PowerPoint Presentation (Updated on 4/7/22)

Council Workshop 
FY22-23 Budget Discussion
April 7, 2022

Budget Calendar
2
Item
Date
Workshop #1 – Budget Overview / Revenues / Five-Year Financial Forecasts 
January 11, 2022
Workshop #2 – FY23-32 Capital Improvement Plan
February 1, 2022
Workshop #3 – FY23-32 Capital Improvement Plan 
March 1, 2022
Workshop #4 – (All Day) FY23 Operating Budget Department Presentations
April 5, 2022
Workshop #5 – (All Day) FY23 Operating Budget Department Presentations
April 7, 2022
Workshop #6 – FY23 Final Budget Workshop
April 19, 2022
Voting Meeting – Tentative Budget Adoption
May 10, 2022
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 14, 2022
Voting Meeting – Property Tax Adoption
June 28, 2022

Follow Up Items – Budget Overview
April 7, 2022

Number of Employees with Direct 
Contact with the Public
4
Department
Contact With Public
No Contact With Public
Total Employees 
Audit 
0
1
1
Budget and Finance
57.5
12
69.5
City Attorney's Office 
28
0
28
City Clerk
7
0
7
City Court
40
6.5
46.5
City Manager's Office/ Code Compliance
23
0
23
Community Services
89.5
6
95.5
Development Services
45
0
45
Economic Development 
10
0
10
Engineering
34
0
34
Field Operations
156
22
178
Fire Services 
294
2
296
Human Resources
6
17
23
Innovation and Technology
0
35
35
Mayor & Council Office 
16
0
16
Organizational Performance
2
0
2
Police Services
550
26
576
Public Affairs
12.5
3
15.5
Public Facilities, Recreation & Special Events
65.5
1
66.5
Transportation
99.25
0
99.25
Water Services
180.75
34
214.75
TOTAL
1716
165.5
1881.5

Operating Budget by Fund Comparison
5
OPERATING BUDGET BY FUND 
Fund Type
FY22 Budget 
FY23 Budget 
$ Change % Change 
General Fund
221,625,028 
256,693,310 
35,068,282 
16%
Enterprise Funds
104,078,857 
114,141,702 
10,062,845 
10%
Special Revenue Funds
67,710,869 
70,616,229 
2,905,360 
4%
Internal Service Funds
74,690,345 
93,165,711 
18,475,366 
25%
Vehicle Replacement Fund
3,183,397 
6,050,198 
2,866,801 
90%
TOTAL
471,288,496 
540,667,150 
69,378,654 
15%

General Fund Budget by Function Comparison
6
GENERAL FUND OPERATING BUDGET BY FUNCTION 
Function
FY22 Budget FY23 Budget 
$ Change % Change 
Police Services
94,421,037 106,176,997 11,755,960 
12%
Fire Services
47,284,869 
53,731,842 
6,446,973 
14%
Other
43,190,582 
49,842,653 
6,652,071 
15%
Public Facilities, Recreation & Special Events
15,529,756 
17,673,141 
2,143,385 
14%
Non-Departmental
10,962,634 
16,962,634 
6,000,000 
55%
Public Works
10,236,150 
12,306,045 
2,069,895 
20%
TOTAL
221,625,028 256,693,311 35,068,283 
16%

Maintenance of Effort Transfers 
(General Fund Loan)
7
MAINTENANCE OF EFFORT
FUND
FY23 BUDGET 
Water
$          817,337 
Landfill
$       1,101,602 
Solid Waste
$          209,829 
TOTAL
$       2,128,768

Follow Up Items – Community Services
April 7, 2022

9
Library Hours
• 7% increase in operating 
hours
• Open 7-days per week
• Consistent operating 
hours, all branches
# Branches Hrs/Week % Change
Pre-Recession
3
192
July 2010
3
111
-42%
July 2015
3
114
3%
Sept 2017
3
119
4%
Feb 2018
3
127
7%
May 2019
4
168
32%
April 2021
4
180
7%

Valley Benchmark Cities
Average Operational Hours Per Branch
10
66
50
43
42
53
62
50
49
48
64
60
0
0
49
41
27
33
38
46
35
27
37
41
43
34
0
52
50
48
44.6
43.5
41
39.2
38
37
36.5
30
31
60
0
10
20
30
40
50
60
70
Peoria
Chandler
Surprise
Glendale
Gilbert
Tempe
Goodyear
Phoenix
Avondale Scottsdale
Mesa
Buckeye
Queen
Creek
FY 2 2018-2019
FY 2 2019-2020
FY 2 2020-2021
Ranked 5th out of 13

Glendale Works
Location of Prior Residence
11
Location of Prior Residence 
Count
% of Total
Glendale
143
41.7%
Client Refused/Data not collected
133
38.8%
Phoenix
54
15.7%
Outside Maricopa County but inside Arizona
4
1.2%
Mesa
3
0.9%
Tempe
2
0.6%
Avondale
1
0.3%
Outside Arizona
1
0.3%
Peoria
1
0.3%
Scottsdale
1
0.3%
TOTAL*
343
* HMIS Data Unduplicated participants 7/1/21 – 3/31/22, requires client to consent to 
release of information, includes one-time participants

Glendale Works – Program Outcomes
12
FY18-19 FY19-20 FY20-21 FYTD21-22
Participants turned away for a shift
N/A 
986 
572 
684 
Unduplicated Actively Engaged Participants*
N/A 
259 
271 
270 
Hours Worked
5,055 
7,205 
15,060 
10,650 
Projects Completed
65 
141 
91 
116 
Participants hired outside of the program
16 
18 
12 
17 
Temporary Housing Placements 
10 
26 
31 
22 
Permanent Housing Placements
15 
24 
8 
12 
*Ongoing engagement in program services in a 90-day period

Follow Up Items – Transportation
April 7, 2022

Enhanced Detection
14
The City has 92 intersections with enhanced detection technology.
There are various capital projects with federal funding in the early 
stages of planning that will install (over the next 2-3 years) 
enhanced detection at an additional 59 intersections. 
The Transportation Department operating budget also includes 
funding for installing enhanced detection technology at five (5) 
intersections per fiscal year.

Follow Up Items – Organizational  
Performance
April 7, 2022

What Works Cities Platinum Certification
16
• Los Angeles, California
• Louisville, Kentucky

Operating Budget Presentation Schedule
17
April 5, 2022
April 7, 2022
City Attorney
Police Department
Development Services
City Manager’s Office
Mayor and Council Offices
Code Compliance
PFRSE
Public Affairs
Fire Department
Innovation & Technology
Field Operations
City Clerk
City Court 
Community Services
Budget and Finance
Transportation
Economic Development
Human Resources
Organizational Performance
Audit
Water Services
Engineering

Summary of Personnel Changes
18
General Fund
# of Positions
Budget and Finance
4
City Attorney’s Office
2
City Manager’s Office
3
Community Services
1
Development Services
6
Economic Development
1
Engineering
5
Field Operations
1
Fire Services
1
Human Resources
2
Organizational Performance
1
Police Services
9
Public Facilities, Rec & Events
6
Total General Fund
42
Enterprise Funds
# of Positions
Field Operations
3
Total Enterprise Funds
3
Special Revenue Funds
# of Positions
Highway User Revenue Fund
2
Transportation Sales Tax
5
Total Special Revenue
7
Internal Service Funds
# of Positions
Innovation and Technology
5
Total Internal Service Funds
5
Total All Funds
# of Positions
General Fund
42
Enterprise Funds
3
Internal Service Funds
5
Special Revenue Funds
7
Total
57

FY22-23 Operating Budget by Fund
19
General Fund
$256.7 M 48%
Enterprise Funds
$114.1 M   21%
Special Revenue 
Funds
$70.6 M  13%
Internal Service 
Funds $93.2 M  17%
Vehicle Replacement Fund
$6.1 M  1%
Total FY22-23 Budget
$540.7M

FY22-23 General Fund 
Operating Budget by Function
20
Police Services
$106.2 
41%
Fire Services
$53.7 
21%
Other
$49.8 
19%
Public Facilities, Rec 
& Events
$17.7 
7%
Non-Departmental
$17.0 
7%
Public Works
$12.3 
5%
Total FY22-23 Budget
$256.7M

City Attorney’s Office
April 7, 2022

22
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
$4,515,826      30 FTEs
City Attorney
Outside Legal 
Fees

City Attorney’s Office
FY23 Operating Budget Request
Total FY23 Operating Budget $4,515,826  
$3,882,930 
86%
$324,266 
7%
$308,630 
7%
Salary
Operating
Internal Services
23

City Attorney’s Office
Goals, Objectives & Performance Measures
24
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
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target/ 
Projected
% of the meetings/hearings attended (as 
needed or requested)
100%
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
Police 
Citation
Police 
Submittals
Plea 
Agreements
Number of Trials
Number of criminal matters received by the 
office from July 1, 2021-March 16, 2022
* numbers in () are from previous year
3158
(2902)
1104
(1452)
2492
(2300)
19
(36)

City Attorney’s Office 
FY22 Accomplishments
25
• Transition from legacy records management 
system to an entirely new records management 
system in August without service interruptions to 
the court or public. 
• Prosecutor’s Office continues to maintain annual 
Victims’ Rights Program (“VRP”) Grant Award 
through the Attorney General’s Office.

City Attorney’s Office
FY23 Supplemental Requests
26
• New FTE – Legal Assistant 
$80,308
• New FTE – Admin. Support Assistant 
$64,846

27
QUESTIONS?

Police Department
April 7, 2022

29
Mission Statement
The mission of the Glendale Police Department is to protect the lives and property of the 
people we serve.
Police Services
$111,413,609          585 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
FY23 Operating Budget Request
Total FY23 Operating Budget $111,413,609  
$87,469,789 
79%
$12,252,244 
11%
$11,691,576 
10%
Salary
Operating
Internal Services
30

Police Department
Goals, Objectives & Performance Measures
31
*Based on CY data submitted to Uniform Crime Reporting Program (UCR)
** Crimes cleared by arrest or by exceptional means as per UCR guidelines.
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*
CY2020 
Actual
CY2021 
Actual
UCR Part I - % change:
Violent Crimes % change
Property Crimes % change
31.0%
-13.6%
14.3%
9.3%
UCR Part 1 Crimes
Violent Crime
Property Crime
8,143
1,123
7,023
8,957
1,284
7,673
% of UCR Part I Crimes Cleared**
Violent Crimes
Property Crimes
15.2%
26.4%
13.4%
14.6%
24.1%
13.0%
Crime Cleared by Arrest or by Exceptional Means**
Violent Crimes [#/total]
Property Crimes [#/total]
1,238
[297/1,123]
[941/7,023]
1,370
[309/1,284]
[998/7,673]

Police Department
Goals, Objectives & Performance Measures
32
*Standard response time is 5 minutes for Priority 1 & 2
** Communications reported by Calendar Year  
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Calls for Service
179,469
181,576
182,475
% responses meet desired standard time*:
Priority 1 Calls 
Priority 2 Calls 
80.6%
46.0%
74.1%
44.1%
82.6%
46.6%
90%
90%
Traffic collisions with Injuries 
1,262
1,127
DUI Arrests
437
508
Officer initiated call volume 
Traffic Stops
56,242
19,999
59,296
21,188
54,232
14,861
Communications**
% calls answered in 15 secs. (est.)
% calls dispatched in 60 secs.(Prt.1 & 2)
90%
Prt. 1: 83.4%
Prt. 2: 74.4%
86%
Prt. 1: 83.8%
Prt. 2: 70.5%
90%
Prt. 1: 89.7%
Prt. 2: 71.8%
90%
Prt. 1: 80%
Prt. 2: 72%

Police Department
Goals, Objectives & Performance Measures
33
*Training sessions are reported as calendar year
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Revised policies
69
38
50
50
Training:
E-Learning sessions*
AOT Session conducted*
Professional Development Expenditure
60
51
$100,000
61
64
$100,000
60
54
$150,000
60
64
$100,000
Total Investigations Completed
Investigations Sustained
108
71
132
72

Police Department
FY22 Accomplishments
34
• The Patrol Division responded to 181,576 calls for service and 
have returned to in-person community engagement at events 
such as Coffee with a Cop, HOA and Neighborhood Watch 
meetings, Crime Presentations, GAIN, and Site Security 
Assessments
• Creation and Implementation of West Valley Incident Response 
Team (WVIRT).  Provided Investigative and Forensic training to 
partners in the West Valley.  WVIRT has been activated 11 times 
in FY21-22
• Awarded $1,696,383 in grant funding during FY21-22 to support 
initiatives throughout the department.

Police Department
FY22 Accomplishments
35
• The Real-Time Crime Center is on track to provide direct 
technology assistance to Patrol and Investigations 1300 
times this year.
• Full deployment of department issued cell phones to 
the Patrol Division which will enhance our ability to 
communicate both internally and externally.
• Return to regular operations at Special Events providing 
staffing and resources at 111 events.

Police Department
FY23 Supplemental Requests
36
General Fund 
New FTE (4) Police Add’l Expenses COPS Grant
$813,278
PD Ballistic Vest Reimbursement Increase
$  43,200
Professional Development 
$  50,000
Regional Wireless Cooperative (RWC) Cost Increase
$  77,477
AXON Contract Restructure/Increase
$902,130
MCSO Jail Maint. (Booking and Housing Fees)
$145,000
PD Security Services Cost Increase
$  84,000
Police NetMotion Cost Increase
$  14,000
New FTE – Police Personnel Specialist
$  87,775

Police Department
FY23 Supplemental Requests
37
General Fund 
New FTE Police Civilian Policy Specialist CALEA
$  99,267
PD Ongoing Software Expenses
$102,120
PD Digital Forensics Computer
$    9,000
PD Additional Ammunition for Range
$100,000
New FTE – PD Civilian RTCC Specialist
$  83,857
New FTE – PD Records Tech 1 of 2 
$  72,291
New FTE – PD Records Tech 2 of 2 
$  72,291

Police Department FY23 IT Projects
38
General Fund
Technology Enabled Training Rooms for 
Public Safety Classrooms
$  65,089
Customer Service & Communication Platform
$113,000

39
QUESTIONS?

Development Services
April 7, 2022

41
Mission Statement
Development Services provides exceptional customer service to create a quality 
environment, ensure safe development, and preserve our Glendale community.
Development Services
$7,123,908        51 FTEs
Building Safety
Planning

Development Services
FY23 Operating Budget Request
Total FY23 Operating Budget $7,123,908  
$5,941,055 
84%
$521,564 
7%
$661,289 
9%
Salary
Operating
Internal Services
42

Development Services
Goals, Objectives & Performance Measures
43
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
FY2020 
Actual
FY2021 
Actual
FY2022 
YTD
FY2023 
Target
Number of service requests filed
279
377
197
300
Number of filed cases
331
444
230
375

Development Services
Goals, Objectives & Performance Measures
44
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
FY2020 
Actual
FY2021 
Actual
FY2022 
YTD
FY2023 
Target
Number building permits issued
5,723
7,604
5,435+
7,660
Number of plan reviews completed
3,840
7,080
6,074+
8,560
Number of plan reviews completed electronically
3,215
7,080
6,074+
8,560
% of submitted plans approved at first review
79%
74%
81%
82%
% of submitted plans approved at second review
18%
22%
17%
17%
% of submitted plans requiring 3 or more reviews
3%
4%
2%
1%

Development Services
FY22 Accomplishments
45
– Annexation of (11 cases) 1.3 sq miles incorporated; grand total 
of 66.57 sq miles 
– Abrazo Arrowhead Medical Campus, Cold Summit, Pop Stroke,  
Carvana, StoneHaven Final Plats, Thompson Thrift PAD, 
Sonoma Cotton PAD, and Capistrano.
– Residential Design Approval 
• 957 multifamily units
• 938 single family lots (Final Plats/House Products)

Development Services
FY22 Accomplishments
46
• Current Construction Plan Review
– 5.1 million square feet of commercial developments 
– 864 of Multi-Family Units
– 1,344 of Single-Family Residential Homes

Development Services
FY22 Accomplishments
47
• Permitted or Under Construction 
– 5,435 of permits have been issued.
– 16.5 million sq ft of industrial development  is in 
construction in the Loop 303 Corridor  
– 24.3 million square feet of Commercial developments 
– 2,917 of Multi-Family Units
– 1,289 of Single-Family Residential Homes
• Innovative Customer Service

Development Services
FY22 Accomplishments
48
• Notable developments issued a Certificate of 
Occupancy include:
– Holiday Inn
– Lagerhaus
– Amazon
– Walmart Distribution Center 
– Westgate Tesla 
– Cardinals Pavilion

Development Services
FY22 Accomplishments
49
• GIS DATA 
– 841 acres (1.4 sq miles)  
– 30 Final Plats/MLD totaling 705 acres 
– 1049 new Parcels 
– 392 Easements & Legal Dedications  
– 1186 New Assigned Addresses 
– As-Builts for 48 projects, totaling 863 as-built 
sheets

Development Services
FY23 Supplemental Requests
50
General Fund
Engineering On-Call Services
$123,732
Contract Development Services Rep.
$ 73,608
Contract Building Inspector
$ 93,443
Contract Building Inspector Specialist
$101,035
Contract Plans Examiner
$ 93,522
Planning/Zoning Rewrite
$ 30,000
Planning Professional Development
$   8,000

Development Services
FY23 Supplemental Requests
51
General Fund
New FTE – Dev. Services Representative
$  73,958
New FTE – Building Inspector
$  93,443
New FTE – Building Inspector Specialist
$101,035
New FTE – GIS Specialist
$101,275
New FTE – Associate Planner
$  75,140
New FTE – Senior Project Manager
$107,880

52
QUESTIONS?

City Manager’s Office
April 7, 2022

54
Mission Statement
To create organizational strategies for success.
City Manager’s Office
$4,378,839        26 FTEs 
Administration
Code Compliance

City Manager’s Office
FY23 Operating Budget Request
Total FY23 Operating Budget $4,378,839  
$3,414,309 
78%
$634,549 
14%
$329,981 
8%
Salary
Operating
Internal Services
55

City Manager’s Office
Goals, Objectives & Performance Measures
56
*New measure – historical data is not available 
Strategic Objective Strengthen Workforce Development
Optimize Processes & Services
Department Strategic Initiative
Provide leadership support for projects and programs 
that advance strategic objectives in the organization 
and processes Balanced Scorecard perspectives.
Intended Result
The organization is equipped with the knowledge, skills, 
abilities, and resources to achieve successful outcomes 
that fulfill the City Council’s mission and vision for the 
organization.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Process Improvement
# Employees Trained on Balanced Scorecard
*N/A
20
20
N/A

City Manager’s Office
Goals, Objectives & Performance Measures
57
Strategic Objective Strengthen Workforce Culture
Department Strategic Initiative Fiscal Sustainability, Economic Development
Intended Result
To establish strategic direction for the organization that 
ensures alignment amongst all departments and 
services with the needs of the community.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Balanced Scorecard
# Scorecards Implemented
1
0
5
13
*The focus this fiscal year was the development of draft citywide performance measures, identifying collection methods for the data 
needed to evaluate those measures, and structuring actions needed to report on the performance in each of the strategic objectives.

City Manager’s Office
Goals, Objectives & Performance Measures
58
Strategic Objective Accountability
Department Strategic Initiative Transparency, Fiscal Sustainability
Intended Result
Establish systems and tools that assess and report on 
organizational performance, identify target areas for 
improvement, and publicly report results to the citizens of 
Glendale.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
# Surveys conducted and integrated into the strategic 
planning efforts
2
2
2
2
Publicly Posted Data sets
0
0
4
4
Produce a balanced budget that complies with the city’s adopted 
financial policies. The budget will be balanced, by fund, when all 
projected ongoing revenue sources do not exceed all ongoing 
expenses proposed for the current FY and for the upcoming FY. 
Use of the unassigned fund balance will occur only as authorized 
by Council to address one‐time costs, not ongoing costs or 
planned utilization of fund balance. 
Yes
Yes
Yes
Yes
Produce a Five-Year Forecast for each major operating fund, in 
compliance with the city's adopted financial policies
Yes
Yes
Yes
Yes
Prepare City Manager’s recommended budget in accordance 
with the city’s adopted financial policies 
Yes
Yes
Yes
Yes

City Manager’s Office
Goals, Objectives & Performance Measures
59
Strategic Objective Improve Community Experience
Department Strategic Initiative
Pursue quality economic development and ensure 
long-term financial stability, while safeguarding 
current economic investments.
Intended Result Expand the tax base and job market in the 
community.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
New businesses recruited or existing companies 
expanding
13
13
10
15
Jobs generated by new or expanding companies
1,870
1,788
4,643
2,000

City Manager’s Office
Goals, Objectives & Performance Measures
60
Strategic Objective Optimize Processes & Services
Improve Community Experience
Department Strategic Initiative Address and resolve code compliance violations in an 
effective and efficient manner
Intended Result
Maintain compliance with City Codes that relate to 
nuisances, property maintenance, rental housing and 
Zoning Ordinance requirements
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Code Compliance cases opened
10,000
8,000
10,000
10,000
Code compliance cases resolved
10,000
7,700
10,000
10,000
Number Code Compliance inspections performed
30,000
23,850
30,000
30,000
Initial response time (workdays) to inspect a reported Code 
Compliance violation
2
2
2
2
Code Compliance cases addressed through voluntary 
compliance or with no violation
97%
96%
97%
97%

City Manager’s Office
Goals, Objectives & Performance Measures
61
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Improve the level of Code Compliance cases 
generated proactively
Intended Result
Maintain compliance with City Codes that relate to 
nuisances, property maintenance, rental housing 
and Zoning Ordinance requirements
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
% of Code Compliance cases opened proactively
60%
55%
60%
60%

City Manager’s Office 
FY22 Accomplishments
62
• Bond Rating Upgrade
• Downtown Campus Reinvestment 
• What Works Cities Silver Certified
• Employee Appreciation Month
• Launched Employee Giving Opportunity 
Campaign 
• Community Photo Contest 
• Incident Command for citywide response to 
COVID-19

City Manager’s Office 
FY22 Accomplishments
63
• Created new Codes to address Community Issues
• Revised numerous City Codes for more effective 
enforcement 
• Received American Association of Code 
Enforcement Award for Code Department of the 
Year 
• Performed 38 Lot Cleanings through the Clean and 
Lien Program (as of February 2022).

City Manager’s Office FY23 
Supplemental Requests
64
General Fund
New FTE – Code Inspector
$94,693
New FTE – Code Inspector
$94,693
New FTE – Administrative Support Assistant 
$59,416
Code Compliance Base Budget Increase 
$30,000

65
QUESTIONS?

Mayor and Council Offices
April 7, 2022

67
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
$523,894    4 FTEs
Council Office
$1,619,489  12 FTEs

Mayor and Council Office
FY23 Operating Budget Request
Total FY23 Operating Budget $ $2,143,383  
$1,544,263 
72%
$457,479 
21%
$141,641 
7%
Salary
Operating
Internal Services
68

Elected Official Offices
Programs and Functions
69
• 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
FY23 Supplemental Requests
70
General Fund
Professional Development 
$3,000

71
QUESTIONS?

Public Facilities, Recreation, and 
Special Events
April 7, 2022

73
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
$17,763,331            72.5 FTEs
Parks and 
Recreation
Special 
Events
Public 
Facilities
CVB

PFRSE FY23 Operating Budget Request
Total FY23 Operating Budget $17,763,331  
$9,278,177 
52%
$7,242,976 
41%
$1,242,178 
7%
Salary
Operating
Internal Services
74

PFRSE
Goals, Objectives & Performance Measures
75
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Number of community programs/events/services 
funded through partnerships and/or outside revenue 
sources
10
1
4
4
Number of community volunteer hours leveraged by the 
department
10,100
2,000
3,117
3,500
Cost per acre of park maintenance
$2,894
$3,009
$3,450
$3,535
Silver Sneaker Visits at Recreation Facilities
30,000
19,425
26,539
31,000
Number of Recreational Outreach Events
33
1*
30
30
* Virtual Arbor Day Event

PFRSE
Goals, Objectives & Performance Measures
76
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 Target
Increase in Gross Hotel Room Sales (CY)
$39,855,538
$61,023,382
$64,074,551
$67,278,278
Increase in Hotel Occupancy (CY)
-29.96%*
28.29%
1.2%
1.5%
Increase in digital advertising impressions*
18,776,588
4,263,138
4,476,295
4,700,110
*Decrease due to public health crisis.

PFRSE
Goals, Objectives & Performance Measures
77
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
FY2020 
Actual
FY2021 
Actual*
FY2022 Estimate
FY2023 
Target
Number of ramada reservation hours made for 
public use 
4,900
1,735**
3,369
5,000
Number of ballfield reservation hours 
6,120
4,000
5,000
5,500
Community Center program hours available to 
the community 
2,345
110
1,094***
1,280
Number of people who attended Glendale Adult 
Center events and programs
126,000
0
45,442****
55,000
Number of people who attended Foothills 
Recreation and Aquatic Center events and 
programs
273,406
19,351
120,440
136,000
Number of people who attend Civic Center 
events and programs 
50,929
84,420
90,000
95,000
*   Decreased numbers due to COVID-19 pandemic                                                                    ***    Decrease reflects alignment with school schedule; GCC was the only community center open out of 3 
** Sahuaro Ranch Park Ramadas reservations were closed for several weeks for renovations   **** Temporary suspension of the YWCA meal program during the pandemic caused a reduction in attendance.
.

PFRSE
Goals, Objectives & Performance Measures
78
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
FY2020 
Actual
FY2021
Actual*
FY2022
Estimate
FY2023 
Target**
Increase in festival attendance annually by 
5%
148,000
0
0
0
Increase social media responses/interactions 
annually by 10%
153,000
214,000
300,000
310,000
Increase sponsorship revenue for festivals 
annually by 10%
$27,000
$0
$0
$0
Estimated economic impact of special events
$4.85 mil.
$0
$0
$0
*  Festivals were not programmed due to the COVID-19 Pandemic and the new PIVOT Plan in place for Special Events.
**These numbers reflect the new PIVOT Plan in place for Special Events

PFRSE FY22 Accomplishments
79
•
Removed 129 dead or diseased trees at Sahuaro Ranch Park and planted 
new trees
•
Transitioned Glendale’s youth baseball leagues from summer season to 
spring. For this year’s spring season, the league had 280 participants.
•
Heroes Regional Park Lake was completed with fishing piers, shaded picnic 
areas, and a walking path
•
Produced new Live @ Murphy Park event series in Downtown Glendale
•
Convention and Visitors Bureau received an $80,002 Visit Arizona Initiative 
(VAI) Marketing Grant from the Arizona Office of Tourism to market 
Glendale as a leisure and business destination
•
Glendale Civic Center was, once again, awarded the #1 ranking by Arizona 
Business Magazine’s Ranking Arizona publication for meeting and 
convention facilities in the State of Arizona.

PFRSE FY23 Supplemental Requests
80
General Fund
Convention & Visitors Bureau Tohono O’Odham Grant 
$  2,165
Convention & Visitors Bureau STR Report Analytics
$  4,132
Postage Increase for Glendale at Play Magazine
$  3,500
Civic Center Cox Cable Contract Increase
$  5,520
Custodial Services Contract Increase
$39,600
CVB Grant Match for AZ Office of Tourism Grant
$12,003
Convention & Visitors Bureau Office Rent Increase
$  1,080
Pest Control Contract Increase
$11,456
Parks Landscape Maint. Contract Increase
$57,000

PFRSE FY23 Supplemental Requests
81
General Fund
Parks Flood Irrigation Contract Increase
$    3,238
Parks Water Utility Cost Increase 
$253,798
Part Time Audio Visual Staff
$  23,000
Special Events Banner Program 
$  54,000
Special Events Part Time Permitting Staff
$  18,000
Annual Fishing Events 
$  10,000
Heroes Park Lake Maint./Water Utilities
$  82,500
Sunset Palms Splash Pad O&M
$  44,110
O’Neil Splash Pad O&M
$  44,110

PFRSE FY23 Supplemental Requests
82
General Fund
New FTE – Recreation Srvc Worker – Aquatics
$  71,228
New FTE – Parks Service Worker
$  71,228
New FTE – Parks Service Worker – Irrigation
$  71,228
New FTE – Parks Service Worker – Ballfield Maint. 
$  71,228
New FTE – Parks Service Worker SR Orchards
$126,992
New FTE – CIP Project Manager
$128,012

83
QUESTIONS?

Public Affairs
April 7, 2022

85
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
$3,016,950      15.5 FTEs

Public Affairs
FY23 Operating Budget Request
Total FY23 Operating Budget $3,016,950 
$2,225,311 
74%
$466,879 
15%
$324,760 
11%
Salary
Operating
Internal Services
86

Public Affairs
Goals, Objectives & Performance Measures
87
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
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Total number of bills posted
1604
1350
1510
1757
Number of bills tracked that have a direct impact to City 
and have received staff input
293
325
335
299
Number of new laws being enacted 
350
335
347
446

Public Affairs
Goals, Objectives & Performance Measures
88
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
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Total number of regional and national committees on 
which Glendale elected officials are serving
18
22
23
24

Public Affairs
Goals, Objectives & Performance Measures
89
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
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Social media presence - the number of people who see our posts 
on all digital channels including Vimeo, Facebook, Instagram, 
Twitter and YouTube
2,000,000
3,356,000
3,450,000
3,550,000
Number of Facebook Live reports “look live” videos or social media 
broadcasts of city events 
175
162
170
175
Average social engagements per post
30
84
90
95
Average positive sentiment
16%
23%
25%
27%
Number of website pageviews*
*FY18 & FY 19 include numbers from other city websites (Library, 
CVB, & Civic Center) FY20 & FY21 include only the main site 
3,700,000
5,249,579
5,350,000
5,450,000

Public Affairs
Goals, Objectives & Performance Measures
90
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
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Number of Legislative Link subscribers
176
210
199
215
Number of legislative reports posted to the website
10
14
19
18

Public Affairs FY22 Accomplishments
91
• The Intergovernmental Programs Division was 
successful in lobbying for approximately 3.2 
million dollars in new, one-time, federal funding 
for 3 projects throughout the City.
• The Intergovernmental Programs Division 
successfully lobbied for Luke AFB to be included 
in its own west valley legislative district in the 
new legislative district map adopted by the 
Arizona Independent Redistricting Commission.

Public Affairs
FY23 Supplemental Requests
92
General Fund
Social Media Archiving Software
$10,000
Storyblocks
$15,000
Media Center Utilities
$20,000

93
QUESTIONS?

Fire Department
April 7, 2022

95
Mission Statement
Be Safe, Be Nice & Be Accountable
Fire Services
$60,254,805    297 FTEs
Operations
EMS
Logistics
Admin
Fire 
Prevention
Emergency 
Mgmt
PIO
Education

Fire Department
FY23 Operating Budget Request
Total FY23 Operating Budget $60,254,805  
$48,322,699 
80%
$6,197,935 
10%
$5,734,171 
10%
Salary
Operating
Internal Services
96

Fire Department
Goals, Objectives & Performance Measures
97
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Response time at the 90th percentile of 
emergency calls. (Turnout and Travel) 
Code 3.
7:20
7:20
7:20
7:20
Glendale fire suppression calls (GFD in COG)
2,622
3,108
2,800
2,600
Glendale ALS and BLS calls (GFD in COG)
28,634
25,334
29,000
28,000
Glendale other call types (GFD in COG)
1,507
1,032
1,500
1,500
Automatic Aid Received (others into COG)
5,543
5,623
5,600
5,600
Automatic Aid Given (GFD into others)
7,730
6,367
7,300
6,000
Insurance Services Office (ISO) rating 
1
1
1
1

Fire Department
Goals, Objectives & Performance Measures
98
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Average number of training hours per 
Firefighter
210
78*
220
240
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%
*In-Person training was eliminated, and the 40-hour Training staff was returned to 52-hour field operations throughout the FY due to COVID restrictions

Fire Department
Goals, Objectives & Performance Measures
99
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Number of inspections completed
3,400
4,045
4,000
4,500
Number of new construction inspections
1,250
2,222
2,850
2,750
Number of plans reviewed
1,500
1,622
1,800
1,800
Requests for services*
900
2,048
2,000
2,000
Structure Fire Investigations
124
118
120
120
Special Event Inspections
225
175
200
250
*This database information is tracked and entered based on calendar year.

Fire Department
Goals, Objectives & Performance Measures
100
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Number of life safety classes and events 
held annually
239
251
350
400
Customer contacts
8,718
9,864
10,500
11,500

Fire Department FY22 Accomplishments
101
• Since 2007, Glendale Fire has taught over 38,000 citizens 
on the use of Hands-Only CPR and AEDs.
• This fiscal year, we have trained 62 firefighter recruits from 
various valley agencies. We are expecting to train 50 more 
prior to fiscal year end.
• As part of the cancer initiative, new exhaust systems have 
been installed in all fire station bays to remove exhaust 
fumes.
• MR153 went into service July 2021. MR158 will go into 
service after the graduation of our current recruits.

Fire Department FY22 Accomplishments
102
• Seven new paramedics will be graduating from 
paramedic school this fiscal year. We were also able to 
hire four lateral firefighter paramedics saving the city 
money in training costs. 
• Received cancer screening grant to help with early 
detection of cancer in our firefighters. 
• Sara Steffen and Sarah Armbrust Awarded “Crisis 
Interventionist’s of the Year” by ASU’s Winter Institute 
First Responder and Behavioral Health Awards

Fire Department FY22 Accomplishments
103
• The Crisis Response (CR) Program interns and volunteers logged 
19,915.5 hours with an estimated value $541,701.60
• The CR Unit was dispatched to Crisis/Traumatic 2427 incidents. 
• 46 Bachelor and Master Level interns from ASU, NAU, USC, 
Winthrop University, Boston University, University of New 
Hampshire, Grand Canyon University, and Our Lady of the Lake 
University were supervised by Crisis Response Staff.
• The Complex Case Management Unit assisted 98 customers and 
closed 89 of the referred cases.

Fire Department 
FY23 Supplemental Requests
104
General Fund
CAD Dispatch Fees for Ambulance Service
$  19,961
Electronic Patient Care Reporting 
$    4,500
Cell Phone and Data Plan Increase
$    2,748
PIO and C1559 Standby Pay
$  28,000
SCBA Hydrostatic Testing 
$  25,500
Video Laryngoscopes
$  83,200
Glendale Fire Dept. Only Training Supplies
$  25,000
New FTE – Fire Inspector
$164,234
New FTE (3) – 3 Firefighters – Manpower Backfill
$372,962

Fire Department 
FY23 Supplemental Requests
105
General Fund
Reclass 4 Firefighter Positions to Engineers
$  49,839
Training Facility Revenue
GRPSTC Landscape Maintenance
$  62,500
GRPSTC VIRTRA Annual Maintenance
$  30,590
GRPSTC SCBA Fill Station Replacement
$112,500
GRPSTC Support Vehicle Replacement
$151,458
GRPSTC Academy Training Supplies 
$  25,000
New FTE – GRPSTC Sr. Service Worker
$  74,002

Fire Department FY23 IT Projects
106
General Fund
Technology Enabled Training Rooms for 
Public Safety Classrooms
$  65,089

107
QUESTIONS?

Innovation & Technology
April 7, 2022

109
Mission Statement
We empower the City by providing reliable, secure, innovative and efficient 
technology services and solutions.
Innovation & Technology
$23,447,672     40 FTEs
Telephones
Technology 
Maintenance
Technology 
Operations
Technology 
Projects

Innovation & Technology
FY23 Operating Budget Request
Total FY23 Operating Budget $23,477,672  
$5,758,592 
24%
$15,156,790 
65%
$2,562,290 
11%
Salary
Operating
Internal Services
110

Innovation & Technology
Goals, Objectives & Performance Measures
111
*High number of computers replaced due to the end of life of the Windows 7 operating system.
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
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Service Level Agreement (SLA) Compliance 
92.88%
95.84%
96.74%
97.00%
Tickets Not Re-opened 
97.63%
98.19%
98.41%
98.50%
Customer Satisfaction Rating 
98.50%
98.89%
99.46%
99.50%
Number of Computers Replaced per Year 
797*
102
167
250

Innovation & Technology 
FY22 Accomplishments 
112
IT Summit 2021
• AZ Tax Central
• Continuity of Operations Exercises
• Data & Analytics
• GIS Community of Practice
• IT New Employee Orientation
• Security Cameras
• Zero Trust Architecture

Innovation & Technology
FY23 Supplemental Requests
113
Technology Fund 
IT Technical Professional and Contractual Services
$158,000
IT Software and Hardware Maintenance
$133,192
Conversion of Desktops to Laptops
$320,000
Temporary Staffing for IT 
$730,000
Two Vehicles 
$  57,132
New FTE – Information Technology Supervisor
$161,924
New FTE – Cybersecurity Analyst 
$132,551
New FTE – IT Administrator Data & Analytics
$170,736
New FTE – IT Business Analyst 
$120,668

Innovation & Technology
FY23 Supplemental Requests
114
Technology Fund 
New FTE – IT Service Desk Technician (A/V)
$104,354
IT – Audio/Visual Professional Services
$  25,000

Innovation & Technology
FTE Supplementals
115

City-Wide FY23 IT Projects
116
IT Project Fund
Budget/Reporting Software - Budget & Finance
$   250,000
Citywide Access Control
$1,764,823
Phase 2 - Mass Notification System
$     57,000
Time-Keeping Software
$   324,760
ESRI Enterprise License Agreement
$     25,363
ARPA Fund
Immutable Back Up Storage
$     30,000
Application Rationalization
$     50,000
Cybersecurity – Implement Zero Trust
$   250,000
Digital Signatures
$     76,500
Endpoint Detection & Response (EDR)
$   235,000

117
QUESTIONS?

Field Operations
April 7, 2022

119
Mission Statement
We improve the lives of the people we serve every day through environmentally sound 
collection and disposal of solid waste, and fiscally prudent management of the city’s 
assets.
Field Operations
$59,603,972        182 FTEs
Facilities
Landfill
Solid Waste
Fleet

Field Operations
FY23 Operating Budget Request
Total FY23 Operating Budget $59,603,972  
$17,629,482 
30%
$35,193,670 
59%
$6,780,820 
11%
Salary
Operating
Internal Services
120

Field Operations 
Goals, Objectives & Performance Measures
121
Strategic Objective Improve Asset Management
Department Strategic Initiative Improve HVAC Preventative Maintenance  Schedule Compliance
Intended Result Industry standard of care requires 80% of on time completion rate 
of PM work orders.  
Performance Measures
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Number of PMs Required during period *
N/A
N/A
141
550
Number of PMs Completed during period **
N/A
N/A
133
440
Percentage of PMs Completed
N//A
N/A
94.3% 
80%

Field Operations
Goals, Objectives & Performance Measures
122
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Collect and dispose of all Solid Waste as scheduled
Intended Result
Provide excellent service to all customers by effectively and 
efficiently managing solid waste collected; reduce missed 
collections; and increase efficient disposal and processing services.
Performance Measures
FY2020
Actual
FY2021
Actual
FY2022 
Estimate
FY2023
Target
Residential containers missed pickup – reduce 
by 5%
588
397
504
480
Increase compaction of garbage at Landfill by 
1% - Measured in pounds per cubic yard 
compaction
1,600
1,600
1,785
North cell/South 
cell Split – revise 
goal & measure 
next FY

Field Operations
Goals, Objectives & Performance Measures
123
Strategic Objective Optimize Processes & Services
Department Strategic Initiative
To manage fleet operations and vehicle assets in the most cost 
effective and efficient manner possible optimizing resources and 
minimizing downtime while providing safe and reliable transportation 
to all City departments.
Intended Result
Maintain a consistent level of achieving/surpassing key performance 
indicator targets to reach a maximum efficiency with available 
resources.
Performance Measures
FY2020
Actual
FY2021
Actual
FY2022 
Estimate
FY2023
Target
Fleet Vehicle and Equipment Preventative 
Maintenance (PM) Compliance
Changing 
Reporting 
Parameters
525 vehicles 
past due for PM
450 vehicles 
past due for PM
446 vehicles 
past due for 
PM
350 vehicles past 
due for PM
Fleet Direct Labor Rate
80%
80%
76%
85%
Fleet Downtime Rate
<5%
<5%
6%
<5%

Field Operations FY22 Accomplishments
124
• Street Sweeping Increased to Monthly
• Landfill Expansion into North Cell
• Asset Management/PM Scheduling Implemented
• Downtown Campus Reinvestment Underway
• Glendale Operations Campus Projects

Field Operations
FY23 Supplemental Requests
125
General Fund
Facilities Custodial Contract Increase
$210,000
Cemetery – Cell Phone Reimbursement
$       400
Cemetery – Annual Operations & Maint.
$  47,815
Cemetery – Purchases for Public
$  15,815
Cemetery – Uniform Supplies
$       900
Building Maintenance & Repair
$700,000
Professional Development 
$    6,000
Facilities Uniforms
$   15,000
Facilities – Utilities
$ 100,000

Field Operations
FY23 Supplemental Requests
126
General Fund
New FTE Contract Monitor
$90,418
Vehicle Replacement 
Vehicle – Recreation Service Worker – Aquatics 
$35,000
Vehicle - Parks Service Worker 
$35,000
Vehicle – Code Inspector
$27,749
Vehicle – Code Inspector
$27,749
Vehicle – Parks Service Worker – Irrigation
$35,000
Vehicle – Parks Service Worker – Ballfield Maint. 
$35,000

Field Operations
FY23 Supplemental Requests
127
Vehicle Replacement
Vehicle – CIP Admin – CIP Project Manager
$31,900
Vehicle (2) – Construction Inspectors
$63,800
Vehicle – Building Inspector
$31,000
Vehicle – Contract Building Inspector
$31,000
Vehicle – Building Inspector Specialist
$31,000
Vehicle – Contract Building Inspector Specialist
$31,000
Vehicle – CIP Project Manager
$35,000

Field Operations
FY23 Supplemental Requests
128
Training Facility Revenue
Facilities GRPSTC Professional & Contractual 
$72,000
Landfill
Custodial Services Contract Increase
$  6,300
Solid Waste Advertising – Recycling
$30,000
Trainings, memberships and materials
$  4,650
Tool Allowance
$  1,000
New FTE – Landfill Equipment Operator
$75,636

Field Operations
FY23 Supplemental Requests
129
Solid Waste
Street Sweeper
$  89,225
Roll Off Equipment Operator 
$  73,958
Landfill Charges – R/O, F/L 
$234,000
Temporary Pay – Fuel/Lube Worker
$  42,224
Curb Equipment Operator
$  72,636
Fleet Services
ASE Technician Certification Incentive
$ 15,000
Vehicle GPS 
$ 54,760

Field Operations
FY23 Supplemental Requests
130
Fleet Services
Oil & Lubricants Increase
$       9,650
Tire Outsourcing 
$   111,000
Memberships
$          600
Tool Allowance
$     11,000
Shop & Fuel Charges Increase
$2,254,119

131
QUESTIONS?

City Clerk’s Office
April 7, 2022

133
Mission Statement
To fairly and impartially provide exceptional customer service and information to the 
citizens, customers and employees of the City of Glendale.
City Clerk
$1,073,498     7 FTEs  
Records 
Management
Elections

City Clerk’s Office
FY23 Operating Budget Request
Total FY23 Operating Budget $1,073,498  
$785,259 
73%
$214,047 
20%
$74,192 
7%
Salary
Operating
Internal Services
134

City Clerk’s Office
Goals, Objectives & Performance Measures
135
Strategic Objective Optimize Processes & Services
Department Strategic Initiative
Post all City Council regularly scheduled voting meeting and 
workshop agendas and packets online 6 days prior to the 
meeting exceeding the statutory requirement of 24 hours.
Intended Result The public receives timely notice and access to official 
meetings of the Glendale City Council.
Performance Measures
FY2020
Actual
FY2021
Actual
FY2022 
Estimate
FY2023 
Target
Agendas/Packets posted 6 days prior to regular 
meetings
52/100%
51/100%
52/100%
52/100%
Strategic Objective Optimize Processes & Services
Department Strategic Initiatives
All public record requests are initiated within 24 hours of 
receipt. All campaign finance reports are posted within 24 
hours of receipt.
Intended Result The public has timely access to City records.
Performance Measures
FY2020
Actual
FY2021
Actual
FY2022 
Estimate
FY2023 
Target
Public record requests/% Compliance
1,418/100%
1,484/100%
1,500/100%
1,525/100%
Campaign Finance Reports posted within 24 hours
100%
100%
100%
100%

City Clerk’s Office FY22 Accomplishments
136
• Implemented second phase of Digital Contract 
Project –contracts under $50,000 are routed 
electronically to obtain digital signatures from 
Vendors, Department Directors, City Attorney 
and City Clerk
• Facilitated the City’s decennial redistricting 
process
• Developed an online basic training module for 
new board and commission members

City Clerk’s Office
FY23 Supplemental Requests
137
No Supplementals Submitted

138
QUESTIONS?

Budget Calendar
139
Item
Date
Workshop #1 – Budget Overview / Revenues / Five-Year Financial Forecasts 
January 11, 2022
Workshop #2 – FY23-32 Capital Improvement Plan
February 1, 2022
Workshop #3 – FY23-32 Capital Improvement Plan 
March 1, 2022
Workshop #4 – (All Day) FY23 Operating Budget Department Presentations
April 5, 2022
Workshop #5 – (All Day) FY23 Operating Budget Department Presentations
April 7, 2022
Workshop #6 – FY23 Final Budget Workshop
April 19, 2022
Voting Meeting – Tentative Budget Adoption
May 10, 2022
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 14, 2022
Voting Meeting – Property Tax Adoption
June 28, 2022