PowerPoint Presentation

Council Workshop 
FY22-23 Budget Discussion
April 5, 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

Operating Budget Presentation Schedule
3
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

Agenda
4
1) Budget Priorities and Highlights
2) What’s in your book?
3) FY22-23 Operating Budget
a.
Summary of Personnel Changes
b. Operating Budget by Fund
c.
General Fund Operating Budget by Function
d. Department Budgets

FY22-23 Budget Priorities
5
• Sustainability
• Public Safety
• Project Delivery
• Economic Development 
• Neighborhoods
• Strategic Planning
• Deferred Maintenance

FY22-23 Budget Highlights
6
• Balanced budget
– Retail and Construction sales tax remains strong
• Increases in risk management, worker’s compensation, and 
benefit premiums and claims
• Funding for inflationary increases
– Utilities and Supplies
– Fuel and shop charges
– Contractual obligations
• Operating and maintenance for Heroes Park Lake and splash 
pads at Sunset Palms and O’Neil

FY22-23 Budget Highlights
7
• Investment in technology infrastructure and cybersecurity
• Salary increases in accordance with current 
Memorandums of Understanding (MOUs) for represented 
employees
• Focus on employee retention  
– 5% cost of living adjustment for non-MOU employees
• 10% movement in some ranges
• Up to 2% performance pay 
– Continued funding for Innovation and Excellence in Service 
incentives

FY22-23 Budget Highlights
8
• Funding for critical positions for improved service and 
project delivery, support growth, and enhance IT security
– Police Officers
– Firefighters 
– Parks Service Workers
– Building Inspectors
– Engineering (Construction) Inspectors
– Sr. Architect
– Code Inspectors
– Economic Development Project Manager
– Equipment Operators (Solid Waste)
– Cybersecurity Analyst

What’s in your book?
9
• Summary by Fund
• Summary by Department and Division
• Detail by Division 
• Handouts
– FTE Schedule
– Approved Supplementals
– Not-Approved Supplementals
– Change Report

Summary of Personnel Changes
10
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
11
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
12
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 Court
April 5, 2022

14
Mission Statement
To provide a forum for prompt, fair, and just resolution of cases in a professional, 
efficient and courteous manner.
City Court
$6,398,498    46.5 FTEs

City Court
FY23 Operating Budget Request
Total FY23 Operating Budget $6,398,498 
$5,098,226 
80%
$800,812 
12%
$499,460 
8%
Salary
Operating
Internal Services
15

City Court
Goals, Objectives & Performance Measures
16
Strategic Objectives Improve Tools & Technology
Optimize Processes & Services
Department Strategic Initiative
Create and implement an electronic process to transmit warrant 
information, eliminating manual processes.
Intended Result The Police Department has accurate and timely Information 
about warrants issued and quashed by the Court. 
Performance Measures
FY2020
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Projected
Warrants issued
7581
6200
6000
6200
Warrants quashed
11,684
4157
6000
6200
Estimated cost avoidance
$18,952
$10,564
$12,250
$12,650

City Court
Goals, Objectives & Performance Measures
17
Strategic Objectives
Improve Community Experience
Improve Resource Alignment
Improve Purposeful Communication
Department Strategic Initiative
Increase participation and retention rates in the Compliance 
Assistance Program (CAP), a Supreme Court Fair Justice 
Initiative.
Intended Result
More litigants are current on delinquent court ordered fines and 
fees allowing the reinstatement of their suspended driver’s 
license.
Performance Measures
FY2020
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Projected
Cases entered into CAP
1629
1355
1400
1450
Fines paid
$1,104,289
$1,157,589
$1,100,000
$1,100,000
Retention rate
59%
85%
85%
85%

City Court
Goals, Objectives & Performance Measures
18
Strategic Objective
Improve Community Experience
Improve Resource Alignment
Improve Purposeful Communication
Department Strategic Initiative
Increase collections through the Tax Intercept Program (TIP).
Intended Result The increased collection of delinquent fines, costs and fees from 
intercepted State Tax refunds.
Performance Measures
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Projected
Tax Intercept Program 
$209,035
$280,195
$285,000
$285,000
Strategic Objective
Optimize Processes & Services
Department Strategic Initiative
Clearance Rates help courts determine effective case processing 
and positive case workflow.
Intended Result
The goal for all courts is to be 100% or above for the disposition 
of cases. Anything below 100% indicates a growing number of 
unadjudicated cases.
Performance Measures
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Projected
Clearance Rate
97%
98%
100%
100%

City Court
Goals, Objectives & Performance Measures
19
Strategic Objectives
Increase Innovation Solutions
Optimize Processes & Services
Improve Resource Alignment
Department Strategic Initiative
Remind litigants of upcoming court dates and payments with 
text and autodial phone messages.
Intended Result
Improve Court appearance and compliance rates, increase 
litigants’ likelihood of attaining successful case resolution, 
improve collection rates.
Performance Measures
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Projected
Text messages sent
18,083
42,000
N/A
N/A
Phone calls made
4,753
5,000
N/A
N/A
Cost
$415
$940
N/A
N/A
Error Rate
13%
11%
N/A
N/A
*** In the fall of 2021, the Court transitioned to a no cost notification system managed by the 
Arizona Supreme Court making these metrics no longer applicable/available.

City Court
Goals, Objectives & Performance Measures
20
Strategic Objectives
Increase Innovation Solutions
Optimize Processes & Services
Improve Resource Alignment
Department Strategic Initiative
The establishment of Arizona case processing time standards 
will help courts move toward timely justice.
Intended Result Timely completion and administration of justice.
Performance Measures
FY2020
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Projected
Civil Traffic (98% within 90 Days)
91%
85%
95%
98%
Criminal Misdemeanor (98% within 180 Days)
96%
83%
83%
98%
DUI (93% within 180 Days)
84%
69%
65%
93%
Local Ordinances (98% within 180 Days)
99%
95%
98%
98%

City Court FY22 Accomplishments
21
•
Veterans Court: In October 2021 the first Veterans Court setting was held with a team consisting 
of a Prosecutor, Public Defender or Private Attorney, VA Specialist, Court Program Coordinators and 
our Presiding Judge.  To date four graduates have successfully completed all requirements imposed by 
the Veterans Court Team.  After graduation, veterans are able continue to receive after care services.  
In addition to facilitating the adjudication of court cases, the program is designed to help Veterans live 
in the community as a productive and responsible citizen.  Veterans are provided with a Veterans 
Court Participant Handbook on their first appearance, which provides expectations and rules to ensure 
success in the program.  Participation is voluntary.  Veterans can decide to continue with Veterans 
Court or be placed back in a normal court setting.  The Court recently received a Veterans Court grant 
from the DOJ and continues to work towards the expansion of Veterans Court to a West Valley 
Regional Veterans Court in the future. 
•
eWarrants: A joint pilot project by Glendale City Court, the Glendale Police Department and the 
Arizona Supreme Court has produced an eWarrant solution for the City of Glendale. In 2021, the 
Glendale eWarrant pilot solution was approved for statewide use by the Arizona Supreme Court. Over 
140 courts and law enforcement agencies now can implement this fully paperless solution. eWarrants
will improve warrant accuracy and create efficiencies that will benefit all Arizona courts as well as law 
enforcement.

City Court FY23 Supplemental Requests
22
General Fund
Public Defender Contract for Veterans Court 
$22,500
Jury Summons Cost Increase 
$  7,920 
Jail Court Clerk Overtime
$  6,782
Court Legal Research Tools
$  8,500
Judge Protem Salary Increase
$16,776
Court – Computer Software
$  1,900

City Court FY23 Supplemental Requests
23
Court Security Bonds
Court Security Guard Increase
$17,500

City Court FY23 IT Projects
24
ARPA Fund
Digital Check-In System & Readerboards
$175,000

25
QUESTIONS?

Community Services
April 5, 2022

27
Mission Statement
We build community through impactful services.
Vision Statement
We are the national model for innovative community services.
Community 
Services
$46,245,091   96.5 FTEs
Library
Revitalization
Housing
Community 
Action 
Program
Community 
Engagement

Community Services
FY23 Operating Budget Request
Total FY23 Operating Budget $46,245,091 
$9,980,742 
21%
$35,053,967 
76%
$1,210,382 
3%
Salary
Operating
Internal Services
28

Community Services
Goals, Objectives & Performance Measures
29
Strategic Objectives Optimize Processes & Services
Improve Community Experience
Department Strategic Initiative
Improve program policies and procedures to ensure effective 
administration to increase utilization and improve 
performance.
Intended Result Increased utilization of programs and improved performance 
rankings.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Public Housing Program Occupancy Rate
98%
97%
98%
98%
Housing Choice Voucher Management Assessment Rating
86%
86%
86%
100%
Households Served through Public Housing Programs
1,450
1,390
1,469
1,500
Housing Rehabilitation and New Home Ownership Grants
171
150
145
120
Household Served through Crisis Assistance Programs
1,027
2,468
3,000
2,000
Digital Library Materials Utilization Rate (per resident)
.8
1.1
1.2
1.3

Community Services
Goals, Objectives & Performance Measures
30
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Community Engagement Volunteer Activities
190
45
100
125
Community Volunteer Hours (Service Projects)
6,959
1,850
6,000
6,500
Community Volunteer Hours (Library Services)
8,041
3,237
14,500
16,000
Community Services Partner Organizations
130
172
227
250

Community Services  
FY22 Accomplishments
31
• Over $18 million in emergency crisis assistance 
provided to almost 3,000 households
• 325 homeless households successfully housed (city 
and partner programs)
• Over $5.6 million in CPD funding expended on 62 
activities
• Over 10,000 units of service delivered for 
homelessness through the Master Services 
Agreement
• 22 NEW Community Engagement partnerships
Data as of early March 2022

Community Services  
FY22 Accomplishments
32
• $50,000 contributed by employees through NEW 
Employee Giving Program
• Dementia Friendly Glendale initiative includes 40 
partners and almost 500 employees trained
• Sleep in Heavenly Peace initiative built 100 beds, 
attracted 150 volunteers, and $20,000 in 
donated materials
• 75 new library volunteers recruited during 5 
outreach events
Data as of early March 2022

Community Services  
FY22 Accomplishments
33
• Organizational Performance collaborations:
– Tier 2 Scorecard nearing completion
– Library Process Improvement Team underway
• Strengthen Workforce Development training:
– Compassion Fatigue
– Leave Policies
– Records Management
– Safety & Incident Reporting

34
Community Services  
FY22 Accomplishments
• Strengthen Workforce 
Culture initiatives:
– Standardized Success 
Factors Performance 
Expectations
– “Be”-Attitudes 
– “Fun” Committees
– Communication Advisory 
Committee

Community Services
FY23 Supplemental Requests
35
General Fund
Community Services – Library Security 
$  40,000
Community Services Program Coordinator Temp Pay
$  53,709
New FTE Community Services Assistant Director
$167,509
Glendale Works Program 
$133,120
Home Grant
HUD Grant Funding 
$   908,127
HOME-ARP Allocation 
$2,876,844

Community Services
FY23 Supplemental Requests
36
Neighborhood Stabilization
HUD Grant Funding 
$   530,044
CDBG
HUD Grant Funding
$2,444,166
Community Revitalization CDBG-CV1 Grant
$   534,193
Community Revitalization CDBG-CV3 Grant
$   467,507

Community Services
FY23 Supplemental Requests
37
CAP Grant
Community Services – CAP LIHEAP-ARP
$  835,390
Emergency Shelter Grant
Emergency Shelter Grant 
$   173,191
Community Revitalization ESG-CV1 Grant 
$     82,400
Community Revitalization ESG-CV2 Grant
$1,900,000
HUD Housing Programs
$1,660,414

Community Services FY23 IT Projects
38
ARPA Fund
Library Mobile Phone App
$  30,000
Grants Management Phase II – CAP
$287,000

39
QUESTIONS?

Budget and Finance Department
April 5, 2022

41
Budget and Finance
$11,939,724      73.5 FTEs
Budget and Finance
Lease Payments/Other Fees
Mission Statement
The Budget and Finance Department provides financial management services with 
integrity and accountability while improving service levels, managing costs, and 
leveraging information across City departments.

Budget and Finance
FY23 Operating Budget Request
Total FY23 Operating Budget  $11,939,724  
$7,633,180 
64%
$3,357,187 
28%
$949,358 
8%
Salary
Operating
Internal Services
42

Budget and Finance 
Goals, Objectives & Performance Measures
43
Strategic Objective
Improve Resource Alignment
Department Strategic Initiative
Employ strong fiscal management practices that 
encourage sustainable fiscal decision-making.
Intended Result Prudent fiscal stewardship 
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Bond ratings for general obligation bonds
Standard & Poor's:
Moody's Investor Services:
Fitch Ratings:
AA-
Aa1
AAA
AA-
Aa1       
AAA
AA
A1
AAA
AA
A1
AAA
Bond ratings for Water and Sewer revenue bonds
Standard & Poor’s Senior Lien Bonds: 
Moody's Investor Services:
Fitch Ratings: 
AA
A1
n/a
AA
A1
n/a
AA
A1
n/a
AA
A1
AA
Annualized amortized cost basis return on portfolio (net of 
fees)
2.5%
2.5%
0.3%
1.0%
Number of grants received through Grants Administration
31
50
38
38
Compliance with Council adopted Financial Policies (# 
complied with/# of policies)
6/7
6/7
7/7
7/7

Budget and Finance 
Goals, Objectives & Performance Measures
44
Strategic Objective
Optimize Processes & Services
Department Strategic Initiative
Perform customer service and procurement activities 
effectively, accurately and timely.
Intended Result Improved levels of service 
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
% of vendor invoices paid within 30 days of invoice date
95%
93%
85%
90%
% of employees receiving electronic W-2’s
56%
60%
59%
65%
Number of vendor protests upheld
2
5
2
0
Number of RFP’s and IFB’s issued
55
46
42
50
% of contract renewals completed on-time
100%
100%
100%
100%
% of sole source/special procurements processed within 10 
days
100%
95%
100%
100%
% of call center calls answered within 1 minute
80%
71%
80%
90%
% of call center calls abandoned
<=2.5%
<=6%
<=2.5%
<=2.5%
Number of sales tax audits/reviews completed
120
87
120
120

Budget and Finance FY22 Accomplishments
45
• Answered 144,639 customer calls
– 25,656 Community Action Program (CAP) customer calls 
and reduced abandon rate from 75% to 10%
– 117,983 customer service call center
• Revenue Recovery 
– $6.9M sales tax
– $222k liens (filed 149)
– $101k debt offset (620 accounts)
• Issued new General Obligation (G.O.) bonds and Water 
Sewer obligation to fund capital projects

Budget and Finance FY22 Accomplishments
46
• Issued Certificates of Participation
– Fund the city’s Public Safety Retirement System (PSPRS) 
unfunded pension liability
– Net present value savings of over $116M
• G.O. Bond rating upgrade
• 2021 Government Finance Officers Association’s 
Distinguished Budget Presentation Award
• 2020 Government Finance Officers Association’s Award 
for Excellence in Financial Reporting

Budget and Finance
FY23 Supplemental Requests
47
General Fund
Budget Book Printing Costs
$    1,500
Budget Schedule Publication Costs
$    5,000 
Investment Advisor Fee Increase
$  22,647
Debt Book Online Software
$  12,500
Credit Card Fee Increase
$133,454
Water Fund
Credit Card Fee Increase 
$140,000

Budget and Finance
FY23 Supplemental Requests
48
General Fund
New FTE – Sr. Collections Representative
$85,892
New FTE – Sr. Customer Service Representative
$73,388
New FTE – Lead Customer Service Representative
$79,333
New FTE – Buyer II
$93,264

Budget and Finance FY23 IT Projects
49
General Fund
Sales Tax App
$222,600

50
QUESTIONS?

Non-Departmental
April 5, 2022

52
Non-Departmental
$17,112,634     0 FTEs
Mission Statement
The Budget and Finance Department provides financial management services with 
integrity and accountability while improving service levels, managing costs, and 
leveraging information across City departments.

Non-Departmental
FY23 Operating Budget Request
Total FY23 Operating Budget $17,112,634 
$365,000 
2%
$16,747,634 
98%
Salary
Operating
Internal Services
53

Non-Departmental Budgeted Items
54
• 2023 Super Bowl Expenditures
• Arena Management Fees
• AZSTA Sales Tax Rebates
• Memberships
– Westmarc
– League of Arizona Cities and Towns
– Maricopa Association of Governments (MAG)
– National League of Cities

55
QUESTIONS?

Transportation
April 5, 2022

57
Mission Statement
Transportation’s mission is to ensure the safety and efficiency of travel for the residents, 
businesses and visitors of Glendale, Arizona.
Transportation
$35,697,124     106.25 FTEs
Transit
Traffic 
Engineering & 
Operations
Airport
Street 
Management

Transportation
FY23 Operating Budget Request
Total FY23 Operating Budget $35,697,124 
$10,381,890 
29%
$21,169,528 
59%
$4,145,706 
12%
Salary
Operating
Internal Services
58

Transportation
Goals, Objectives & Performance Measures
59
Strategic Objectives Optimize Processes & Services
Improve Community Experience
Department Strategic Initiative
Expend $13.1M per year (not including bonds for ARP) to 
implement the City’s Pavement Management Plan using in-house 
design, construction administration, and inspection services.
Intended Result
The $13.1M multi-year Pavement Management Plan to address the 
complete street network through various applications is completed 
on-time and on-budget.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Reconstructions 
$4.8M
$11.5M
$9.2M
$9.2M
Rehabilitation (Mill & Overlay)
$0
$2.5M
$0M
$0M
Preservation (Slurry Seal, Crack Seal, etc.)
$5.2M
$12.7M
$12.2M
$14.7M
Total
$10.4M
$26.7M
$21.4M
$23.9M
Total Miles of Pavement Management Addressed
95 miles
182 miles
130 miles
113 miles

Transportation
Goals, Objectives & Performance Measures
60
Strategic Objectives
Optimize Processes & Services
Improve Asset Management
Improve Community Experience
Department Strategic Initiative
Complete improvement projects on schedule and on budget by 
leveraging federal funding.
Intended Result The transport of people and goods within and through the City of 
Glendale is safe and efficient.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
% signalized intersections connected to the central 
signal system (209 total signalized intersections, 
including four HAWK pedestrian crosswalks)
89%
91%
93%
95%
Flashing Yellow Arrow Installation Program –
Number of intersections updated – (48 locations)
27
33
33
48
Complete two school zone construction projects 
each year (total of 13)
4
6
8
10
Complete conversion of illuminated street name 
signs at two intersections per year to LED 
technology 
12
15
16
21
Install enhanced detection at 5 signalized 
intersections per year (204 total)
8
18
24
29

Transportation FY22 Accomplishments
61
• Comprehensive Airport Strategic Plan
• $9.6 million in federal/regional funding secured
• Provided transit service to over 1.2M passengers
• 130 miles of centerline pavement addressed
– 6 miles of reconstruction
– Pavement Management using sealcoats/slurry seals/thin 
overlay
• 93 trees, 1,097 shrubs, 1,327 tons of decomposed 
granite, and 120,000 feet of irrigation line restored
• Adaptive Traffic Control Signal System on Bell and Olive

Transportation
FY23 Supplemental Requests
62
Highway User Revenue Fund
Right of Way Maintenance Contracts & Water 
$297,006
New FTE (2) Utility Locators& Trucks 
$233,615
Risk Post Incident Repairs 
$275,000
Transportation Grants
Transit – Corona Virus Response and Relief Grant 
$   477,283
Transit – American Rescue Plan Act (ARPA)
$1,164,130

Transportation
FY23 Supplemental Requests
63
Transportation Sales Tax
GO Street Light Mgmt. – Maintenance & Electricity
$    2,600
CIP O&M – Contracts & Water
$  75,400
Traffic Mitigation – Contracts & Supplies 
$  50,000
TMC Advance Traffic Mgmt. System Upgrade
$370,000
New FTE – Intelligent Transp. Systems Analyst
$101,290
New FTE – Transportation GIS Technician
$  92,578
New FTE – Transportation Deputy Director
$169,085
New FTE – Transportation Financial Analyst
$106,987
New FTE – Transit Dispatcher Router – Temp to FTE
$  28,826

Transportation
FY23 Supplemental Requests
64
Transportation Sales Tax
Transport Sales Tax Risk Post Incident Repairs 
$200,000
Citywide Right-of-Way Landscape Refresh Program
$150,000
Internally Illuminated Street Name Signs
$  40,000
Airport Special Revenue
Airport Operations
$  68,835
Airport Special Rev Risk Post Incident Repairs
$  10,000

Transportation FY23 IT Projects
65
Transportation Sales Tax Fund
Lucity Asset Management System
$155,020
Airport Special Revenue Fund
Airport Business Software
$  40,000

66
QUESTIONS?

Economic Development
April 5, 2022

68
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
$2,223,251     11 FTEs
Economic 
Development
Business 
Development
Arts & Culture

Economic Development
FY23 Operating Budget Request
Total FY23 Operating Budget $2,223,251  
$1,510,941 
68%
$623,007 
28%
$89,303 
4%
Salary
Operating
Internal Services
69

Economic Development
Goals, Objectives & Performance Measures
70
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Target
New Businesses & Expansions
15
13
10
15
Jobs Generated
1,695
1,788
4,643
2,000
Participation in Recruitment Initiatives
13
17
7
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Target
ASU Startup School Classes
12
0
0
12
Direct Assistance – Small Business (Hours)
525
1,215
1,200
2,500

Economic Development
Goals, Objectives & Performance Measures
71
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Social Media Impressions
400,000
1,968,993
600,000
800,000
Press Releases/ Media Outreach
45
23
50
65
Followers: Instagram, Facebook, Twitter
415, 400,
190
555, 3,838, 
291
1,400, 5,700, 
350
2,000, 7,000, 
500

Economic Development
Goals, Objectives & Performance Measures
72
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Target
Targeted Outreach Contacts
756
557
636
750
Business Assistance Events
5
10
15
25

Economic Development
Goals, Objectives & Performance Measures
73
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Target
Number of people attending public art programs 
20,000
9,100
18,000
21,000
Number of partners providing arts programming to 
Glendale residents 
29
14
24
30

Economic Development
FY22 Accomplishments
74
• Attracted new development and investment in the healthcare 
industry with the opening of Banner Healthcare Center at Aspera 
and the new Phoenix Children’s Hospital at the Arrowhead 
Campus.
• The Arts Division granted $55,000 in performing arts funding to 
fifteen arts organizations to provide free performing arts and 
educational programs throughout the year.

Economic Development
FY22 Accomplishments
75
• Partnered valley wide agencies and helped provide resources 
and support for small businesses during the ongoing COVID-19 
pandemic and the upcoming Superbowl LVII.
• Facilitated new industrial/commercial development in the New 
Frontier along the Loop 303, including major capital 
investments from Nestle USA, Amazon, William Sonoma, and 
Wal-Mart that have resulted in significant construction sales 
tax, increased employment opportunities and prime real estate 
options to welcome new end users.

Economic Development
FY22 Accomplishments
76
• Glendale hosted Ballet Arizona’s Ballet Under the Stars at 
Sahuaro Ranch Park. Nearly 1,200 guests enjoyed the 
evening of dance performance. A diverse crowd was able to 
experience the vast grassy spaces to enjoy the performance 
and interact with the dancers.
• New development and investment to the Sports and 
Entertainment District including PopStroke, Chicken N 
Pickle, Thirsty Lion, and several new luxury apartment 
buildings and hotels.

Economic Development
FY23 Supplemental Requests
77
General Fund
New FTE – Econ. Development Program
Manager (Downtown Manager)
$112,606

78
QUESTIONS?

Human Resources
April 5, 2022

80
Department Purpose Statement
Through collaboration and excellent service, Human Resources & Risk Management creates an 
inclusive and safe environment for employees, customers and citizens, characterized by fairness, 
open communication, accountability, trust and respect.
Human Resources
$59,691,793     25 FTEs
Organizational 
Development
Employee 
Relations
Employment 
Services
Compensation
and Benefits
Risk/Worker’s 
Compensation

Human Resources
FY23 Operating Budget Request
Total FY23 Operating Budget $59,691,793    
$3,477,696 
6%
$56,017,735 
94%
$196,362 
0%
Salary
Operating
Internal Services
81

Human Resources
Goals, Objectives & Performance Measures
82
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Target
Number of organizational diversity events 
held
3
1 in person/4 
virtual 
4 in person
8
Number of diversity training opportunities 
held
7
10 on-line 
16
20
Number of employees attending diversity 
training/events
498
182
450
500
Our employee diversity ratio reflects the 
Glendale community
**Next Slide
**Next Slide
**Next Slide
**Next Slide

Human Resources Goals, Objectives & 
Performance Measures
83
•
*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%
•
*New Hires FY20/21 Actual – White 55.95%, Black 4.76%, Hispanic Latino 30.95%, Asian 
1.79%, Native Hawaiian and other Pacific Islander .60%, American Indian 0%, 2 Or More Races 
2.98%
•
**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)
•
**Community and Employee Ratios FY20/21 Actual – White 44.8% Community (61.17%EE), 
Black/AA 7.3% Community (4.93%EE), Hispanic/Latino 39.0% Community (26.68%EE). Asian 
4.4% Community (2.49%EE), American Indian 1.6% Community (.85%EE), Native Hawaiian and 
other Pacific Islander .10% Community (.32%EE), 2 Or More Races 9.4% Community (1.06%EE)

Human Resources
Goals, Objectives & Performance Measures
84
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Cost increases remain at or below the 
medical trend. 
7-1-19
3.7% below 
medical trend
7-1-20
3.8% below
medical
trend
7-1-21
2.3% below 
medical trend
Stay at trend
Increase enrollment in the wellness program.
557 
14% decrease 
in enrollment
485
13% decrease 
in enrollment
556
16% increase in 
enrollment
5% increase in 
enrollment

Human Resources
Goals, Objectives & Performance Measures
85
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
FY2020 
Actual
FY2021 Actual
FY2022 
Estimate
FY2023 
Target
Reduce turnover for non-represented 
employees 
13.7%
11.8%
15.6%
8.0%
Salary ranges are within +/- 5% of the 
average midpoint for comparative 
organizations
At +/- 5%
7-1-20
Study not 
conducted
At
+/-5%
7-1-22
Remain at +/-
5%

Human Resources
Goals, Objectives & Performance Measures
86
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
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
38% in house**
16
10
6
10
39%in house**
22
22
13
20  
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 12/31/20
.90
1.21
1.0
1.0
Maintain total operating cost of risk at < 3% 
.028%
.017%
<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 FY22 Accomplishments
87
•
Workers’ Compensation claims acceptance rate is 94% of all claims versus the 
average acceptance rate for City and County employers at 91.5%
•
Smoking Cessation Program, Non-Tobacco User Discount Program and COVID-
19 Vaccine Discount Program Implementation
•
No EEOC Findings
•
Completed the Human Resources & Risk Management Tier II Balanced 
Scorecard to align with organizational goals
•
Implemented the first annual employee Incentive Program.  Had 45 winners 
and 39 semi-finalists

Human Resources
FY23 Supplemental Requests
88
General Fund
Human Resources Temporary Personnel
$     50,000
New FTE – Benefits Analyst 
$   116,080
New FTE – Human Resources Analyst 
$   103,210
Risk Management Self Insurance
Risk Management Trust Fund Increase
$4,943,327
Worker’s Compensation Self Insurance
Worker’s Compensation Trust Fund Increase
$3,345,000

Human Resources
FY23 Supplemental Requests
89
Benefit Trust Fund 
HR Employee Benefits Increase
$1,460,000

90
QUESTIONS?

Organizational Performance
April 5, 2022

92
Mission Statement
To build a high-performance culture using business intelligence. 
Organizational 
Performance
$643,327   3 FTEs

Organizational Performance
FY23 Operating Budget Request
Total FY23 Operating Budget $643,327  
$464,072 
72%
$153,900 
24%
$25,355 
4%
Salary
Operating
Internal Services
93

Organizational Performance
Goals, Objectives & Performance Measures
94
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 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
FY2020
Actual
FY2021
Actual
FY2022 
Estimate
FY2023 
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
100%
Yes
100%
Yes
100%
Yes
Educate organizational data stewards on business 
intelligence and analytics principles
•
Target: 100% of data stewards receive initial training
N/A
100%
100%
100%

Organizational Performance
Goals, Objectives & Performance Measures
95
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
FY2020
Actual
FY2021
Actual
FY2022 
Estimate
FY2023 Target
Number of defined certification criteria achieved 
and maintained.
•
Target: 51% of criteria achieved and 
maintained by the end of 2020
31%
60%
67%
75%

Organizational Performance
FY22 Accomplishments
96
– What Work Cities Certification
• Received Silver Certification
– We were one of 16 new cities recognized in July 
of 2021
– Mayor's Proclamation - Annual Data Excellence 
Day in celebration of our Silver Certification
• Received Gold Certification in April 2022.
– We were the only city in Arizona to receive Gold 
certification this year
– Levels are Silver, Gold, and Platinum

Organizational Performance
FY22 Accomplishments
97
– Balance Scorecard
• Tier I
– City Wide Employee Survey on the city objectives of Strengthen 
Workforce Culture and Development
– Focus Groups on Supervisor Training, Recognition, Employee Value, 
Communication, Professional Growth and Development
• Tier II
– 40 staff members trained by Strategy Management Group
– Tier II Development underway

Organizational Performance
FY22 Accomplishments
98
– Open Data
• New Data sets published
– GlendaleOne Escalation Levels
– PD – Calls for Service, Police Incidents
– Performance Dashboards
• City Wide Performance Dashboard
• Engineering
• GlendaleOne
• Business Licenses

Organizational Performance
FY22 Accomplishments
99
– Valley Benchmark Communities (VBC)
• Glendale Presented in the FY22 Performance Forum
• City Manager and Organizational Performance Staff 
attended the Annual City Manager’s Conference
• Organizational Performance staff attend monthly VBC 
planning meetings
• Jenny Durda – Business Intelligence and Analytics Officer 
elected Chair for the FY23 and FY24 years

Organizational Performance
FY23 Supplemental Requests
100
General Fund 
New FTE – Org. Performance Program Manager
$129,180

101
QUESTIONS?

Audit Department
April 5, 2022

103
Mission Statement
To provide internal audit services that strengthen controls, reduce risk, maximize 
efficiency and enhance government transparency.
Audit Department
$587,893     1 FTE

Audit Department
FY23 Operating Budget Request
Total FY23 Operating Budget $ $587,893  
$184,758 
31%
$391,700 
67%
$11,435 
2%
Salary
Operating
Internal Services
104

Audit Department
Goals, Objectives & Performance Measures
105
FY2020 Audit Plan only covered 6 months due to the revised Code. Only captures the 4 audits that were scheduled for completion 
using internal resources, 3 of which were completed. Seven audits to be contracted were delayed because of the establishing the 
new framework for contracting third party firms and the COVID-19 crisis.
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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Number of Audits Completed 
4
12
14
12
% Audit Recommendations Accepted by 
Management
95%
97%
100%
100%
% Annual Audit Plan Completed
75%
55%
79%
100%

Audit Department FY22 Accomplishments
106
• Internal Audit Program Manager position filled at 
end of FY21 after six-month vacancy
• Addressed all audit findings outstanding from 
previous Internal Audit department structure
• Completed Balanced Scorecard Tier II for IIAP

Audit Department
FY23 Supplemental Requests
107
General Fund
Contracted Audit Services 
$131,684

108
QUESTIONS?

Water Services
April 5, 2022

110
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
$63,006,899     214.75 FTEs
Plant 
Operations
System 
Operations
Environmental 
Programs
Administration 
Support

Water Services 
FY23 Operating Budget Request
Total FY23 Operating Budget $63,006,899  
$22,772,337 
36%
$30,669,470 
49%
$9,565,092 
15%
Salary
Operating
Internal Services
111

Water Services
Goals, Objectives & Performance Measures
112
Strategic Objectives
Improve Resource Alignment
Increase Purposeful Communication
Improve Community Experience
Department Strategic Initiatives
Recharge as much available Central Arizona Project (CAP) water 
and wastewater effluent. Reduce production per capita. Convert 
grass landscape to xeriscape landscape. Educate users about 
conservation and sustainability programs.
Intended Result Sustain today’s resources for future availability.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
CAP water recharged (acre foot)
2,394
732
500
500
Effluent recharged (acre foot)
8,777
5,185
7,100
6,500
Gallons Produced per Capita per Day (GPCD)
144
153
143
142
# of water/wastewater samples analyzed by Water 
Quality Laboratory (WQL) 
7,661
9,008
7,800
7,500
Square footage of converted landscape
98,309
101,337
100,000
105,000
# of students in Youth Education Program
2,102
904
2,190
2,300
# of participants in Green Living Series
490
571
680
640

Water Services
Goals, Objectives & Performance Measures
113
Strategic Objectives Improve Asset Management
Improve Resource Alignment
Department Strategic Initiatives Deliver water to meet demand. Maintain O&M cost. 
Intended Result
Customers receive 24/7 water and wastewater services 
efficiently and economically.
Performance Measures
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Amount of water delivered in billion gallons
13.4
14.8
13.3
13.8
Water O&M cost per 1,000 gallons
$0.93 
$0.89 
$1.10 
$1.15
Amount of sewage treated in billion gallons
6.3
6.0
6.2
6.3
Wastewater O&M cost per 1,000 gallons
$1.36 
$1.57 
$1.60 
$1.69

Water Services
Goals, Objectives & Performance Measures
114
Strategic Objectives Improve Asset Management
Improve Resource Alignment
Department Strategic Initiative
Maintain 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
FY2020 
Actual
FY2021 
Actual
FY2022 
Estimate
FY2023 
Target
Distribution O&M cost per 1,000 gallons
$0.48
$0.50
$0.61
$0.62
# of water line miles replaced of total 994
2.5
1.6
1.0
1.0
# of valves exercised of total 26,349
4,802
19,000
12,000
12,000
# of fire hydrants flushed of total 9,091
8,903
8,900
9,091
9,091
Collection O&M cost per 1,000 gallons
$0.62
$0.59
$0.67
$0.68
# of sewer line miles replaced of total 707
0.3
0.2
2.2
2.0
% of 235 miles of sewer line cleaned
91%
64%
86%
100%
# of Sanitary Sewer Overflow per 100 miles
0.0
<1.0
0.0
<1.0

Water Services 
FY22 Accomplishments
115
• Completion of Pyramid Peak Expansion and 
Improvements 
• Completion of Luke AFB Lift Station and Force Main
• Completion of Integrated Master Plan
• Federal Funding for Water Inter-connect Project

Water Services 
FY23 Supplemental Requests
116
Water Fund
Increase for Raw Water Costs
$936,000
Increase for Chemical Costs
$310,000
Increase for Water Meters Costs
$100,000
Increase for Pyramid Peak WTP Costs
$518,000
Increase for Overtime Costs
$  90,000

Water Services 
FY23 Supplemental Requests
117
Sewer Fund
Increase for Chemical Costs
$  70,000
Increase for 91st Avenue WWTP Costs
$380,000
Increase for West Area WRF Costs
$156,000
Increase for Overtime Costs
$  10,000

Water Services FY23 IT Projects
118
Water Fund
SCADA Server Replacement
$275,000

119
QUESTIONS?

Engineering
April 5, 2022

121
Mission Statement
To partner in developing and implementing the city's Capital 
Improvement Plan and inspect public/private infrastructure 
deployment to successfully and safely serve the needs of the 
community.
Engineering
$2,355,123        39 FTEs
CIP 
Construction
Engineering 
& Design
Administration
Land 
Development
Inspections

Engineering
FY23 Operating Budget Request
Total FY23 Operating Budget $2,355,123
$1,292,738 
55%
$374,532 
16%
$687,853 
29%
Salary
Operating
Internal Services
122

Current Market Conditions
123

Engineering Performance
Land Development
124
KPI = 15 Days

Engineering Performance – Right of Way
125

Engineering Performance 
Business Operations 
126
Prior to January 1, 2020 – Average Time From the Invoice Being Received 
to the Invoice Leaving Engineering was +18 Days.

Historical CIP Spend 
127
FY2022 is through 1.31.22
$72,947,526 
$100,082,933 
$44,549,197 
 $-
 $20,000,000
 $40,000,000
 $60,000,000
 $80,000,000
 $100,000,000
 $120,000,000
2020
2021
2022
Invoices Paid By Engineering as a Result of CIP 
Management

Engineering Projects at a Glance 
128
Last Year

Sine Building 1st Floor Remodel

Pavement Management Projects

O’Neil Splash Pad

Camelback Rd Reconstruction, 
43rd – 51st / Loop 101 – 91st 

Bell Rd Reconstruction – 51st – 59th 

Glendale Ave & Water / Sewer

Heroes Park Lake
Current
o 27 Projects in Design Phase
o 29 of Projects in Construction Phase
o 6 in RFQ Phase
o 9 Study Phase
o 3 in Bid Phase
o 50% of projects are in design phase

Engineering FY23 Supplemental Requests
129
2,355,123
2,355,123
General Fund
External Engineering Services
$150,000 
Software Licenses
$    1,000
Staff Certifications – Continuing Education
$  10,000
New FTE – Senior Architect
$130,250
New FTE – Management Analyst
$  94,581
New FTE – CIP Project Manager
$121,567
New FTE (2) – Construction Inspector
$189,375

130
QUESTIONS?

Operating Budget Presentation Schedule
131
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