PowerPoint Presentation

Council Workshop 
FY21-22 Budget Discussion
April 8, 2021

Budget Calendar
2
Item
Date
Budget Overview / Revenues / Five-Year Financial Forecasts 
January 12, 2021
CIP Council Workshop #1 – G. O. Bond Funded CIP Projects (Streets, Flood Control, Libraries, Public Safety)
February 2, 2021
CIP Council Workshop #2 – G. O. Bond Funded CIP (Parks, Cultural Facilities, Open Space, General Government)
February 16, 2021
CIP Council Workshop #3 – Pay-As-You-Go, Transportation Sales Tax, HURF, DIF, and Grant Funded CIP Projects
March 2, 2021
CIP Council Workshop #4 – Enterprise Funded CIP Projects (Landfill, Solid Waste, Water, Wastewater)
March 16, 2021
CIP Council Workshop #5 – Follow Up Items, DRAFT CIP
March 30, 2021
Materials for All Day Budget Workshops
March 29, 2021
Council Workshop (All Day) – FY22 Operating Budget  (City Court, Engineering, Budget & Finance, Non-
Departmental, Transportation, City Manager’s Office, Code Compliance, Field Operations, City Clerk, HR, IT, and 
Community Services)
April 6, 2021
Council Workshop (All Day) – FY22 Operating Budget (City Attorney, PD, Development Svcs, Econ Dev, PFRSE, Mayor & 
Council Offices, Fire, Organizational Performance, Audit, Water Services, and Public Affairs)
April 8, 2021
Updated DRAFT CIP Binder to Council
April 12, 2021
Final Budget Workshop – Tentative Draft Budget & 10-Year CIP Program
April 20, 2021
Voting Meeting – Tentative Budget Adoption
May 11, 2021
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 8, 2021
Voting Meeting – Property Tax Adoption
June 22, 2021

Summary of Personnel Changes
3
General Fund
# of Positions
Budget and Finance
3
Community Services
.5
Development Services
5
Economic Development
1
Engineering
2
Field Operations
3
Mayor & Council Office
1
Police Services
6
Public Facilities, Rec & Events
2
Total General Fund
22.5
Internal Service Funds
# of Positions
Innovation and Technology
3
Total Internal Service Funds
3
Enterprise Funds
# of Positions
Field Operations
2
Water Services
-3
Total Enterprise Funds
-1
Special Revenue Funds
# of Positions
Arts Commission
1
CAP Grant
3
Highway User Revenue Fund
1
Other Grants
8
Transportation Sales Tax
1
Total Special Revenue
14
Total All Funds
# of Positions
General Fund
22.5
Enterprise Funds
-1
Internal Service Funds
3
Special Revenue Funds
14
Total
38.5

FY21-22 Operating Budget by Fund
4
General Fund
$238.2 
49%
Enterprise Funds
$88.8 
18%
Special Revenue Funds
$82.9 
17%
Internal Service Funds
$74.0 
15%
Vehicle Replacement Fund
$3.8 
1%
Total FY21-22 Budget
$487.7M

FY21-22 General Fund 
Operating Budget by Function
5
Police Services
$106.0 
44%
Fire Services
$51.8 
22%
Other
$43.1 
18%
Public Facilities, Rec 
& Events
$15.5 
6%
Non-Departmental
$11.0 
5%
Public Works
$10.8 
5%
Total FY21-22 Budget
$238.2M

Operating Budget Presentation Schedule
6
April 6, 2021
April 8, 2021
City Attorney
Police Department
Development Services
Economic Development
PFRSE
Mayor and Council Offices
Fire Department
Organizational Performance
Audit
Water Services
Public Affairs
City Court 
Engineering
Budget and Finance & 
Non-Departmental
Transportation
City Manager’s Office
Field Operations
City Clerk’s Office
Human Resources
Innovation and Technology
Community Services

City Attorney’s Office
April 8, 2021

8
Mission Statement
Provide the highest level of legal services to the city and its officials by adhering to 
professional standards, garnering strong understanding of city operations and 
incorporating all relevant information into the legal advice and guidance provided.
To serve the people of Arizona by prosecuting violations of Glendale City Code and 
misdemeanor violations of state law in an ethical manner in order to assure that 
justice is served.
City Attorney
$4,060,729      28 FTEs
City Attorney
Outside Legal 
Fees

City Attorney’s Office
FY2022 Operating Budget Request
Total FY2022 Operating Budget $4,060,729 
$3,497,570 
86%
$312,226 
8%
$250,933 
6%
Salary
Operating
Internal Services
9

City Attorney’s Office
Goals, Objectives & Performance Measures
10
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Attend meetings and hearings as needed or 
requested to provide legal advice.
Intended Result The Mayor, City Council and City staff receive high-
quality, professional and timely legal services. 
Performance Measures
FY2019
Actual
FY2020 Actual
FY2021 
Estimate
% of the meetings/hearings attended (as needed or 
requested)
100%
100%
100%
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Proactively pursue the adjudication of criminal 
cases.
Intended Result The City provides consistent and ethical application 
of criminal justice for the community.
Performance Measures
FY2019
Actual
FY2020 Actual
FY2021 
Estimate
Number of cases adjudicated 
9046
9000
9200

City Attorney’s Office
2021 Accomplishments
11
• Maintaining continuity of operations during a 
year of adversity.

City Attorney’s Office
FY22 Supplemental Requests
12
• No Supplemental Requests for FY22

13
QUESTIONS?

Police Department
April 8, 2021

15
Mission Statement
The mission of the Glendale Police Department is to protect the lives and property of the 
people we serve.
Police Services
$110,394,202         576 FTEs
Operations Bureau
Foothills Patrol 
Division
Gateway Patrol 
Division
Support Services 
Division
Investigative and Administrative 
Services Bureau
Administrative 
Services Division
Criminal 
Investigations 
Division
Special Operations 
Division

Police Department
FY2022 Operating Budget Request
Total FY2022 Operating Budget $110,394,202 
$90,942,093 
82%
$10,063,550 
9%
$9,388,559 
9%
Salary
Operating
Internal Services
16

Police Department
Goals, Objectives & Performance Measures
17
Strategic Objective Improve Community Experience
Department Strategic Initiatives
Decrease the level of crime
Increase satisfaction of police services.
Intended Result Reduced violent and property crime 
Performance Measures*
CY2019 
Actual
CY2020 
Actual
CY2021 
Estimate
UCR Part I - % change:
Violent Crimes % change
Property Crimes % change
-26.6%
-20.6%
31.0%
-13.6%
-30.6%
-26.1%
UCR Part 1 Crimes
Violent Crime
Property Crime
8,982
857
8,125
8,143
1,123
7,023
5,971
779
5,192
% of UCR Part I Crimes Cleared
Violent Crimes
Property Crimes
12%
28%
10%
15%
26%
13%
21%
23%
21%
Cleared by Arrest or Submitted to Prosecutor**
Violent Crimes [#/total]
Property Crimes [#/total]
12%
[239/857]
28%
[819/8,125]
10%
15%
[297/1,123]
26%
[941/7,023]
13%
21%
[181/779]
23%
[1,063/5,192]
21%
*Based on CY data submitted to Uniform Crime Reporting Program
** Data for ‘Submission to Prosecutor’ not available for FY2019 due to new RMS implementation. Data will be made available in the future.

Police Department
Goals, Objectives & Performance Measures
18
Strategic Objective Optimize Processes & Services
Department Strategic Initiatives
Respond to calls for service in a timely manner
Increase proactive patrol
Judiciously enforce traffic laws to promote traffic safety
Intended Result
Promote a sense of community through safe and healthy neighborhoods, effective 
response to requests, maintain high visibility, and enforce traffic safety laws 
throughout the city. 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 Estimate
FY2022 
Target
Calls for Service
185,385
179,469
180,905
N/A
% responses meet desired standard time*:
Priority 1 Calls 
Priority 2 Calls 
71.3%
43.6%
80.6%
46.0%
83.2%
46.2%
90%
90%
Traffic collisions with Injuries 
1,234
1,262
N/A
N/A
DUI Arrests
528
437
N/A
N/A
Officer initiated call volume 
Traffic Stops
62,135
21,988
56,242
19,999
55,271
16,422
N/A
N/A
Communications
% calls answered in 10 secs. (est.)**
% calls dispatched in 60 secs.
85.9%
Prt. 1: 74.2%
Prt. 2: 70.0%
90%
Prt. 1: 85.3%
Prt. 2: 76.4%
90%
Prt. 1: 96.4%
Prt. 2: 89.2%
90%
Prt. 1: 80%
Prt. 2: 72%
*Standard response time is 5 minutes for Priority 1 & 2
** Standard changed to 15 seconds April 2020, data only reported 07/01/2019 – 03/31/2020

Police Department
Goals, Objectives & Performance Measures
19
Strategic Objectives Strengthen Workforce Development
Strengthen Workforce Culture
Department Strategic Initiative Develop and maintain a high-quality work force by applying and 
maintaining professional standards for service.
Intended Result
A high-quality workforce that is dedicated to enhancing safety and 
security in the City and providing high quality services to the 
community. 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Revised policies
56
69
50
50
Training:
E-Learning sessions*
AOT Session conducted*
Professional Development Expenditure
43
21
$100,000
60
51
$100,000
70
65
$100,000
70
65
$100,000
Total Investigations Completed
Internal Complaints Sustained
Accidents Sustained
Response to Resistance 
Investigations Sustained
105
6 of 6
30 of 47
3 of 18
33
105
3 of 4
17 of 36
5 of 22**
36***
N/A
N/A
*Training sessions are reported as calendar year
** 2 cases pending Response to Resistance Review Board
*** 2 cases pending further investigation

Police Department
FY2021 Accomplishments
20
• Health and Safety worked with city, county, state 
to provide amended/safe working conditions for 
employees while still responding to 179,469 
calls for service.

Police Department
FY2022 Supplemental Requests
21
General Fund
New FTE's, Communications Specialists (3)
$230,343
New FTE, Public Safety Media Relations
$143,764
New FTE, Persons Crimes Detective 
$144,792
New FTE, Vehicular Crimes Detective
$147,910

Police Department
FY2022 Supplemental Requests
22
General Fund
FY21-22 IT Projects
$1,200,861
•
PADTrax RFID Evidence Management System
$148,000
•
911 Logging Solution
$385,000
•
Digital Forensic Storage Solution 
$388,000
•
Mobile Data Computers
$279,861

Police Department
FY2022 Supplemental Requests
23
General Fund
Drone Program O&M
$18,000
Equipment for Growth Police Vehicles
$32,915
Vehicle Replacement Fund
Vehicle – Persons Crimes Detective
$35,000
Vehicle – Vehicular Crimes Detective
$50,461

24
QUESTIONS?

Development Services
April 8, 2021

26
Mission Statement
Development Services provides exceptional customer service to create a quality 
environment, ensure safe development, and preserve our Glendale community.
Development Services
$5,445,049       45 FTEs
Building Safety
Planning

Development Services
FY2022 Operating Budget Request
Total FY2022 Operating Budget $5,445,049 
$4,656,665 
85%
$322,344 
6%
$466,040 
9%
Salary
Operating
Internal Services
27

Development Services
Goals, Objectives & Performance Measures
28
Strategic Objective Optimize Processes & Services
Department Strategic Initiative
Provide complete and timely review using our newly 
published time frames to speed projects to completion 
in an inclusive and open process
Intended Result Glendale customers receive superior customer service 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of service requests filed
360
279
377
400
Number of filed cases
370
331
444
450
Planning customers/visits assisted at the Development 
Services Center counter and telephone calls *
3,600
7,840*
9,792*
9,850*
*Calls included due to COVID-19

Development Services
Goals, Objectives & Performance Measures
29
Strategic Objective Optimize Processes & Services
Department Strategic Initiative 95% of all plan review submittals are completed within 
two review cycles
Intended Result Thorough and expedient review of construction plans 
support the development of our community 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number building permits issued
6,000
5,723
6,200+
6,400+
Number of plan reviews completed
4,864
3,840
4,200+
4,500+
Number of plan reviews completed electronically
650
3,215
4,200+
4,500+
% of submitted plans approved at first review
78%
79%
75%
80%
% of submitted plans approved at second review
19%
18%
22%
18%
% of submitted plans requiring 3 or more reviews
3%
3%
3%
2%

Development Services
FY2021 Accomplishments
30
• Update the Unified Development Code, 
specifically the Zoning Ordinance, which was last 
comprehensively updated and codified in 1993.
• Continue to facilitate and provide staff support 
to the Business Services Council Committee and 
the City Code Review Committee.

Development Services
FY2021 Accomplishments
31
• Processed 5 annexations of land into the City 
totaling over 1,293+ acres, most along the Loop 
303 (107th & Northern, Alsup 303 Industrial 
Park, Allen Ranches, Glendale Cavan, Reems 
Ranch)
• Annexations in progress – TKR Industrial Park, 
156ac; The Cubes at Glendale, 75ac; Falcon 
Park, 78ac

Development Services
FY2021 Accomplishments
32
• Fully implemented electronic submittals, plan 
review, and permitting through fully incorporated 
Bluebeam Studio software. Leading SmartGov 
Task Force for permitting software expected to go 
live first quarter of FY2021-22.
• Completed design review, plan review, and 
inspections for construction projects totaling 
over 5.5 million square feet with a construction 
value of more than 380 million dollars.

Development Services
FY2021 Accomplishments
33
• Notable developments issued a Certificate of 
Occupancy include: White Claw, Red Bull, Ball, 
Volvo of Arrowhead, Jaguar/Land Rover of 
Arrowhead, Banner Aspera Medical Center, 
Townplace Suites by Marriott, Copper Falls 
Apartments, as well as 24 residential 
subdivisions.

Development Services
FY2021 Accomplishments
34
• Significant developments in progress include: 
Arizona Christian University, Holiday Inn, Tru by 
Hilton, Brooklyn Bedding, and developments at 
Westgate Entertainment District to include En 
Fuego Plaza, Westgate District Shops, Tesla 
Center, and Zanjero II Apartments.

Development Services
FY2021 Accomplishments
35
• Remarkable construction achievement was 
experienced in one of the Loop 303 industrial 
projects where construction of a 900,000+ sf 
building was completed in 278 days. This 
accomplishment was a result of successful 
collaboration and team work between 
developers, designers, contractors, plan 
reviewers and field inspectors.

Development Services
FY2021 Accomplishments
36
• Throughout the pandemic crisis, many 
homeowners with active residential building 
permits were unable to start or complete 
construction.  With collaboration from DSC, 
these existing permits were reinstated and 
extended at no additional cost to the 
homeowners.

Development Services
FY2022 Supplemental Requests
37
General Fund
New FTE Administrative Support Assistant
$59,881
New FTE Development Services Rep.  
$72,437
New FTE Residential Building Inspectors (2)
$168,478
New FTE Inspector Specialist 
$98,707

Development Services
FY2022 Supplemental Requests
38
General Fund
Travel and Memberships
$4,000
BlueBeam Annual Maintenance
$1,200
Board and Committee Expenses
$1,300
City Initiated Applications
$2,000

Development Services
FY2022 Supplemental Requests
39
Vehicle Replacement Fund
Vehicles – Building Inspectors (2)
$58,100
Vehicle – Inspector Specialist
$29,050

40
QUESTIONS?

Economic Development
April 8, 2021

42
Mission Statement
To promote economic development in the City of Glendale by serving as an important 
catalyst for new business, a critical resource for existing business and consistently 
exploring new industry opportunities to ensure a diverse, sustainable economy that 
improves the lives of the people we serve every day.
Economic Development
$1,993,145      10 FTEs
Economic 
Development
Arts & Culture

Economic Development
FY2022 Operating Budget Request
Total FY2022 Operating Budget $1,993,145 
$1,297,576 
65%
$623,007 
31%
$72,562 
4%
Salary
Operating
Internal Services
43

Economic Development
Goals, Objectives & Performance Measures
44
Strategic Objective Improve Community Experience
Department Strategic Initiative
Leverage industry resources to increase Glendale’s visibility in 
the local, state, and national markets and promote Glendale 
through recruitment initiatives
Intended Result Increase the number of businesses and jobs in our community 
to ensure long-term financial stability
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
New Businesses & Expansions
12
15
13
15
Jobs Generated
765
1,695
1,500
2,000
Participation in Recruitment Initiatives
12
13
12
15
Strategic Objective Improve Community Experience
Department Strategic Initiative
Provide direct assistance to small businesses by connecting 
them with information, experts, and programs for business 
development.
Intended Result Entrepreneurial small business in Glendale is a fundamental 
component of our economy.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
ASU Startup School Classes
12
12
0
12
Direct Assistance – Small Business (Hours)
250
525
1,000
1,500

Economic Development
Goals, Objectives & Performance Measures
45
Strategic Objective Improve Purposeful Communication
Department Strategic Initiative
Proactively share information about businesses expansions, new locates, 
City programs, and economic development efforts to relevant target 
audiences.
Intended Result Increased public awareness about economic opportunities in Glendale.  
Performance Measures
FY2019 
Actual
FY2020 Actual
FY2021 Estimate
FY2022 
Target
Social Media Impressions
20,000
400,000
500,000
600,000
Press Releases/ Media Outreach
30
45
37
40
Followers: Instagram, Facebook, Twitter
130, 90, 80
415, 400,190
920, 1,050, 275
1,020, 1,150, 325
Strategic Objectives Improve Stakeholder Engagement
Improve Purposeful Communication
Department Strategic Initiative
Improve visibility and outreach, link businesses to resources, 
and support business assistance events (job/procurement 
fairs, seminars, etc.).
Intended Result Businesses grow and thrive in our community.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Targeted Outreach Contacts
968
756
550
1,000
Business Assistance Events
7
5
10
15

Economic Development
Goals, Objectives & Performance Measures
46
Strategic Objectives Optimize Processes & Services
Improve Community Experience 
Department Strategic Initiative
Key department managers will continue to enhance the programs 
and services offered to Glendale residents through a variety of 
diverse activities which preserve the health, safety and livability of 
the community.
Intended Result All patrons of the Economic Development Department receive 
excellent customer service.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of people attending public art 
programs 
17,500
20,000
10,000
24,000
Number of partners providing arts 
programming to Glendale residents 
24
29
21
30

Economic Development
FY2021 Accomplishments
47
• Partnered internally and with valleywide agencies to 
promote and provide resources and support for small 
businesses during the COVID-19 pandemic (i.e. grants, 
shopping campaigns, code flexibility, extension of 
premise)
• The Arts Division granted $48,000 in performing arts 
grants to twelve partner organizations to provide free 
performing arts and education programs throughout the 
city – one of which included a unique, socially distanced 
LED street art performance in Downtown Glendale.

Economic Development
FY2021 Accomplishments
48
• Facilitated the annexation of thousands of acres and 
millions of square feet of new industrial/commercial 
development in the New Frontier along the Loop 303, 
including major capital investments that have resulted in 
significant construction sales tax and prime 
opportunities to welcome new end users.
• Experienced substantial land transaction activity in the 
Glendale Airpark resulting in nine new buildings and only 
one prime land opportunity remaining for development.

Economic Development
FY2021 Accomplishments
49
• Attracted major new development and investment to the 
Sports and Entertainment District including the Crystal 
Lagoons Island Resort, En Fuego, several new luxury 
apartment buildings and hotels.  
• Facilitated major developments along the Loop 
101/Beardsley curve including additional luxury auto 
dealers – Volvo, Land Rover, Jaguar – and attracted new, 
popular restaurants to the area including Portillo’s, 
Barrio Queen, Lou Malnati’s and Matt’s Big Breakfast.

Economic Development
FY2022 Supplemental Requests
50
Arts Commission Fund
New FTE - Arts & Culture Coordinator
$64,323

51
QUESTIONS?

Public Facilities, Recreation, and 
Special Events
April 8, 2021

53
Mission Statement
A partnership of employees and community working together to create a better quality of 
life for Glendale through the provision of excellent parks, recreational programming, 
special events, tourism, and neighborhood and community facilities.
Public Facilities, Recreation 
& Special Events
$15,594,234          66.5 FTEs
Parks and 
Recreation
Special 
Events
Public 
Facilities
CVB

PFR&SE 
FY2022 Operating Budget Request
Total FY2022 Operating Budget $15,594,234 
$8,028,458 
52%
$6,615,961 
42%
$949,815 
6%
Salary
Operating
Internal Services
54

PFR&SE 
Goals, Objectives & Performance Measures
55
Strategic Objectives Optimize Processes & Services
Improve Resource Alignment
Department Strategic Initiative
Key department managers will work to identify existing and 
potentially new revenue streams to enhance the General 
Fund and self-sustaining funds to improve program/service 
delivery and enhance efficiency in the ongoing maintenance 
of our facilities.
Intended Result All patrons of the Public Facilities, Recreation and Special 
Events Department receive superior customer service.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of community programs/events/services 
funded through partnerships and/or outside revenue 
sources
10
10
1
4
Number of community volunteer hours leveraged by 
the department
12,800
10,100
480
10,000
Cost per acre of park maintenance
$3,009
$2,894
$2,961
$2,938
Silver Sneaker Visits at Recreation Facilities
52,688
30,000
3,218
45,000
Number of Recreational Outreach Events
28
33
1*
20
* Virtual Arbor Day Event

PFR&SE 
Goals, Objectives & Performance Measures
56
Strategic Objectives Optimize Processes & Services
Improve Resource Alignment
Department Strategic 
Initiative
Position Glendale’s meeting and events assets as a prime value to attract 
conventions and conferences that generate bed tax revenue throughout the 
year.
Intended Result Visitation to the area is increased by marketing meetings and conventions, 
travel and trade bookings creating an increased economic impact.
Performance Measures
FY2019 
Actual
FY2020
Actual
FY2021
Estimate
FY2022
Target
Increase in Gross Hotel Room 
Sales (CY)
$52,112,183
$39,855,538
$43,841,091
$46,033,146
Increase in Hotel Occupancy 
(CY)
6.1%
-29.96%*
1%**
1.5%**
Increase in digital advertising 
impressions*
17,069,625
18,776,588
19,715,417
20,919,200
*Decrease due to public health crisis.
**Uncertainty due to public health crisis.

PFR&SE 
Goals, Objectives & Performance Measures
57
Strategic Objectives
Optimize Processes & Services
Improve Purposeful Communication
Improve Resource Alignment
Department Strategic Initiative
Streamline and create a customer friendly Special Event 
permit process and add community-based programming to 
existing festivals/events.
Intended Result
Residents are connected to their community and visitors 
from across the valley and state are attracted to Glendale 
which enhances the overall economic impact and positive 
image of Glendale.
Performance Measures
FY2019 
Actual
FY2020
Actual
FY2021
Estimate
FY2022 
Target
Increase in festival attendance annually by 5%
227,000
148,000
0
0
Increase social media responses/interactions 
annually by 10%
134,000
153,000
174,000
250,000
Increase sponsorship revenue for festivals annually 
by 10%
$52,500
$27,000
0
0
Estimated economic impact of special events
$4.85 mil.
$4.85 mil.
0
0

PFR&SE 
Goals, Objectives & Performance Measures
58
Strategic Objectives Optimize Processes & Services
Improve Community Experience
Department Strategic Initiative
Engage other departments and agencies to foster and develop 
relationships that promote safe, updated and inclusive facilities while 
providing highly diverse programs and events.
Intended Result All patrons of the Public Facilities, Recreation and Special Events 
Department receive superior customer service.
Performance Measures
FY2019 
Actual
FY2020
Actual
FY2021
Estimate
FY2022
Target
Number of ramada reservation hours made for 
public use
9,000
4,900
1,482
7,000
Number of ballfield reservation hours
15,500
6,120
6,810
13,000
Community Center program hours available to 
the community
3,274
2,345*
120**
1280
Number of people who attended Glendale Adult 
Center events and programs
137,000
126,000
0
110,000
Number of people who attended Foothills 
Recreation and Aquatic Center events and 
programs
283,000
273,406
14,641
136,703
Number of people who attend Civic Center 
events and programs
68,278
50,929
15,942
45,000
*Decrease reflects partial year programming at Rose Lane Community Center due to operator vacating.
**Decrease reflects no programming at Rose Lane Community Center and partial programming at O'Neil Community Center due to no operator at that location.

PFR&SE FY2021 Accomplishments
59
• Facilitated Parks and Recreation Draft Master Plan
• Right Tree/Right Place Program
• Created new drive-through kid’s craft events during several 
holidays at two locations in the City
• Coordinated 6 new Drive-In Movies by Moonlight for the 
community in various locations
• Built new pickleball courts at Bonsall Park
• Parks staff and Glendale Works Program worked together to 
improve park conditions at Bonsall park for better community 
enjoyment
• Built new Splash Pad at O’Neil Park (scheduled to open by 
summer)

PFR&SE FY2022 Supplemental Requests
60
General Fund
Glendale Adult Center Fitness Equipment
$30,000
Heroes Splash Pad Repairs and Maintenance
$92,000
Paint Park Amenities
$40,000
Park Maintenance – Glen Lakes Park
$50,000
Convention & Visitors Bureau Tohono O'Odham Grant
$2,122
Custodial Services for Park Restrooms
$16,000

PFR&SE FY2022 Supplemental Requests
61
General Fund
New FTE – Parks Service Worker
$64,644
Vehicle Costs for Parks Service Worker 
$2,500
New FTE – Sr. Service Worker 
$70,037
Temporary General Laborers
$70,000
Temporary Park Rangers (2)
$50,000

PFR&SE FY2022 Supplemental Requests
62
Vehicle Replacement Fund
Vehicle – Parks Service Worker
$29,036
Vehicle Purchase – CIP Project Manager
$29,036

63
QUESTIONS?

Mayor and Council Offices
April 8, 2021

65
Mission Statement
The Mayor and City Council constitute the elected legislative and policy making body 
of the city. The Mayor is elected at-large every four years. Councilmembers also are 
elected to four-year terms from one of six electoral districts in Glendale.
Mayor’s Office
$493,069       4 FTEs
Council Office
$1,266,183  12 FTEs

Mayor and Council Office
FY2022 Operating Budget Request
Total FY2022 Operating Budget $1,759,252 
$1,151,207 
65%
$454,479 
26%
$153,566 
9%
Salary
Operating
Internal Services
66

Elected Official Offices
Programs and Functions
67
• Support the elected officials and work directly with 
constituents and city departments to resolve any issues or 
questions about city programs and services
• Coordinate elected official constituent communications, 
discretionary budgets, district improvement projects, 
district meetings, special interest projects, research and the 
general day-to-day operations of the Elected Official Offices
• Maintain elected official calendars, complete weekly public 
events postings, and prepare expenditure and travel reports

Mayor & Council Office
FY22 Supplemental Requests
68
New FTE – Communications Project Manager
$0
Adding FTE; Funding being moved from Services 
and Supplies into Salaries and Benefits

69
QUESTIONS?

Fire Department
April 8, 2021

71
Mission Statement
Be Safe, Be Nice & Be Accountable
Fire Services
$56,766,262   296 FTEs
Operations
EMS
Logistics
Admin
Fire 
Prevention
Emergency 
Mgmt
PIO
Education

Fire Department
FY2022 Operating Budget Request
Total FY2022 Operating Budget $56,766,262 
$46,421,132 
82%
$6,297,749 
11%
$4,047,380 
7%
Salary
Operating
Internal Services
72

Fire Department
Goals, Objectives & Performance Measures
73
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Ensure proper support and deployment of staffing, apparatus and 
equipment to provide fast, effective emergency response. 
Intended Result Our community receives effective and efficient all hazards response 
and is assured of the long-term sustainability of quality services. 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Estimate
Response time at the 90th percentile of 
emergency calls. (Turnout and Travel) 
Code 3.
7:22
7:20
7:20 (7:12)
7:20
Glendale fire suppression calls
2,135
2,622
2,790 (1,857)
2,874
Glendale ALS and BLS calls
28,586
28,634
28,600 
(19,062)
29,458
Glendale other call types
1,515
1,507
1,200 (805)
1,236
Automatic Aid Received
5,454
5,543
5,500 (3,651)
5,665
Automatic Aid Given
7,689
7,730
7,160 (4,769)
7,375
Insurance Services Office (ISO) rating 
1
1
1
1

Fire Department
Goals, Objectives & Performance Measures
74
Strategic Objectives Strengthen Workforce Development
Strengthen Workforce Culture
Department Strategic Initiative Annual training of department personnel to maintain compliance with 
State and National standards. 
Intended Result
We deliver superior customer service; and, have a culture of 
continuous assessment, progressive management, and quality 
personnel practices.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Average number of training hours per 
Firefighter
200
210
180
220
Firefighters certified at State Firefighter I 
and Firefighter II levels of proficiency
100%
100%
100%
100%
Training compliance; National Fire 
Protection Association standards
100%
100%
100%
100%

Fire Department
Goals, Objectives & Performance Measures
75
Strategic Objectives Optimize Processes & Services
Improve Community Experience
Department Strategic Initiative
Provide fair, consistent, and comprehensive plans review and 
inspections; Investigate structure fire origin and cause to identify 
potential prevention measures.
Intended Result Reduce the loss of lives and property by incorporating effective fire 
prevention measures in community development. 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of inspections completed
3,579
3,400
2,167
3,400
Number of new construction inspections
1,150
1,250
1,554
1,500
Number of plans reviewed
1,427
1,500
1,196
1,200
Requests for services*
840
900
1,643
1,000
Structure Fire Investigations
71
124
122
110
Special Event Inspections
255
225
52
120
*This database information is tracked and entered based on calendar year.

Fire Department
Goals, Objectives & Performance Measures
76
Strategic Objectives Improve Purposeful Communication
Improve Stakeholder Engagement
Department Strategic Initiative Promote safety awareness in the community through
proactive life safety and fire prevention education programs.
Intended Result Reduction in loss of life and property within our community. 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of life safety classes and events 
held annually
517
239
250
500
Customer contacts
18,297
8,718
10,000
12,200

Fire Department FY2021 Accomplishments
77
• Despite COVID-19, Volunteers/Interns donated 
13,851 hours of service, with an estimated value 
of $376,767 in service hours. More than 175 
interns have “passed” the Crisis Response 
program since 2008
• Due to attrition, we were able to hire and train 
28 new recruit firefighters & five paramedics

Fire Department FY2021 Accomplishments
78
• Group Home Inspection Service – We completed nearly 
50 virtual inspections of Elder-Care and Childcare 
facilities. 
During our most challenging time due to the pandemic, 
we were able to continue our inspection process using 
this method. Glendale is the leader in this endeavor & 
several cities now offer similar service.

Fire Department 
FY2022 Supplemental Requests
79
General Fund
Administrative Medical Director
$39,200
Smart Gov Data Service for FMO
$4,500
CAD Dispatch
$198,453
Drug Box Refrigerator with Comp X E-Lock
$35,000
Radio Repairs
$7,642

Fire Department 
FY2022 Supplemental Requests
80
General Fund
SCBA (Self Contained Breathing Apparatus)
$58,000
Thermal Imaging Cameras
$105,300
Turnouts
$332,640
Radios TDMA Upgrade
$24,750
Operations Overtime
$600,000
New FTE’s – Firefighters – SAFER Grant Positions (8)
Equipment for New Positions
$188,064
2nd MRU – Equipment
$231,265

Fire Department 
FY2022 Supplemental Requests
81
Vehicle Replacement Fund (VRF)
2nd MRU - Vehicle
$65,000
GRPSTC
GRPSTC A/V Equipment Replacement
$17,500
Other Grants
New FTE’s - Firefighters - SAFER Grant Positions (8) $660,256

82
QUESTIONS?

Organizational Performance
April 8, 2021

84
Mission Statement
To build a high-performance culture using business intelligence. 
Organizational 
Performance
$477,244      2 FTEs

Organizational Performance
FY2022 Operating Budget Request
Total FY2022 Operating Budget $477,244
$316,836 
66%
$147,500 
31%
$12,908 
3%
Salary
Operating
Internal Services
85

Organizational Performance
Goals, Objectives & Performance Measures
86
Strategic Objectives
Improve Stakeholder Engagement
Increase Innovation Solutions
Strengthen Workforce Culture
Strengthen Workforce Development
Improve Tools & Technology
Department Strategic Initiative
Implement a programmatic approach to data governance designed to make city data 
actionable and increase the use of data in decision-making, recommendations, and 
telling the story of our work.
Intended Results

City data is open by default, reliable, and easily accessible internally and externally.

Actionable intelligence is used routinely in analysis and reporting.

The city has a number of employees with strong data analytics capabilities, actively 
uses data to share the impact of our work, and strategically implements new 
systems and data collection
Performance Measures
FY2019
Actual
FY2020
Actual
FY2021 
Estimate
FY2022 
Target
Participation and publication of citywide data inventory.
Target:

100% of departments participate

Comprehensive data inventory published and updated at 
defined intervals
N/A
N/A
N/A
N/A
100%
Yes
100%
Yes
Educate organizational data stewards on business intelligence and 
analytics principles
Target: 100% of data stewards receive initial training
N/A
N/A
100%
100%

Organizational Performance
Goals, Objectives & Performance Measures
87
Strategic Objectives
Improve Community Experience
Improve Resource Alignment
Improve Purposeful Communication
Improve Stakeholder Engagement
Optimize Processes & Services
Increase Innovation Solutions
Strengthen Workforce Development
Strengthen Workforce Culture
Improve Tools & Technology
Department Strategic Initiative What Works Cities Certification
Intended Results

Data driven governance to increase resident satisfaction

Community engagement to improve neighborhoods

Address the most pressing issues the city is facing through 
the analysis of data and implementation of programs that 
work
Performance Measures
FY2019
Actual
FY2020
Actual
FY2021 
Estimate
FY2022 
Target
Number of defined certification criteria achieved 
and maintained.
Target: 51% of criteria achieved and maintained 
by the end of 2020
N/A
31%
60%
67%

Organizational Performance
FY2021 Accomplishments
88
• City Wide Kickoff of the Data Governance Program
• What Work Cities Application submitted Feb 2021 
(certification level pending)
• City Wide Performance Metrics collected and published 
externally as well as other performance dashboards
• GlendaleOne Management turned over to GlendaleOne
Admin Team and transition training complete

Organizational Performance
FY2022 Supplemental Requests
89
• No Supplemental Requests for FY22

90
QUESTIONS?

Audit Department
April 8, 2021

92
Mission Statement
To provide internal audit services that strengthen controls, reduce risk, maximize 
efficiency and enhance government transparency.
Audit Department
$411,466    1 FTE

Audit Department
FY2022 Operating Budget Request
Total FY2022 Operating Budget $411,466 
$141,557 
34%
$260,016 
63%
$9,893 
3%
Salary
Operating
Internal Services
93

Audit Department
Goals, Objectives & Performance Measures
94
Strategic Objective Improve Resource Alignment
Department Strategic Initiative Develop a risk-based audit plan that strengthens internal 
controls and reduces organizational risk.
Intended Result Audit resources are allocated to the areas that pose the 
greatest risk to the city.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of Audits Completed 
18
4
17
10
% Audit Recommendations Accepted by 
Management
98%
95%
100%
99%
% Annual Audit Plan Completed
90%
75%
100%
100%

Audit Department 2021 Accomplishments
95
• Admin Team and transition training complete
• 8 audits completed, 8-9 more audits on track 
to complete as part of the current Audit Plan
• Completion of annual Risk Assessment
• Audit software implementation and training 
performed
• Currently recruiting Internal Audit Program 
Manager

Audit Department
FY22 Supplemental Requests
96
• No Supplemental Requests for FY22

97
QUESTIONS?

Water Services
April 8, 2021

99
Mission Statement
The Water Services Department provides customers with safe, reliable, high quality water, 
wastewater, and storm water services to ensure the health, vitality and sustainability of 
our community.
Water Services
$57,182,863   214.75 FTEs
Plant 
Operations
System 
Operations
Environmental 
Programs
Administration 
Support

Water Services 
FY2022 Operating Budget Request
Total FY2022 Operating Budget $57,182,863 
$21,378,105 
37%
$28,095,248 
49%
$7,709,509 
14%
Salary
Operating
Internal Services
100

Water Services
Goals, Objectives & Performance Measures
101
Strategic Objectives
Improve Resource Alignment
Increase Purposeful Communication
Improve Community Experience
Department Strategic Initiatives
Recharge portion of Central Arizona Project (CAP) water and 
available effluent. Reduce production per capita. Perform 
laboratory tests. Convert grass landscape to xeriscape 
landscape. Educate users about conservation and 
sustainability programs.
Intended Result Sustain today’s resources for future availability.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
CAP water recharged (acre foot)
1,932
2,394
1,000
750
Effluent recharged (acre foot)
6,780
6,371
6,500
6,600
Gallons Produced per Capita per Day
140
144
148
148
# of water/wastewater samples analyzed by Water 
Quality Laboratory (WQL) 
11,822
7,661
15,900
7,500
Square footage of converted landscape
122,487
98,309
93,000
100,000
# of students in Youth Education Program
3,240
2,102
650
2,100
# of participants in Green-Living Classes
680
490
550
515

Water Services
Goals, Objectives & Performance Measures
102
Strategic Objectives Improve Asset Management
Improve Resource Alignment
Department Strategic Initiatives Provide water and wastewater services to meet demand. 
Maintain Treatment O&M cost. 
Intended Result Customers receive 24/7 water and wastewater services 
efficiently and economically.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Amount of water delivered in billion gallons
12.8
13.4
14.7
14.0
Water O&M cost per 1,000 gallons
$0.93 
$0.93 
$0.95 
$1.05 
Amount of sewage treated in billion gallons
6.2
6.3
6.3
6.3
Wastewater O&M cost per 1,000 gallons
$1.37 
$1.36 
$1.55 
$1.58

Water Services
Goals, Objectives & Performance Measures
103
Strategic Objectives Improve Asset Management
Improve Resource Alignment
Department Strategic Initiative
Maintain Systems O&M costs. Replace and rehabilitate lines. 
Exercise main valves. Clean 235 (1/3 of 707 total) miles of 
sewer lines. Maintain a rate of <1.0 for Sanitary Sewer 
Overflow per 100 miles of line.
Intended Result Water distribution and wastewater collection systems are 
operated efficiently and economically.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Distribution O&M cost per 1,000 gallons
$0.50
$0.48
$0.57
$0.57
# of water line miles replaced of total 1,094
0.2
2.5
1.6
1.0
# of valves exercised of total 25,000
13,956
4,802
19,000
12,000
# of fire hydrants flushed of total 8,500
8,678
8,903
8,900
8,500
Collection O&M cost per 1,000 gallons
$0.58
$0.62
$0.64
$0.65
# of sewer line miles replaced of total 707
0.0
0.3
0.2
1.7
% of 235 miles of sewer line cleaned
110%
91%
100%
100%
# of Sanitary Sewer Overflow per 100 miles
0.42
0.0
<1.00
<1.00

Water Services 
FY2021 Accomplishments
104
• AZ Water and Water Environment Federation Awards
• Implemented the “Green Living Series” via virtual media
• Arrowhead Waste Activated Sludge (WAS) Line Rehab
• Luke Air Force Base Inter-Government Agreement
• Arrowhead Water Reclamation Facility Rehabilitation

Water Services 
FY2022 Supplemental Requests
105
Water Fund
Increase for Raw Water Costs
$100,000
Increase for Additional Costs at PPWTP
$160,000
Increase for Chemical Costs
$350,000
Increase for Building Maint. Costs
$220,000

Water Services 
FY2022 Supplemental Requests
106
Sewer Fund
Increase in Additional Costs at WARF
$110,000
Increase for Chemical Costs
$50,000
Increase for Building Maint. Costs
$70,000

107
QUESTIONS?

Public Affairs
April 8, 2021

109
Mission Statement
The mission of the Public Affairs Department is to develop and implement 
comprehensive strategies and programs that effectively and accurately communicate the 
city’s key messages to their targeted audiences.
Public Affairs
$2,661,019     15.5 FTEs

Public Affairs
FY2022 Operating Budget Request
Total FY2022 Operating Budget $2,661,019 
$1,913,623 
72%
$421,775 
16%
$325,621 
12%
Salary
Operating
Internal Services
110

Public Affairs
Goals, Objectives & Performance Measures
111
Strategic Objective Improve Purposeful Communication
Department Strategic Initiative
Successfully advocate the city’s position on issues at the 
Arizona Legislature, United States Congress, and other 
governmental bodies.
Intended Result Legislative awareness and impact.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Total number of bills posted
1318
1604
1350
1510
Number of bills tracked that have a direct impact to 
City and have received staff input
387
293
325
335
Number of new laws being enacted 
320
350
335
347

Public Affairs
Goals, Objectives & Performance Measures
112
Strategic Objectives Improve Purposeful Communication
Improve Stakeholder Engagement
Department Strategic Initiative
Proactively pursue an enhanced presence on regional and 
national committees, work cooperatively with local and 
regional partners/agencies, and strategically position 
Glendale’s projects for regional funding and support. 
Intended Result Glendale projects are funded and completed in the 
appropriate times.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Total number of regional and national committees on 
which Glendale elected officials are serving
21
18
22
23

Public Affairs
Goals, Objectives & Performance Measures
113
Strategic Objectives
Improve Purposeful Communication
Improve Stakeholder Engagement
Increase Innovation Solutions
Department Strategic Initiatives
Increase outreach and provide city news and information about 
the City’s programs, services, and amenities with the use of 
creative outreach methods. Implement new web content 
management system to better serve our digital audience and 
increase visitors to City websites.
Intended Result Improved communications and transparency with residents, 
stakeholders, community partners, businesses and visitors. 
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Social media presence - the number of people who see our 
posts on all digital channels including Vimeo, Facebook, 
Instagram, Twitter and YouTube
700,000
2,000,000
2,250,000
2,500,000
Number of Facebook Live reports “look live” videos or 
social media broadcasts of city events 
150
175
200
220
Average social engagements per post
N/A
30
50
55
Average positive sentiment
N/A
16%
20%
22%
Number of website pageviews*
*FY18 & FY 19 include numbers from other city websites 
(Library, CVB, & Civic Center) FY20 & FY21 include only 
the main site 
4,500,000
3,700,000
4,000,000
4,015,000

Public Affairs
Goals, Objectives & Performance Measures
114
Strategic Objectives
Improve Purposeful Communication
Improve Stakeholder Engagement
Increase Innovation Solutions
Department Strategic Initiative
Proactively engage residents and council through targeted 
communication strategies and the use of creative outreach 
methods.
Intended Result
The public and the Council are informed of the City’s 
legislative agenda and bills being considered by the 
Legislature that would have a direct impact on the city or 
neighborhoods.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of Legislative Link subscribers
153
176
210
199
Number of legislative reports posted to the website
15
10
14
19

Public Affairs FY2021 Accomplishments
115
•
Social Media Overview - With the new Digital Communications Program Manager role,
the following key actions were achieved and crucial to setting up the city’s social media
program.
–
Creating an official city Social Media Policy
–
Creating an official Social Media Playbook to provide city staff with social media best practices and
guidelines
–
Assessing and analyzing content to increase social following and engagement
–
Vetting and implementing social media archiving software to comply with Arizona Public Records laws
–
Vetting and implementing social media management software to assist in managing 38 official city
accounts & to comply with city’s IT policies
–
Collaborating with Glendale Media team to implement live streaming of city council meetings, workshops
and commission meetings.
–
Implemented strategy of live-tweeting council meetings to update residents of voting decisions in real-time
–
Activating city’s paid social media presence and set-up campaigns for census awareness.
–
Collaborating with city staff to create social content for each social platform.
•
125% Year over Year increase in engagement on city’s Twitter & Facebook
•
17% Year over Year increase in social media followers
•
397 Thousand social interactions with owned social channels

•
Website Overview - With the launch of the updated website, the following key actions
were achieved to ensure its successful launch:
–
Re-design of intranet: GRID
–
Implementing analytics tool Siteimprove for web metrics & KPIs
–
Working cross-departmentally with IT to incorporate new features (Wall of Kudos, Employee Spotlight,
Photo Contest mechanisms, etc.)
–
Creation and upkeep of COVID-19 web information (2nd most visited pages on site)
–
Built "campaign" pages around a city event or effort (Census, Bond Election, Right Tree/Right Place, etc.)
–
Liaison to other departments in city to ensure their systems are appropriately linked and found, both
externally and internally (GIS, Payments, Organizational Performance, HR/IT Systems, Glendale One)
–
Transitioned search on external site to Google Search after built in search was ineffective
–
Work with Creative Services to create appropriate web banners, photos and hero images that are
informative and current.
–
Refresh content on regular basis for both GlendaleAZ.com/home and GRID/home with items from Glendale
11, PIO's, HR, Departments, etc.
•
1.8 million visits (1% increase)
116
Public Affairs FY2021 Accomplishments

Public Affairs FY2021 Accomplishments
117
Digital Government:  Case Study
•
Modernizing our communication 
approach to include digital access points 
meets our residents where they are 
getting their information: social media & 
the web. 
•
Example: Informational bond meetings 
are typically held in person, but 
customized landing pages with bond 
information and live-streaming of 
informational meetings on social media 
allowed residents to engage and get 
information at their convenience.
–
More than 4.3K people reached on 
live-streams and social media posts
–
3.4K views on bond webpage

•
Arizona Legislature:
–
Assist Mayor Weiers on the Municipal Tax Code Commission and the League of Arizona Cities and Towns
Executive Committee.
–
Assisted Councilmembers throughout the year to engage with legislators or policy issues of interest.
–
Held virtual meetings between legislators and Councilmembers.
–
Intergovernmental Programs is running two bills in the 2021 session that have not garnered any opposition,
thus far.
–
Intergovernmental Programs is coordinating a regional meeting with CM Joyce Clark and other city leaders to
discuss the need for greater firework enforcement.
•
State Agencies:
–
Maintained communication with the Governor's Office, Department of Health of Human Service, Department
of Economic Security, and local HUD Office through the pandemic.
–
In July 2020, Intergovernmental Programs provided the Governor's Office and AZDHS with a list of
recommendations from CAP. Those suggestions were all included in the state's housing assistance portal
which expedited application reviews for our staff and the state.
•
NLC:
–
Intergovernmental Programs continues to support Councilmember Tolmachoff with the NLC Information and
Technology Committee and Mayor Weiers with the NLC Military Communities Council.
–
With the help of IG staff, CM Tolmachoff has engaged with NLC on several wifi initiatives that will bring
additional services to our poor communities.
118
Public Affairs FY2021 Accomplishments

US Conference of Mayors
–
Intergovernmental Programs continues to support Mayor Weiers with the US Conference of Mayors who
serves on the Tourism, Arts, Parks, Entertainment and Sports Committee as well as the Mayors
Professional Sports Alliance Task Force
–
Intergovernmental Programs worked with Facilities to secure 9,600 free masks through the US Conference
of Mayors
MAG
–
Intergovernmental Programs supported Mayor Weiers as chair of the MAG Regional Council Executive
Committee and Regional Council.
–
Intergovernmental Programs continues to support Mayor Weiers in his role of developing the criteria for the
extension of Proposition 400.
–
Intergovernmental Programs is working work Economic Development to secure a grant through MAG to
improve street lighting in the Sports and Entertainment District.
Luke AFB
–
Intergovernmental Programs continues to support Luke AFB and serves as the city's liaison to the base.
–
Communication between the new General, Community Initiatives Team (Chris Toale) and the city is steady.
–
In February 2021, Public Affairs filmed an economic development round table with General Kreuder and
Randy Huggins.
119
Public Affairs FY2021 Accomplishments

Federal Outreach:
–
In 2020, Intergovernmental Programs, Glendale Chamber of Commerce and Councilmember Lauren Tolmachoff
hosted a community forum with Martha McSally.
–
In 2020, Intergovernmental Programs arranged a virtual meeting with Congressman Ruben Gallego and the City
Council.
–
Intergovernmental Programs communicates monthly with all four Congressional offices.
–
Relationship building with Debbie Lesko's Office has improved significantly over the past 12 months.
•
Bi-weekly contact with the Congresswoman's Community Outreach Director
•
Working with the Congresswoman's Office to arrange a virtual visit with the Glendale City Council and a
member of the FCC to discuss small cell deployment.
–
Arranged a virtual meeting with Senator Kelly and the West Valley Mayors. Ryan is also working on a follow up
meeting with Senator Kelly and the Glendale City Council.
–
Outreach efforts to Senator Sinema contributed to the population threshold being reduced from 500,000 to
200,000 for the Emergency Rental Assistance Program. The outreach resulted in $7,678,833.50 of direct funding
to the city of Glendale.
Baker Donelson, Federal Consultant Contract - $27,273
–
Steve Hyjek continues to show an active presence in Washington DC both in Congress and at the Pentagon.
–
Steve Hyjek proposed, and the West Valley Partners approved, the following FY 2022 Funding Priorities:
•
Construction for a new Child Development Center (CDC): Cost: $18.5 million
•
Replacement of Gila Bend Control Tower/Fire Station/Base Operations Complex: Cost: $15.5 million
•
HVAC replacement: Cost: $9.2 million ($4.6 million per building)
•
North turnaround, Gila Bend Air Force Auxiliary Field: Cost: $3.3 million
120
Public Affairs FY2021 Accomplishments

Communications Accomplishments:
•
Communications launched a new concept of having an entire week dedicated to the gratitude of our staff. This
fits with our goal of enhancing internal communications. We prepared many different things for this including
videos that got several thousands of views and we did emails to staff every day, had posters up, gave employees
gifts and we made a dedicated area of our internal GRID website which we called the Wall of Pride which still
gets populated with new material today. We collaborated with our GEEC team and the City Managers Office to
make it all be successful.
•
When the pandemic hit, Communications could no longer broadcast meetings from the Council Chambers and
so we have equipment in the Civic Center and have been able to broadcast the meetings remotely and also put
that feed on Facebook and YouTube.
121
Public Affairs FY2021 Accomplishments

Public Affairs
FY2022 Supplemental Requests
122
General Fund
Link Electronics – Maintenance Contract
$7,000

123
QUESTIONS?

Budget Calendar
124
Item
Date
Budget Overview / Revenues / Five-Year Financial Forecasts 
January 12, 2021
CIP Council Workshop #1 – G. O. Bond Funded CIP Projects (Streets, Flood Control, Libraries, Public Safety)
February 2, 2021
CIP Council Workshop #2 – G. O. Bond Funded CIP (Parks, Cultural Facilities, Open Space, General Government)
February 16, 2021
CIP Council Workshop #3 – Pay-As-You-Go, Transportation Sales Tax, HURF, DIF, and Grant Funded CIP Projects
March 2, 2021
CIP Council Workshop #4 – Enterprise Funded CIP Projects (Landfill, Solid Waste, Water, Wastewater)
March 16, 2021
CIP Council Workshop #5 – Follow Up Items, DRAFT CIP
March 30, 2021
Materials for All Day Budget Workshops
March 29, 2021
Council Workshop (All Day) – FY22 Operating Budget  (City Court, Engineering, Budget & Finance, Non-
Departmental, Transportation, City Manager’s Office, Code Compliance, Field Operations, City Clerk, HR, IT, and 
Community Services)
April 6, 2021
Council Workshop (All Day) – FY22 Operating Budget (City Attorney, PD, Development Svcs, Econ Dev, PFRSE, Mayor 
& Council Offices, Fire, Organizational Performance, Audit, Water Services, and Public Affairs)
April 8, 2021
Updated DRAFT CIP Binder to Council
April 12, 2021
Final Budget Workshop – Tentative Draft Budget & 10-Year CIP Program
April 20, 2021
Voting Meeting – Tentative Budget Adoption
May 11, 2021
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 8, 2021
Voting Meeting – Property Tax Adoption
June 22, 2021