law General Fund 191,968 $ 4,939,300 $ Special Revenue Fund - Grants - 11,400 11,400 Special Revenue Fund - Grants 24,800 - 24,680 - 7,862,612 3,333,290 10,138,655 9,280,696 Department Total $ 12,703,695 $ 3,536,658 $ 15,114,035 $ 14,264,660 $ 8,924,130 $ 391,442 $ 9,096,913 $ 8,915,629 Internal Service Fund - Self Insurance - Management Services General Fund Special Revenue Fund - Grants - - - Capital Projects Fund - Fleet 44,300 - - - Internal Service Fund - Self Insurance 111,884 11,438 120,100 122,094 Internal Service Fund - Uninsured Liability - 1,190,127 6,772,332 7,443,618 1,232,714 Department Total $ 10,270,441 $ 7,175,212 $ 16,660,631 $ 10,270,437 $ 1,288,723 $ 67,580 $ 1,348,379 $ 1,403,336 Mayor and Council General Fund Special Revenue Fund - Grants - - - - Department Total $ 1,288,723 $ $ 10,262,729 $ (205,883) $ 9,921,540 $ 9,618,384 41,852,631 2,320,707 37,427,174 47,075,457 67,580 $ 1,348,379 $ 1,403,336 Neighborhood Resources General Fund Special Revenue Fund - Grants Capital Projects Fund - Grants 74,487 (74,487) Department Total $ 52,189,847 $ 2,040,337 $ 47,348,714 $ - 56,693,841 - $ 12,757,475 $ 119,667,688 Non-Departmental - Includes Contingencies General Fund 97,724,997 $ (37,708,163) $ Special Revenue Fund - Police Forfeiture 51,000 (51,000) - 44,000 Special Revenue Fund - HURF 837,084 3,108,575 - 665,120 Special Revenue Fund - LTAF 3,097,300 - - 84,000 Special Revenue Fund - Grants 17,871,113 (10,937,907) - 14,554,596 Special Revenue Fund - Trust 59,204 (204) - 60,559 Debt Service - General Obligation 300,000 - - 341,546 Capital Projects Fund - Gen Gov't Capital Project 16,728,770 9,028,937 17,570,591 16,099,293 Capital Projects Fund - Equip/Tech/Fleet 14,972,647 (8,604,395) 4,873,468 14,144,898 - 7,378,760 - - 230,000 (30,000) - 146,620 Capital Projects Fund - Grants Capital Projects Fund - Municipal Art Capital Projects Fund - Bonds 277,600 38,783,738 - 1,091,385 Capital Projects Fund - Impact/System Dev Fees 2,149,539 2,360,690 16,500 1,263,097 Enterprise Fund - Water 9,574,313 5,138,841 50,000 9,690,044 628,149 (85,762) 2,000 558,005 Enterprise Fund - Wastewater 9,772,704 24,911,557 50,000 10,606,026 Enterprise Fund - Solid Waste 3,484,884 (764,455) 25,000 1,239,739 117,766 42,643 - 104,565 41,434,198 (418,957) 34,777,369 39,252,818 Enterprise Fund - Reclaimed Water Enterprise Fund - Airport Internal Service Fund - Self Insurance Internal Service Fund - Uninsured Liability Department Total $ 2,296,004 (1,785,204) 221,607,272 $ 30,367,694 $ - 1,338,425 70,122,403 $ 232,360,702 * 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) 513 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2025-26 Adopted Budgeted Expenditures/Expenses 2024-25 Department/Fund Expenditure/Expense Adjustments Approved 2024-25 Actual Expenditures/ Expenses* 2024-25 Budgeted Expenditures/Expenses 2025-26 Public Safety - Fire General Fund $ 48,798,146 $ 2,636,324 $ 51,923,252 $ 44,625,913 333,900 68,642 129,360 154,700 Special Revenue Fund - Grants - 122,612 74,761 - Capital Projects Fund - Grants 680,000 (20,000) - - 2,919,219 4,117,522 77,112 6,134,913 Capital Projects Fund - Fleet Capital Projects Fund - Gen Gov't Capital Project Enterprise Fund - Ambulance Services - - - 1,904,000 Department Total $ 54,045,948 $ 6,349,531 $ 52,688,852 $ 52,819,526 $ 100,299,908 $ 10,245,401 $ 111,042,711 $ 97,245,804 750,000 324,515 1,026,100 1,500,000 - 2,259,937 1,617,800 - Capital Projects Fund - Gen Gov't Capital Project 4,074,405 (282,912) 299,391 4,266,709 Capital Projects Fund - Equipment/Fleet 4,016,080 1,991,319 2,270,232 4,061,800 Capital Projects Fund - Bonds 5,824,401 (334,889) 20,001 8,468,897 Department Total $ 114,964,794 $ 14,203,371 $ 116,276,235 $ 115,543,210 $ Public Safety - Police General Fund Special Revenue Fund - Police Forfeiture Special Revenue Fund - Grants Public Works & Utilities General Fund 10,257,708 $ 1,684,541 $ 10,463,704 $ 6,392,740 Special Revenue Fund - HURF 29,817,113 (3,158,658) 15,616,530 36,224,060 Special Revenue Fund - LTAF - - - - Special Revenue Fund - Grants - 2,211,345 574,961 102,601 48,030,250 Capital Projects Fund - Gen Gov't Capital Project 44,108,308 (2,711,325) 8,313,239 Capital Projects Fund - Fleet 690,500 1,498,591 1,157,051 538,300 Capital Projects Fund - Grants 52,219,776 (6,668,518) 10,905,364 30,867,788 Capital Projects Fund - Bonds 256,191,728 (41,292,736) 34,632,214 281,799,694 Capital Projects Fund - Impact/System Dev Fees 45,912,796 (2,310,402) 2,956,332 40,602,955 Enterprise Fund - Water 80,388,349 2,475,132 46,865,496 89,947,553 Enterprise Fund - Reclaimed Water 1,940,021 576,923 3,012,747 3,404,775 205,000,978 (12,013,127) 56,531,078 136,850,917 Enterprise Fund - Wastewater Enterprise Fund - Solid Waste 23,875,474 863,687 18,087,908 21,986,702 Department Total $ 750,402,751 $ (58,844,547) $ 209,116,624 $ 696,748,335 $ Debt Service Debt Service - General Obligation 46,627,598 $ - $ 46,627,598 $ 45,341,038 Enterprise Fund - Water 15,469,937 - 15,479,698 20,366,027 Enterprise Fund - Wastewater 19,019,789 - 19,002,912 21,577,374 Department Total $ 81,117,324 $ - $ 81,110,208 $ 87,284,439 Total All Departments $ 1,629,072,684 $ - $ 778,226,595 $ 1,628,875,875 * 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) 514 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget City of Chandler, Arizona Full-Time Employees and Personnel Compensation Fiscal Year 2025-26 Full-Time Equivalent (FTE) 2026 Fund General Fund Employee Salaries and Hourly Costs 2026 Retirement Costs 2026 Total Estimated Personnel Compensation 2026 Other Benefit Costs 2026 Healthcare Costs 2026 1,487.590 $ 171,247,987 $ 47,700,429 $ 22,409,763 $ 19,400,454 $ 260,758,633 Special Revenue Funds Highway Users Revenue 51.000 $ 4,130,018 $ 519,502 $ 716,148 $ 409,133 $ Local Transportation Assistance 0.000 37,249 4,470 16,778 2,880 61,377 - 77,575 9,936 10,015 6,914 104,440 HOME Program 0.570 75,884 9,622 12,122 7,576 105,204 Community Development Block Grant 4.500 439,984 54,499 50,362 43,022 587,867 PHA Family Sites 6.350 456,878 56,175 81,307 44,944 639,304 PHA Elderly & Scattered Sites 3.830 273,528 33,524 48,447 27,379 382,878 PHA Management 5.350 547,593 66,472 90,928 50,635 755,628 PHA Family Self Sufficiency 3.000 242,072 30,793 55,764 24,988 353,617 PHA Section 8 4.600 328,470 40,813 62,662 33,010 464,955 PHA Capital Fund Program 0.000 24,032 939 1,174 1,944 28,089 Proceeds Reimbursement Projects 1.460 146,730 18,971 26,862 14,189 206,752 Museum Trust 0.000 1,204 47 59 91 1,401 Parks and Recreation Trust 0.000 4,892 191 239 462 5,784 80.660 $ 6,786,109 $ 845,954 $ 1,172,867 $ 667,167 $ 9,472,097 18.800 $ 2,158,213 $ 270,700 $ 257,145 $ 191,524 $ 2,877,582 18.800 $ 2,158,213 $ 270,700 $ 257,145 $ 191,524 $ 2,877,582 13,447,835 Grants Total Special Revenue Funds 5,774,801 Capital Projects Funds In-House Capital Total Capital Projects Funds Enterprise Funds Water Operating 101.810 $ 9,726,275 $ 1,188,839 $ 1,601,863 $ 930,858 $ Reclaimed Water Operating 7.290 626,175 79,589 98,199 62,933 866,896 Wastewater Operating 60.700 5,777,025 711,632 828,333 568,240 7,885,230 WW Industrial Process Treatment 18.000 1,683,272 207,224 240,956 171,575 2,303,027 Solid Waste Operating 22.000 1,590,224 197,285 380,056 142,835 2,310,400 Ambulance Services 0.000 1,137,278 - - - 1,137,278 Airport Operating 7.000 705,908 88,652 68,507 75,020 938,087 2,473,221 $ 3,217,914 $ 1,951,461 $ 28,888,753 Total Enterprise Funds 216.800 $ 21,246,157 $ Internal Service Funds Workers' Compensation Self Insurance 4.500 $ 453,605 $ 57,149 $ 87,480 $ 38,744 $ 636,978 Insured Liability Self Insurance 5.000 594,887 75,581 87,504 50,181 808,153 Uninsured Liability Self Insurance 5.000 494,563 62,381 65,198 42,171 664,313 Short Term Disability Self Insurance 0.400 39,329 4,963 4,671 231,365 280,328 Medical Self Insurance 3.250 369,679 46,529 36,964 306,747 759,919 18.150 $ 1,952,063 $ 246,603 $ 281,817 $ 669,208 $ 3,149,691 1,822.000 $ 203,390,529 $ 51,536,907 $ 27,339,506 $ 22,879,814 $ 305,146,756 Total Internal Service Funds Total All Funds SCHEDULE G 515 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Schedule 1 Total Expenditures and Budget by Fund Fund Description 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget $ 342,958,180 $ 391,868,342 $ 383,325,285 $ 335,656,536 $ 417,267,360 354,707 801,000 1,074,515 1,026,100 1,544,000 22,202,347 31,501,705 31,503,401 16,476,375 37,910,789 665,596 6,122,322 6,122,322 1,362,761 1,993,265 101 General Fund 202 Police Forfeiture 215 Highway User Revenue Fund 216 Local Transportation Assistance Fund 217 Operating Grants 13,808,074 14,658,976 14,131,134 4,728,200 12,171,400 218 HOME Program 357,901 4,165,361 4,169,185 3,537,494 4,080,000 219 Community Development Block Grant 1,290,378 4,499,733 4,201,841 3,052,397 3,995,567 224 PHA Family Sites 1,353,252 1,955,371 1,956,931 1,915,946 2,008,821 227 PHA Elderly and Scattered Site 723,772 1,373,190 1,374,087 1,340,480 1,448,000 230 PHA Management 683,415 790,402 785,138 781,827 782,728 232 PHA Family Self Sufficiency 218,125 236,543 237,063 237,063 360,617 233 Hsg Authority Section 8 Voucher 10,171,312 11,058,624 11,059,741 10,797,093 14,442,460 234 Capital Fund Program Grant 749,114 2,583,544 2,532,665 2,532,665 3,831,089 236 Proceeds Reinvestment Projects 203,168 15,402,000 15,372,651 12,308,651 15,569,572 240 Public Housing Grant Contingency - 3,000,000 3,000,000 - 3,000,000 310 General Obligation Debt Service 40,842,543 46,927,598 46,927,598 46,627,598 45,682,584 401 General Government Capital Projects 40,865,865 138,980,900 146,601,453 38,175,750 152,691,359 402 Equipment Replacement - 528,148 528,148 396,969 891,000 403 Technology Replacement 4,806,414 7,916,500 5,623,484 4,873,468 9,825,898 404 Vehicle Replacement 4,388,233 12,499,079 9,777,697 3,333,957 8,290,300 411 Streets General Obligation Bonds 12,060,239 67,839,962 66,270,251 8,549,481 98,862,629 412 Storm Sewer GO Bonds 2,495,153 3,049,147 2,049,147 368,327 446,381 415 Arterial Street Impact Fees 6,879,806 42,616,521 42,656,153 2,555,910 37,726,160 417 Capital Grants 18,100,367 89,512,237 90,772,321 14,163,505 60,145,816 420 Park Bonds 25,691,166 65,320,487 65,648,120 13,592,387 50,937,977 423 Municipal Arts Fund 116,095 620,000 710,000 301,800 536,620 424 Park System Impact Fees - - - - - 425 Parks NW Impact Fees 1,809 46,000 46,000 1,000 75,000 426 Parks NE Impact Fees 1,809 1,400 1,400 1,000 201,000 427 Parks SE Impact Fees 18,882 3,187,210 3,187,210 2,938,279 30,293,247 430 Library Bonds 120,559 1,379,167 1,379,167 28,895 1,276,364 431 Library Impact Fees 4,794 5,400 3,300 4,100 2,900 433 Art Center Bonds 1,171 - - - - 435 Museum Bonds 51,199 136,926 136,926 24,304 61,422 440 Public Building Impact Fees 4,194 177,000 177,000 1,000 2,000 441 Public Facility Bonds 701,032 6,917,354 5,947,354 2,215,350 11,160,400 460 Public Safety Bonds - Police 976,363 5,829,501 5,829,501 20,001 9,003,000 465 Police Impact Fees 4,238 112,000 112,000 1,000 2,000 470 Public Safety Bonds - Fire 2,214,148 1,367,183 1,367,183 484,367 52,500 475 Fire Impact Fees 4,238 207,000 207,000 1,000 5,000 516 Table of Contents City of Chandler Schedules and Terms Fund Description 2025-26 Adopted Budget 2023-24 Actual Expenditures 2024-25 Adopted Budget 2024-25 Adjusted Budget 2024-25 Estimated Expenditures 2025-26 Adopted Budget $ 26,297,697 $ 115,643,147 $ 108,174,285 $ 15,855,267 $ 84,354,073 33,789 3,143,286 3,145,386 357,155 2,698,192 601 Water Bonds - Capital Projects 603 Water System Dev Fees 605 Water Operating 56,745,938 107,480,238 114,972,212 62,533,146 122,290,887 610 Reclaimed Water System Dev Fees 162,253 1,749,428 1,749,428 48,067 413,200 611 Wastewater Bonds - Capital Projects 21,334,847 79,061,165 65,691,570 10,457,943 105,503,038 612 Reclaimed Water Operating 2,043,457 2,568,170 3,059,331 3,014,747 3,962,780 614 Wastewater System Dev Fees 4,782 2,900 2,900 1,600 740,000 615 Wastewater Operating 88,090,862 215,538,594 228,340,958 64,231,434 153,208,800 616 WW Industrial Process Treatment 11,418,407 19,998,561 20,000,690 11,393,665 17,895,547 625 Solid Waste Operating 17,678,566 28,371,101 28,470,333 18,178,486 24,976,576 626 Ambulance Services - - - - 3,312,278 635 Airport Operating 1,832,426 14,898,512 14,919,624 2,682,313 17,138,184 736 Workers' Comp. Self Insurance Trust 3,388,160 5,891,436 5,885,768 4,569,581 5,998,109 737 Insured Liability Self Insurance 4,438,988 8,510,566 11,695,902 10,138,655 9,997,609 738 Uninsured Liability Self Insurance 1,211,850 3,486,131 8,473,259 7,443,618 2,571,139 739 Short Term Disability Self Insurance 233,093 620,500 620,604 261,100 620,328 740 Dental Self Insurance 2,259,461 2,619,000 2,619,000 2,250,000 2,835,500 741 Medical Self Insurance Trust 29,511,929 33,856,470 34,002,968 30,223,004 31,341,210 833 Museum Trust - 38,553 38,553 1,176 38,581 834 Parks & Recreation Trust 85,177 136,574 136,574 92,613 188,100 836 Library Trust 56,416 264,519 264,519 79,989 214,519 902 In-House Capital 958,219 - 4,448 - - Grand Total $ 823,875,975 $ 1,629,072,684 $ 1,629,072,684 $ 517 778,226,595 $ 1,628,875,875 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Schedule 2 FY 2025-26 Summary of Department Budget by Fund Fund Description Mayor & Council City Clerk City Manager City Magistrate Communications & Public Affairs $ 1,403,336 $ 1,820,422 $ 2,518,121 $ 5,766,537 $ Community Services 4,041,629 $ Cultural Development 101 General Fund 202 Police Forfeiture 41,260,816 $ 5,354,380 215 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 19,032,119 6,599,692 402 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 500,000 435,155 420 Park Bonds 38,534,495 12,364,882 423 Municipal Arts Fund 424 Park Impact Fees 425 Park NW Impact Fees 426 Park NE Impact Fees 427 Park SE Impact Fees 30,292,647 430 Library Bonds 1,276,364 431 Library Impact Fees 433 Art Center Bonds 435 Museum Bonds 440 Public Building Impact Fees 441 Public Building Bonds 460 Public Safety Bonds - Police 465 Police Impact Fees 470 Public Safety Bonds - Fire 475 Fire Impact Fees 601 Water Bonds - Capital Projects 603 Water System Dev Fees 605 Water Operating 610 Reclaimed Water SDF 611 Wastewater Bonds - Capital Projects 612 Reclaimed Water Operating 614 Wastewater System Dev Fees 615 Wastewater Operating 616 WW Industrial Process Treatment 625 Solid Waste Operating 626 Ambulance Services 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 111,069 836 Library Trust 214,519 Debt Service 45,341,038 2,168,616 390,000 61,422 60,000 20,366,027 21,577,374 29,553 Grand Total $ 1,403,336 $ 1,820,422 $ 2,518,121 $ 5,766,537 $ 518 4,101,629 $ 131,222,029 $ 25,500 27,429,200 $ 87,284,439 Table of Contents City of Chandler Schedules and Terms Fund Development Information Services Technology 101 $ Law 2025-26 Adopted Budget Management Neighborhood NonOrganizational Services Resources Departmental Support 14,989,060 $ 28,091,564 $ 4,983,964 $ 8,915,629 $ 9,618,384 $ 119,667,688 $ 202 Public Safety Fire 1,021,609 1,500,000 665,120 216 84,000 217 12,068,799 Public Works & Utilities Grand Total 20,571,373 $ 44,625,913 $ 97,245,804 $ 6,392,740 $ 417,267,360 44,000 215 Public Safety Police 1,544,000 36,224,060 37,910,789 102,601 12,171,400 1,909,265 1,993,265 218 3,469,421 610,579 4,080,000 219 3,384,580 610,987 3,995,567 224 1,903,905 104,916 2,008,821 227 1,339,503 108,497 1,448,000 230 758,678 24,050 782,728 232 354,740 5,877 360,617 233 14,353,728 88,732 14,442,460 234 3,144,537 686,552 3,831,089 236 15,323,965 245,607 15,569,572 240 3,000,000 341,546 45,682,584 3,000,000 310 401 10,146,364 25,221,492 16,099,293 402 250,000 403 9,825,898 404 65,100 4,069,000 411 1,151,355 177,300 17,160,527 6,134,913 4,266,709 48,030,250 641,000 152,691,359 891,000 9,825,898 154,700 3,420,800 3,865,056 538,300 8,290,300 91,500,302 98,862,629 412 4,100 442,281 446,381 415 1,000 37,725,160 37,726,160 30,867,788 60,145,816 417 1,932,919 26,409,954 420 38,600 50,937,977 423 146,620 536,620 424 425 75,000 75,000 426 201,000 201,000 427 600 30,293,247 430 1,276,364 431 2,900 2,900 433 435 61,422 440 2,000 441 6,230,000 284,782 2,000 4,645,618 11,160,400 460 534,103 465 2,000 8,468,897 9,003,000 2,000 470 52,500 52,500 475 5,000 5,000 601 84,354,073 603 1,200 605 2,127,263 9,690,044 610 100,000 232,397 413,200 105,503,038 3,404,775 3,962,780 8,422,468 121,138,928 153,208,800 2,183,558 15,711,989 17,895,547 1,239,739 21,986,702 24,976,576 558,005 614 740,000 616 625 1,750,135 626 740,000 1,408,278 635 15,356 736 52,419 737 17,138,184 4,426,805 1,518,885 5,998,109 9,997,609 1,338,425 739 569,314 740 2,835,500 69,675 3,312,278 17,018,263 716,913 1,232,714 741 1,904,000 104,565 9,280,696 738 2,698,192 122,290,887 180,803 612 2,070,030 2,696,992 89,947,553 105,503,038 611 615 84,354,073 30,704,286 2,571,139 51,014 620,328 2,835,500 567,249 31,341,210 833 9,028 38,581 834 51,531 188,100 836 214,519 $ 35,536,407 $ 59,275,840 $14,264,660 $ 10,270,437 $ 56,693,841 $ 232,360,702 $ 519 93,817,204 $ 52,819,526 $115,543,210 $696,748,335 $1,628,875,875 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Salary Plan Effective 7/1/25 The information in the following tables reflects personnel system data effective July 1, 2024. 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 Job Group Grade FLSA Status S 18 Ex $ ACCOUNTING PROGRAM MANAGER S 16 Ex ACCOUNTING SENIOR MANAGER M 20 Ex ACCOUNTING SPECIALIST X ACCOUNTING TECHNICIAN Classification Title ACCOUNTING ADMINISTRATOR Annual Minimum Annual Maximum 96,740.80 $ 140,275.20 $ 84,489.60 $ 122,532.80 $ 110,780.80 $ 160,596.80 9 Non Ex $ 54,932.80 $ 74,172.80 X 8 Non Ex $ 51,355.20 $ 69,305.60 ADMINISTRATIVE ASSISTANT X 7 Non Ex $ 47,985.60 $ 64,771.20 ADMINISTRATIVE ASSISTANT SENIOR C 8 Non Ex $ 51,355.20 $ 69,305.60 140,275.20 AFFORDABLE HOUSING MANAGER P 18 Ex $ 96,740.80 $ AIRPORT MAINTENANCE SENIOR TECHNICIAN - CDL X 10 Non Ex $ 58,780.80 $ 79,372.80 AIRPORT MAINTENANCE SUPERVISOR - CDL S 13 Non Ex $ 68,993.60 $ 100,027.20 AIRPORT OPERATIONS MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 AIRPORT PLANNING PROGRAM MANAGER P 17 Ex $ 90,438.40 $ 131,081.60 AIRPORT SENIOR MANAGER M 23 Ex $ 135,678.40 $ 196,726.40 ALLEY MAINTENANCE TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 AMBULANCE TRANSPORTATION ANALYST P 16 Ex $ 84,489.60 $ 122,532.80 AMBULANCE TRANSPORTATION MANAGER S 19 Ex $ 103,521.60 $ 150,092.80 AQUATICS MAINTENANCE SENIOR TECHNICIAN X 12 Non Ex $ 67,329.60 $ 90,875.20 AQUATICS MAINTENANCE SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 AQUATICS MAINTENANCE WORKER X 6 Non Ex $ 44,844.80 $ 60,528.00 AQUATICS SUPERINTENDENT M 18 Ex $ 96,740.80 $ 140,275.20 ASSISTANT CITY ATTORNEY M 22 Ex $ 126,817.60 $ 183,872.00 ASSISTANT CITY MANAGER D 28 Ex $ 204,027.20 $ 275,912.00 ASSISTANT CITY PROSECUTOR I M 17 Ex $ 90,438.40 $ 131,081.60 ASSISTANT CITY PROSECUTOR II M 19 Ex $ 103,521.60 $ 150,092.80 ASSISTANT CITY PROSECUTOR SENIOR M 21 Ex $ 118,497.60 $ 171,808.00 ASSISTANT FIRE CHIEF M FAC Ex $ 178,692.80 $ 197,350.40 ASSISTANT POLICE CHIEF M PAC Ex $ 215,820.80 $ 225,992.00 ASSISTANT TO THE CITY MANAGER P 24 Ex $ 145,163.20 $ 210,496.00 114,504.00 ASSOCIATE ENGINEER P 15 Ex $ 78,977.60 $ ASSOCIATE PLANNER P 12 Non Ex $ 67,329.60 $ 90,875.20 BENEFITS ANALYST C 14 Ex $ 73,819.20 $ 106,995.20 BOX OFFICE ATTENDANT X 5 Non Ex $ 41,932.80 $ 56,576.00 BOX OFFICE SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 BUDGET & POLICY ASSISTANT DIRECTOR M 23 Ex $ 135,678.40 $ 196,726.40 BUDGET & RESEARCH ADMINISTRATOR P 18 Ex $ 96,740.80 $ 140,275.20 BUDGET & RESEARCH ASSOCIATE ANALYST C 13 Ex $ 68,993.60 $ 100,027.20 BUDGET & RESEARCH PRINCIPAL ANALYST C 17 Ex $ 90,438.40 $ 131,081.60 BUDGET & RESEARCH SENIOR ANALYST C 16 Ex $ 84,489.60 $ 122,532.80 BUILDING INSPECTION ADMINISTRATOR M 18 Ex $ 96,740.80 $ 140,275.20 BUILDING INSPECTION SUPERVISOR S 16 Non Ex $ 84,489.60 $ 122,532.80 BUILDING INSPECTOR SENIOR X 13 Non Ex $ 68,993.60 $ 100,027.20 BUILDING PLAN REVIEW ADMINISTRATOR M 19 Ex 103,521.60 $ 150,092.80 520 $ Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Grade BUSINESS COMPLIANCE ADMINISTRATOR S 17 Ex $ 90,438.40 $ 131,081.60 BUSINESS COMPLIANCE ASSOCIATE ANALYST S 15 Non Ex $ 78,977.60 $ 114,504.00 BUSINESS COMPLIANCE INSPECTOR X 9 Non Ex $ 54,932.80 $ 74,172.80 BUSINESS COMPLIANCE LEAD REPRESENTATIVE X 11 Non Ex $ 62,899.20 $ 84,926.40 BUSINESS COMPLIANCE REPRESENTATIVE X 8 Non Ex $ 51,355.20 $ 69,305.60 BUSINESS COMPLIANCE SPECIALIST X 10 Non Ex $ 58,780.80 $ 79,372.80 BUSINESS SYSTEMS SUPPORT ANALYST P 16 Ex $ 84,489.60 $ 122,532.80 BUSINESS SYSTEMS SUPPORT ASSOCIATE ANALYST P 14 Ex $ 73,819.20 $ 106,995.20 Classification Title FLSA Status Annual Minimum Annual Maximum BUSINESS SYSTEMS SUPPORT PRINCIPAL ANALYST P 17 Ex $ 90,438.40 $ 131,081.60 BUSINESS SYSTEMS SUPPORT SENIOR SPECIALIST P 13 Non Ex $ 68,993.60 $ 100,027.20 BUSINESS SYSTEMS SUPPORT SPECIALIST X 12 Non Ex $ 67,329.60 $ 90,875.20 BUSINESS SYSTEMS SUPPORT SUPERVISOR S 18 Ex $ 96,740.80 $ 140,275.20 CHEMIST P 14 Ex $ 73,819.20 $ 106,995.20 CHIEF BUILDING OFFICIAL M 21 Ex $ 118,497.60 $ 171,808.00 CHIEF INFORMATION OFFICER D 25 Ex $ 167,294.40 $ 225,243.20 CITY ATTORNEY SENIOR MANAGER M 24 Ex $ 145,163.20 $ 210,496.00 CITY CLERK SPECIALIST X 8 Non Ex $ 51,355.20 $ 69,305.60 CITY HALL RECEPTIONIST X 7 Non Ex $ 47,985.60 $ 64,771.20 CITY PROSECUTOR M 23 Ex $ 135,678.40 $ 196,726.40 CITY TRANSPORTATION ENGINEER M 21 Ex $ 118,497.60 $ 171,808.00 CIVIL CONSTRUCTION LEAD INSPECTOR X 14 Non Ex $ 73,819.20 $ 106,995.20 CIVIL CONSTRUCTION SENIOR INSPECTOR X 13 Non Ex $ 68,993.60 $ 100,027.20 CIVIL PLAN EXAMINER ADMINISTRATOR M 19 Ex $ 103,521.60 $ 150,092.80 CIVIL PLANS EXAMINER PRINCIPAL P 17 Ex $ 90,438.40 $ 131,081.60 79,372.80 CIVILIAN INVESTIGATOR C 10 Non Ex $ 58,780.80 $ CIVILIAN RANGE INSTRUCTOR X 10 Non Ex $ 58,780.80 $ 79,372.80 CODE ENFORCEMENT OFFICER LEAD X 13 Non Ex $ 68,993.60 $ 100,027.20 CODE ENFORCEMENT OFFICER SENIOR X 11 Non Ex $ 62,899.20 $ 84,926.40 CODE ENFORCEMENT SUPERVISOR S 15 Non Ex $ 78,977.60 $ 114,504.00 COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 COMMUNITY DEVELOPMENT ASSOCIATE X 13 Non Ex $ 68,993.60 $ 100,027.20 COMMUNITY DEVELOPMENT SENIOR PROGRAM MANAGER S 17 Ex $ 90,438.40 $ 131,081.60 COMMUNITY NAVIGATOR X 9 Non Ex $ 54,932.80 $ 74,172.80 COMMUNITY RESOURCES REPRESENTATIVE X 8 Non Ex $ 51,355.20 $ 69,305.60 COMMUNITY RESOURCES SENIOR MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 COMMUNITY RESOURCES SENIOR SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 COMMUNITY RESOURCES SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 122,532.80 COMMUNITY RISK REDUCTION PROGRAM MANAGER P 16 Ex $ 84,489.60 $ COMMUNITY SERVICES ASSISTANT DIRECTOR M 23 Ex $ 135,678.40 $ 196,726.40 COMMUNITY SERVICES DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 COMMUNITY SERVICES PLANNING SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 CONSTRUCTION PERMITS SENIOR REPRESENTATIVE X 9 Non Ex $ 54,932.80 $ 74,172.80 CONSTRUCTION PROGRAM ADMINISTRATOR M 19 Ex 103,521.60 $ 150,092.80 CONSTRUCTION PROJECT MANAGEMENT SENIOR ANALYST S 15 Ex $ 78,977.60 $ 114,504.00 CONSTRUCTION/DESIGN PROJECT MANAGER P 17 Ex $ 90,438.40 $ 131,081.60 CONTRACT COMPLIANCE SENIOR SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 COURT ADMINISTRATOR M 22 Ex $ 126,817.60 $ 183,872.00 COURT CLERK X 7 Non Ex $ 47,985.60 $ 64,771.20 COURT CLERK LEAD X 11 Non Ex $ 62,899.20 $ 84,926.40 COURT CLERK SENIOR X 9 Non Ex $ 54,932.80 $ 74,172.80 COURT COMMISSIONER M 21 Ex $ 118,497.60 $ 171,808.00 COURT INTERPRETER X 9 Non Ex $ 54,932.80 $ 74,172.80 COURT SERVICES SUPERVISOR S 13 Ex 68,993.60 $ 100,027.20 521 $ $ Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Grade FLSA Status CRIME ANALYSIS SPECIALIST X 10 Non Ex $ 58,780.80 $ 79,372.80 CRIME ANALYSIS SUPERVISOR S 16 Ex $ 84,489.60 $ 122,532.80 Classification Title Annual Minimum Annual Maximum CRIME INTELLIGENCE ANALYST P 14 Ex $ 73,819.20 $ 106,995.20 CRIME PREVENTION SPECIALIST X 10 Non Ex $ 58,780.80 $ 79,372.80 CRIME SCENE SENIOR TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 CRIME SCENE SUPERVISOR S 15 Ex $ 78,977.60 $ 114,504.00 CRIME SCENE TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 CRIME SCENE TECHNICIAN LEAD X 12 Non Ex $ 67,329.60 $ 90,875.20 CRISIS INTERVENTION SENIOR PROGRAM MANAGER S 16 Ex $ 84,489.60 $ 122,532.80 CRISIS INTERVENTIONIST SENIOR P 15 Ex $ 78,977.60 $ 114,504.00 CULTURAL ARTS MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 CULTURAL ARTS PRODUCTION SENIOR X 11 Non Ex $ 62,899.20 $ 84,926.40 CULTURAL ARTS PRODUCTION SUPERVISOR S 13 Ex $ 68,993.60 $ 100,027.20 CULTURAL ARTS PROGRAM MANAGER P 15 Ex $ 78,977.60 $ 114,504.00 CULTURAL ARTS SENIOR PROGRAM MANAGER S 17 Ex $ 90,438.40 $ 131,081.60 CULTURAL ARTS SPECIALIST X 8 Non Ex $ 51,355.20 $ 69,305.60 CULTURAL DEVELOPMENT DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 CUSTODIAL SERVICES SUPERVISOR S 10 Non Ex $ 58,780.80 $ 79,372.80 CUSTODIAN X 4 Non Ex $ 39,166.40 $ 52,873.60 CUSTOMER SERVICE REPRESENTATIVE X 8 Non Ex $ 51,355.20 $ 69,305.60 DEPUTY CITY CLERK S 17 Ex 90,438.40 $ 131,081.60 DEPUTY CITY MANAGER D 27 Ex $ 190,756.80 $ 257,878.40 DEPUTY CITY MANAGER/CHIEF FINANCIAL OFFICER D 27 Ex $ 190,756.80 $ 257,878.40 DEPUTY COURT ADMINISTRATOR M 17 Ex $ 90,438.40 $ 131,081.60 DETENTION OFFICER X 9 Non Ex $ 54,932.80 $ 74,172.80 DETENTION OFFICER TRAINEE X 8 Non Ex $ 51,355.20 $ 69,305.60 DETENTION SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 $ DEVELOPMENT COMMUNICATION PROGRAM MANAGER P 16 Ex $ 84,489.60 $ 122,532.80 DEVELOPMENT SERVICES DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 DIGITAL CONTENT CREATOR P 14 Ex $ 73,819.20 $ 106,995.20 DIGITAL CONTENT STRATEGIST P 16 Ex $ 84,489.60 $ 122,532.80 DIGITAL DELIVERY SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 DIGITAL FORENSIC SENIOR EXAMINER P 14 Ex $ 73,819.20 $ 106,995.20 DIGITAL MEDIA CREATOR P 14 Ex $ 73,819.20 $ 106,995.20 DIGITAL MEDIA PRINCIPAL PRODUCER X 16 Non Ex $ 84,489.60 $ 122,532.80 DIGITAL MEDIA PRODUCER X 13 Non Ex $ 68,993.60 $ 100,027.20 DIGITAL MEDIA SENIOR PRODUCER X 14 Non Ex $ 73,819.20 $ 106,995.20 DISPATCH SUPERVISOR S 16 Non Ex $ 84,489.60 $ 122,532.80 DISPATCHER X 13 Non Ex $ 68,993.60 $ 100,027.20 DIVERSITY, EQUITY & INCLUSION MANAGER S 20 Ex $ 110,780.80 $ 160,596.80 106,995.20 DIVERSITY, EQUITY & INCLUSION PROGRAM COORDINATOR C 14 Non Ex $ 73,819.20 $ DOWNTOWN OPERATIONS SPECIAL EVENTS SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 DOWNTOWN REDEVELOPMENT PROGRAM MANAGER P 17 Ex 90,438.40 $ 131,081.60 DRY UTILITY CONSTRUCTION PROJECT COORDINATOR P 15 Ex $ 78,977.60 $ 114,504.00 ECONOMIC DEVELOPMENT DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 131,081.60 $ ECONOMIC DEVELOPMENT PROJECT MANAGER P 17 Ex $ 90,438.40 $ ECONOMIC DEVELOPMENT RESEARCH ASSOCIATE X 12 Non Ex $ 67,329.60 $ 90,875.20 ECONOMIC DEVELOPMENT SENIOR PROGRAM MANAGER P 19 Ex $ 103,521.60 $ 150,092.80 ELECTRICIAN X 13 Non Ex $ 68,993.60 $ 100,027.20 EMERGENCY CALL TAKER X 9 Non Ex $ 54,932.80 $ 74,172.80 EMERGENCY MEDICAL SERVICES TRAINING SENIOR TECHNICIAN X 13 Non Ex $ 68,993.60 $ 100,027.20 EMERGENCY PROGRAM MANAGER P 18 Ex $ 96,740.80 $ 140,275.20 EMS SENIOR PROGRAM MANAGER P 16 Ex $ 84,489.60 $ 122,532.80 522 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Classification Title Grade FLSA Status Annual Minimum Annual Maximum ENERGY MANAGEMENT CONTROLS SENIOR TECHNICIAN X 13 Non Ex $ 68,993.60 $ 100,027.20 ENGINEER (PE) P 18 Ex $ 96,740.80 $ 140,275.20 ENGINEERING (PE) SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 ENVIRONMENTAL SERVICES MANAGER M 18 Ex $ 96,740.80 $ 140,275.20 ENVIRONMENTAL SERVICES PROGRAM COORDINATOR P 15 Ex $ 78,977.60 $ 114,504.00 ENVIRONMENTAL SERVICES SENIOR TECHNICIAN X 11 Non Ex $ 62,899.20 $ 84,926.40 EVENTS PROGRAM COORDINATOR S 13 Ex $ 68,993.60 $ 100,027.20 EVENTS SENIOR X 11 Non Ex $ 62,899.20 $ 84,926.40 EVENTS SPECIALIST X 10 Non Ex $ 58,780.80 $ 79,372.80 EXECUTIVE MANAGEMENT ASSISTANT C 13 Ex $ 68,993.60 $ 100,027.20 FACILITIES PROJECT MANAGER P 16 Ex $ 84,489.60 $ 122,532.80 FACILITY & FLEET SERVICES SENIOR MANAGER M 23 Ex $ 135,678.40 $ 196,726.40 FACILITY MAINTENANCE PLANNER X 13 Non Ex $ 68,993.60 $ 100,027.20 FACILITY MAINTENANCE SENIOR TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 FACILITY MAINTENANCE SUPERINTENDENT M 18 Ex $ 96,740.80 $ 140,275.20 FACILITY MAINTENANCE TECHNICIAN X 9 Non Ex $ 54,932.80 $ 74,172.80 FACILITY MAINTENANCE WORKER X 7 Non Ex $ 47,985.60 $ 64,771.20 FINANCIAL SERVICES ASSISTANT DIRECTOR M 23 Ex $ 135,678.40 $ 196,726.40 FIRE ADMINISTRATION MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 FIRE BATTALION CHIEF FB FB Ex $ 141,752.00 $ 153,940.80 FIRE CAPTAIN F FC Non Ex $ 107,016.00 $ 112,361.60 FIRE CHIEF D 27C Ex $ 231,504.00 $ 256,360.00 FIRE ENGINEER F FE Non Ex $ 94,848.00 $ 99,590.40 FIRE LEAD INSPECTOR X 14 Non Ex $ 73,819.20 $ 106,995.20 FIRE MARSHAL M 20 Ex $ 110,780.80 $ 160,596.80 FIRE MECHANIC - CDL X 12 Non Ex $ 67,329.60 $ 90,875.20 FIRE MECHANIC SUPERVISOR - CDL S 14 Non Ex $ 73,819.20 $ 106,995.20 FIRE PREVENTION SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 FIRE SENIOR INSPECTOR X 13 Non Ex $ 68,993.60 $ 100,027.20 FIRE SUPPORT SERVICES SENIOR TECHNICIAN X 12 Non Ex $ 67,329.60 $ 90,875.20 FIREFIGHTER F FF Non Ex $ 60,611.20 $ 85,300.80 FLEET SERVICES ASSISTANT X 9 Non Ex $ 54,932.80 $ 74,172.80 FLEET SERVICES LEAD - CDL X 13 Non Ex $ 68,993.60 $ 100,027.20 FLEET SERVICES SENIOR TECHNICIAN X 11 Non Ex $ 62,899.20 $ 84,926.40 FLEET SERVICES SENIOR TECHNICIAN - CDL X 12 Non Ex $ 67,329.60 $ 90,875.20 FLEET SERVICES SPECIALIST P 11 Non Ex $ 62,899.20 $ 84,926.40 FLEET SERVICES SUPERINTENDENT M 18 Ex $ 96,740.80 $ 140,275.20 FLEET SERVICES SUPERVISOR - CDL S 15 Non Ex $ 78,977.60 $ 114,504.00 FLEET SERVICES WORKER X 6 Non Ex $ 44,844.80 $ 60,528.00 FORENSIC SCIENCE ASSISTANT X 8 Non Ex $ 51,355.20 $ 69,305.60 FORENSIC SCIENCE SUPERVISOR S 17 Ex $ 90,438.40 $ 131,081.60 FORENSIC SCIENTIST ASSOCIATE P 13 Ex $ 68,993.60 $ 100,027.20 FORENSIC SCIENTIST PRINCIPAL P 16 Ex $ 84,489.60 $ 122,532.80 FORENSIC SCIENTIST SENIOR P 15 Ex $ 78,977.60 $ 114,504.00 FORENSIC SERVICES SENIOR MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 GEOSPATIAL SERVICES MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 GIS ANALYST P 15 Ex $ 78,977.60 $ 114,504.00 GIS SENIOR ANALYST S 16 Ex $ 84,489.60 $ 122,532.80 GIS SENIOR SPECIALIST X 13 Non Ex $ 68,993.60 $ 100,027.20 GIS SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 150,092.80 GOVERNMENT RELATIONS SENIOR PROGRAM MANAGER C 19 Ex $ 103,521.60 $ GRAFFITI TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 GRANTS PROGRAM MANAGER P 16 Ex 84,489.60 $ 122,532.80 523 $ Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Grade FLSA Status GRAPHIC DESIGNER P 13 Ex $ 68,993.60 $ 100,027.20 HOUSING & REDEVELOPMENT SENIOR MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 HOUSING ASSISTANCE SENIOR PROGRAM MANAGER S 15 Ex $ 78,977.60 $ 114,504.00 HOUSING ASSISTANCE SENIOR SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 HOUSING ASSISTANCE SPECIALIST X 9 Non Ex $ 54,932.80 $ 74,172.80 HOUSING ASSISTANT X 8 Non Ex $ 51,355.20 $ 69,305.60 HOUSING INSPECTOR X 10 Non Ex $ 58,780.80 $ 79,372.80 HOUSING INVESTIGATIVE SPECIALIST X 10 Non Ex $ 58,780.80 $ 79,372.80 HOUSING MAINTENANCE SUPERVISOR S 13 Ex $ 68,993.60 $ 100,027.20 HOUSING MAINTENANCE TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 HOUSING PROJECT COORDINATOR P 15 Ex $ 78,977.60 $ 114,504.00 HOUSING REHABILITATION ANALYST X 14 Non Ex $ 73,819.20 $ 106,995.20 HOUSING SENIOR INSPECTOR X 12 Non Ex $ 67,329.60 $ 90,875.20 HOUSING STABILITY SENIOR SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 HOUSING STABILITY SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 Classification Title Annual Minimum Annual Maximum HUMAN RESOURCES ANALYST C 15 Ex $ 78,977.60 $ 114,504.00 HUMAN RESOURCES ASSISTANT DIRECTOR M 23 Ex $ 135,678.40 $ 196,726.40 HUMAN RESOURCES DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 HUMAN RESOURCES MANAGER C 20 Ex $ 110,780.80 $ 160,596.80 HUMAN RESOURCES PRINCIPAL ANALYST C 17 Ex $ 90,438.40 $ 131,081.60 HUMAN RESOURCES PROGRAM COORDINATOR C 15 Ex $ 78,977.60 $ 114,504.00 HUMAN RESOURCES SPECIALIST C 10 Non Ex $ 58,780.80 $ 79,372.80 HVAC SENIOR TECHNICIAN X 11 Non Ex $ 62,899.20 $ 84,926.40 INDUSTRIAL ELECTRICIAN X 14 Non Ex $ 73,819.20 $ 106,995.20 INDUSTRIAL WASTE INSPECTOR X 10 Non Ex $ 58,780.80 $ 79,372.80 INDUSTRIAL WASTE INSPECTOR SENIOR X 11 Non Ex $ 62,899.20 $ 84,926.40 INDUSTRIAL WASTE PROGRAM MANAGER S 16 Ex $ 84,489.60 $ 122,532.80 INSTRUMENTATION TECHNICIAN X 9 Non Ex $ 54,932.80 $ 74,172.80 INSTRUMENTATION TECHNICIAN SENIOR X 14 Non Ex $ 73,819.20 $ 106,995.20 IT APPLICATION SERVICES MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 IT CHIEF APPLICATIONS OFFICER M 22 Ex $ 126,817.60 $ 183,872.00 IT CHIEF INFORMATION SECURITY OFFICER M 22 Ex $ 126,817.60 $ 183,872.00 IT CHIEF INFRASTRUCTURE OFFICER M 22 Ex $ 126,817.60 $ 183,872.00 IT CHIEF TECHNOLOGY OFFICER M 22 Ex $ 126,817.60 $ 183,872.00 IT DATA ARCHITECT PRINCIPAL ANALYST X 19 Ex $ 103,521.60 $ 150,092.80 IT DATA SERVICES MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 IT DATABASE PRINCIPAL ANALYST P 19 Ex $ 103,521.60 $ 150,092.80 IT DATABASE SENIOR ANALYST P 18 Ex $ 96,740.80 $ 140,275.20 IT INFRASTRUCTURE ANALYST P 17 Ex $ 90,438.40 $ 131,081.60 IT INFRASTRUCTURE ARCHITECT PRINCIPAL ANALYST P 19 Ex $ 103,521.60 $ 150,092.80 IT INFRASTRUCTURE PRINCIPAL ANALYST S 19 Ex $ 103,521.60 $ 150,092.80 IT INFRASTRUCTURE SENIOR ANALYST P 18 Ex $ 96,740.80 $ 140,275.20 IT MESSAGING INTEGRATION PRINCIPAL ANALYST P 19 Ex $ 103,521.60 $ 150,092.80 IT MESSAGING MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 IT PORTFOLIO ADMINISTRATOR S 20 Ex $ 110,780.80 $ 160,596.80 IT PROGRAMMER PRINCIPAL ANALYST P 19 Ex $ 103,521.60 $ 150,092.80 IT PROGRAMMER SENIOR ANALYST P 18 Ex $ 96,740.80 $ 140,275.20 IT PROJECT MANAGER P 19 Ex $ 103,521.60 $ 150,092.80 IT SECURITY ANALYST P 17 Ex $ 90,438.40 $ 131,081.60 IT SECURITY ARCHITECT PRINCIPAL ANALYST P 19 Ex $ 103,521.60 $ 150,092.80 IT SECURITY PROGRAM MANAGER P 19 Ex $ 103,521.60 $ 150,092.80 IT SECURITY SENIOR ANALYST P 18 Ex $ 96,740.80 $ 140,275.20 IT SYSTEMS ANALYST P 17 Ex $ 90,438.40 $ 131,081.60 524 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Classification Title Job Group Grade FLSA Status Annual Minimum Annual Maximum IT WEB DEVELOPMENT MANAGER P 20 Ex $ 110,780.80 $ 160,596.80 LABORATORY PROGRAM MANAGER S 16 Ex $ 84,489.60 $ 122,532.80 LANDSCAPE COMPLIANCE SPECIALIST X 13 Non Ex $ 68,993.60 $ 100,027.20 LANDSCAPE MAINTENANCE SERVICES SENIOR TECHNICIAN X 11 Non Ex $ 62,899.20 $ 84,926.40 LAW ENFORCEMENT SENIOR TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 LAW ENFORCEMENT SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 LEAD CUSTODIAN X 7 Non Ex $ 47,985.60 $ 64,771.20 LEGAL CLERK C 9 Non Ex $ 54,932.80 $ 74,172.80 LEGAL SECRETARY C 10 Non Ex $ 58,780.80 $ 79,372.80 LEGAL SECRETARY LEAD C 12 Non Ex $ 67,329.60 $ 90,875.20 LEGAL SUPPORT SUPERVISOR S 15 Ex $ 78,977.60 $ 114,504.00 LIBRARIAN P 13 Ex $ 68,993.60 $ 100,027.20 LIBRARY ADMINISTRATOR S 15 Ex $ 78,977.60 $ 114,504.00 LIBRARY ASSISTANT X 5 Non Ex $ 41,932.80 $ 56,576.00 LIBRARY CIRCULATION SUPERVISOR S 12 Ex $ 67,329.60 $ 90,875.20 LIBRARY MANAGER M 18 Ex $ 96,740.80 $ 140,275.20 LIBRARY PROGRAM MANAGER P 14 Ex $ 73,819.20 $ 106,995.20 LIBRARY SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 LIBRARY SPECIALIST X 7 Non Ex $ 47,985.60 $ 64,771.20 LIBRARY SPECIALIST SUPERVISOR S 10 Non Ex $ 58,780.80 $ 79,372.80 MAIL & GRAPHICS SENIOR TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 MAIL & PRINT TECHNICIAN X 5 Non Ex $ 41,932.80 $ 56,576.00 MANAGEMENT ANALYST P 14 Ex $ 73,819.20 $ 106,995.20 MANAGEMENT ANALYST PRINCIPAL S 17 Ex $ 90,438.40 $ 131,081.60 MANAGEMENT ANALYST SENIOR S 16 Ex $ 84,489.60 $ 122,532.80 MANAGEMENT ASSISTANT C 10 Non Ex $ 58,780.80 $ 79,372.80 MANAGEMENT SUPPORT CLERK X 4 Non Ex $ 39,166.40 $ 52,873.60 MARKETING & COMMUNICATIONS ANALYST P 14 Ex $ 73,819.20 $ 106,995.20 MARKETING & COMMUNICATIONS MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 MARKETING & COMMUNICATIONS PROGRAM COORDINATOR P 15 Ex $ 78,977.60 $ 114,504.00 MAYOR & COUNCIL PUBLIC AFFAIRS SENIOR MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 METERING SERVICES LEAD X 10 Non Ex $ 58,780.80 $ 79,372.80 METERING SERVICES SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 METERING SERVICES TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 MUNICIPAL SECURITY OFFICER, ARMED X 8 Non Ex $ 51,355.20 $ 69,305.60 MUNICIPAL SECURITY OFFICER, COURTS X 7 Non Ex $ 47,985.60 $ 64,771.20 MUSEUM & EXHIBITS CURATOR P 13 Ex $ 68,993.60 $ 100,027.20 MUSEUM MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 MUSEUM PROGRAM COORDINATOR P 14 Ex $ 73,819.20 $ 106,995.20 MUSEUM SENIOR PROGRAM MANAGER S 17 Ex $ 90,438.40 $ 131,081.60 MUSEUM SPECIALIST X 9 Non Ex $ 54,932.80 $ 74,172.80 NEIGHBORHOOD PRESERVATION ANALYST X 13 Non Ex $ 68,993.60 $ 100,027.20 131,081.60 NEIGHBORHOOD PRESERVATION PROGRAM MANAGER P 17 Ex $ 90,438.40 $ NEIGHBORHOOD PRESERVATION SENIOR MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 NEIGHBORHOOD RESOURCES DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 NEIGHBORHOOD SERVICES PROGRAM MANAGER S 17 Ex $ 90,438.40 $ 131,081.60 NETWORK & TELECOMMUNICATION PRINCIPAL ENGINEER P 19 Ex $ 103,521.60 $ 150,092.80 NETWORK & TELECOMMUNICATION SENIOR ANALYST P 18 Ex $ 96,740.80 $ 140,275.20 ORGANIZATIONAL DEVELOPMENT PROGRAM COORDINATOR C 14 Ex $ 73,819.20 $ 106,995.20 ORGANIZATIONAL DEVELOPMENT SENIOR PROGRAM MANAGER P 18 Ex $ 96,740.80 $ 140,275.20 114,504.00 OUTSIDE PLANT FIBER SYSTEM SENIOR ANALYST P 15 Ex $ 78,977.60 $ PARALEGAL C 12 Non Ex $ 67,329.60 $ 90,875.20 PARKS & GROUNDS MAINTENANCE SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 525 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Grade FLSA Status PARKS & GROUNDS MAINTENANCE SUPERVISOR - CDL S 14 Non Ex $ 73,819.20 $ 106,995.20 PARKS MAINTENANCE & OPERATIONS SUPERINTENDENT M 18 Ex $ 96,740.80 $ 140,275.20 PARKS MAINTENANCE LEAD X 10 Non Ex $ 58,780.80 $ 79,372.80 PARKS MAINTENANCE SENIOR TECHNICIAN - CDL X 10 Non Ex $ 58,780.80 $ 79,372.80 PARKS MAINTENANCE SUPERVISOR - CDL S 14 Non Ex $ 73,819.20 $ 106,995.20 Classification Title Annual Minimum Annual Maximum PARKS MAINTENANCE WORKER X 6 Non Ex $ 44,844.80 $ 60,528.00 PAYROLL SPECIALIST C 10 Non Ex $ 58,780.80 $ 79,372.80 PERFORMING ARTS PROGRAM MANAGER P 15 Ex 78,977.60 $ 114,504.00 $ PERMITS & CUSTOMER SERVICE SUPERVISOR S 15 Ex $ 78,977.60 $ 114,504.00 PLANNER P 14 Ex $ 73,819.20 $ 106,995.20 PLANNING & URAN DESIGN SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 PLANNING & URBAN DESIGN SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 PLANNING MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 PLANNING SENIOR ANALYST S 16 Ex $ 84,489.60 $ 122,532.80 PLANNING SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 PLANNING SENIOR PROGRAM MANAGER S 18 Ex $ 96,740.80 $ 140,275.20 PLANT UTILITIES MAINTENANCE SUPERVISOR S 16 Ex $ 84,489.60 $ 122,532.80 POLICE CHIEF D 27C Ex $ 251,409.60 $ 282,484.80 POLICE COMMANDER M PCM Ex $ 187,470.40 $ 196,185.60 POLICE COMMUNICATIONS SENIOR MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 POLICE COMMUNICATIONS TECHNOLOGY SENIOR MANAGER S 19 Ex $ 103,521.60 $ 150,092.80 POLICE DIGITAL MEDIA CREATOR X 14 Non Ex $ 73,819.20 $ 106,995.20 POLICE LIEUTENANT PL PL Non Ex $ 147,784.00 $ 163,009.60 POLICE MEDIA MANAGER M 18 Ex $ 96,740.80 $ 140,275.20 POLICE MENTAL HEALTH & WELLNESS PROGRAM COORDINATOR C 14 Ex $ 73,819.20 $ 106,995.20 POLICE OFFICER O PO Non Ex $ 74,609.60 $ 108,118.40 POLICE OFFICER - LATERAL CERTIFIED O PO Non Ex $ 74,609.60 $ 108,118.40 POLICE OFFICER - LATERAL NOT CERTIFIED O PO Non Ex $ 74,609.60 $ 108,118.40 POLICE OFFICER - RECRUIT O PC Non Ex $ 74,609.60 $ 74,609.60 POLICE OPERATIONS & SUPPORT MANAGER M 18 Ex $ 96,740.80 $ 140,275.20 POLICE OPERATIONS AND RECORDS SENIOR MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 POLICE OPERATIONS SUPPORT SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 POLICE PLANNING & RESEARCH MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 POLICE RECORDS CLERK X 6 Non Ex $ 44,844.80 $ 60,528.00 POLICE RECORDS REPRESENTATIVE X 8 Non Ex $ 51,355.20 $ 69,305.60 POLICE RECORDS SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 POLICE SERGEANT PS PS Non Ex $ 118,934.40 $ 140,753.60 POLICE SUPPORT OPERATIONS ASSISTANT X 9 Non Ex $ 54,932.80 $ 74,172.80 POLICE TECHNOLOGY SENIOR MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 POLICE VOLUNTEER COORDINATOR P 13 Ex $ 68,993.60 $ 100,027.20 106,995.20 POLYGRAPH EXAMINER P 14 Non Ex $ 73,819.20 $ POOL SUPERVISOR S 9 Non Ex $ 54,932.80 $ 74,172.80 PRINCIPAL ENGINEER (PE) M 20 Ex $ 110,780.80 $ 160,596.80 PRINT, MAIL & GRAPHICS SUPERVISOR S 14 Ex $ 73,819.20 $ 106,995.20 PRIVATE CONSTRUCTION & PERMITTING MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 PRIVATE CONSTRUCTION PROJECT MANAGER P 17 Ex $ 90,438.40 $ 131,081.60 PROBATION MONITORING OFFICER P 13 Ex $ 68,993.60 $ 100,027.20 PROCUREMENT & SUPPLY SENIOR MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 PROCUREMENT OFFICER P 15 Ex $ 78,977.60 $ 114,504.00 PROCUREMENT SENIOR SPECIALIST X 11 Non Ex $ 62,899.20 $ 84,926.40 PROPERTY & EVIDENCE SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 PROPERTY & EVIDENCE TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 PUBLIC INFORMATION OFFICER P 16 Ex 84,489.60 $ 122,532.80 526 $ Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Classification Title Grade FLSA Status Annual Minimum Annual Maximum PUBLIC WORKS & UTILITIES ASSISTANT DIRECTOR M 23 Ex $ 135,678.40 $ 196,726.40 PUBLIC WORKS & UTILITIES DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 QUARTERMASTER X 10 Non Ex $ 58,780.80 $ 79,372.80 RADIO COMMUNICATIONS SENIOR SPECIALIST P 14 Ex 73,819.20 $ 106,995.20 REAL ESTATE ADMINISTRATOR M 18 Ex $ 96,740.80 $ 140,275.20 REAL ESTATE PROGRAM COORDINATOR P 16 Ex $ 84,489.60 $ 122,532.80 $ REAL TIME CRIME CENTER OPERATOR X 13 Non Ex $ 68,993.60 $ 100,027.20 RECLAIMED WATER COORDINATOR P 15 Ex $ 78,977.60 $ 114,504.00 RECORDS MANAGEMENT ADMINISTRATOR S 15 Ex $ 78,977.60 $ 114,504.00 RECREATION ASSISTANT S 6 Non Ex $ 44,844.80 $ 60,528.00 RECREATION ASSOCIATE S 10 Non Ex $ 58,780.80 $ 79,372.80 RECREATION CUSTOMER SERVICE REPRESENTATIVE X 8 Non Ex $ 51,355.20 $ 69,305.60 RECREATION CUSTOMER SERVICE SUPERVISOR S 15 Ex $ 78,977.60 $ 114,504.00 RECREATION PROGRAM COORDINATOR S 13 Ex $ 68,993.60 $ 100,027.20 RECREATION SPECIALIST S 8 Non Ex $ 51,355.20 $ 69,305.60 RECREATION SUPERINTENDENT M 17 Ex 90,438.40 $ 131,081.60 $ RECYCLING PROGRAM ANALYST P 12 Ex $ 67,329.60 $ 90,875.20 REGULATORY AFFAIRS SENIOR ANALYST P 14 Ex $ 73,819.20 $ 106,995.20 REVENUE & TAX ANALYST P 14 Ex $ 73,819.20 $ 106,995.20 REVENUE & TAX SENIOR ANALYST P 15 Ex $ 78,977.60 $ 114,504.00 REVENUE & TAX SENIOR MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 RISK MANAGEMENT ADMINISTRATOR S 16 Ex $ 84,489.60 $ 122,532.80 RISK MANAGEMENT SPECIALIST C 10 Non Ex $ 58,780.80 $ 79,372.80 SAFETY PROGRAM COORDINATOR C 15 Ex 78,977.60 $ 114,504.00 $ SENIOR BUILDING PLANS EXAMINER P 14 Ex $ 73,819.20 $ 106,995.20 SENIOR CHEMIST P 15 Ex $ 78,977.60 $ 114,504.00 SENIOR CIVIL PLANS EXAMINER P 14 Ex $ 73,819.20 $ 106,995.20 SENIOR ENGINEER (PE) P 19 Ex $ 103,521.60 $ 150,092.80 SENIOR PLANNER P 16 Ex $ 84,489.60 $ 122,532.80 SITE DEVELOPMENT PLANS EXAMINER X 14 Ex $ 73,819.20 $ 106,995.20 SITE DEVELOPMENT SUPERVISOR S 18 Ex $ 96,740.80 $ 140,275.20 SITE INSPECTOR X 12 Non Ex $ 67,329.60 $ 90,875.20 SOLID WASTE FIELD SUPERVISOR S 13 Non Ex $ 68,993.60 $ 100,027.20 SOLID WASTE LEAD TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 SOLID WASTE MANAGER M 18 Ex $ 96,740.80 $ 140,275.20 SOLID WASTE TECHNICIAN X 7 Non Ex $ 47,985.60 $ 64,771.20 SPECIAL EVENTS SENIOR PROGRAM MANAGER S 16 Ex 84,489.60 $ 122,532.80 SPECIAL EVENTS SENIOR SPECIALIST S 11 Non Ex $ 62,899.20 $ 84,926.40 STRATEGIC INITIATIVES DIRECTOR D 25 Ex $ 167,294.40 $ 225,243.20 STREET LIGHTS SENIOR TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 STREET MAINTENANCE LEAD - CDL X 12 Non Ex $ 67,329.60 $ 90,875.20 STREET MAINTENANCE PROJECTS SENIOR SPECIALIST X 13 Non Ex $ 68,993.60 $ 100,027.20 STREET MAINTENANCE SENIOR TECHNICIAN - CDL X 10 Non Ex $ 58,780.80 $ 79,372.80 STREET MAINTENANCE SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 STREET MAINTENANCE TECHNICIAN - CDL X 8 Non Ex $ 51,355.20 $ 69,305.60 STREETS MAINTENANCE & OPERATIONS SUPERINTENDENT M 18 Ex $ 96,740.80 $ 140,275.20 STREETS MAINTENANCE SENIOR PROGRAM MANAGER S 18 Ex $ 96,740.80 $ 140,275.20 STREETS OPERATIONS & MAINTENANCE SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 STRUCTURAL ENGINEER P 18 Ex $ 96,740.80 $ 140,275.20 TAX AUDIT ADMINISTRATOR S 18 Ex $ 96,740.80 $ 140,275.20 106,995.20 $ TAX AUDITOR P 14 Ex $ 73,819.20 $ TAX AUDITOR ASSOCIATE X 13 Non Ex $ 68,993.60 $ 100,027.20 TAX AUDITOR PRINCIPAL P 16 Ex 84,489.60 $ 122,532.80 527 $ Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Classification Title Job Group Grade FLSA Status Annual Minimum Annual Maximum TAX AUDITOR SENIOR P 15 Ex $ 78,977.60 $ 114,504.00 TECHNOLOGY SUPPORT MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 TECHNOLOGY SUPPORT SENIOR ANALYST P 18 Ex $ 96,740.80 $ 140,275.20 TECHNOLOGY SUPPORT SPECIALIST X 13 Non Ex $ 68,993.60 $ 100,027.20 TELECOMMUNICATIONS & UTILITY FRANCHISE MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 TRAFFIC ENGINEERING ANALYST X 16 Non Ex $ 84,489.60 $ 122,532.80 TRAFFIC ENGINEERING SENIOR TECHNICIAN X 12 Non Ex $ 67,329.60 $ 90,875.20 TRAFFIC SIGNAL SYSTEMS ANALYST P 15 Ex $ 78,977.60 $ 114,504.00 131,081.60 TRAFFIC SIGNAL SYSTEMS SENIOR ANALYST P 17 Ex $ 90,438.40 $ TRAFFIC SIGNALS & STREET LIGHTS LEAD X 12 Non Ex $ 67,329.60 $ 90,875.20 TRAFFIC SIGNALS & STREET LIGHTS SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 TRAFFIC SIGNALS & STREET LIGHTS TECHNICIAN X 9 Non Ex $ 54,932.80 $ 74,172.80 TRAFFIC SIGNALS SENIOR TECHNICIAN X 11 Non Ex $ 62,899.20 $ 84,926.40 TRAFFIC SIGNS & MARKINGS LEAD - CDL X 12 Non Ex $ 67,329.60 $ 90,875.20 TRAFFIC SIGNS & MARKINGS SENIOR TECHNICIAN - CDL X 10 Non Ex $ 58,780.80 $ 79,372.80 TRAFFIC SIGNS & MARKINGS SUPERVISOR S 14 Non Ex $ 73,819.20 $ 106,995.20 TRAFFIC SIGNS & MARKINGS TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 TRANSPORTATION PLANNING MANAGER M 20 Ex $ 110,780.80 $ 160,596.80 TRANSPORTATION PLANNING PROGRAM COORDINATOR P 15 Ex $ 78,977.60 $ 114,504.00 URBAN FORESTER S 14 Non Ex $ 73,819.20 $ 106,995.20 UTILITIES ADMINISTRATIVE SUPPORT MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 UTILITIES MAINTENANCE & RELIABILITY SPECIALIST X 14 Non Ex $ 73,819.20 $ 106,995.20 UTILITIES MAINTENANCE AND RELIABILITY SUPERVISOR S 16 Ex $ 84,489.60 $ 122,532.80 UTILITIES MAINTENANCE LEAD X 13 Non Ex $ 68,993.60 $ 100,027.20 UTILITIES MAINTENANCE PLANNER SENIOR SPECIALIST P 15 Non Ex $ 78,977.60 $ 114,504.00 UTILITIES MAINTENANCE TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 UTILITIES MECHANIC X 11 Non Ex $ 62,899.20 $ 84,926.40 UTILITIES REGULATORY AFFAIRS ANALYST P 13 Ex $ 68,993.60 $ 100,027.20 UTILITIES REGULATORY AFFAIRS PROGRAM MANAGER S 16 Ex $ 84,489.60 $ 122,532.80 UTILITIES REGULATORY AFFAIRS SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 UTILITIES REGULATORY AFFAIRS SENIOR PROGRAM MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 UTILITY MAINTENANCE MANAGER M 19 Ex $ 103,521.60 $ 150,092.80 UTILITY MECHANIC SENIOR X 12 Non Ex $ 67,329.60 $ 90,875.20 UTILITY MECHANIC SENIOR - CDL X 13 Non Ex $ 68,993.60 $ 100,027.20 UTILITY PLANT OPERATOR I X 9 Non Ex $ 54,932.80 $ 74,172.80 UTILITY PLANT OPERATOR II X 11 Non Ex $ 62,899.20 $ 84,926.40 UTILITY PLANT OPERATOR III X 12 Non Ex $ 67,329.60 $ 90,875.20 UTILITY PLANT OPERATOR LEAD X 13 Non Ex $ 68,993.60 $ 100,027.20 UTILITY PLANT OPERATOR TRAINEE X 6 Non Ex $ 44,844.80 $ 60,528.00 UTILITY PLANT SUPERINTENDENT M 18 Ex $ 96,740.80 $ 140,275.20 UTILITY SERVICES LEAD REPRESENTATIVE X 11 Non Ex $ 62,899.20 $ 84,926.40 UTILITY SERVICES MANAGER M 18 Ex $ 96,740.80 $ 140,275.20 UTILITY SERVICES REPRESENTATIVE X 7 Non Ex $ 47,985.60 $ 64,771.20 UTILITY SERVICES SENIOR REPRESENTATIVE X 8 Non Ex $ 51,355.20 $ 69,305.60 UTILITY SERVICES SUPERVISOR S 15 Ex $ 78,977.60 $ 114,504.00 UTILITY SYSTEMS LEAD TECHNICIAN - CDL X 12 Non Ex $ 67,329.60 $ 90,875.20 UTILITY SYSTEMS SUPERVISOR - CDL S 14 Non Ex $ 73,819.20 $ 106,995.20 UTILITY SYSTEMS TECHNICIAN I - CDL X 6 Non Ex $ 44,844.80 $ 60,528.00 UTILITY SYSTEMS TECHNICIAN II - CDL X 8 Non Ex $ 51,355.20 $ 69,305.60 UTILITY SYSTEMS TECHNICIAN III - CDL X 10 Non Ex $ 58,780.80 $ 79,372.80 VICTIM ADVOCATE C 11 Non Ex $ 62,899.20 $ 84,926.40 VICTIM SERVICES SENIOR PROGRAM MANAGER P 16 Ex $ 84,489.60 $ 122,532.80 WAREHOUSE & SUPPLY PROGRAM MANAGER S 15 Ex $ 78,977.60 $ 114,504.00 528 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget Job Group Grade FLSA Status WAREHOUSE & SUPPLY SENIOR TECHNICIAN X 8 Non Ex $ 51,355.20 $ 69,305.60 WAREHOUSE & SUPPLY TECHNICIAN X 7 Non Ex $ 47,985.60 $ 64,771.20 WASTEWATER FACILITIES SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 WATER AUDIT SENIOR TECHNICIAN X 9 Non Ex $ 54,932.80 $ 74,172.80 WATER CONSERVATION PROGRAM MANAGER P 16 Ex $ 84,489.60 $ 122,532.80 WATER CONSERVATION SPECIALIST X 13 Non Ex $ 68,993.60 $ 100,027.20 WATER QUALITY SENIOR TECHNICIAN X 10 Non Ex $ 58,780.80 $ 79,372.80 WATER QUALITY SUPERVISOR S 13 Ex $ 68,993.60 $ 100,027.20 Classification Title Annual Minimum Annual Maximum WATER RESOURCES ANALYST P 16 Ex $ 84,489.60 $ 122,532.80 WATER RESOURCES MANAGER S 20 Ex $ 110,780.80 $ 160,596.80 WATER SYSTEMS SENIOR MANAGER M 21 Ex $ 118,497.60 $ 171,808.00 WEB DEVELOPMENT ANALYST P 17 Ex $ 90,438.40 $ 131,081.60 529 Table of Contents City of Chandler Schedules and Terms 2025-26 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 530 Table of Contents City of Chandler Schedules and Terms 2025-26 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. 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, 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. 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. 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. Revenue Bonds – Bonds that are 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. 531 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget 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 Project (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. 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. 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. 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. 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. 532 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget 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. 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. There were no Improvement District bonds issued. 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 Transfers – Movement of funds from one 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. 533 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget 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. 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. 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 ramadas, area lighting, sidewalks, and landscaping to provide citizens with recreational opportunities. Community Parks – Community Parks serve several neighborhoods located approximately within 1-2 miles of the park. Community Parks provide more specialized and elaborate facilities than neighborhood parks, such as lighted sports fields, group picnic pavilions, restrooms, play areas, and fishing/boating.0 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. 534 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget 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. 535 Table of Contents City of Chandler Schedules and Terms 2025-26 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. ACIC Arizona Crime Information Center ADA Americans with Disabilities Act ADOT Arizona Department of Transportation ADOR Arizona Department of Revenue AHA American Heart Association ALCP Arterial Life Cycle Program ALF Arizona Lottery Fund APP Aquifer Protection Permit APS Arizona Public Service APWA American Public Works Association ARPA American Rescue Plan Act ARS Arizona Revised Statutes ASRS Arizona State Retirement System AZ POST Arizona Peace Officer Standards and Training 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 CDBG Community Development Block Grant CDL Commercial Driver Licenses 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 CNC Chandler Nature Center COP Community Oriented Policing COS Cost of Service CPI Consumer Price Index CPL Chandler Public Library CPTED Crime Prevention Through Environmental Design CUSD Chandler Unified School District CY Calendar Year DCCP Downtown Chandler Community Partnership DCFA Desert Cancer Foundation of Arizona DHS Department of Homeland Security DUI Driving Under the Influence EDMS Electronic Data Management System EEC Environmental Education Center EMS Emergency Medical Services EOC Emergency Operations Center 536 Table of Contents City of Chandler Schedules and Terms 2025-26 Adopted Budget EODCRS Elected Officials Defined Contribution Retirement System EORP Elected Officials Retirement Plan EPA Environmental Protection Agency EPCR Electronic Patient Care Records ESRI Environmental Systems Research Institute ETRO Excise Tax Revenue Obligations EVP East Valley Partnership FAC Fleet Advisory Committee FAIR Financial, Administration and Intergovernmental Relations FLSA Fair Labor Standards Act FSS Forensic Services Section FTE Full Time Equivalent FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board G.E.T. Graffiti Elimination Team’s GFOA Government Finance Officers Association GIS Geographic Information System GMA Groundwater Management Act GO General Obligation GOB General Obligation Bond GPEC Greater Phoenix Economic Council GRIC Gila River Indian Community HCV Housing Choice Voucher HHW Household Hazardous Waste HIPPA Health Insurance Portability and Accountability Act HOA Homeowners Association HOME HOME Investment Partnerships Program HUD Department of Housing and Urban Development HURF Highway User Revenue Fund HVAC Heating, Ventilation, and Air Conditioning IAFF International Association of Fire Fighters ICMA-RC International City Management Association Retirement Corporation IGA Intergovernmental Agreement ISO Insurance Services Office IT Information Technology L.I.F.E Learning in Firesafe Environments LPV Limited Property Valuation LRE Law-Related Education LTAF Local Transportation Assistance Fund MAG Maricopa Association of Governments MG Million Gallons NFPA National Fire Protection Association NTU Nephelometric Turbidity Unit O&M Operations and Maintenance OBRF Ocotillo Brine Reduction Facility OSHA Occupational Safety & Health Administration 537 Table of Contents City of Chandler Schedules and Terms PAR Personnel Action Request PBB Priority Based Budgeting 2025-26 Adopted Budget PHA Public Housing Authority 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 RPTA Regional Public Transit Authority RSWCC Recycling-Solid Waste Collection Center SAS Statement on Auditing Standards SCBA Self-Contained Breathing Apparatus SDF System Development Fee SOV Single-Occupancy Vehicle SQL Structure Query Language SRO School Resource Officer SRP Salt River Project SSD Support Services Division STEAM Science, Technology, Engineering, Art, and Math SWAT Special Weapons and Tactics TLO Terrorism Liaison Officer TPT Transaction Privilege Tax TRC Tumbleweed Recreation Center VALR Voter Approved Local Revenue VDO Vice, Drugs, and Organized Crime VoIP Voice Over Internet Protocol WW Wastewater YMCA Young Men’s Christian Association 538 Table of Contents Acknowledgements The FY 2025-26 Budget document and accompanying 2026-2035 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 residents of the 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 residents 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 Robert Steele/Keith Hargis City Magistrate Ken Kung Information Technology Debbie Dulanski-Garcia City Manager Tera Scherer Law Shannon Rankin Airport Diana Alonzo Risk Management/Claims Sara Soto Management Services Megan Rinkenberger 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 Sarah Meland Utilities Libby Stressman Transportation Policy Nancy Jackson Buildings and Facilities/ Fleet Services Mike Hollingsworth Community Services Joshua Adams/Mickey Ohland Finally, the budget creation would not happen without dedicated professionals working tirelessly putting everything together. I want to especially thank Cat Dixon, Sylvia Dlott, Savana Martinez, Helen Parker, Enrique Sandoval, and Lucy Vazquez of the Management Services Budget Division for the extensive hours they put into this process, as well as Derek Bass who interned with us from Brigham Young University - Idaho and did so much to help. Their professionalism and commitment ensured the production of another quality budget document for FY 2025-26. This great team truly exemplifies the theme of “Strength in Numbers”. 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 Director of Budget & Policy 539 Table of Contents Phone (480) 782-2251 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