PowerPoint Presentation (added 3/31/23)
Extracted text (via pymupdf)
53945 characters
Council Workshop FY23-24 Budget Discussion April 4, 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) Budget Highlights 2) FY23-24 Summary of Personnel Changes 3) FY23-24 Operating Budget a) Total Operating Budget b) General Fund Operating Budget 4) What’s in Your Book? a) Summary of Personnel Changes b) Supplemental Requests I. Recommended II. Not Recommended c) Operating Budget by Org d) Department Budgets Impact of Economic Conditions 5 • Increase in the total operating budget for all funds from FY22-23 is $38.5M, or 7%, which is lower than the annual rate of inflation of 8.7%. • 50% of the proposed total increase, or $19.2M, is related to inflation or contractual increases • Examples • Benefits and Insurance/Risk increases • Landscaping, custodial, raw water, chemicals • Utility cost increases such as water, electric • Technology systems maintenance • Fuel and shop charges Public Safety 6 •Additional Police Officers in Patrol Division •Increased MRU operating hours •Misdemeanor Repeat Offender Program (new homelessness initiative) funding •Investment in additional safety equipment and materials •Additional Forensic Technicians •Additional civilian positions which return sworn personnel to the field Business Focused / Speed to Market 7 •General Plan rewrite •Development Services fee study per audit recommendation •Additional Development Services Support Staff •Additional Development Services Representative Organizational Structure 8 • Economic Development Restructure •Economic Development •Arts and Culture •Convention and Visitors Bureau •Special Events •Public Affairs/Communications •Creation of New Department - Communications •Consolidation of all Public Information Officers (PIO) Parks, Neighborhoods, and Libraries 9 •Additional Parks Maintenance Service Workers •Additional Parks Maintenance Irrigation Workers •Increased funding for arborist services •Pilot program for front yard landscaping •Expanded library hours Innovation and Technology 10 • Implementation of cloud-based permitting system • Automated data management and reporting tool • Additional Project Manager • New FTE – Software Engineer Asset Management 11 •Additional Contract Monitor •Additional Planner/Scheduler per audit recommendation •Landfill operators •Vehicle and equipment replacement costs in line with cost of inflation FY23-24 Budget Highlights 12 • Balanced budget • No Property Tax Increases • Public Safety Increases in accordance with current Memorandums of Understanding (MOUs) for represented employees • Focus on employee retention • 5% movement of all ranges (not a salary increase) • Salary recommendation • 6.5% cost of living adjustment for non-MOU employees • Up to 2.5% performance pay • Continued funding for Success Factor Award incentives • Potential increase to stand by pay per HR study FY24 Proposed FTE Additions 13 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 43 Enterprise Funds 4 Internal Service Funds 6 Special Revenue Funds 11.5 Total 64.5 General Fund # of Positions City Manager’s Office – Code Compliance 1 Communications 1 Community Services 6 Development Services 2 Economic Development 1 Field Operations 5 Fire Services 6 Human Resources 2 Parks and Recreation 7 Police Services 12 Total General Fund 43 Special Revenue Funds # of Positions Highway User Revenue Fund 3 Transportation Sales Tax 8.5 Total Special Revenue 11.5 FY23-24 Operating Budget by Fund 14 General Fund $278.7 M 48% Internal Service Funds $121.4 M 21% Enterprise Funds $110.8 M 19% Special Revenue Funds $67.8 M 11% Vehicle Replacement Fund $6.3 M 1% Total FY23-24 Budget $585.0M FY23-24 General Fund Operating Budget by Function 15 Police Services $114.8 M 41% Fire Services $62.2 M 22% Other $49.2 M 18% Parks and Recreation $17.6 M 6% Public Works $15.8 M 6% Community Services $9.8 M 4% Non-Departmental $9.3 M 3% Total FY23-24 Budget $278.7M City Attorney’s Office April 4, 2023 17 Mission Statement Provide the highest level of legal services to the city and its officials by adhering to professional standards, garnering strong understanding of city operations and incorporating all relevant information into the legal advice and guidance provided. To serve the people of Arizona by prosecuting violations of Glendale City Code and misdemeanor violations of state law in an ethical manner in order to assure that justice is served. City Attorney $4,892,418 30 FTEs City Attorney Outside Legal Fees City Attorney’s Office FY24 Operating Budget Request Total FY24 Operating Budget $4,892,418 $4,234,166 87% $312,226 6% $346,025 7% Salary Operating Internal Services 18 City Attorney’s Office Goals, Objectives & Performance Measures 19 Strategic Objective Optimize Processes & Services Department Strategic Initiative Attend meetings and hearings as needed or requested to provide legal advice. Intended Result The Mayor, City Council and City staff receive high-quality, professional and timely legal services. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target/ Projected % of the meetings/hearings attended (as needed or requested) 100% 100% 100% 100% Strategic Objective Optimize Processes & Services Department Strategic Initiative Proactively pursue the adjudication of criminal cases. Intended Result The City provides consistent and ethical application of criminal justice for the community. Performance Measures Police Citation Police Submittals Plea Agreements Number of Trials Number of criminal matters received by the office from July 1, 2022-March 16, 2023 3,112 1,468 3,197 32 City Attorney’s Office FY23 Accomplishments 20 • Transitioned from legacy records management system to an entirely new records management system in August without service interruptions to the court or public. • Prosecutor’s Office continues to maintain annual Victims’ Rights Program (“VRP”) Grant Award through the Attorney General’s Office. City Attorney’s Office FY24 Supplemental Requests 21 General Fund Car Allowance $3k 22 QUESTIONS? City Court April 4, 2023 24 Mission Statement To provide a forum for prompt, fair, and just resolution of cases in a professional, efficient and courteous manner. City Court $7,077,539 46.5 FTEs City Court FY24 Operating Budget Request Total FY24 Operating Budget $7,077,539 $5,483,303 78% $867,366 12% $726,869 10% Salary Operating Internal Services 25 City Court Goals, Objectives & Performance Measures 26 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Projected Warrants issued 6,200 5,925 5,700 5,800 Warrants quashed 4,157 2,451 2,500 2,500 City Court Goals, Objectives & Performance Measures 27 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 on criminal cases effective September 29, 2021. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Projected Cases entered into CAP 1,355 1,201 1,000 1,000 Fines paid $1,157,589 $611,679 $250,000 $300,000 Retention rate 85% 58% 68% 70% City Court Goals, Objectives & Performance Measures 28 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Projected Tax Intercept Program $280,195 $315,869 $275,000 $300,000 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Projected Clearance Rate 98% 97% 99% 99% City Court Goals, Objectives & Performance Measures 29 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Projected Civil Traffic (98% within 90 Days) 85% 95% 97% 98% Criminal Misdemeanor (98% within 180 Days) 83% 82% 85% 98% DUI (93% within 180 Days) 69% 53% 78% 93% Local Ordinances (98% within 180 Days) 95% 96% 100% 100% City Court FY23 Accomplishments 30 • Security Enhancements: The Court installed bullet resistant glass within the courthouse to enhance the security for employees and the public we serve. Installing the glass satisfies a security recommendation from the Supreme Court as well as recommendations from prior security audits conducted by private security firms. The next phase of enhancements will include door frame replacement that can withstand the weight of the newly installed bullet resistant glass to the front entrance of the courthouse as well as bullet resistant glass doors to two entrances on the east side of the courthouse. City IT installed a new video surveillance system within the Court and the public grounds. The new system allows for Court security to effectively monitor the courtrooms, entry/exist points and the public areas. The video surveillance system now feeds into the Glendale Police Department’s Real Time Crime Center for an extra layer of security in the event of an emergency. City Court FY24 Supplemental Requests 31 General Fund FY24 IT Projects $170k Language Translation Service New Fingerprinting System Public Defender Contract $ 45k Interpreters $ 10k Victim Advocate $ 12k Car Allowance $ 3k 32 QUESTIONS? Mayor and Council Offices April 4, 2023 34 Mission Statement The Mayor and City Council constitute the elected legislative and policy making body of the city. The Mayor is elected at-large every four years. Councilmembers also are elected to four-year terms from one of six electoral districts in Glendale. Mayor’s Office $592,553 4 FTEs Council Office $1,757,301 12 FTEs Mayor and Council Office FY24 Operating Budget Request Total FY24 Operating Budget $2,349,854 $1,680,832 71% $508,057 22% $160,965 7% Salary Operating Internal Services 35 Elected Official Offices Programs and Functions 36 • Support the elected officials and work directly with constituents and city departments to resolve any issues or questions about city programs and services • Coordinate elected official constituent communications, discretionary budgets, district improvement projects, district meetings, special interest projects, research and the general day-to-day operations of the Elected Official Offices • Maintain elected official calendars, complete weekly public events postings, and prepare expenditure and travel reports Mayor & Council Office FY24 Supplemental Requests 37 General Fund Community Activity $5k 38 QUESTIONS? City Manager’s Office April 4, 2023 40 Mission Statement To create organizational strategies for success. City Manager’s Office $5,490,409 30 FTEs Administration Code Compliance City Manager’s Office FY24 Operating Budget Request Total FY24 Operating Budget $5,490,409 $4,323,233 79% $720,515 13% $446,662 8% Salary Operating Internal Services 41 City Manager’s Office Goals, Objectives & Performance Measures 42 Strategic Objective Strengthen Workforce Development Optimize Processes & Services Department Strategic Initiative Provide leadership support for projects and programs that advance strategic objectives in the organization and processes Balanced Scorecard perspectives. Intended Result The organization is equipped with the knowledge, skills, abilities, and resources to achieve successful outcomes that fulfill the City Council’s mission and vision for the organization. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Process Improvement # Employees Trained on Balanced Scorecard 20 24 9 10 City Manager’s Office Goals, Objectives & Performance Measures 43 Strategic Objective Strengthen Workforce Culture Department Strategic Initiative Fiscal Sustainability, Economic Development Intended Result To establish strategic direction for the organization that ensures alignment amongst all departments and services with the needs of the community. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Balanced Scorecard # Scorecards Implemented 0 5 13 19 City Manager’s Office Goals, Objectives & Performance Measures 44 Strategic Objective Accountability Department Strategic Initiative Transparency, Fiscal Sustainability Intended Result Establish systems and tools that assess and report on organizational performance, identify target areas for improvement, and publicly report results to the citizens of Glendale. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target # Surveys conducted and integrated into the strategic planning efforts 2 2 9 10 Publicly Posted Data sets 0 4 3 5 Produced a balanced budget that complies with the city’s adopted financial policies. The budget will be balanced, by fund, when all projected ongoing revenue sources do not exceed all ongoing expenses proposed for the current FY and for the upcoming FY. Use of the unassigned fund balance will occur only as authorized by Council to address one‐time costs, not ongoing costs or planned utilization of fund balance. Yes Yes Yes Yes Produce a Five-Year Forecast for each major operating fund, in compliance with the city's adopted financial policies Yes Yes Yes Yes Prepare City Manager’s recommended budget in accordance with the city’s adopted financial policies Yes Yes Yes Yes City Manager’s Office Goals, Objectives & Performance Measures 45 Strategic Objective Improve Community Experience Department Strategic Initiative Pursue quality economic development and ensure long-term financial stability, while safeguarding current economic investments. Intended Result Expand the tax base and job market in the community. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target New businesses recruited or existing companies expanding 13 10 15 20 Jobs generated by new or expanding companies 1,788 4,643 2,000 2,250 City Manager’s Office Goals, Objectives & Performance Measures 46 Strategic Objective Optimize Processes & Services Improve Community Experience Department Strategic Initiative Address and resolve code compliance violations in an effective and efficient manner Intended Result Maintain compliance with City Codes that relate to nuisances, property maintenance, rental housing and Zoning Ordinance requirements Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Code Compliance cases opened 8,000 10,000 10,000 12,000 Code compliance cases resolved 7,700 10,000 10,000 12,000 Number Code Compliance inspections performed 23,850 30,000 30,000 35,000 Initial response time (workdays) to inspect a reported Code Compliance violation 2 2 2 2 Code Compliance cases addressed through voluntary compliance or with no violation 96% 97% 97% 97% City Manager’s Office Goals, Objectives & Performance Measures 47 Strategic Objective Optimize Processes & Services Department Strategic Initiative Improve the level of Code Compliance cases generated proactively Intended Result Maintain compliance with City Codes that relate to nuisances, property maintenance, rental housing and Zoning Ordinance requirements Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target % of Code Compliance cases opened proactively 55% 60% 60% 70% City Manager’s Office FY23 Accomplishments 48 • Successfully hosted the 2023 Super Bowl • Downtown Campus Reinvestment Project Leadership • Launched Everbridge Mass Notification System • Substantial Completion of the Unified Development Code • Enhanced Employee Engagement Opportunities • Conducted Employee Engagement Survey and Community Satisfaction Survey Code Compliance FY23 Accomplishments 49 • Expanded Grids from 7 to 11 • Created five Senior Grids (areas) of responsibility • Implemented new city-wide proactive inspection program to view all residences within the city. o Includes new GPS system to capture all inspections conducted, to include inspections resulting in no violations. • Performed 34 Clean and Liens to date at a cost of $16,475 • Created new educational materials • Revamped city codes to clarify community concerns • Implemented a special neighborhood assignment for Ocotillo district City Manager’s Office FY24 Supplemental Requests 50 General Fund New FTE – Administrator, Code Compliance $113k Animal Removal Contract Increase $ 25k Intern $ 37k Car Allowance $ 11k 51 QUESTIONS? Engineering April 4, 2023 53 Mission Statement The Engineering Department facilitates the optimization of safe public infrastructure to improve quality of life. By developing great talent, systems-thinking, partnership and collaboration, we aspire to be the trusted, respected and premier Engineering Department in the Valley. Engineering $3,497,103 39 FTEs CIP Construction Engineering & Design Architecture Administration Land Development Inspections Engineering FY24 Operating Budget Request Total FY24 Operating Budget $3,497,103 $2,276,333 65% $348,930 10% $871,840 25% Salary Operating Internal Services 54 Current US Market Conditions 55 Current Phoenix Market Conditions 56 Engineering Goals, Objectives & Performance Measures 57 Historical CIP Spend 58 Engineering FY23 Accomplishments 59 • Engineering CIP Design & Construction • Continue to Incorporate Project Charters into the CIP & right-size the annual CIP spend • Innovation Awards – Glendale Ave & Bell Road • Engineering Land & Real Estate • Over 240 plan reviews completed • Planning Applications 6 average days • Construction Plans 8 average days • Engineering Administration • In FY22 processed over 500 invoices within 7 days • Continued Engineering Chargebacks to ensure the GF is made whole Engineering FY23 Accomplishments 60 • Engineering ROW • Over 2000 inspections city wide to ensure quality – average pass rate 95.5% • Seven staff have engaged the Engineering Associate Program • Engineering Vertical Design & Construction • Initiated integrated DCRP Capital project • Management & technical support to major vertical projects Engineering FY24 Supplemental Requests 61 General Fund Increase Electricity $ 3k Increase Rental Fees $ 8k Increase Professional and Contractual $107k Increase Line Supplies $ 6k Employee Training $ 8k Increase Software Maintenance $ 1k Car Allowance $ 6k 62 QUESTIONS? Parks and Recreation April 4, 2023 64 Mission Statement A partnership of employees and community working together to create a better quality of life for Glendale through the provision of excellent parks, recreational programming, and neighborhood and community facilities. Parks and Recreation $17,698,967 75 FTEs Parks Recreation Civic Center Parks and Recreation FY24 Operating Budget Request Total FY24 Operating Budget $17,698,967 $9,653,127 55% $6,543,844 37% $1,501,996 8% Salary Operating Internal Services 65 Parks and Recreation Goals, Objectives & Performance Measures 66 * Virtual Arbor Day Event Strategic Objectives Optimize Processes & Services Improve Resource Alignment Department Strategic Initiative Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and self-sustaining funds to improve program/service delivery and enhance efficiency in the ongoing maintenance of our facilities. Intended Result All patrons of the Public Facilities, Recreation and Special Events Department receive superior customer service. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Number of community programs/events/services funded through partnerships and/or outside revenue sources 1 4 4 4 Number of community volunteer hours leveraged by the department 2,000 3,117 7,150 7,200 Cost per acre of park maintenance $3,009 $3,371 $4,152 $4,152 Silver Sneaker Visits at Recreation Facilities 19,425 26,539 26,649 30,000 Number of Recreational Outreach Events 1* 30 38 45 Parks and Recreation Goals, Objectives & Performance Measures 67 Strategic Objectives Optimize Processes & Services Improve Community Experience Department Strategic Initiative Engage other departments and agencies to foster and develop relationships that promote safe, updated, and inclusive facilities while providing highly diverse programs and events. Intended Result All patrons of the Public Facilities, Recreation and Special Events Department receive superior customer service. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Number of ramada reservation hours made for public use 1,735** 3,369 5,873 6,000 Number of ballfield reservation hours 4,000 5,000 10,389 11,000 Community Center program hours available to the community 110 1,094*** 1,518 3,588 Number of people who attended Glendale Adult Center events and programs 0 45,442**** 78,225 80,000 Number of people who attended Foothills Recreation and Aquatic Center events and programs 19,351 120,440 132,250 138,000 Number of people who attend Civic Center events and programs 84,420 90,000 90,000***** 30,000****** * Decreased numbers due to COVID-19 pandemic ** Sahuaro Ranch Park Ramadas reservations were closed for several weeks for renovations *** Decrease reflects alignment with school schedule; GCC was the only community center open out of 3 **** Temporary suspension of the YWCA meal program during the pandemic caused a reduction in attendance ***** Adjusted number of 95,000 adjusted due to Super Bowl credential headquarters held at Civic Center. ****** Civic Center and the Annex building will accommodate city staff during the Downtown Revitalization Project for the next two years Parks and Recreation FY23 Accomplishments 68 Parks • Parks partnered with Recreation on a Fiesta Bowl Charities Project at O’Neil Park. The project included two new playgrounds, a new basketball court, and new turf for the sports field. Overall, 195 volunteers participated in 2 playground “Build Days” organized by the Fiesta Bowl Charities partner, Kaboom! • New playgrounds were installed at 16 parks throughout the City. • Staff received training in several areas of park maintenance, including sustainable landscaping, playgrounds, tree trimming, and irrigation. Parks and Recreation FY23 Accomplishments 69 Recreation • Fourteen staff members in the department participated in the thirteen week AGTS Supervisor’s Academy in FY23 • The Sports staff created a new Youth Soccer League for players 5–8 years old. • The Glendale Civic Center was the credential distribution point for the NFL’s Super Bowl. Over six thousand staff, volunteers, and media personnel made their way through the Civic Center to pick up Super Bowl credentials. • Installed 25 state-of-the-art security cameras, both inside and on the exterior of the Civic Center and Annex building. This ties into the City’s Real Time Crime Center managed by the Police Department. Glendale Civic Center Parks and Recreation FY24 Supplemental Requests 70 General Fund Park Ranger Program $ 44k Certifications/Licenses for Parks Staff $ 1k Contract Increase for Landscape Maintenance $ 35k Lock Service for Park Restrooms $ 2k FRAC/Rose Ln Aquatics Chemical Cost $ 24k Custodial Services Contract Increase $ 72k Fitness Equipment Maintenance Contract $ 5k Heroes Splash Pad Line Supplies $ 1k Refereeing Services Contract Increase $ 15k Occupational Health Services for Parks Staff $ 2k Parks and Recreation FY24 Supplemental Requests 71 General Fund Contract Security for Parks Field Ops Bldg. $ 3k Irrigation Repair Services for Parks $ 3k Flood Irrigation Service for Parks $ 14k Parks Lake Management Services $ 5k Utility Location Services $ 1k Parks Dust Control at TCP $ 7k Parks Arborist Services $ 75k Parks Line Supplies $102k Parks Water Utility $260k Parks Sinking Fund Contribution for IGAs $ 6k Recreation Booking Software $ 19k Parks and Recreation FY24 Supplemental Requests 72 General Fund New FTE – Contract Monitor for Parks Maintenance $ 95k New FTE – Recreation Coordinator Youth & Teen $ 91k Staff Uniforms/Boots Increase $ 9k SRPHA Rose Garden Replacement Roses/Supplies $ 5k Sports and Health Portable Soccer Goals $ 12k Weekend Field Lining Services $ 11k Backflow Repairs, Replacement and Service $ 20k Solid Waste $ 7k Park Ranger Radio $ 6k New FTE – Service Worker – Irrigation (2) $148k Parks and Recreation FY24 Supplemental Requests 73 General Fund New FTE – Service Worker (3) $222k Cell Phone Service for Lucity Tablets $ 1k Car Allowance $ 3k 74 QUESTIONS? Police Department April 4, 2023 76 Mission Statement The mission of the Glendale Police Department is to protect the lives and property of the people we serve. Police Services $121,226,154 604 FTEs Support Services Bureau Support Division Analytics Division Operations Bureau Foothills Patrol Division Gateway Patrol Division Investigative and Administrative Services Bureau Administrative Services Division Criminal Investigations Division Special Operations Division Police Department FY24 Operating Budget Request Total FY24 Operating Budget $121,226,154 $94,343,369 78% $14,636,939 12% $12,245,847 10% Salary Operating Internal Services 77 Police Department Goals, Objectives & Performance Measures 78 Strategic Objective Improve Community Experience Department Strategic Initiatives Decrease the level of crime Increase satisfaction of police services. Intended Result Reduced violent and property crime Performance Measures* CY2021 Actual CY2022 Actual FY23 NIBRS Reporting** FY24 NIBRS Estimate** UCR Part I - % change: Violent Crimes % change Property Crimes % change 14.3% 9.3% 7.0% 12.3% N/A N/A UCR Part 1 Crimes Violent Crime Property Crime 8,957 1,284 7,673 9,990 1,374 8,616 N/A N/A % of UCR Part I Crimes Cleared Violent Crimes Property Crimes 14.6% 24.1% 13.0% 14.9% 25.3% 13.2% N/A N/A Cleared by Arrest or Submitted to Prosecutor* Violent Crimes [#/total] Property Crimes [#/total] 1,370 [309 / 1,123] [941 / 7,023] 1,488 [347 / 1,374] [1,141 / 8,616] N/A N/A * Data for ‘Submission to Prosecutor’ not available for CY2022. Submittal data will be made available in CY2023 with new CAD/RMS system. **The Police Department is transitioning from Uniform Crime Reporting (UCR) to a National Incident Based Reporting System (NIBRS) beginning FY23. Official NIBRS reporting will begin July 1, 2022. Police Department Goals, Objectives & Performance Measures 79 Strategic Objective Optimize Processes & Services Department Strategic Initiatives Respond to calls for service in a timely manner Increase proactive patrol Judiciously enforce traffic laws to promote traffic safety Intended Result Promote a sense of community through safe and healthy neighborhoods, effective response to requests, maintain high visibility, and enforce traffic safety laws throughout the City. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Calls for Service 181,576 175,608 N/A N/A % Responses meet desired standard time*: Priority 1 Calls Priority 2 Calls 74.1% 44.1% 71.6% 40.8% N/A N/A Traffic collisions with injuries 1,127 1,439 N/A N/A DUI Arrests 508 490 N/A N/A Officer initiated call volume Traffic Stops 59,296 21,188 48,921 16,779 N/A N/A Communications % 911 calls answered in 15 secs. (est.) ** % Calls dispatched in 60 secs. 89% Prt. 1: 83.8% Prt. 2: 70.5% 81% Prt. 1: 81.0% Prt. 2: 70.0% N/A N/A *Standard response time is 5 minutes for Priority 1 & 2 ** NENA standard: 90% of 9-1-1 calls answered in 15 seconds or less Police Department Goals, Objectives & Performance Measures 80 Strategic Objectives Strengthen Workforce Development Strengthen Workforce Culture Department Strategic Initiative Develop and maintain a high-quality work force by applying and maintaining professional standards for service. Intended Result A high-quality workforce that is dedicated to enhancing safety and security in the city and providing high quality services to the community. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Revised policies 38 11 N/A N/A Training: E-Learning sessions* AOT Session conducted* Professional Development Expenditure 61 64 $100,000 56 40 $150,000 N/A N/A Professional Standards investigations completed Total investigations sustained 132 72 104 53 N/A N/A *Training sessions are reported as calendar year Police Department FY23 Accomplishments 81 • Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) assessment • Reviewed GPD’ policies, procedures, management, operations, and support services. • GPD was re-accredited for the 8th cycle in a row. • GPD has proudly maintained its accreditation for the last 22 consecutive years, since 2000. • Misdemeanor Repeat Offender Program (MROP) • Council approved 7 new police FTEs • 5 Sworn • 2 Civilian • Identify, manage, and refer offenders to the Glendale City Prosecutor to be connected to social services Police Department FY23 Accomplishments 82 • National Incident-Based Reporting System (NIBRS) • The FBI no longer using Uniform Crime Reporting (UCR) • Records Department became NIBRS certified for crime largely due to clean data collection • System allows for a 4% error rate • Glendale’s error rate is at .02%. • Hiring Bonus Program Success - 87 new employees • 45 new police officers • 20 lateral police officers • Added 37 new police volunteers • Real Time Crime Center’s (RTCC) “Drone As a First Responder” program • Flew 161 patrol division support flights • 1,585 drone operations supported various divisions: • Criminal Investigations • Vehicular Crimes Unit • Emergency Response Unit. • Stadium/Arena Events Police Department FY24 Supplemental Requests 83 General Fund New FTE (3) – COPS Grant $486k MROP Program $256k FY24 IT Projects $125k New Fingerprinting System Police Records Technician Grade Increase $ 96k Video and Editing Equipment $ 14k Grappler Devices for Patrol (2) $ 13k Less Lethal FN303 Replacement $ 22k Justice Trax Software for Forensic Techs/Upgrade $ 27k Software Maintenance Increase $341k Police Department FY24 Supplemental Requests 84 General Fund Patrol Rifle Optic Upgrade $ 36k Greykey Licensing $ 24k Police Department Line Supplies $ 30k Regional Wireless Cooperative (RWC) Increase $ 10k Ground Based Aircraft Detection System for RTCC $ 72k MCSO Jail Maint (Booking and Housing Fees) $1.3M MROP Per Diem Increase $395k Craig Tiger Contract Increase $ 81k MROP Prg – Shopping Cart Removal Contract $ 30k Police Department FY24 Supplemental Requests 85 General Fund New FTE – Police Technical Services Admin $182k New FTE – Civilian Patrol Scheduler $ 77k New FTE – RTCC Crime Specialist, Civilian $108k New FTE – Civilian Videographer/Editor $110k New FTE – Civilian Video Editor/Social Media $110k New FTE – Civilian Gateway Case Manager $ 90k New FTE – Forensic Technician (3) $599k Conference Room Technology Upgrade $ 40k Police Overtime Increase for Stadium $250k Police Overtime Increase for Fiesta Bowl $ 72k Citywide Standby Pay Increase $265k 86 QUESTIONS? Fire Department April 4, 2023 88 Mission Statement Be Safe, Be Nice & Be Accountable Fire Services $69,039,581 303 FTEs Operations EMS Logistics Admin Fire Prevention Emergency Mgmt PIO Education Fire Department FY24 Operating Budget Request Total FY24 Operating Budget $69,039,581 $54,537,929 79% $6,898,011 10% $7,603,641 11% Salary Operating Internal Services 89 Fire Department Goals, Objectives & Performance Measures 90 Strategic Objective Optimize Processes & Services Department Strategic Initiative Ensure proper support and deployment of staffing, apparatus and equipment to provide fast, effective emergency response. Intended Result Our community receives effective and efficient all hazards response and is assured of the long-term sustainability of quality services. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Response time at the 90th percentile of emergency calls. (Turnout and Travel) Code 3. 7:20 7:33 7:26 7:20 Glendale fire suppression calls 3,108 2,162 3000 2900 Glendale ALS and BLS calls 25,334 29,471 32000 33000 Glendale other call types 1,032 1,218 900 1200 Automatic Aid Received 5,623 6,063 9000 9000 Automatic Aid Given 6,367 8,993 12000 11000 Insurance Services Office (ISO) rating 1 1 1 1 Fire Department Goals, Objectives & Performance Measures 91 Strategic Objectives Strengthen Workforce Development Strengthen Workforce Culture Department Strategic Initiative Annual training of department personnel to maintain compliance with State and National standards. Intended Result We deliver superior customer service; and, have a culture of continuous assessment, progressive management, and quality personnel practices. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Average number of training hours per Firefighter 78* 220 240 280 Firefighters certified at State Firefighter I and Firefighter II levels of proficiency 100% 100% 100% 100% Training compliance; National Fire Protection Association standards 100% 100% 100% 100% *In-Person training was eliminated, and the 40-hour Training staff was returned to 52-hour field operations throughout the FY due to COVID restrictions Fire Department Goals, Objectives & Performance Measures 92 Strategic Objectives Improve Purposeful Communication Improve Stakeholder Engagement Department Strategic Initiative Promote safety awareness in the community through proactive life safety and fire prevention education programs. Intended Result Reduction in loss of life and property within our community. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Number of life safety classes and events held annually 251 371 400 425 Customer contacts 9,864 15,852 16,000 16,250 Fire Department Goals, Objectives & Performance Measures 93 Strategic Objectives Optimize Processes & Services Improve Community Experience Department Strategic Initiative Provide fair, consistent, and comprehensive plans review and inspections; Investigate structure fire origin and cause to identify potential prevention measures. Intended Result Reduce the loss of lives and property by incorporating effective fire prevention measures in community development. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Number of inspections completed 4,045 1,162* 2,000 4,000 Number of new construction inspections 2,222 2,504 2,500 2,200 Number of plans reviewed 1,622 2,004 1,800 1,600 Requests for services* 2,048 2,159 2,000 2,000 Structure Fire Investigations 118 133 120 120 Special Event Inspections 175 191 200 200 *significant reduction due to the focus on construction/development and does not include Super Bowl related work Fire Department FY23 Accomplishments 94 • Glendale Fire and Life Safety Program o Hands Only CPR and AED use training o Hiking Safety Awareness class • Resource Management o Turnout extractors at Fire Stations 151, 152 and 157 o Upgrade of radios for communication reliability o Continue the rebuilding of fire stations o Continue the upgrade of engines and ladders o Upgrade of parking lot at Resource Building Fire Department FY23 Accomplishments 95 • Emergency Medical Services o Total of fifteen new paramedics in this fiscal year o Super Bowl support o Joint training for active shooter situations o Midwestern University partnership for cadaver training • Fire Prevention o Plan review & inspection for all SB LVII events o Permitting and inspections of multiple projects near SR303 Fire Department FY23 Accomplishments 96 • Training o Trained over 160 firefighter recruits • Crisis Response o Responded to 730 crisis/traumatic incidents o Interns/Volunteers provided 15,603 hours of service o Supervised 21 bachelor/master level interns o Closed out 70 of 111 complex case management referrals Fire Department FY24 Supplemental Requests 97 General Fund FY24 IT Projects $160k Fire Integration Software Fire MOU Leap Year $130k CAD Dispatch Fees $188k Medical Direction Admin & Online Service $ 40k AEDS for all City Facilities $ 39k Craig Tiger Contract Increase $ 26k Fire Turnouts $128k Ballistic Vests $127k Training Mannequins $ 18k Recruitment and Hiring Costs $113k Fire Department FY24 Supplemental Requests 98 General Fund Paramedic School Tuition and Books (6) $ 47k Equipment Replacement Plan $110k Reclass 6 FF/Eng to Captains $ 65k New FTE – Fire EMS Coordinator (Civilian) $116k New FTE – Change MRU and LA to 70Hrs per week (4) $689k New FTE – Fire Health & Fitness Coordinator $ 56k Reclass – Fire Data Proj Mgr to Sr Systems Analyst $ 29k Citywide Standby Pay Increase $ 21k Fire Department FY24 Supplemental Requests 99 Training Facility Revenue GRPSTC - SCBA Fill Station Replacement $113k GRPSTC - Support Vehicle Replacement $ 67k GRPSTC - Flashover Chamber Replacement $ 90k GRPSTC - Lecture Hall AV Upgrades $ 20k 100 QUESTIONS? Innovation and Technology April 4, 2023 102 Mission Statement The mission of Innovation and Technology is to create a customer focused, team-oriented organization that supports a culture of continuous improvement through the use of technology and process enhancements. Innovation and Technology $26,970,885 46 FTEs Telephones Technology Maintenance Technology Operations Technology Projects Innovation and Technology FY24 Operating Budget Request Total FY24 Operating Budget $26,970,885 $7,113,265 26% $13,420,807 50% $6,436,812 24% Salary Operating Internal Services 103 Innovation and Technology Goals, Objectives & Performance Measures 104 Strategic Objectives Improve Tools & Technology Optimize Processes & Services Department Strategic Initiative Increase level of service to provide effective and efficient information technology support. Intended Result Technologies are highly available, recoverable, and the integrity of data is maintained. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Service Level Agreement (SLA) Compliance 95.84% 96.72% 94.87% 95.75% Tickets Not Re-opened 98.19% 98.42% 98.27% 98.30% Customer Satisfaction Rating 98.89% 99.39% 99.41% 99.40% Number of Computers Replaced per Year 102 188 250 525 Innovation and Technology FY23 Accomplishments 105 • 2023 CIO 100 Award is one of the most prestigious and coveted awards in technology. It is associated with CIO Magazine and is a global award recognizing organizations in Americas, Europe, the Middle East, Africa, and Asia. The City’s submission for this award was AZ Tax Central. The award recognizes organizations and IT teams for innovative approaches to solving complex business challenges. Innovation and Technology FY23 Accomplishments 106 Super Bowl LVII Table Top Exercise 2nd Annual IT Summit Innovation and Technology FY23 Accomplishments 107 • Downtown Campus Reinvestment • Created a Modern Data Platform • GIS Center of Excellence • Enhanced Employee Tools and Productivity • Security Cameras Program • Zero Trust Architecture • Continuity of Operations Exercises Innovation and Technology FY24 Supplemental Requests 108 Technology Fund FY24 IT Projects $3.8M Automated Testing Integration Software Modern Data Platform Permitting and Plan Review System Document Storage and Scanning Citywide Access Control (Year 2) IT Software Maintenance $873k New FTE – PMO Manager $186k New FTE – Management Analyst $111k New FTE – Systems Analyst Sr. $ 20k Innovation and Technology FY24 Supplemental Requests 109 Technology Fund New FTE – Software Engineer $150k New FTE – Systems Analyst $144k Convert MDCs to the Tech Maintenance Fund $500k Work from Home Kits Authorized Telework $105k Access Control Hardware Repairs $ 18k Temporary Staff $773k Conversion of Desktops to Laptops $192k Car Allowance $ 3k 110 QUESTIONS? Economic Development April 4, 2023 112 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 revenue generating opportunities to ensure a diverse, sustainable economy that improves the lives of the people we serve every day. Economic Development $5,709,499 19.5 FTEs Economic Development Arts & Culture Special Events Convention & Visitors Bureau Economic Development FY24 Operating Budget Request Total FY24 Operating Budget $5,709,499 $2,836,623 50% $2,675,965 47% $196,911 3% Salary Operating Internal Services 113 Economic Development Goals, Objectives & Performance Measures 114 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target New Businesses & Expansions 13 10 15 20 Jobs Generated 1,788 4,643 2,000 2,250 Participation in Recruitment Initiatives 17 7 25 25 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Direct Assistance – Small Business (Hours) 1,215 1,200 1,500 1,800 Small Business Department-Hosted Events N/A N/A 5 10 Economic Development Goals, Objectives & Performance Measures 115 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Social Media Impressions 1,968,993 600,000 830,000 1,025,000 Press Releases/ Media Outreach 23 50 50 40 Followers: Instagram, Facebook, Twitter 555, 3,838, 291 1,400, 5,700, 350 2,050, 6,600, 525 3,500, 8,000, 650 Economic Development Goals, Objectives & Performance Measures 116 Strategic Objectives Improve Stakeholder Engagement Improve Purposeful Communication Department Strategic Initiative Improve visibility and outreach, and link existing businesses to meaningful resources and assistance to increase business retention and growth. Intended Result Businesses grow and thrive in our community. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Business Retention and Expansion Visits N/A N/A 80 100 Economic Development Goals, Objectives & Performance Measures 117 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 FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Number of people attending public art programs 9,100 18,000 22,500 23,000 Number of partners providing arts programming to Glendale residents 14 24 31 30 Economic Development Goals, Objectives & Performance Measures 118 Strategic Objectives Optimize Processes & Services Improve Resource Alignment Department Strategic Initiative Position Glendale’s meeting and events assets as a prime value to attract conventions and conferences that generate bed tax revenue throughout the year. Intended Result Visitation to the area is increased by marketing meetings and conventions, travel and trade bookings creating an increased economic impact. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Increase in Gross Hotel Room Sales (CY) $61,023,382 $64,074,551 $67,278,278 $85,71,599 Increase in Hotel Occupancy (CY) 28.29% 1.2% 1.5% 1.2% Increase in digital advertising impressions* 4,263,138 4,476,295 11,628,000 5,000,000 Economic Development Goals, Objectives & Performance Measures 119 Strategic Objectives Optimize Processes & Services Improve Purposeful Communication Improve Resource Alignment Department Strategic Initiative Streamline and create a customer-friendly Special Event permit process and provide community-based programming through the facilitation of special events. Intended Result Residents are connected to their community and visitors from across the valley and state are attracted to Glendale which enhances the overall economic impact and positive image of Glendale. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Attendance at city-funded special events 24,975 26,300 28,000 30,000 Social media responses/interactions annually 214,000 300,000 310,000 346,000 Approved Special Event applications for private events N/A 37 50 100* *These numbers reflect the pivot strategy in place for Special Events Economic Development FY23 Accomplishments 120 • $1.5B currently under construction ($1B in the Sports and Entertainment District); $500M in new planned commercial development construction scheduled in 2023; over $5B in commercial development projects in the pipeline. • Aligned team efforts to drive results through an enhanced business retention and expansion program to drive partnerships and create results for local businesses. The BRE team also engages with new businesses who have chosen Glendale to grow and expand their footprint in the valley. Economic Development FY23 Accomplishments 121 • During Super Bowl week, created a unique experience at the Glendale Airport FBO. The “Glendale Experience Lounge” allowed the team to have an intimate 1:1 engagement with local high-net- worth individuals with nearly 1,000 guests coming through the airport. • To support local businesses, the department launched the Locals Guide to Glendale to help highlight local businesses for Super Bowl visitors to patronize during their time in the city. • Arts and Culture collaborated with SAACA and Local First Arizona to host inaugural Downtown Glendale Arts and Culture Fest featuring over 70 art experiences throughout downtown. Economic Development FY23 Accomplishments 122 • CVB held the “Glendale Experience” activation in Denver which included advertising focused on Glendale as a premier entertainment destination that appeared on streaming television such as Hulu and Roku. • Special Events planned, marketed, and produced LiVE! @ Murphy Park, including a fall and spring series that consisted of 27 concerts drawing in an estimated 12,000 patrons to Downtown. Economic Development FY24 Supplemental Requests 123 General Fund Convention & Visitors Bureau Tohono O’odham Tourism Grant $ 2k CVB - Section 7 Basketball Tournament Sponsor $150k CVB Website Server Storage for Visit Glendale $ 12k CVB – Economic Development Rent Increase $ 60k Convention & Visitors Bureau Part-time Intern $ 20k Convention & Visitors Bureau Strategic Marketing Update $300k Special Event Media Advertising $ 80k Special Events – Line Supplies $ 14k Economic Development Business Development Hosting $ 15k Economic Development Professional Development $ 6k Economic Development FY24 Supplemental Requests 124 General Fund Customer Relationship Management Software $ 13k New FTE – Creative Designer $ 99k Reclass Econ Dev Officer to Deputy Director $ 14k Reclass Econ Dev Prg Mgr to Deputy Director $ 21k Reclass Econ Dev Asst Director to Dev Support Svcs Adm ($ 72k) Reclass Econ Dev Specialist to Program Manager $ 26k Reclass Management Assistant to Econ Dev Specialist $ 22k Car Allowance $ 3k 125 QUESTIONS? City Clerk’s Office April 4, 2023 127 Mission Statement To fairly and impartially provide exceptional customer service and information to the citizens, customers and employees of the City of Glendale. City Clerk $1,278,180 7 FTEs Records Management Elections City Clerk’s Office FY24 Operating Budget Request Total FY24 Operating Budget $1,278,180 $867,396 68% $336,547 26% $74,237 6% Salary Operating Internal Services 128 City Clerk’s Office Goals, Objectives & Performance Measures 129 Strategic Objective Optimize Processes & Services Department Strategic Initiative Post all City Council regularly scheduled voting meeting and workshop agendas and packets online 6 days prior to the meeting exceeding the statutory requirement of 24 hours. Intended Result The public receives timely notice and access to official meetings of the Glendale City Council. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Agendas/Packets posted 6 days prior to regular meetings 56/100% 46/100% 49/100% 50/100% Strategic Objective Optimize Processes & Services Department Strategic Initiatives All public record requests are initiated within 24 hours of receipt. All campaign finance reports are posted within 24 hours of receipt. Intended Result The public has timely access to City records. Performance Measures FY2021 Actual FY2022 Actual FY2023 Estimate FY2024 Target Public record requests/% Compliance 1,484/100% 1,937/100% 2,000/100% 2,100/100% Campaign Finance Reports posted within 24 hours 100% 100% 100% 100% City Clerk’s Office FY23 Accomplishments 130 • Coordinated the 3rd annual Board & Commission Members Appreciation Dinner • Reclassified 5 positions in the Clerk’s Office to better align with the market • Rolled out Laserfiche, the City’s digital content management system, to the Fire Department for its property records project City Clerk’s Office FY23 Accomplishments 131 • In anticipation of the move from City Hall during the Downtown Campus Reinvestment Project, City Clerk staff has been reviewing and purging archived documents that have no historical value and have exceeded their retention date City Clerk’s Office FY24 Supplemental Requests 132 General Fund Car Allowance $ 3k Special Election $123k 133 QUESTIONS? Budget Calendar 134 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