PowerPoint Presentation Part 3

Human Resources
April 6, 2021

98
Mission Statement
We improve the lives of the people we serve every day.
Human Resources
$48,591,919   23 FTEs
Organizational 
Development
Employee 
Relations
Employment 
Services
Compensation
and Benefits
Risk/Worker’s 
Compensation

Human Resources
FY2022 Operating Budget Request
Total FY2022 Operating Budget $48,591,919 
$3,008,218 
6%
$45,436,853 
94%
$146,848 
0.30%
Salary
Operating
Internal Services
99

Human Resources
Goals, Objectives & Performance Measures
100
Strategic Objectives Strengthen Workforce Culture
Strengthen Workforce Development
Department Strategic Initiatives
1.
Obtain top level management support for diversity initiatives.
2.
Form a Diversity Committee to develop, communicate and 
implement a diversity strategy.
Intended Result Foster and influence a climate of mutual respect and inclusiveness 
that is open, creative and people centered.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Number of organizational diversity events 
held
8
3
No in-person 
events
4
Number of diversity training opportunities 
held
36
7
6 (virtual)
10
Number of employees attending diversity 
training/events
1300
498
279
700
Our employee diversity ratio reflects the 
Glendale community
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Human Resources 
Goals, Objectives & Performance Measures
101
•
New Hires FY18/19 Actual – White 55.5%, Black/AA 5%, Hispanic Latino 35.3%, 
Asian 1.7%, Native Hawaiian and Other Pacific Islander 0%, American Indian 0.8%, 
2 or more Races 1.7%
•
New Hires FY19/20 Actual – White 52.6%, Black/AA 6.8%, Hispanic Latino 33.9%, 
Asian 2.1%, Native Hawaiian and Other Pacific Islander 1.6%, American Indian 0%, 
2 or more Races 2.0%
•
Community and Employee Ratios FY18/19 Actual – White 48.6% Community 
(65.3%EE), Black/AA 5.1% Community (5.1%EE), Hispanic/Latino 37.3% 
Community (25.4%EE), Asian 4.3% Community (2.4%EE), American Indian 1.6% 
Community (0.9%EE), Native Hawaiian and Other Pacific Islander 0.2% Community 
(0.2%EE), 2 Or More Races 4.2% Community (0.7%EE)
•
Community and Employee Ratios FY19/20 Actual – White 48.6% Community 
(62.1%EE), Black/AA 5.1% Community (5.0%EE), Hispanic/Latino 37.3% 
Community (26.1%EE), Asian 4.3% Community (2.5%EE), American Indian 1.6% 
Community (0.9%EE), Native Hawaiian and Other Pacific Islander 0.2% Community 
(0.3%EE), 2 Or More Races 4.2% Community (2.1%EE)

Human Resources
Goals, Objectives & Performance Measures
102
Strategic Objective Improve Resource Alignment
Department Strategic Initiatives
1.
Collaborate with employees, stakeholders and healthcare 
organizations to review options for implementing a fiscally 
sustainable health plan.
2.
Develop a plan to promote greater participation in the wellness 
program.
Intended Result
Maintain a fiscally sustainable employee benefits program that 
provides high quality healthcare which promotes and enhances the 
well-being of employees. 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Cost increases remain at or below the 
medical trend. 
7-1-18
1% below 
medical trend
7-1-19
3.7% below 
medical trend
7-1-20
3.8% below
medical
trend
2.3% below 
medical trend
Increase enrollment in the wellness 
program.
645
21% decrease 
due to 
calculation 
change
557
14%
decrease in
enrollment
485
13%
decrease in 
enrollment
15% increase in 
enrollment

Human Resources
Goals, Objectives & Performance Measures
103
Strategic Objectives Improve Resource Alignment
Improve Asset Management
Department Strategic Initiative
1.
Monitor external market on regular basis to ensure 
competitiveness.
2.
Complete job studies as appropriate in a timely manner to 
ensure classifications are current.
3.
Comply with appropriate federal and state laws.
4.
Complete classification and compensation study to determine 
critical areas requiring attention.
Intended Result
Implement and maintain a competitive non-represented 
compensation structure, policy, practices and philosophy to 
attract, motivate and retain highly skilled employees.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Reduce turnover for non-represented 
employees 
8.6%
13.7%
10.6%
8.0%
Salary ranges are within +/- 5% of the 
average midpoint for comparative 
organizations
Study not 
conducted
At +/- 5%
7-1-20
Study not 
conducted
Remain at
+/-5%

Human Resources
Goals, Objectives & Performance Measures
104
Strategic Objectives Improve Resource Alignment
Improve Asset Management
Department Strategic Initiatives
1.
Utilize risk avoidance, risk reduction, risk transfer and risk retention 
strategies to protect against losses that would negatively impact City 
assets and its ability to provide ongoing services.
2.
Manage property and liability claims to minimize costs.
3.
Promote employee safety awareness programs.
Intended Result Provide and maintain a low risk, safe environment for City of Glendale 
employees and its citizens.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Utilize in-house counsel 50% (when practical) to 
reduce legal fees.
Open (filled/served)
Closed (settled, prevailed or dismissed)
Internal counsel assigned
Outside counsel assigned
61%
18
34
32
20
38% in house**
16
10
6
10
50% 
50%
*Experience Modification Rate for Workers’ 
Compensation Claims at 1.0 or less. The average for 
city and county employers is 1.04%
As of 12/31/19
.90
As of 12/31/20
.90
.90
.90
Maintain total operating cost of risk at < 3% 
.0166%
.028%
<3%
<3%
*The Experience Modification Rate is an indicator of how well a workers’ compensation program is performing as compared to other similar business types within a State 
(in our case against other cities within Arizona) **Due to nature of litigation & workload outside counsel was needed.

Human Resources 
FY2021 Accomplishments
105
•
Successfully managed through the COVID Pandemic by:
– Implementing and administering Public Health Emergency Leave 
for all Glendale employees
– Managing the Emergency Family Medical Leave Act 
– Working with IT and all Departments on transitioning over 300 
employees to telework status
– Managing and tracking employee quarantine process and return to 
work plan
– Assisted Emergency Operations with securing and providing the 
vaccine to City employees 
•
Implemented Employee Success Factors and revised Employee 
Performance Review process

Human Resources
FY2022 Supplemental Requests
106
General Fund
Tuition Reimbursement Program
$150,000
Citywide Incentive Program 
$100,000
Legal Fees for PSPRS Board
$24,000
Training & Development
$20,000

Human Resources
FY2022 Supplemental Requests
107
Risk Management Trust Fund
Risk Management Trust Fund
$1,962,500
Employers Council Membership
$15,000

Human Resources
FY2022 Supplemental Requests
108
Worker’s Compensation Trust Fund
Worker's Compensation Trust Fund
$1,600,000
Benefits Trust Fund
Benefits Trust Fund Increases
$334,895
EAP/Traumatic Event Counseling Services
$80,828

109
QUESTIONS?

Innovation and Technology
April 6, 2021

111
Mission Statement
The mission of Innovation and Technology is to create a customer focused, team-oriented 
organization that supports a culture of continuous improvement through the use of 
technology and process enhancements.
Innovation and 
Technology
$17,668,241         35 FTEs
Telephones
Technology 
Maintenance
Technology 
Operations
Technology 
Projects

Innovation and Technology
FY2022 Operating Budget Request
Total FY2022 Operating Budget $17,668,241 
$4,660,915 
26%
$12,174,664 
69%
$832,662 
5%
Salary
Operating
Internal Services
112

Innovation and Technology
Goals, Objectives & Performance Measures
113
Strategic Objectives Improve Tools & Technology
Optimize Processes & Services 
Department Strategic Initiative Increase level of service to provide effective and 
efficient information technology support. 
Intended Result Technologies are highly available, recoverable, and the 
integrity of data is maintained.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Service Level Agreement (SLA) Compliance 
90.98%
92.88%
94.96%
95.00%
Tickets Not Re-opened 
97.63%
97.63%
97.84%
98.80%
Customer Satisfaction Rating 
96.62%
98.50%
98.69%
98.75%
Number of Computers Replaced per Year 
384
797
118
403
*High number of computers replaced due to the end of life of the Windows 7 operating system.

Innovation and Technology 
FY2021 Accomplishments
114
• COVID- 19 Remote Work Force Enablement
• Cyber Security Training Program 
• SmartGov Citizen Portal-Business License
• Paymentus-Digital Wallet
• Improve Network Resiliency-Critical Infrastructure
• BlueBeam- Digital Plan Review
• GIS Dashboards for GPD, Sales Tax and Library
• Sales Tax Application 
• Origami-Risk Management

Innovation and Technology
FY2022 Supplemental Requests
115
Technology Fund
Qualified Security Assessor (QSA)
$20,000 
Software Maintenance
$189,000 
Conversion of Desktops to Laptops
$70,600 
Cloud Services
$25,000 
Subscription to Gartner Advisory Services
$65,700

Innovation and Technology
FY2022 Supplemental Requests
116
Technology Fund
New FTE – Senior Systems Analyst
$173,298 
New FTE – Enterprise GIS Administrator
$188,426 
New FTE – IT Project Manager
$156,317 
IT Temporary Staffing
$55,000

Innovation and Technology
FY2022 Supplemental Requests
117
Technology Fund
FY21-22 IT Projects
$739,500 
– Technology Enabled Conference Rooms
$10,000
– Case Management for ER & FMLA
$62,500
– Employee Notification System
$94,000
– Data Lake Project
$300,000
– Mobile Device Management
$20,000
– NEOGOV (Perform, Learn)
$128,000
– Resilience and Disaster Recovery Assessment
$50,000
– Cyber Security Review Assessment
$75,000

118
QUESTIONS?

Community Services
April 6, 2021

120
Mission:
We create positive impacts for our community.
Vision:
We are the national model for innovative community services.
Community Services
$48,208,076  95.5 FTEs
Library
Services
Community
Revitalization
Housing 
Authority
Community 
Action Program
Community 
Engagement

Community Services
FY2022 Operating Budget Request
Total FY2022 Operating Budget $48,208,076
$10,018,947 
21%
$36,971,614 
77%
$1,217,516 
2%
Salary
Operating
Internal Services
121

Community Services
Goals, Objectives & Performance Measures
122
Strategic Objectives
Increase Innovation Solutions
Optimize Processes & Services
Improve Community Experience
Department Strategic Initiative Examine policies, procedures, and programs to identify opportunities for 
increased efficiency and service delivery improvements.
Intended Result Increased number of program participants and customer reach.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021
Estimate
FY2022 
Target
Public Housing Program Occupancy Rate
98%
98%
98%
98%
Housing Choice Voucher Management Assessment Rating
86%
86%
86%
100%
Households Served through Public Housing Programs
1,311
1,450
1,300
1,300
Housing Rehabilitation and New Home Ownership Grants
133
171
150
150
Household Served through Crisis Assistance Programs
1,260
1,027
2,500
2,500
Digital Library Materials Utilization Rate (per resident)
.8
.8
1.0
1.0
Physical Library Materials Utilization Rate (per resident)
5.0
5.5
2.2
5.0

Community Services
Goals, Objectives & Performance Measures
123
Strategic Objectives
Increase Stakeholder Engagement
Improve Purposeful Communication
Improve Resource Alignment
Improve Community Experience
Department Strategic Initiative Improve strategic outreach and partnerships in support of programs and 
services to benefit Glendale residents.
Intended Result Increased number of community volunteers and external partnerships.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021
Estimate
FY2022 
Target
Community Engagement Volunteer Activities
181
190
45
125
Community Volunteer Hours (Service Projects)
5,845
6,959
1,850
5,000
Community Volunteer Hours (Library Services)
16,655
8,041
1,000
29,500
Library Programming Partnerships
59
65
110
120
Community Action Program Partner Agencies
77
47
40
50
Community Revitalization Program Partner Agencies
16
18
22
33

Community Services  
FY2021 Accomplishments
124
• Over $9 million in emergency crisis assistance 
provided for almost 2,000 households
• 10 participants in Foster Youth to Independence 
program successfully housed
• $14.5 million in CPD funding from 11 sources
allocated for 57 new activities in just 6 months
• $2.8 million CPD funding from prior fiscal years 
expended

Community Services  
FY2021 Accomplishments
125
• Online application for crisis services
• Re-envisioned grant application process
• Revised Public Housing Program policies
• Tenant Based Rental Assistance program
• Homeless Master Services agreement
• Pandemic Small Business Assistance program
• Youth and Employment Services program
• Launched independent customer satisfaction survey
• Lobby scanners/kiosks installed for client use

Community Services  
FY2021 Accomplishments
126
• Library computers/staff support for crisis emergency 
applicants
• Innovative walk-through library services
• Virtual library programming
• Mobile Hot Spot lending program
• Seed Library Lending Program for senior centers and 
other private community spaces
• Completed Census outreach campaign
• Launched CarePortal partnership with faith-based 
organizations
• Created new Registered Neighborhoods database

Community Action Program
Current Staffing Model
127
Program 
Administrator
INTAKE
Admin Support 
Specialist
ELIGIBILITY
Community 
Services Rep
Community 
Services Rep
Community 
Services Rep
Community 
Services Rep 
(20 hr)
Management 
Assistant
Regular Status FTE
Temp Staffing
* Not inclusive of COVID-response temporary staffing
•
General Fund $2,251
•
5 authorized FTE’s
•
1.5 temporary positions
Direct Delivery Function

Improved Resource Alignment
128
What is being proposed:
•
$30,000 General Fund annual ongoing increase
•
$166,000 transfer from General Fund Library temp pay to CAP General Fund
•
$31,888 transfer from Revite General Fund grant match to CAP General Fund
•
General Fund supports two full-time positions
Why we are recommending this:
•
Active case management is critical for supporting client self-sufficiency
•
Library Operational Changes
– 2020 repurposed vacancy for Library Volunteer Coordinator
– Centralized recruitment, training, and oversight of volunteers
– Increased community engagement/experiential learning opportunities
– Ability to reduce paid temporary positions
•
Community Revitalization Operational Changes
– HOME grant match requirement
– Addressed by subrecipient contributions

Community Action Program
Proposed Staffing Model
129
Program 
Administrator
INTAKE
Admin Support 
Supervisor
Admin Support 
Specialist
Admin Support 
Specialist
ELIGIBILITY
Community 
Services Rep
Community 
Services Rep
Community 
Services Rep
Community 
Services Rep
CASE 
MANAGEMENT
Program 
Coordinator
Program 
Coordinator
* Not inclusive of COVID-response temporary staffing
•
$230,139 General Fund
•
8 authorized FTE’s (+3)
•
2 temporary positions
•
Case Management 
Services
•
All grant funding used for 
Direct Delivery 
•
General Fund contribution 
commensurate with other 
divisions
Regular Status FTE
Temp Staffing
Direct Delivery Function

Community Services
FY2022 Supplemental Requests
130
General Fund
Community Action Program Alignment
$30,000

Community Services
FY2022 Supplemental Requests
131
CDBG Request
Community Revitalization CDBG-CV3 Grant
$2,044,841
Community Revitalization CDBG-CV1 Grant
$1,165,874
FY21-22 IT Project – Grant/Case Management System
$290,000
CAP Grant
US Treasury Emergency Rental Assistance Grant ERAP
$7,678,834
Utility/Rent Assistance Voucher Funds
$1,697,525
Utility/Rent Assistance Voucher Funds CARES
$584,960
Administrative Funding
$166,983
New FTE - Program Coordinator
$86,059
New FTE - Program Coordinator
$86,059
New FTE - Intake Position
$47,277

Community Services
FY2022 Supplemental Requests 
132
Emergency Shelter Grant
Community Revitalization ESG-CV2 Grant
$2,997,188
Community Revitalization ESG-CV1 Grant
$749,455

133
QUESTIONS?