PowerPoint Presentation (Updated 4/6/2023)

Council Workshop 
FY23-24 Budget Discussion
April 6, 2023

Budget Calendar
2
Item
Date
Workshop #1 – Budget Overview / Revenues / Five-Year Financial Forecasts 
February 14, 2023
Workshop #2 – FY24-33 Capital Improvement Plan
March 7, 2023
Workshop #3 – (All Day) FY24 Operating Budget Department Presentations
April 4, 2023
Workshop #4 – (All Day) FY24 Operating Budget Department Presentations
April 6, 2023
Workshop #5 – FY24 Final Budget Workshop
April 18, 2023
Voting Meeting – Tentative Budget Adoption
May 9, 2023
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 13, 2023
Voting Meeting – Property Tax Adoption
June 27, 2023

Operating Budget Presentation Schedule
3
April 4, 2023
April 6, 2023
Public Affairs/Communication
Community Services
Budget and Finance/Non-
Departmental
Organizational Performance
Audit
Human Resources and Risk 
Management
Field Operations
Transportation
Development Services
Water Services
City Attorney 
City Court
Mayor & Council
City Manager’s Office/Code Compliance
Engineering
Parks and Recreation
Police Department
Fire Department
Innovation and Technology
Economic Development
City Clerk

Agenda
4
1) Follow Up Items from April 4, 2023 Workshop
2) FY23-24 Summary of Personnel Changes
3) Department Presentations

Follow Up Items – General Fund Positions
5
General Fund Position Additions 46
Total Ongoing Budget Amount
$4,072,495

Change in Operating Budget
6
FY23 Adopted Budget
$546,413,506
FY24 Baseline Budget (Less One-Time) $507,079,575
FY24 Salary and Benefit Increases
$  36,672,994
FY24 Service and Supply Increases
$  31,938,661
FY24 Internal Charges Increases
$    9,266,499
FY24 Operating Budget Request
$584,957,728

Follow Up Items – Parks and Recreation
7
• Sports Field Rental Revenue – $200k/year 
• Contract Monitor Position Duties – Park Maintenance 
Division
– 8 ongoing service contracts for essential park maintenance 
functions, plus 8-10 project related contracts annually
– Contract Monitor would assume the administrative tasks associated 
with contracts – contract development, negotiations, tracking, 
auditing, and contract expenditures, allowing field staff to focus on 
maintaining parks

Follow Up Items – Engineering
8
Why is Engineering’s R-Rollup 25% of their budget?
Salaries (Reduced by Chargebacks)
$2,276,333
65%
Services and Supplies
$   348,930
10%
Internal Charges
$   865,000
25%
Salaries (Full)
$5,501,159
82%
Services and Supplies
$   348,930
5%
Internal Charges
$   865,000
13%

Summary of Personnel Changes
9
Enterprise Funds
# of Positions
Community Services (Housing)
1
Field Operations (Landfill)
2
Water Services
1
Total Enterprise Funds
4
Internal Service Funds
# of Positions
Innovation and Technology
5
Field Operations (Fleet)
1
Total Internal Service Funds
6
Total All Funds
# of Positions
General Fund
46
Enterprise Funds
4
Internal Service Funds
6
Special Revenue Funds
11.5
Total
67.5
General Fund
# of Positions
City Manager’s Office – Code Compliance
2
Communications
1
Community Services
6
Development Services
2
Economic Development
1
Field Operations
5
Fire Services
8
Human Resources
2
Parks and Recreation
7
Police Services
12
Total General Fund
46
Special Revenue Funds
# of Positions
Highway User Revenue Fund
3
Transportation Sales Tax
8.5
Total Special Revenue
11.5

Public Affairs
April 6, 2023

11
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
$968,999     3 FTEs

Public Affairs
FY24 Operating Budget Request
Total FY24 Operating Budget $968,999 
$535,918 
55%
$191,676 
20%
$241,405 
25%
Salary
Operating
Internal Services
12

Public Affairs
Goals, Objectives & Performance Measures
13
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Total number of bills posted
1350
1510
1757
1950
Number of bills tracked that have a direct impact to 
City and have received staff input
325
335
299
340
Number of new laws being enacted 
335
347
446
398

Public Affairs
Goals, Objectives & Performance Measures
14
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Total number of regional and national committees on 
which Glendale elected officials are serving
22
23
24
22

Public Affairs
Goals, Objectives & Performance Measures
15
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Number of Legislative Link subscribers
210
199
215
241
Number of legislative reports posted to the website
14
19
18
17

Public Affairs FY23 Accomplishments
16
Continued to lead regional efforts to introduce legislation authorizing 
Maricopa County to call an election for the extension of Proposition 
400, the region’s half-cent sales tax dedicated solely for transportation
Introduced legislation on behalf of the City Council to reform public 
posting requirements. 
Introduced legislation on behalf of the Glendale Police Department to 
allow cities to charge staff time for redacting police body camera 
footage.
Assisted Luke AFB with state legislation to prohibit private drone 
operations on or over the military instillation

Public Affairs FY23 Accomplishments
17
Increased City and Legislative relationships through frequent 
planned interactions between City Councilmembers and state 
House and Senate members. 
Hosted a 2023 Legislative Dinner that brought 13 of Glendale’s 
18 legislators to Glendale for a roundtable discussion with the 
City Council. 
Assisted Glendale City Courts in advocating for the Veteran’s 
Court by facilitating a tour and round table discussion with the 
City Council and Senator Kyrsten Sinema.

Public Affairs FY23 Accomplishments
18
Established and maintained communication with the new 
Governor’s Office and state agency staff to ensure continuity of 
service for the residents of the City of Glendale and the State of 
Arizona. 
Secured a commitment of $1.33 million of federal funding in 
FY23 for improvements to three community centers and/or 
recreation centers located in the 85301 zip code
Secured a commitment of federal funding in FY23 for 
improvements to the Luke Air Force Base Child Development 
Center.

Public Affairs
FY24 Supplemental Requests
19
General Fund
Media Center Utilities
$  45k
Cell Phones for Public Affairs and Communications
$    1k

20
QUESTIONS?

Communications
April 6, 2023

22
Mission Statement
The mission of the Communications Department is to provide innovative and creative 
communication solutions to promote the City’s core services, initiatives and mission.
Communications
$1,926,747     12.5 FTEs

Communications 
FY24 Operating Budget Request
Total FY24 Operating Budget $1,926,747 
$1,545,687 
80%
$281,745 
15%
$99,315 
5%
Salary
Operating
Internal Services
23

Communications
Goals, Objectives & Performance Measures
24
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Social media presence - the number of people who 
see our posts on all digital channels including Vimeo, 
Facebook, Instagram, Twitter and YouTube
3,356,000
3,450,000
3,550,000
3,555,000
Number of Facebook Live reports “look live” videos or 
social media broadcasts of city events 
162
170
175
175
Average social engagements per post
84
90
95
100
Average positive sentiment
23%
25%
27%
N/A
Number of website pageviews*
5,249,579
5,350,000
5,450,000
5,500,000
*FY18 & FY19 include numbers from other city websites (Library, CVB, & Civic Center) FY20 & FY21 include only the main site

Communications FY23 Accomplishments
25

The Glendale Media Team produced a constant stream of outstanding content 
including a video that rose above and beyond anything that has ever been 
produced before. The high standard of excellence resulted in an Emmy award 
win as well as a nomination and three national awards of excellence in the 
3CMA, City County Communications awards. 

Did constant excellent media relations work for a record number of media 
requests due to the Super Bowl. Continued to do communications for a variety 
of major city announcements. 

Planned together with City Manager’s Office, organized and implemented 
successful City Manager’s all-staff event for Kevin Phelps to provide important 
updates to employees. 

Planned a successful Council Installation ceremony event which included 
planning and implementing many different aspects of work that is needed to 
create a special ceremony for our city elected officials.

Communications FY23 Accomplishments
26

Continued to populate a comprehensive website landing page with Glendale-
specific information for the Super Bowl. Created a comprehensive online 
Glendale media kit where anyone now has access to a variety of high-
resolution city photos, a wide variety of quality b-roll, some fun facts, general 
information about Glendale, maps and more. 

Continued to enhance the monthly employee news communication with 
upgrading the look and content of the Employee Express as an important tool 
for communicating to our staff an appealing look. 

Provided promotional wording and videos and media outreach about Glendale 
Glitters. Handled media requests and did media coaching with those who did 
interviews.

Began to take our short videos and make them into full shows for the cable 
station and Facebook. An example of this is our video series “Have You Been 
Here?” which showcases areas of the city that are a great place to visit.

Communications FY23 Accomplishments
27

Produced numerous videos for Economic Development to help them achieve 
their growth goals.

Spread the word with media and videos about the excitement of LIVE @ 
Murphy Park concerts. Continued to produce a variety of promotional videos 
and a video showing behind the scenes of what they do.

Played a big role in Gratitude month once again with videos and other 
elements to help employees feel appreciated and valued. Did the same for the 
Success Factors awards and played a part to make it a live event for our HR 
department. 

Assisted departments with creating video assets to help them with recruiting 
and have produced a big variety of them to help HR attract good people.

Communications
FY24 Supplemental Requests
28
General Fund
Cell Phones for Public Affairs and Communications
$    7k
New FTE – Video Editor/Photographer
$  60k
FTE Reclass – PIO to Communications Director
$  28k

29
QUESTIONS?

Community Services
April 6, 2023

31
Mission Statement
We build community thorough impactful services.
Community 
Services
$42,282,803  103.5 FTEs
Library
Revitalization
Housing
Community 
Action 
Program
Community 
Engagement

Community Services
FY24 Operating Budget Request
Total FY24 Operating Budget $42,282,803
$11,191,460 
26%
$29,558,708 
70%
$1,532,635 
4%
Salary
Operating
Internal Services
32

Community Services
Goals, Objectives & Performance Measures
33
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 Community Services Department receive 
excellent customer service.
Performance Measures
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Public Housing Program Occupancy Rate
97%
98%
98%
98%
Housing Choice Voucher Management Assessment Rating
86%
85%
100%
100%
Households Served through Public Housing Programs
1,390
1,379
1,453
1,502
Household Served through Crisis Assistance Programs
2,466
3,241
1,903
1,500
Individuals who obtained permanent housing through the 
Homeless Master Services Agreement
NA
852
1,000
1,000
Owner-occupied homes rehabilitated for low-income 
households
127
60
75
75
Households assisted through the Tenant Based Rental 
Assistance Program (TBRA)
NA
42
46
75
Digital Library Materials Utilization Rate (per resident)
1.1
1.2
1.3
1.4

Community Services
Goals, Objectives & Performance Measures
34
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Community Engagement Volunteer Activities
45
100
100
125
Community Volunteer Hours (Service Projects)
1,850
6,000
6,500
7,000
Community Volunteer Hours (Library Services)
3,237
16,265
20,289
23,000
Community Services Partner Organizations
172
227
305
330

Community Services  
FY23 Accomplishments
35
130 homeless households re-housed (in-house programs)
1,000 homeless households re-housed (partner programs)
37,000 homeless services since June 2021
5,400 households remained stably housed during pandemic
1,300 units of affordable housing in the pipeline
$1 million invested in neighborhood and community 
improvements
175 attendees at the Dementia Friendly Resource Fair
$245,000 invested in Ocotillo Rose neighborhood (Super Bowl 
event)
23% increase in hydration services during 2022 Heat Relief

Community Services  
FY23 Accomplishments
36
400 employees contributed $50,000 in employee giving 
campaigns
22,000 outdated, damaged, low-demand items removed from 
library collection
25% increase in 2022 Summer Reading Program
$500,000 invested in 7 building projects to improve libraries

Community Services
FY24 Supplemental Requests
37
General Fund
New FTE - Community Services Program Coordinator
$  21k
Automated Materials Handler 
$175k
Automated Materials Handler
$192k
FTE Reclass Prg Mgr to Community Engagement Prg Mgr
$  10k
New FTE (.5) Public Service Assistant (10)
$283k
Increased Security Costs
$  45k
Pilot Program Front Yard Landscaping
$125k
Car Allowance
$    3k

Community Services
FY24 Supplemental Requests
38
Home Grant
HUD Grant Funding (HOME) 
$4.0M
Neighborhood Stabilization
HUD Grant Funding
$850k
CDBG
Community Revitalization CDBG-CV1 Grant
$713k
Community Revitalization CDBG-CV3 Grant
$504k

Community Services
FY24 Supplemental Requests
39
Emergency Shelter Grant
Emergency Shelter Grant 
$  24k
Community Revitalization ESG-CV1 Grant 
$  57k
Community Revitalization ESG-CV2 Grant
$500k
Housing Public Activities
Increase Housing Assistance Payments
$1.8M
New FTE – Comm Svc Program Coordinator
$  97k
Citywide Standby Pay Increase
$    7k

40
QUESTIONS?

Budget and Finance Department
April 6, 2023

42
Budget and Finance
$12,815,904     74.5 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
FY24 Operating Budget Request
Total FY24 Operating Budget $12,815,904 
$8,386,467 
65%
$3,440,187 
27%
$989,251 
8%
Salary
Operating
Internal Services
43

Budget and Finance 
Goals, Objectives & Performance Measures
44
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Bond ratings for general obligation bonds
Standard & Poor's:
Moody's Investor Services:
Fitch Ratings:
AA-
Aa1
AAA
AA-
A1
AAA
AA
A1
AAA
AA
A1
AAA
Bond ratings for Water and Sewer revenue bonds
Standard & Poor's:
Moody's Investor Services:
Fitch Ratings: 
AA
A1
n/a
AA-
A1
AA
AA
A1
AA
AA
A1
AA
Annualized amortized cost basis return on portfolio (net of 
fees)
2.5%
2.61%
3.2%
3.9%
Number of grants received through Grants Administration
50
38
30
40
Compliance with Council adopted Financial Policies (# 
complied with/# of policies)
6/7
7/7
6/7
7/7

Budget and Finance 
Goals, Objectives & Performance Measures
45
Strategic Objective Improve Resource Alignment
Department Strategic Initiative Provide accurate and timely financial analysis, 
forecasting, and reporting.
Intended Result Prudent fiscal stewardship 
Performance Measures
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Maintain a +/- 5% variance in general fund revenue 
forecasts from the final actual revenue to the adopted 
budget
+5%
+5%
+5%
+5%
% of month-end reports completed within 10 business days
75%
75%
100%
100%
Obtain the GFOA Certificate of Achievement for Excellence 
in Financial Reporting
Yes
Yes
Yes
Yes
Obtain the GFOA Distinguished Budget Presentation Award
Yes
Yes
Yes
Yes

Budget and Finance 
Goals, Objectives & Performance Measures
46
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
% of vendor invoices paid within 30 days of invoice date
93%
85%
90%
90%
% of employees receiving electronic W-2’s
60%
59%
65%
65%
Number of vendor protests upheld
5
2
0
0
Number of RFP’s and IFB’s issued
46
35
35
45
% of contract renewals completed on-time
100%
80%
98%
100%
% of sole source/special procurements processed within 10 
days
95%
70%
90%
100%
% of call center calls answered within 1 minute
60.5%
54%
80%
80%
% of call center calls abandoned
<=9.4%
11%
<=2.5%
<=2.5%
Number of sales tax audits/reviews completed
87
181
120
120

Budget and Finance FY23 Accomplishments
47
• 2022 Government Finance Officers Association’s Distinguished 
Budget Presentation Award
• 2021 Government Finance Officers Association’s Award for 
Excellence in Financial Reporting
• Implemented a successful Munis upgrade

Budget and Finance
FY24 Supplemental Requests
48
General Fund
External Audit Contract 
$ 50k
Debt Book Online Software
$   5k
Bethune & Associates – Collections contract
$ 10k
Valley Collection Service – Collections contract
$ 20k
Temporary Pay Increase
$ 15k
FTE Reclass – IT Systems Analyst Sr. 
$ 13k
FTE Reclass – Customer Service Supervisor
$ 39k
Car Allowance
$   3k

49
QUESTIONS?

Non-Departmental
April 6, 2023

51
Non-Departmental
$9,420,163     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
FY24 Operating Budget Request
Total FY24 Operating Budget $9,420,163 
$365,000 
4%
$9,043,467 
96%
$11,696 
0%
Salary
Operating
Internal Services
52

Non-Departmental Budgeted Items
53
• 2024 Final Four Expenditures
• AZSTA Sales Tax Rebates
• Memberships
– Westmarc
– League of Arizona Cities and Towns
– Maricopa Association of Governments (MAG)
– National League of Cities

54
QUESTIONS?

Organizational Performance
April 6, 2023

56
Mission Statement
We make Glendale a more effective government for its residents through effective decision-making 
utilizing data, analytics, and strategic initiatives.
We increase transparency and champion continuous improvement through data governance and 
performance management programs.
Organizational 
Performance
$711,248     3 FTEs

Organizational Performance
FY24 Operating Budget Request
Total FY24 Operating Budget $711,248
$494,099 
70%
$187,500 
26%
$29,649 
4%
Salary
Operating
Internal Services
57

Organizational Performance
Goals, Objectives & Performance Measures
58
Strategic Objectives
Improve Stakeholder Engagement
Increase Innovation Solutions
Strengthen Workforce Culture
Strengthen Workforce Development
Improve Tools & Technology
Department Strategic Initiative
Implement a programmatic approach to data governance designed to make 
city data actionable and increase the use of data in decision-making, 
recommendations, and telling the story of our work.
Intended Results

City data is open by default, reliable, and easily accessible internally 
and externally.

Actionable intelligence is used routinely in analysis and reporting.

The city has a number of employees with strong data analytics 
capabilities, actively uses data to share the impact of our work, and 
strategically implements new systems and data collection
Performance Measures
FY2021
Actual
FY2022
Actual
FY2023  
Estimate
FY2024      
Target
Participation and publication of citywide data inventory.
Target:

100% of departments participate

Comprehensive data inventory published and 
updated at defined intervals
100%
Yes
96%
Yes
85%
100%
Educate organizational data stewards on business 
intelligence and analytics principles

Target: 100% of data stewards receive initial 
training
100%
100%
100%
100%

Organizational Performance
Goals, Objectives & Performance Measures
59
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
FY2021
Actual
FY2022
Actual
FY2023  
Estimate
FY2024  
Target
Number of defined certification criteria achieved 
and maintained.

Target: 51% of criteria achieved and 
maintained by the end of 2023
60%
67%
N/A
86%

Organizational Performance
FY23 Accomplishments
60
• Balanced Scorecard Tier II Development/Implementation
• Data Governance – Data Analyst Networking Group
• Open Data
• Performance Dashboards
• Community Involvement

Organizational Performance
FY24 Supplemental Requests
61
General Fund
Community Survey 
$  40k
Car Allowance 
$    3k

62
QUESTIONS?

Audit Department
April 6, 2023

64
Mission Statement
To provide internal audit services through detailed queries and testing to strengthen 
controls, identify potential risks, improve processes, verify compliance, and ensure 
the City of Glendale operates with transparency in the best interests of its residents.
Audit Department
$604,347    1 FTE

Audit Department
FY24 Operating Budget Request
Total FY24 Operating Budget $604,347 
$199,576 
33%
$391,700 
65%
$13,071 
2%
Salary
Operating
Internal Services
65

Audit Department
Goals, Objectives & Performance Measures
66
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Number of Audits Completed 
12
14
12
10
% Audit Recommendations Accepted by 
Management
97%
100%
100%
100%
% Annual Audit Plan Completed*
55%
65%
75%
75%
*There will always be rollover of some engagements from one audit plan to the next, which is reflected in the audit plan completion 
percentages above.  Due to the timing of when audits begin, they may not be completed until the following fiscal year.  For example, five FY22 
audits were completed in FY23.  There will be three or four FY23 audits that will not be completed until FY24.  Moving forward, tracking the 
percentage of audit plan engagements started and/or deferred may be a better indicator of workload across yearly audit plans.

Audit Department FY23 Accomplishments
67
• Participated in two Peer Reviews of other audit departments 
(Toronto, Ontario; Gainesville, Florida) under guidelines published 
by the Association of Local Government Auditors
• In process of implementing automated analytics in our audit 
software to move toward continuous monitoring of selected 
controls

Audit Department
FY24 Supplemental Requests
68
General Fund
Car Allowance
$3k

69
QUESTIONS?

Human Resources
April 6, 2023

71
Mission Statement
We improve the lives of the people we serve every day.
Human Resources
$65,145,876   27 FTEs
Organizational 
Development
Employee 
Relations
Employment 
Services
Compensation
and Benefits
Risk/Worker’s 
Compensation

Human Resources
FY24 Operating Budget Request
Total FY24 Operating Budget $65,145,876 
$4,251,662 
7%
$60,646,431 
93%
$247,783 
>0%
Salary
Operating
Internal Services
72

Human Resources
Goals, Objectives & Performance Measures
73
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
FY2021 
Actual
FY2022    
Actual
FY2023 
Estimate
FY2024 
Target
Number of organizational diversity 
events held
1 in person/4 
virtual 
3 in person/4 
virtual
7
10
Number of diversity training 
opportunities held
10 on-line 
12 on-line
14
17
Number of employees attending diversity 
training/events
182
273
300
350
Our employee diversity ratio reflects the 
Glendale community
**See below
**See below
**See below
**See below
*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%
*New Hires FY21/22 Actual - White 44.97%, Black 5.29%, Hispanic Latino 37.04%, Asian 3.70%, Native Hawaiian and other Pacific Islander .53%, American Indian 1.06%, 2 Or More Races 
3.17%
**Community and Employee Ratios FY20/21 Actual – White 60.0% Community (61.17%EE), Black/AA 4.94% Community (4.93%EE), Hispanic/Latino 27.30% Community (26.68%EE). Asian 
2.53% Community (2.49%EE), American Indian .80% Community (.85%EE), Native Hawaiian and other Pacific Islander .40% Community (.32%EE), 2 Or More Races 1.26% Community 
(1.06%EE)
**Community and Employee Ratios FY21/22 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
74
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
FY2021 
Actual
FY2022   
Actual
FY2023 
Estimate
FY2024 
Target
Cost increases remain at or below the 
medical trend. 
7-1-20
3.8% below
medical
trend
7-1-21
2.3% below 
medical trend
7-1-22
2.4% below 
medical trend
Stay below 
medical trend
Increase enrollment in the wellness 
program.
485
13% decrease 
in enrollment
556
Introduction of 
new incentives, 
increased 
points
538
Increased 
points to 
25,000
5% increase in 
enrollment

Human Resources
Goals, Objectives & Performance Measures
75
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
FY2021 
Actual
FY2022   
Actual
FY2023 
Estimate
FY2024 
Target
Reduce turnover for non-represented 
employees 
11.8%
12.13%
13.49%
8.0%
Salary ranges are within +/- 5% of the 
average midpoint for comparative 
organizations
Study not 
conducted
At
+/-5%
7-1-22
Study not 
conducted
Remain at +1/-
5%

Human Resources
Goals, Objectives & Performance Measures
76
*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
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
FY2021 
Actual
FY2022     
Actual
FY2023 
Estimate
FY2024 
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
39%in house**
22
22
13
20  
68% in house**
10
18
18
10
50%
50%
*Experience Modification Rate for Workers’ 
Compensation Claims at 1.0 or less. The average for 
city and county employers is 1.04%
1.21
Has not been 
calculated by ICA 
yet
1.0
1.0
Maintain total operating cost of risk at < 3% 
.017%
1.62%
<3%
<3%

Human Resources FY23 Accomplishments
77
• Phoenix Business Journal Healthiest Employer Finalist
• First Glendale 5K run
• Successful Munis Upgrade
• Moved to 95% online benefit enrollments
• Executed the second annual Success Factors Excellence Awards 
incentive program, with 34 winners and 28 semi-finalists
• Successfully launched PERFORM for employee evaluations in 
September, with 1773 evaluations in process and 1559 completed
• Successfully implemented LEARN, a learning management 
system, for all departments and employees.  Since January’s 
launch, we have seen 1466 course enrollments and 822 
completed courses

Human Resources FY23 Accomplishments
78
• The Risk Management Division completed training all 
departments in inputting Incidents into the Origami claims 
case management system
• The OSHA employee injury information was fully automated in 
Origami allowing Risk Management staff to generate the OSHA 
300 and 300A reports from the system
• 91% of hearing testing of employees was completed on-sight 
reducing the time employees are away from the workplace

Human Resources
FY24 Supplemental Requests
79
General Fund
Human Resources Temporary Personnel
$100k
New FTE – Human Resources Technician
$  94k
New FTE – Human Resources Analyst 
$108k
Car Allowance
$    3k
Risk Management Self Insurance
Origami System
$145k
Risk Management Trust Fund Increase
$1.1M

Human Resources
FY24 Supplemental Requests
80
Workers Compensation Self Insurance
Origami System
$145k
NEW FTE – Fire Health & Fitness Coordinator
$  56k
Worker’s Compensation Trust Fund Increase
$939k
Benefits Trust
Wellness Programs
$  50k
HR Employee Benefits Increase
$2.2M

81
QUESTIONS?

Field Operations
April 6, 2023

83
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
$67,302,911         190 FTEs
Facilities
Landfill
Solid Waste
Fleet

Field Operations
FY24 Operating Budget Request
Total FY24 Operating Budget $67,302,911 
$21,389,117 
32%
$38,061,116 
56%
$7,852,678 
12%
Salary
Operating
Internal Services
84

Field Operations
Goals, Objectives & Performance Measures
85
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Residential containers missed pickup –
reduce by 5%
397
504
453
430
Increase compaction of garbage at Landfill 
by 1% - Measured in pounds per cubic yard 
compaction
1,600
1,785
1,785
TBD*
*North Cell/South Cell Split – Measure to be Revised and Evaluated Next Fiscal Year

Field Operations
Goals, Objectives & Performance Measures
86
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Fleet Vehicle and Equipment Preventative 
Maintenance (PM) Compliance
450 vehicles 
past due for 
PM
446 vehicles 
past due for 
PM
358 vehicles 
past due for 
PM
350 vehicles 
past due for PM
Fleet Direct Labor Rate
80%
76%
83%
85%
Fleet Downtime Rate
<5%
6%
<5.2%
<5%

Field Operations
Goals, Objectives & Performance Measures
87
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
FY2021
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 Target
Number of PMs Required during period *
N/A
141
550
730
Number of PMs Completed during period **
N/A
133
440
585
Percentage of PMs Completed
N/A
94.3% 
80%
80%

Field Operations FY23 Accomplishments
88
• Serve 55,700 residential and 1,100 commercial accounts for solid 
waste and recycling
• Landfill expansion to north
• Asset management for Facilities- completed over 1,750 preventive 
and 3,800 corrective maintenance work orders 
• Maintenance and repair of almost 1400 fleet assets with a 
replacement value of over $111,000,000
• Fleet Management named top 50 Government Leading Fleets

Field Operations
FY24 Supplemental Requests
89
Electricity 
General Fund
$386k
Library
$  53k
Landfill
$    5k
GRPSTC
$  30k
Safety Boot Allowance
General Fund
$    2k
Landfill
$    2k
Solid Waste
$    5k
Fleet
$    1k

Field Operations
FY24 Supplemental Requests
90
Security Services 
Solid Waste
$  30k
Landfill
$  38k
Software Annual Service Fee
Solid Waste
$ 170k
Landfill
$   20k
Radios-Annual Fees & Repairs
Solid Waste
$    5k
Landfill
$    1k

Field Operations
FY24 Supplemental Requests
91
Solid Waste
3 FTE Reclass Equip. Operator Lead
$  17k
FTE Reclass - Equipment Operator II
$  37k
Auxiliary Equipment
$  40k
Citywide Standby Pay Increase
$    4k

Fuel Surcharge Update

Diesel Price Trend 
93
$2.25
$2.75
$3.25
$3.75
$4.25
$4.75
$5.25
$5.75
$6.25
Jan
Feb
March
April
May
June
July
Aug
Sep
Oct
Nov
Dec
West Coast Diesel Price Comparison 2019-2023 
2019
2020
2021
2022
2023
$3.86 Nov. 2021
$6.15
$5.24 Aug. 2022
$4.53
Amount to be covered by surcharge

Fuel Cost Recovery
94
Reduce the Fuel Surcharge from $1.54 to $0.90 
Recover FY22 actual shortfall ($85K) and FY24 projected ($522K) with a fuel 
surcharge from July 2023 to June 2024 ($606,000 total over 12 months)
•
FY24 Surcharge: $0.90/household per month, reduction of 
$0.64/household/month
•
Review in FY25 Budget process

Field Operations
FY24 Supplemental Requests
95
General Fund
City Wide - Janitorial Prof and Contractual
$380k
City Wide - Natural Gas
$  19k
Promenade at Palmaire
$  60k
Bank of America Garage
$175k
New FTE - Cemetery Service Worker
$  69k
Cemetery - Landscaping
$  25k
Cemetery - Purchases for Public
$  30k
New FTE – CIP Eng. Project Manager
$123k
New FTE – Contract Monitor
$100k
New FTE – Planner Scheduler
$  92k

Field Operations
FY24 Supplemental Requests
96
General Fund
New FTE – Trades Worker/Electrician
$  92k
Facilities – Office Supplies
$    4k
Facilities – Professional Development
$  54k
Facilities – Key Management System 
$    6k
Facilities – Uniform Supplies
$  25k
Facilities – Replace Tablets for Technicians
$  11k
Citywide Standby Pay Increase
$  22k
Car Allowance
$    6k

Field Operations
FY24 Supplemental Requests
97
GRPSTC
Natural Gas
$    1k
FTE Reclass - Trades Worker
$    7k
Professional Contractual
$  22k
Building Maintenance & Repair
$  19k
Line Supplies
$    4k

Field Operations
FY24 Supplemental Requests
98
Landfill
Credit Card Fees 
$  25k
Gov’t Permits and Fees
$  20k
3 FTE Reclass  Equip. Operator Lead
($  78k)
New FTE - Field Operations Program Manager 
$104k
FTE Reclass Field Ops Administrator
$  35k
New FTE Account Specialist
$  73k
Advertising – Recycling Program 
$  89k

Field Operations
FY24 Supplemental Requests
99
Fleet Services
Diesel Exhaust Fluid
$  51k
Contract Equip. Maintenance/Repair
$  25k
Contract Equip. Accident/Repair
$  25k
Tire Capping
$  15k
Vehicle Supplies/Parts
$  50k
Motor Fuel
$600k
New FTE - Fleet Business Operations Analyst
$108k
GPS Equipment
$  85k
City Wide Standby Pay
$  13k
Parts Room Hours
$  18k

Field Operations
FY24 Supplemental Requests
100
Equipment Replacement (VRF)
Vehicles - COPS Grant 3 Police Officers 
$156k
Vehicles - MROP Program
$390k
Vehicle - Administrator, Code Compliance
$  41k
Vehicle - Facilities – Contract Monitor
$  36k
Vehicle (2) - Parks Service Worker – Irrigation
$144k
Vehicle (3) - Parks Service Worker 
$141k
Vehicle - Facilities – Trades Worker/Electrician
$  55k
Vehicle - Police Technical Services Administrator
$  56k

101
QUESTIONS?

Transportation
April 6, 2023

103
Mission Statement
Ensure safe and efficient circulation of vehicular, bicycle and pedestrian traffic, to 
minimize pollutant air emissions, and to promote economic development throughout the 
City.
Transportation
$37,995,771     117.75 FTEs
Transit
Traffic 
Engineering & 
Operations
Airport
Street 
Management

Transportation
FY24 Operating Budget Request
Total FY24 Operating Budget $37,995,771 
$13,035,428 
34%
$20,238,013 
53%
$4,722,330 
13%
Salary
Operating
Internal Services
104

Transportation
Goals, Objectives & Performance Measures
105
Strategic Objectives
Optimize Processes & Services
Improve Asset Management
Improve Community Experience
Department Strategic Initiative
Expend $20.8M per year (not including bonds for ARP) to 
implement the City’s Pavement Management Program using in-
house design, construction administration, and inspection 
services.
Intended Result
The $20.8M multi-year Pavement Management Program to 
address the roadway pavement condition by implementing 
pavement management strategies
Performance Measures
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 Target
Reconstructions 
$11.5M
$9.2M
$9.2M
$3.7M
Rehabilitation (Mill & Overlay)
$2.5M
$0M
$0M
$2M 
Preservation (Slurry Seal, Crack Seal, etc.)
$12.7M
$12.2M
$14.7M
$15.1M
Total
$26.7M
$21.4M
$23.9M
$20.8M
Oversight of Pavement Management Program
182 miles
130miles
119 miles
115 miles

Transportation
Goals, Objectives & Performance Measures
106
Strategic Objectives
Optimize Processes & Services
Improve Asset Management
Improve Community Experience
Department Strategic Initiative
Complete improvement projects on schedule and budget by 
leveraging federal funding.
Intended Result
To provide a safe and efficient multimodal transportation system.
Performance Measures
FY2021 Actual
FY2022 Actual
FY2023 
Estimate
FY2024 Target
% signalized intersections connected to the central 
signal system (204 signalized intersections, and 
five HAWKs)
91%
93%
97%
99%
Flashing Yellow Arrow Installation Program –
Number of intersections updated – (44 locations)
33
33
33
44
Complete three school zone construction projects 
each year (total of 11)
4
6
8
11
Complete conversion of illuminated street name 
signs at four intersections to LED technology 
15
16
31
35
Install enhanced detection at 7 signalized 
intersections per year 
18
24
34
41

Transportation FY23 Accomplishments
107
• $11.4M Grant Funds Secured in FY23
• 3 Miles of Arterial Reconstruction
• 119 Miles Pavement Rehabilitation & Treatment 
• Developed a Citywide Landscape Plan
• Airport Taxiway & South Apron Reconstruction & Rehabilitation
• Airport Eastside Masterplan and Rates & Fees Study  
• Advanced Adaptive Traffic Management Systems in the Sports & 
Entertainment District
• Upgraded TMC and Equipment at 184 Intersections

Transportation FY23 Accomplishments
108
• Alive @ 25 program for High Schools 
• Glendale Family Bike Ride
• Launched On-demand Micro-transit Service

Transportation
FY24 Supplemental Requests
109
General Fund
Right of Way Maintenance-Landscape Plan
$  68k
Graffiti Removal Contract Services
$  15k
Highway User Revenue Fund
Signs & Markings Thermoplastic Machine &Trailer
$102k
New FTE – Temporary Service Worker to Reg. FTE
$  39k
Streets Maint. – Bobcat Loader & Trailer 
$128k
Graffiti Removal – Truck Bed Topper
$    9k
Right of Way Maintenance – Chipper
$  89k
New FTE – Temp Service Worker to Reg FTE (2) 
$  42k
Citywide Standby Pay Increase
$  12k

Transportation
FY24 Supplemental Requests
110
Transportation Sales Tax
Glendale On Board Audit
$231k
Fixed Route Bus Services 
$216k
New FTE – Transportation Deputy Director
$236k
Reclass .75 Dispatcher Router to 1.0 Mgmt. Analyst
$  68k
Overtime increase
$    3k
New FTE – Temp Education Specialist to Reg FTE
$  42k
New FTE – Temp Admin Support to Reg. FTE 
$  25k
New FTE – Temp Transit Operator to Reg. FTE (4)
$145k
Reclass .75 Lead Transit Rep to 1.0 Lead Transit Rep 
$  17k
New FTE – ITS Technician
$164k

Transportation
FY24 Supplemental Requests
111
Airport Special Revenue
Airport Landscape Maintenance
$    3k
Airport Tractor Replacement
$  82k
Airport Temporary Pay & Equipment
$  63k

112
QUESTIONS?

Development Services
April 6, 2023

114
Mission Statement
Development Services provides exceptional customer service to create a quality 
environment, ensure safe development, and preserve our Glendale community.
Development Services
$7,763,894       53 FTEs
Building Safety
Planning

Development Services
FY24 Operating Budget Request
Total FY24 Operating Budget $7,763,894 
$6,108,394 
79%
$1,063,494 
14%
$592,005 
7%
Salary
Operating
Internal Services
115

Development Services
Goals, Objectives & Performance Measures
116
*Calls included due to COVID-19
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Number of service requests filed
377
197
655
450
Number of filed cases
444
230
415
300
Planning customers/visits assisted at the Development 
Services Center counter and telephone calls *
9,792*
9,850*
11,000
15,000

Development Services
Goals, Objectives & Performance Measures
117
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Number building permits issued
7,604
9,764
9,900
8,500
Number of plan reviews completed
7,080
8,741
9,100
8,000
Number of plan reviews completed electronically
7,080
8,741
9,100
8,000
% of submitted plans approved at first review
74%
79%
82%
85%
% of submitted plans approved at second review
22%
19%
17%
14%
% of submitted plans requiring 3 or more reviews
4%
2%
1%
1%

Development Services
FY23 Accomplishments
118
Annexation of (9 cases) 1.08 sq miles; grand total of 67.4 sq miles 
Notable Planning Projects Include: 
o Chicken N Pickle 
o Shops @ Olive Marketplace 
o Andretti Indoor Karting 
Residential Design Approval 
o 1,384 multifamily units
o 1,554 single family lots (Final Plats/House Products)

Current Construction Plan Review
o 4.4 million square feet of new industrial development 
o 632,000 square feet of commercial developments 
o 2,654 of Multi-Family Units

Development Services
FY23 Accomplishments
119
Permitted or Under Construction 
o 9,764 permits have been issued
o 18.4 million sq ft of industrial development in construction in 
the Loop 303 Corridor  
o 3,825 Multi-Family Units
Innovative Customer Service
o Pre-Application meetings (online and in person)
o Pre-Construction meetings (on jobsite) 
o Pre-Certificate of Occupancy meetings (on jobsite)

Development Services
FY23 Accomplishments
120
Notable developments issued a Certificate of Occupancy :
o Sweetwater Music (Logistics)
o Popstroke (Experiential Entertainment)
o Enviro-Log (Recycling, Clean Fuel)
GIS DATA 
o 696 Acres added (1.08 sq miles)  
o 23 Plats/15 Minor Land Divisions,1,777 New Parcels 
o 1,974 New Assigned Addresses (Maintaining 119,946 total)

Development Services
FY24 Supplemental Requests
121
General Fund
General Plan Rewrite
$500k
ARCGIS Software
$    6k
Cost of Service Study   
$  85k
New FTE – Administrative Support Assistant
$  64k
New FTE – Development Services Representative
$  77k
Reclass Building Safety Official to Deputy Director
$  20k
Reclass Planning Manager to Deputy Director
$    0k
Car Allowance
$    3k

122
QUESTIONS?

Water Services
April 6, 2023

124
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
$72,788,474  214 FTEs
Plant 
Operations
System 
Operations
Environmental 
Programs
Administration 
Support

Water Services 
FY24 Operating Budget Request
Total FY24 Operating Budget $72,788,474 
$27,606,487 
38%
$34,804,070 
48%
$10,377,917 
14%
Salary
Operating
Internal Services
125

Water Services
Goals, Objectives & Performance Measures
126
Strategic Objectives
Improve Resource Alignment
Increase Purposeful Communication
Improve Community Experience
Department Strategic Initiatives
Recharge 2,000 acre feet of Central Arizona Project (CAP) 
water and available 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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
CAP water recharged (acre foot)
732
2,500
0
0
Effluent recharged (acre foot)
5,185
6,544
6,900
7,000
Gallons Produced per Capita per Day (GPCD)
153
143
142
142
# of water/wastewater samples analyzed by Water 
Quality Laboratory (WQL) 
9,008
9,264
7,300
8,000
Square footage of converted landscape
101,337
121,881
100,000
105,000
# of students in Youth Education Program
904
2,508
1,000
1,500
# of participants in Green Living Series
571
716
540
600

Water Services
Goals, Objectives & Performance Measures
127
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Amount of water delivered in billion gallons
14.8
13.6
12.4
13.8
Water O&M cost per 1,000 gallons
$0.89 
$0.97 
$1.14 
$1.18 
Amount of sewage treated in billion gallons
6.0
6.2
6.1
6.3
Wastewater O&M cost per 1,000 gallons
$1.57 
$1.46 
$1.76 
$1.79

Water Services
Goals, Objectives & Performance Measures
128
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
FY2021 
Actual
FY2022 
Actual
FY2023 
Estimate
FY2024 
Target
Distribution O&M cost per 1,000 gallons
$0.50 
$0.58 
$0.74 
$0.73 
# of water line miles replaced of total 994
1.6
1.0
0.0
1.0
# of valves exercised of total 26,349
19,000
14,906
14,193
12,500
# of fire hydrants flushed of total 9,091
8,900
9,010
9,091
9,091
Collection O&M cost per 1,000 gallons
$0.59 
$0.60 
$0.72 
$0.73 
# of sewer line miles replaced of total 708
0.2
1.5
1.1
1.0
% of 235 miles of sewer line cleaned
64%
96%
100%
100%
# of Sanitary Sewer Overflow per 100 miles
<1.0
0.14
<1.0
<1.0

Water Services FY23 Accomplishments
129
Pyramid Peak Water Treatment Plant’s (PPWTP) Expansion 
and Improvements Project was selected as a finalist for the 
2023 Real Estate Development (RED) - Public Works Project of 
the Year Award. RED Awards are the Academy Awards of 
Arizona’s commercial real estate industry that honors projects 
completed in the 2022 calendar year. The City of Glendale was 
also selected for its operational excellence as the AZ Water 
Association’s 2023 Large Plant of the Year.
Completed the design and drilling for the Arrowhead Hospital 
(COG-50) and Sierra Verde Park (COG-51) Wells. The need for 
the construction of these two wells was identified during an 
evaluation for additional groundwater supply in the Water 
Services Department’s Groundwater Well Program.

Water Services FY23 Accomplishments
130
Designed and started construction on two inter-connections 
with adjacent cities in the north end of the city to provide 
additional sources of water in a time of outage. Project has 
been awarded up to $2 million in Federal funding for inter-
connection.

Water Services 
FY24 Supplemental Requests
131
Water Fund
Increase for Raw Water Costs – Water
$849k
Increase for Chemical Costs – Water
$2.2M
Increase for Water Meters Costs – Water
$750k
Increase for Equipment Maintenance – Water
$220k
Increase for Water Conservation – Water
$100k
Increase for Overtime Costs – Water
$127k
Citywide Standby Pay Increase – Water
$  92k
Car Allowance – Water
$    3k

Water Services 
FY24 Supplemental Requests
132
Sewer Fund
Increase for Chemical Costs – Sewer
$286k
Increase for 91st Avenue WWTP Costs
$207k
Increase for Equipment Maintenance – Sewer
$100k
Increase for Overtime Costs - Sewer
$  32k
Citywide Standby Pay Increase – Sewer
$  33k

133
QUESTIONS?