Powerpoint Presentation (Updated 4/3/2024)

Council Workshop 
FY24-25 Budget Discussion
April 4, 2024

Budget Calendar
2
Item
Date
Workshop #1 – Budget Overview / Revenues / Five-Year Financial Forecasts 
December 12, 2023
Workshop #2 – FY25-34 Capital Improvement Plan 
March 5, 2024
Workshop #3 – (All Day) FY25 Operating Budget Department Presentations
April 2, 2024
Workshop #4 – (All Day) FY25 Operating Budget Department Presentations
April 4, 2024
Workshop #5 – FY25 Budget Workshop
April 16, 2024
Voting Meeting – Tentative Budget Adoption
May 14, 2024
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 11, 2024
Voting Meeting – Property Tax Adoption
June 25, 2024

Agenda
3
1) Follow Up Items
2) Department Presentations

Follow Up Items
4
1) Sister-City Budget Increase 
 
$10k
 
Increase can be absorbed in Non-Departmental Budget
2) Internal Charge Increase – Code Compliance
 
Increase due to Risk and Worker’s Compensation Increases
3) Civic Center Revenue
 
FY23 Actuals 
 
 
$428,380.19
 
FY24 YTD Actuals  
 
$177,178.04

Operating Budget Presentation Schedule
5
April 2, 2024
April 4, 2024
City Court
Intergovernmental Programs
City Attorney's Office
Communications
Mayor & Council
Community Services
City Manager's Office / Code Compliance
Budget and Finance/Non-Departmental
Emergency Management
Organizational Performance (Detail)
Engineering
Audit
Parks and Recreation
Human Resources and Risk Management
Police Department
Field Operations
Fire Department
Transportation
Innovation and Technology
Development Services (Detail)
Economic Development 
Water Services
City Clerk

6
Department Presentations

Intergovernmental Programs
April 4, 2024

8
Purpose Statement
The mission of the Intergovernmental Programs Department is to develop, represent and 
advocate the city’s legislative policy decisions by consistently and effectively interacting 
with other governmental and non-governmental entities.
Intergovernmental Programs
$791,385     3 FTEs

Intergovernmental Programs
FY25 Operating Budget Request
Total FY25 Operating Budget $791,385
$521,528 
 66%
$224,212 
28%
$45,645 
6%
Salary
Operating
Internal Services
9

Intergovernmental Programs
Goals, Objectives & Performance Measures
10
Strategic Objective
Enhancing Legislative Communication
Department Strategic Initiative
As we improve communication with our departments, 
community, and legislators, we strengthen our ability to 
protect and promote municipal operations despite fast 
moving processes with deadlines at the local, state, and 
federal levels.
Intended Result Legislative awareness and impact.
Performance Measures
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
20% increase in legislative outreach/education 
events held
N/A
100%
300%
75%

Intergovernmental Programs
Goals, Objectives & Performance Measures
11
Strategic Objectives Pursue and Maintain Local, State and Federal Funding
Department Strategic Initiative
Cities are funded by public monies from the Federal, State 
and Local tax collecting mechanisms. As local revenues 
shrink and the cost of providing services increase, we must 
seek additional state and federal funding sources in order 
to maintain the highest level of services to our community. 
Legislative bodies frequently introduce legislation to repeal 
municipal revenues while they also consider imposing 
unfunded mandates on local communities. 
Intergovernmental Programs' objective is to protect these 
revenues and defend against unfunded mandates.
Intended Result Secure state and federal appropriations
Performance Measures
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
100% of appropriation requests submitted and funded 
to state/federal government
100%
100%
100%
100%

Intergovernmental Programs
Goals, Objectives & Performance Measures
12
Strategic Objectives Improve Community Awareness
Department Strategic Initiative
Intergovernmental Programs maximizes opportunities to 
educate our residents with a goal of calling on them to 
advocate on behalf of our common interests.  As we 
collaborate with them, Glendale residents will continually 
demonstrate their ability to participate in state and federal 
politics.
Intended Result Increased resident awareness of how legislation impacts 
their lives
Performance Measures
FY2022
Actual
FY2023 
Actual
FY2024
Estimate
FY2025 
Target
10% of bills impacting communities that resulted in 
community engagement
10%
14%
15%
20%

Intergovernmental Programs
FY24 Accomplishments
13
Intergovernmental Programs
•
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.  
•
Secured a $3.2 million state of Arizona budget appropriation to help 
construct a Veterans Community in Glendale.
•
Secured a $810,000 state of Arizona budget appropriation to contribute 
towards Glendale’s commitment to convert rights of way landscaping to 
xeriscape.

Intergovernmental Programs
FY24 Accomplishments
14
•
Educated and lobbied the Governor’s Office on the importance of the 
Family Advocacy Center and the challenges of losing federal funding. Such 
actions resulted in approximately $490,000 of state COVID funds to 
continue funding the Family Advocacy Center.
•
Assisted Luke AFB with state legislation to prohibit private drone 
operations on or over the military instillation.  
•
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.

Intergovernmental Programs
FY24 Accomplishments
15
•
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 FY 23 for 
improvements to three community centers and/or recreation centers 
located in the 85301-zip code.
•
Secured a commitment of federal funding in FY 23 for improvements to 
the Luke Air Force Base Child Development Center.

Intergovernmental Programs
FY25 Supplemental Requests
16
General Fund
FirstStrategic, LLC contract  
 
 
 
$  20k
Line Supplies Increase 
    
 
 
 
$    7k
Travel Expense Increase 
 
 
 
 
$    5k

17
QUESTIONS?

Communications
April 4, 2024

19
Purpose Statement
The mission of the Communications Department is to develop and implement 
comprehensive strategies and programs that effectively and accurately communicate the 
city’s key messages to their targeted audiences in a clear and engaging way.
Communications
$2,584,053     12.5 FTEs

Communications
FY25 Operating Budget Request
Total FY25 Operating Budget $2,584,053
 
$1,866,355 
 72%
$335,145 
13%
$382,553 
15%
Salary
Operating
Internal Services
20

Communications
Goals, Objectives & Performance Measures
21
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 Target
Social media presence - the number of people who see 
our posts on all digital channels including Vimeo, 
Facebook, Instagram, Twitter and YouTube
2,400,000
7,000,000
2,500,000
2,600,000
Number of Facebook Live reports “look live” videos or 
social media broadcasts of city events 
72
75
77
80
NEW Successful placements from proactive media 
pitches or initiatives
100
220
250
Number of website pageviews*
*FY18 & FY 19 include numbers from other city websites 
(Library, CVB, & Civic Center) FY20 & FY21 include only 
the main site 
5,130,000
4,570,000
4,500,000
4,600,000

Communications
FY24 Accomplishments
22
Efficiencies & Enhancements
Implemented a new communications form for city departments to submit requests for 
support from the video, media relations and social media team. It provides enhanced 
customer service and allows the team to prioritize and manage the large influx of requests 
for work we have been getting much better.  
Redesigned internal communications “Employee Express” newsletter to better serve 
employees the information that is important to them
Developed a comprehensive policies and best practices document for the video production 
team.  
Developed a comprehensive inventory sheet for video production team equipment to allow 
for a more efficient and better organized effort in various inventory processes.
Developed a comprehensive spreadsheet listing all equipment warranty information, service 
agreements and yearly subscription services. At-a-glance, we can now see our costs, when 
payments are due, who to contact and more.

Communications
FY24 Accomplishments
23
Embarked on a comprehensive evaluation of all communications going out to 
residents to ensure they best serve the audience and follow branding guidelines. This 
ranges from satellite social media accounts to various newsletters departments send, 
to items our team produces, such as the Connection newsletter. Continuously making 
enhancements and improvements during this ongoing process. 
Sampling of accomplishments:
Effectively communicated information about the 2023 Bond measures to voters. This 
includes creating a special website landing page, handling incoming media requests, 
streaming informational meetings live, creating videos and producing nearly 100 
graphic design pieces. Glendale residents passed the bonds by a comfortable 
margin. They will bring in $160 million dollars for the city to invest in Transportation 
and Public Safety improvements.
Handled more than 200 incoming media requests resulting from proactively sending 
press releases and pitches. Averaged 20 media hits per month.

Communications
FY24 Accomplishments
24
Swift City symbolic name change continued to generate positive buzz through 
the entire year and generate more than 6.6 million social and digital media 
impressions. 
The 13 short videos in the “Have You Been Here?” series effectively showcased 
Glendale hot spots in a fun way and earned a combined 161,000 views and 
2,800 likes on Instagram alone as well as multiple award nominations.
Collaborated with city staff to create social content for each social platform. 
62% increase in post creations YOY
275% YOY increase in social media followers.
781K social engagements with owned social channels in 2023
4.3 Million website page views in 2023

Communications
FY24 Accomplishments
25
Comprehensive Final Four communications include: Produced two long-form top 
quality videos for the Final Four showcasing what city workers do and what 
visitors need to know before they go. Also produced numerous short snappy 
videos including daily recaps every day for the week of the mega event. Assisted 
with the Final Four with social and digital content and working Social Media 
Command Center shifts. Creation of new landing page for Final Four, Final Four 
Countdown Timer.
More than 800 individual graphic design creative services projects completed 
during the 2023 calendar year servicing nearly every department in the city.
New webpages: Glendale Mentoring Program, DCRP Document & Storage & 
Scanning, Wireless Networks, Parks & Rec Flyers, Glendale OnBoard, Recycling, 
Water Conservation Rebates, Shopping Cart Ordinance. Developed new pages and 
protocols for Emergency Management team. Subsite designs for Economic 
Development & Downtown Glendale.

Communications
FY24 Accomplishments
26
Honored with a record number of local, regional and national 
industry awards which show we are following best practices for 
communications and inspiring others. These include a national 
award of 3CMA ‘Communicator of the Year’ for Communications 
Director, a 3CMA First Place national award as best marketing 
campaign for Swift City, a ‘Best Marketing Idea” as well as a 
selection in PHOENIX Magazine’s “Best of Phoenix” 2023 
edition. Also nominated for two regional Emmy awards for Super 
Bowl videos and many excellence awards in 3CMA and the PRSA 
Copper Anvils for Swift City, Super Bowl videos, Executive 
Communications and “Have You Been Here?” video series.

Communications
FY25 Supplemental Requests
27
General Fund
Archive Social Media Archiving Service 
 
$    3k
The Connection Newsletter 
 
 
 
$    3k
Equipment Maintenance  
 
 
 
$    3k

28
QUESTIONS?

Community Services
April 4, 2024

30
Purpose Statement
Mission:  
We build community through impactful services. 
Vision:  
We are the national model for innovative community services.
Community Services
$52,539,968      110.5FTEs
Library
Revitalization
Housing
Community 
Action 
Program
Community 
Engagement

Community Services
FY25 Operating Budget Request
Total FY25 Operating Budget $52,539,968
$14,082,852 
 27%
$36,544,936 
69%
$1,912,180 
4%
Salary
Operating
Internal Services
31

Community Services
Goals, Objectives & Performance Measures
32
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Households Served through Housing Programs
1,379
1,379
1,453
1,502
Individuals who obtained permanent housing through 
the Homeless Master Services Agreement
0
852
1,000
1,000
Owner-occupied homes rehabilitated for low-income 
households
127
60
75
75
Digital Library Materials Utilization Rate (per resident)
1.04
1.13
1.22
1.31

Community Services
Goals, Objectives & Performance Measures
33
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Community Engagement Volunteer Activities
100
94
105
115
Community Services Partner Organizations
227
305
330
340
% Increase in Community Volunteer Hours
N/A
24%
28%
38%

Community Services
FY24 Key Accomplishments
34
New Programs, Services, or Initiatives:
• Heat Relief Respite Centers (12,000 visits)
• Landscape Improvement Pilot Program
• THRIVE Success Coaching (90 enrollees)
• Library Services (250 recommendations)
• $14.3 million new grants (non-entitlement)
Awards/Recognition:
• HUD High Performing Agency 
• Arizona Housing Coalition’s 2024 Advocate of the Year

Community Services
FY25 Supplemental Requests
35
General Fund
Residential Landscape Improvement Pilot Program 
$125k
Reclass Asst Director to Deputy Director 
 
    
$  23k
New FTE – Human Services Coordinator 
 
 
$  99k
New FTE – Deputy Director Community Services 
 
$190k
System of Care Utilities  
 
 
 
 
$  30k

Community Services
FY25 Supplemental Requests
36
Grant Funds Carryover (unexpended in FY2024)
HOME Investment Partnership (HOME) 
 
 
$2.8M
Neighborhood Stabilization Program (NSP)  
 
$819k
Neighborhood Stabilization Program 3 (NSP3) 
 
$164k
Community Development Block Grant (CDBG) 
 
$1.6M
CDBG Coronavirus Grant (CDBG-CV1)  
 
 
$263k
CDBG Coronavirus Grant 3 (CDBG-CV3) 
 
 
$337k
AZ Dept of Economic Security Program Funding  
$621k 
Emergency Rent Assistance 
 
 
 
 
$1.5M
Emergency Shelter Grant 
 
 
 
 
$224k
Community Action Program Grant 
 
 
 
$2.1M
Emergency Solutions (fka Shelter) Grant (ESG) 
 
$224k

Community Services
FY25 Supplemental Requests
37
Housing Public Activities (Grant Funded)
Grant Funded Housing Program 
 
 
 
$3.3M
New FTE – (3) Community Services Rep 
 
 
$241k
New FTE – Housing Choice Voucher Prog Supervisor 
$102k
New FTE – Inspections & Public Housing Supervisor 
$  98k

38
QUESTIONS?

Budget and Finance
April 4, 2024

40
Budget and Finance
$12,710,254   76.5 FTEs
Budget and Finance
Lease Payments/Other Fees
Purpose 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
FY25 Operating Budget Request
Total FY25 Operating Budget $12,710,254 
$9,464,717 
 75%
$2,311,687 
18%
$933,850 
7%
Salary
Operating
Internal Services
41

Budget and Finance 
Goals, Objectives & Performance Measures
42
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Bond ratings for general obligation bonds
Standard & Poor's:
Moody's Investor Services:
Fitch Ratings:
AA-
A1
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
AA
AA-
A1
AA
AA-
A1
AA+
AA-
A1
AA+
Annualized amortized cost basis return on portfolio 
(net of fees)
2.58%
4.7%
4.1%
4.25%
Number of grants received through Grants Administration
38
30
40
40
Compliance with Council adopted Financial Policies 
(# complied with/# of policies)
6/7
6/7
6/7
6/7

Budget and Finance 
Goals, Objectives & Performance Measures
43
Strategic Objective
Improve Resource Alignment
Department Strategic Initiative
Provide accurate and timely financial analysis, 
forecasting, and reporting.
Intended Result Prudent fiscal stewardship 
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Maintain a +/- 5% variance in general fund revenue 
forecasts from the final actual revenue to the adopted 
budget
+5%
+5%
+5%
+5%
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
44
Strategic Objective
Optimize Processes & Services
Department Strategic Initiative
Perform customer service and procurement activities 
effectively, accurately, and timely.
Intended Result Improved levels of service 
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
% of vendor invoices paid within 30 days of invoice date
85%
95%
90%
90%
% of employees receiving electronic W-2’s
59%
65%
49%
65%
Number of vendor protests upheld
2
0
1
0
Number of RFP’s and IFB’s issued
35
35
54
50
% of contract renewals completed on-time
80%
98%
95%
100%
% of sole source/special procurements processed within 
10 days
70%
90%
100%
100%
% of call center calls answered within 1 minute
54%
54%
80%
90%
% of call center calls abandoned
11%
11%
<=2.5%
<=1.5%
Number of sales tax audits/reviews completed
181
191
120
120

Budget and Finance FY24 Accomplishments
45
•
FY2023 Government Finance Officers Association’s Distinguished 
Budget Presentation Award
•
FY2022 Government Finance Officers Association’s Award for 
Excellence in Financial Reporting 
•
From The Heart began in 1996 and to date over $3 million has been 
distributed to local non-profit agencies from citizens’ donations 
through Glendale’s utility billing to fulfill community needs. In fiscal 
year 2023, $67,200 was distributed to 14 Agencies.
•
Moved Operations from City Hall to Civic Center Annex and Adult 
Center without service interruption to external customers and 
departments.
•
Hosted the Pacific Regional Annual NorthStar Users Conference at 
GRPSTC.

Budget and Finance
FY25 Supplemental Requests  
46
General Fund
New FTE – Payroll Specialist 
 
 
 
$  83k
New FTE – Senior Accountant  
 
 
$115k

47
QUESTIONS?

Non-Departmental
April 4, 2024

49
Non-Departmental
$10,517,867     0 FTEs
Purpose 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
FY25 Operating Budget Request
Total FY25 Operating Budget $10,517,867
$365,000 
 3%
$10,067,775 
96%
$85,092 
1%
Salary
Operating
Internal Services
50

Non-Departmental Budgeted Items
51
• 2025 Mega Event Expenditures
• AZ Dept of Revenue Tax System (Atlas)
• AZSTA Sales Tax Rebates
• Employee Engagement

FY25 Non-Departmental Memberships
52
League of Arizona Cities and Towns  
 
$105,500
Maricopa Association of Governments  
$  55,590
Westmarc 
 
 
 
 
 
 
 
 
 
 
 
 
$  20,000
National League of Cities  
 
 
 
 
 
$  15,300
Alliance for Innovation  
 
 
 
 
 
 
 
$    7,650

Non-Departmental
FY25 Supplemental Requests  
53
General Fund
Mega Events 
 
 
 
 
 
$500k
AZ Dept of Revenue Tax System (Atlas) 
 
$236k
AZSTA Rebate 
 
 
 
 
 
$1.5M
Employee Engagement  
 
 
 
$250k

54
QUESTIONS?

Organizational Performance
April 4, 2024

56
Purpose Statement
We make Glendale more effective for its residents through transparent data driven 
decision-making and continuous improvement. We administer strategic planning, 
performance management and data governance programs.
Organizational 
Performance
$751,229   3 FTEs

Organizational Performance
FY25 Operating Budget Request
Total FY25 Operating Budget $751,229
 
$527,234 
 70%
$187,500 
25%
$36,494 
5%
Salary
Operating
Internal Services
57

Organizational Performance
Goals, Objectives & Performance Measures
58
Strategic Objectives Improve Community Engagement
Department Strategic Initiative
We engage with our community to identify resident 
priorities.  We improve their understanding of city 
performance, increase access to data and strengthen 
government transparency.
Intended Results •
Open and transparent government
Performance Measures
FY2022
Actual
FY2023
Actual
FY2024 
Actual
FY2025 
Target
% increase in published open data sets.
20%
20%
30%
20%

Organizational Performance
Goals, Objectives & Performance Measures
59
Strategic Objectives Improve Organizational Performance
Department Strategic Initiative
We strengthen city-wide performance by facilitating the 
application of strategic planning and data analytics 
principles.
Intended Results
•
The City of Glendale is strategically aligned
•
Organizational performance is continually monitored
•
City-wide engagement in data governance, open 
data, and data excellence
Performance Measures
FY2022
Actual
FY2023
Actual
FY2024 
Actual
FY2025 
Target
% of departments with an approved Tier II 
Balanced Scorecard
-
77%
91%
90%
% of departments with performance 
dashboards
90%
90%
91%
90%
% of departments that currently have an 
employee participating in at least one of 
our data or analytic training programs
41%
66%
56%
70%

Organizational Performance
FY24 Accomplishments
60
Balanced Scorecard 
•
Completion of 20 departments Tier II scorecards
– 20 departments entered the execute phase of Balanced Scorecard
•
Creation of the centralized KPI tracking tool  
•
New contract for citywide training for 150 employees over three years

Organizational Performance
FY24 Accomplishments
61
Lean Academy
•
Creation of the citywide LEAN Academy
•
83 employees trained in Lean Six Sigma
– 50 yellow belt
– 30 green belts
– 3 black belts
•
Cohort Graduation and Project Kickoff later in April
– Five initial projects 
– Additional Projects identified for future work

Organizational Performance
FY24 Accomplishments
62
Data Governance 
•
The Glendale Data Analyst Group has continued quarterly meetings
•
Collibra software implementation underway
Open Data 
•
Additional open data sets have been published
– Police Calls for Service
– City Contract Expenditures
•
Several other data sets are in the review process for publication

63
QUESTIONS?

Audit Department
April 4, 2024

65
Purpose Statement
To provide internal audit services through detailed queries and testing to strengthen 
controls, identify potential risks, improve processes, verify compliance, and support 
the City of Glendale operating with transparency in the best interests of its residents.
Audit Department
$628,105    1 FTE

Audit Department
FY25 Operating Budget Request
Total FY25 Operating Budget $628,105 
$221,507 
 35%
$391,700 
62%
$14,898 
3%
Salary
Operating
Internal Services
66

Audit Department
Goals, Objectives & Performance Measures
67
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Number of Audits Completed 
12
14
7
10
% Audit Recommendations Accepted by 
Management
97%
100%
100%
100%
% Annual Audit Plan Completed*
55%
65%
40%
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, four FY23 
audits will be completed in FY24. There will be three or four FY24 audits that will not be completed until FY25. Moving forward, tracking the 
percentage of audit plan engagements completed, in-progress, and/or deferred may be a better indicator of workload across yearly audit 
plans.

Audit Department FY24 Accomplishments
68
•
Participated in audit analytics cohort for Accounts Payable with other municipalities 
across the country, benchmarking results and creating new analytics for future use; 
opportunity to join additional analytics cohort for Purchase Cards next month
•
In process of implementing automated payroll analytics in our audit software to move 
toward continuous monitoring of selected controls
•
Revised and simplified city-wide risk assessment process to determine potential 
future audits
•
Created departmental Policy & Procedures Manual based on the new Global Internal 
Audit Standards published by the Institute of Internal Auditors
•
In FY24, coordinated completion of three audits (including some FY23 engagements 
completed in FY24) by our contracted audit services vendors, with four additional 
audits currently in progress and two more to begin prior to fiscal year-end

69
QUESTIONS?

Human Resources
April 4, 2024

71
Purpose Statement
Through collaboration and excellent service, Human Resources & Risk Management 
creates an inclusive and safe environment for employees, customers, and residents, 
characterized by fairness, open communication, accountability, trust, and respect.
Human Resources
$70,635,879
29 FTEs
Benefits  
Wellness
Classification 
Compensation
Employee 
Relations
HRIS
Organizational 
Development
Risk Mgt   
Work Comp
Talent 
Acquisition

Human Resources
FY25 Operating Budget Request
Total FY25 Operating Budget $70,635,879
$4,663,820 
 7%
$65,624,913 
93%
$347,146 
0%
Salary
Operating
Internal Services
72

Human Resources
Goals, Objectives & Performance Measures
73
Strategic Objectives
Optimize Processes & Innovative Solutions
Department Strategic Initiatives
1.
Streamline processes, leveraging employee knowledge and utilizing 
technology.
2.
Align resources and improve efficiencies of the services provided.
Intended Result Streamline, automate, and improve processes to gain operational 
efficiencies.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024  
Actual
FY2025 
Target
100% of planned process improvements 
completed within the fiscal year
N/A
100%
150%
100%

Human Resources
Goals, Objectives & Performance Measures
74
Strategic Objective
Optimize Asset & Financial Stewardship
Department Strategic Initiatives
1.
Implement Wellness & Safety Programs with targeted programming 
to mitigate medical cost
2.
Conduct job studies and classification reviews to remain market 
competitive 
Intended Result
1.
Stay ahead of healthcare trend costs and remain competitive with 
market salary ranges. 
2.
Remain market competitive
Performance Measures
FY2022 
Actual
FY2023    
Actual
FY2024 
Actual
FY2025 
Target
Medical cost increases remain at or 
below the medical trend. 
7-1-21
2.3% below 
medical trend
7-1-22
2.4% below 
medical trend
7-1-23
1.92% below 
medical trend
7-1-2024
Stay below 
medical trend
Remain market competitive with 
comparable organizations
+/- 5% of 
average 
midpoint
N/A
At or above 
average 
midpoint
At or above 
average 
midpoint

Human Resources
Goals, Objectives & Performance Measures
75
Strategic Objectives Strengthen Workforce Development
Department Strategic Initiative
Implement an online learning management system
Intended Result Highly skilled employees
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Actual
FY2025 
Target
100% increase in course completion rate 
N/A
82%
73%
100%
10% Increase in enrollment rate
N/A
N/A
3454 
Enrollments
121%
7665 
Enrollments
10% Increase

Human Resources FY24 Accomplishments
76
•
Completed the City’s biennial classification and compensation market 
study and are adjusting the pay ranges of all 400+ non-represented 
classifications to be at or slightly above the market average at midpoint. 
•
Conducted a market study to ensure jobs are classified appropriately to 
meet the departments' needs. 
•
Implementation of Dimension (UKG Pro) timekeeping system.  Expected to 
go live August 2024.  The new timekeeping system will create efficiencies 
and compliance.
•
13,798 employment applications received, reviewed and processed.  Hired 
417 new employees and internally hired 202 existing employees into new 
position for a total of 619 positions filled.
•
Reduced time to fill from 102 days down to 88 days.
•
PA Process improvement to reduce internal redundancies, increased 
process efficiency and removed single points of failure.

Human Resources FY24 Accomplishments
77
•
Reduced the amount of paper that was being printed and provided to 
payroll on a pay period basis for terminated employees, thus improving 
efficiency, and reducing cost.
•
Phoenix Business Journal Healthiest Employer Finalist
•
Healthy Arizona Worksites Program Platinum Award Winner
•
Glendale’s 2nd annual 5K run/walk with 527 employees and community 
members who participated in the walk/run and wellness fair
•
Increased annual engagement in the Wellstyles/Virgin Pulse portal to 46%.  
Had 576 employees earn a wellness incentive
•
Moved to 100% online benefit enrollments.
•
Identified four (4) process improvement opportunities and implemented a 
total of six (6).

Human Resources FY24 Accomplishments
78
•
Successfully managed 4050 evaluations in the PERFORM system this fiscal 
year, with 2127 completed and 1923 on track for completion by end of 
fiscal year. System enhancements this year include the creation and 
automation of department reporting, the automation of all probationary 
evaluation processes, and the creation of a goal library for Fire Services, 
Field Operations, and Executive-Organizational goals.
•
Successfully created and/or maintained training offerings of over 150 
courses, online or in person in the LEARN system. This fiscal year saw 
8747 course enrollments with an employee completion rate of 64%. This 
includes nearly 30 supervisory skill-based training courses with 979 
attendees/completions; and 5 diversity and inclusion events or courses 
with 484 attendees/completions. 
•
Implemented a Harassment Prevention training requirement for all 
employees in March that is on track for completion by fiscal year end.

Human Resources FY24 Accomplishments
79
•
The Risk Management Safety Division completed 17 Life Safety 
Inspections. 
•
The OSHA employee injury information was fully functional in January 
2024 generating OSHA 300 and 300A reports by establishment.
•
Three (3) Origami processes documented and mapped: Supplemental Pay, 
Motor Vehicle Record Request System, and Drug and Alcohol Training
•
Implemented “Managing Corrective Action Training” for Supervisory level 
and above employees.
•
No disciplinary actions were appealed to the Personnel Hearing Board 
during this fiscal year.
•
No EEOC findings were sustained against the city during this fiscal year
•
Annual MLK Event – 180 attendees
•
Women’s History Mont acknowledgement/resources 
•
LGBT Awareness Month

Human Resources
FY25 Supplemental Requests
80
General Fund
New FTE – Human Resources Technician 
 
 
$  86k
New FTE – Human Resources Analyst  
 
 
$118k
PayScale HR Compensation Software  
 
 
$  10k
Temporary Personnel 
 
 
 
 
 
$  50k
Indigenous Peoples’ Day and Juneteenth 
 
 
$  10k
Move employees to Benefits Trust Fund 
 
         ($610k)

Human Resources
FY25 Supplemental Requests
81
Risk Management Self Insurance
Risk Management Trust Fund Increase 
 
 
$1.26M
Workers Compensation Self Insurance
Worker’s Compensation Trust Fund Increase  
 
$1.25M
Benefits Trust
Benefit Program Fund 
 
 
 
 
 
$2.45M
Temporary Personnel 
 
 
 
 
 
$    50k
Move employees to Benefits Trust Fund 
 
 
$  610k

82
QUESTIONS?

Field Operations
April 4, 2024

84
Purpose Statement
Field Operations protects, sustains, and improves the health and safety of our 
community through innovation, education, communication and collaboration by 
supporting critical functions, facilities and assets in a cost effective, data driven manner.
Field Operations
$78,592,157         192 FTEs
Facilities
Landfill
Solid Waste
Fleet

Field Operations
FY25 Operating Budget Request
Total FY25 Operating Budget $78,592,157 
$23,601,954 
 30%
$45,493,318 
58%
$9,496,885 
12%
Salary
Operating
Internal Services
85

Field Operations
Goals, Objectives & Performance Measures
86
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Residential containers missed pickup – 
reduce by 5%
504
453
430
409
Increase compaction of garbage at Landfill by 
1% - Measured in pounds per cubic yard 
compaction
1,785
2,082
*1,802
1,820
* FY 2024 - North Cell Only – Measure to be Evaluated Next Fiscal Year

Field Operations
Goals, Objectives & Performance Measures
87
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
FY2022 Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Fleet Vehicle and Equipment Preventative 
Maintenance (PM) Compliance
66.3%
73.5%
83.6%
90%
Fleet Direct Labor Rate
88.2%
90.3%
97.2%
95%
Fleet Availability 
94%
94.8%
95.2%
95%

Field Operations
Goals, Objectives & Performance Measures
88
Strategic Objective
Improve Asset Management
Department Strategic Initiative
Improve HVAC Preventative Maintenance Schedule Compliance
Intended Result The industry standard of care requires an 80% on-time completion 
rate of PM work orders.  
Performance Measures
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Number of PMs Required during period 
141
550
560
600
Number of PMs Completed during period 
133
440
350
480
Percentage of PMs Completed
94.3% 
80%
63%
80%

Field Operations FY24 Accomplishments
89
• Solid Waste Collection serviced 55,700 residential and 1,100 
commercial accounts and collects approximately 13,000 tons 
of recyclables annually. The division is working with a new 
technology system that increases vehicle safety efficiency and 
performance and enhances residents' service. 
• The Landfill serves Glendale, residents primarily through 
residential collections services and many surrounding 
communities. The landfill receives approximately 440,400 
tons of refuse. The landfill has Intergovernmental Agreements 
(IGA’s) in place with multiple cities, which include Avondale, 
Goodyear, Phoenix, and Peoria.

Field Operations FY24 Accomplishments
90
• Facilities Management completed almost 600 preventive and 
over 2,450 corrective maintenance work orders and managed 
$20+ million in capital repairs to city buildings and facilities 
to extend the useful life of city assets. Some examples of CIP 
projects completed included the DCRP, City Court remodel, 
Performance Contract HVAC & Lighting upgrades, park 
lighting upgrades, ADA Library Studies & Follow-up projects, 
Renaissance Garage Structural Repairs, Elevator 
modernization projects, Food Bank/Rose Lane/O’Neil 
Park/Advocacy Center Parking Lot repairs and continued 
internal improvements to reporting and invoicing processes.

Field Operations FY24 Accomplishments
91
• Fleet Management impacts the delivery and cost of nearly 
every service provided to the public and the productivity of 
almost every employee and supports emergency services that 
respond to critical situations throughout the city. The Fleet 
Management team is responsible for maintaining and 
repairing nearly 1400 fleet assets with a replacement value of 
over $135,000,000. The Fleet Management team was named 
one of the top 50 Government Leading Fleets in North 
America consecutively in 2022 and 2023.

Field Operations
FY25 Supplemental Requests
92
General Fund
Field Ops – Electricity 
 
 
 
 
$216k
Facilities 5060 – Professional & Contractual  
$184k
Cemetery – Supplies & Services 
 
 
$    7k
Facilities 2812 – Line Supplies  
 
 
$  90k
Facilities 2812 – Professional & Contractual  
$388k
Facilities 2812 – Park Maintenance 
 
 
$225k
Facilities 2812 – Building Maintenance & Repair 
$151k

Field Operations
FY25 Supplemental Requests
93
GRPSTC
Field Ops – Electricity 
 
 
 
 
$  16k
Field Ops – Natural Gas  
 
 
 
$    1k
Facilities 2846 – Professional & Contractual  
$  99k
Facilities 2846 – Building Maintenance & Repair 
$  13k
Facilities 2846 – Sanitation Charges  
 
$    2k
Facilities 2846 – Utilities  
 
 
 
$  38k

Field Operations
FY25 Supplemental Requests
94
Landfill
Field Ops – Electricity 
 
 
 
 
 
$    3k
New FTE – Landfill/Recycling SW Mgmt. Inspector  
$161k
Line Supplies 
 
 
 
 
 
 
$    1k
Radio Annual Service Fees & Repairs  
 
 
$    1k
Solid Waste
Contract Labor 
 
 
 
 
 
 
$  75k
Line Supplies 
 
 
 
 
 
 
$    6k
Radio Annual Service Fees & Repairs  
 
 
$    7k
Commercial Container Purchase & Repair 
 
 
$220k

Field Operations
FY25 Supplemental Requests
95
Equipment Replacement (VRF)
Vehicle – (13) COPS Grant Police Officers 
 
$602k
Vehicle – (2) Service Worker 
 
 
 
$  80k
Vehicle – Fire Inspector Vehicle  
 
 
$  52k
Vehicle – FD Fire Inspector 
 
 
 
$  52k
Vehicle – (2) Police Sergeant 
 
 
 
$172k
Vehicle – Police Forensic Supervisor 
 
 
$  56k
UTVs – Special Event and Entertainment Squad 
$  14k
 
Vehicle – Emergency Management Vehicle 
 
$  31k

Field Operations
FY25 Supplemental Requests
96
Fleet Services 
 
 
Shop Equipment  
 
 
 
 
$  75k
Inflationary Line Item Adjustments 
 
 
$532k
New FTE – Tire Specialist 
 
 
         ($  25k)

Residential Solid Waste – Diesel Cost Impact
97
$702,817.00 
$569,948.00 $605,815.00 
$1,046,385.00 
$1,204,154.00 
$1,463,144.00 
$1,609,458.00 
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
Annual Fuel Cost
FY19
FY20
FY21
FY22
FY23
FY24 Estimate
FY25Projected
Fiscal Year
Miles Driven
FY22
479,990
FY23
455,901
FY24 Current
325,918
FY24 Estimate
434,557

Residential Solid Waste – Diesel Cost Impact
98
FY22 Projected - $594,420
FY22 Actual - $1,046,385 ($451,965)
FY23 Projected- $896,108
FY23 Actual - $1,204,154 ($308,046) 
FY24 Budgeted- $896,108
FY24 Projected - $1,324,569 ($428,461)
FY25 Projected – $1,609,458
FY25 Projected Unrecovered = ($613,350)
$0.91 x 56,200 = $613,350   FY25
$594,420
$896,108
$896,108
$996,108
$1,046,385
$1,204,154
$1,463,144
$1,609,458
$451,965
$308,046
$567,036
$613,350
-$100,000
$100,000
$300,000
$500,000
$700,000
$900,000
$1,100,000
$1,300,000
$1,500,000
$1,700,000
$1,900,000
FY22
FY23
FY24
FY25
Budget
Actual/Projected
Unrecovered Amount

Commercial Diesel Fuel Recommendation
Years
Approved Rate 
Increase
Fuel Adjustment
Roll Off Fees
Pull 
Charge
Disposal 
 Per Ton
2025
5%
3%
$276
$33
2026
5%
*Budget Review*
$278
$33

Recommendations
100
• Residential Fuel Surcharge
$0.91 per household per month
• Commercial Fuel Surcharge
3% rate increase

101
QUESTIONS?

Transportation
April 4, 2024

103
Purpose 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
$40,833,078     117.75 FTEs
Transit
Traffic 
Engineering & 
Operations
Airport
Street 
Management
Planning

Transportation
FY25 Operating Budget Request
Total FY25 Operating Budget $40,833,078 
$14,372,269 
 35%
$21,572,732 
53%
$4,888,078 
12%
Salary
Operating
Internal Services
104

Transportation
Goals, Objectives & Performance Measures
105
Strategic Objectives Improve Community Experience
Department Strategic Initiative
Infrastructure projects to improve street pavement condition. 
Complete 100-120 miles of improvements per fiscal year.
Intended Result Improve transportation system connectivity. 
Performance Measures
FY2022 Actual
FY2023 
Actual
FY2024 Estimate
FY2025 Target
% Pavement management improvements 
completed
130 miles
119 miles
130 miles 
(100%)
117
Strategic Objectives Improve Community Experience
Department Strategic Initiative
Landscape Restoration Program. Completion of 6-8 miles of 
improvements per fiscal year. Total miles in Landscape Restoration 
Program 35.
Intended Result Growing and maintaining urban forest and landscaping.
Performance Measures
FY2022 Actual
FY2023 Actual
FY2024 
Estimate
FY2025 Target
% of forest and landscaping improvements 
completed
n/a
n/a
6-8 miles 
(100%)
6

Transportation
Goals, Objectives & Performance Measures
106
Strategic Objectives Improve Community Experience
Department Strategic Initiative Transit Ridership data collection and target of 5% increase in 
ridership per fiscal year.
Intended Result Improve mobility and safety of visitors, residents, and goods 
within Glendale.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 Target
% increase of transit ridership per fiscal 
year
n/a
n/a
5%
5%

Transportation
Goals, Objectives & Performance Measures
107
Strategic Objectives
Improve Community Experience
Department Strategic Initiatives
Conduct studies and analysis of safety initiatives including 15 
crossings and 12 intersections (2.5 per quarter); Review Road 
Safety Audits, prioritize crosswalk upgrades, intersection safety 
studies and analysis; Traffic signals optimization; Removal of street 
or sidewalk critical hazards.
Intended Result Improve mobility and safety of visitors, residents, and goods within 
Glendale.
Performance Measures
FY2022 Actual
FY2023 Actual
FY2024 
Estimate
FY2025 Target
% completed Glendale safety transportation 
initiatives (studies/ analysis)
N/A
N/A
10 (40%)
10 (40%)
% Traffic signals maintained 
100 (50%)
103 (50%)

Transportation
Goals, Objectives & Performance Measures
108
Strategic Objectives Improve Community Experience
Department Strategic Initiative
Alive at 25 Program.
Intended Result Improve mobility and safety of visitors, residents, and goods within 
Glendale.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 Estimate
FY2025 Target
% of alive at 25 Program certificates issued
0
471
985
1,200

Transportation FY24 Accomplishments
109
•
Bus Stop Advertising Revenue $49,000.
•
Micro-transit, on-demand (mobile application) implemented.
•
Upgraded 32 Bus Stop for ADA-compliance and installed 4 New Shelters.
•
Developed innovative never used before Flashing Yellow Arrow Architecture.
•
Optimized traffic signals on Camelback Rd, Glendale Ave, and Bethany 
Home Rd.
•
Introduced Leading Pedestrian Interval (LPI) system.
•
Modified fiber communication architecture and upgraded infrastructure at 
City Hall.
•
Managed traffic for 25 Mega events and 27 spring training events.
•
Upgraded Traffic Management Center.
•
Collected approximately $1.4M in permit fees.
•
Completed Café lighting Phase II between 57th Drive and 58th Avenue.
•
Updated the streetlight outage reporting system.
•
Glendale Airport received “Airport of the Year” award of Arizona.

Transportation FY24 Accomplishments
110
•
Completed reconstruction of GEU south apron reconstruction at $4M.
•
Completed the East Side Development Study.
•
Programmed $10.3M in grant funds for Taxiway B design and 
construction.
•
Completed the Pavement Management Program survey and report.
•
Completed critical repairs of two bridges.
•
Completed 125,000 sqft of street & sidewalk repairs.
•
Removed 12,165 Graffiti tags citywide.
•
Planted 1,135 trees, 4,660 shrubs and upgraded to smart irrigation 
system.
•
Cleared 68 homeless encampments citywide.
•
Initiated federally funded Vizion Zero Plan and Safety Action Plan for $1M.
•
Initiated a Long-Range Transportation Plan.
•
Secured $9M in federal grants.

Transportation FY24 Accomplishments
111
•
Design of Maryland Ave and Missouri Ave Active Transportation projects 
($4.4M).
•
Construction of 67th Avenue Bike Lane Project from Missouri to Cholla 
($5M).
•
Design of 10 scalloped street projects (4 Miles).
•
The Glendale Traffic Education Division received a “National Safety Council 
Partner in Safety Award”. The program focuses on defensive driving 
education for high school students and young adult drivers. So far 1,400 
students have been trained.
•
Over 600 participated in annual Glendale Family Bike Ride. For this year 
over 900 have so far registered. 
•
In collaboration with MAG, staff trained 300 school Crossing Guards. 
•
Completed over 15,000 service requests.

Transportation
FY25 Supplemental Requests
112
General Fund
Right of Way Landscape Maintenance Plan  
$  68k
Barricade Services 
 
 
 
 
$107k
Parking Lot Preservation  
 
 
 
$580k
Highway User Revenue Fund
Traffic Signal Electricity  
 
 
 
$  24k
Street Lighting Electricity 
 
 
 
$225k
Traffic Signal Maintenance 
 
 
 
$    6k
Signs & Markings – Line Supplies 
 
 
$    4k

Transportation
FY25 Supplemental Requests
113
Transportation Sales Tax
Regional ADA Service 
 
 
 
 
 
$266k
Fixed Route Service & Maintenance Contracts 
 
$531k
Alive at 25 Materials 
 
 
 
 
 
$  10k
Signs and Markings – Sign Replacement Materials  
$    5k
ITS Electricity 
 
 
 
 
 
 
$    3k
Airport Special Revenue
 
Airport AeroSimple Software Ongoing Maintenance 
$  20k

114
QUESTIONS?

Development Services
April 4, 2024

116
Purpose Statement
We provide exceptional customer service utilizing sound Planning and Building 
practices. We strive to safeguard our community and ensure quality development.
Development Services
$8,729,839       53 FTEs
Building Safety
Planning

Development Services
FY25 Operating Budget Request
Total FY25 Operating Budget $8,729,839 
$6,697,742 
 77%
$1,299,304 
15%
$732,793 
8%
Salary
Operating
Internal Services
117

Development Services
Goals, Objectives & Performance Measures
118
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Number of service requests filed
197
489
733
900
Number of filed cases
230
848
340
550
Planning customers/visits assisted at the Development 
Services Center counter and telephone calls 
9,850
13,049
23,038
26,000

Development Services
Goals, Objectives & Performance Measures
119
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Number building permits issued
9,764
10,183
8,916
9,000
Number of plan reviews completed
8,741
9,389
9,253
9,200
Number of plan reviews completed electronically
8,741
9,389
9,253
9,200
% of submitted plans approved at first review
79%
80%
83%
84%
% of submitted plans approved at second review
19%
19%
16%
15%
% of submitted plans requiring 3 or more reviews
2%
1%
1%
1%

Development Services
FY24 Accomplishments
120
•
City of Glendale Increased to 67.54 Square Miles 
•
Notable Planning and Development Projects Include: 
o Chicken N Pickle (Entertainment) – Certificate of Occupancy 
o Rainbow Riders Hot Air Balloons (Entertainment) – TCO 
o Empact Behavioral Health (Medical) – Plan Review  
o Andretti Indoor Karting (Entertainment) Under Construction 
o Dicks House of Sports (Retail) – Design Review 
o REI Sporting Goods – (Retail) – Under Construction 
o Nestle (Manufacturing) – Temporary Certificate of Occupancy
o Puma (Distribution) – Certificate of Occupancy
o Ball Park Apartments (Residential) – Under Construction 
o Phoenix Childrens Hospital Medical Office (Office) – Certificate of 
Occupancy 
o Phoenix Childrens Hospital – (Hospital) – Under Construction 
o Tanger Expansion Texas Roadhouse (Hospitality) – Under Construction 
o Manistee Ranch Townhomes (Residential) – Under Construction

Development Services
FY24 Accomplishments
121
•
Residential 3,757 Single Family Homes in Process (Snapshot Feb. 
2024)
o 277 SFH in Design Review 
o 102 SFH in Plan Review 
o 3378 Single Family Construction Phase
813 Permitted in FY23-24 
•
Multifamily 6,309 Dwelling Units in Process (Snapshot Feb. 2024)
o 178 MF Dwelling Units in Design Review
o 1471 MF Dwelling Units in Plan Review 
o 4660 MF Dwelling Units in Construction 
1417 MF DUs Permitted in FY23-24

Development Services
FY24 Accomplishments
122
•
Industrial 33.2 Million SF in Plan Review, Construction, or Complete 
o 5.15 Million SF in Plan Review 
o 10.9 Million SF in Construction 
o 2.26 Million SF on Hold
o 7.6 Million SF Completed in 2023
o 7.3 Million SF Completed 2019 -2022
•
Innovative Customer Service
o New Small Business Coordinator Hired
o Pre-Application meetings (online and in person)
o Pre-Construction meetings (on jobsite) 
o Pre-Certificate of Occupancy meetings (on jobsite)
•
GIS DATA 
o 9.07 Annexed Acres  
o 19 Plats/11 Minor Land Divisions, 387 New Parcels  
o 1,682 New Assigned Addresses (Maintaining 121,628 Total) 
o As-Builts for 124 projects, totaling 1,576 as-built sheets

Development Services
FY25 Supplemental Requests
123
General Fund
Unified Development Code – 1993 Zoning Ord. Rewrite  
$  30k
Professional and Contractual Increase 
 
 
 
$180k
Historic Preservation Plaques  
 
 
 
 
$  15k

124
QUESTIONS?

Water Services
April 4, 2024

126
Purpose Statement
We are dedicated to supporting our community now and into the future, by providing 
efficient and reliable water services.
Water Services
$80,339,727  214 FTEs
Plant 
Operations
System 
Operations
Environmental 
Programs
Administration 
Support

Water Services 
FY25 Operating Budget Request
Total FY25 Operating Budget $80,339,727
$30,667,129 
 38%
$38,905,737 
49%
$10,766,861 
13%
Salary
Operating
Internal Services
127

Water Services
Goals, Objectives & Performance Measures
128
Strategic Objectives
Improve Customer/Community Experience
Department Strategic Initiative
Develop procedures for 24/7 emergency response
Intended Result Timely response and communication
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
98% of emergency after-hour calls are responded to 
within two hours
Did not track
98%
98%
98%

Water Services
Goals, Objectives & Performance Measures
129
Strategic Objectives Maintain Financial Stability
Department Strategic Initiatives
Identify and evaluate alternative approaches to finance 
capital investments as part of the capital decision-making 
process
Intended Result Long-term funding for Capital Plan is Balanced
Performance Measures
FY2022 
Actual
FY2023
Actual
FY2024
 Estimate
FY2025 
Target
Debt Service coverage meets 120% of the Debt 
Covenant requirement 
222%
161%
150%
150%

Water Services
Goals, Objectives & Performance Measures
130
Strategic Objectives
Maintain Financial Stability
Department Strategic Initiatives Review and update annual financial forecasts
Intended Result Rates recover the cost of services provided
Performance Measures
FY2022 
Actual
FY2023
Actual
FY2024
 Estimate
FY2025 
Target
Fund Balance is no less than 50% of the Operating 
& Maintenance Budget
98%
63%
60%
60%

Water Services
Goals, Objectives & Performance Measures
131
Strategic Objectives
Optimize Processes & Services
Department Strategic Initiatives
Increase preventative maintenance
Intended Result Improve reliability and efficiency
Performance Measures
FY2022
Actual
FY2023
Actual
FY2024 
Estimate
FY2025 
Target
Less than one Sanitary Sewer Overflow (SSO) per 
100 miles of sewer line
0.14
0.001
<1
<1
95% of regulatory compliance and safety work 
orders/service completed on or before due date
93
82
86
95

Water Services FY24 Accomplishments
132
• Enhanced the West Area Water Reclamation Facility’s outdated 
disinfection system with an efficient ultra-violet (UV) disinfection 
technology that simplifies operation and maintenance. 
• Achieved the annual goal of conserving 7,000 acre-feet of water 
in Lake Mead. In exchange, the Bureau of Reclamation paid the 
City 2.8 million dollars.
• Received $450,000 funding from the Water Infrastructure 
Finance Authority (WIFA) through a Federal conservation grant to 
supplement Glendale’s Water Conservation Rebate Program.

Water Services 
FY25 Supplemental Requests
133
Water
Increase for Government Fees  
 
 
 
$  12k
Increase for Chemical Costs  
 
 
 
$1.0M
Increase for Electricity  
 
 
 
 
$  88k
Increase for Equipment Maintenance 
 
 
$300k
Increase for Professional and Contractual  
 
$350k
Increase for Raw Water Costs  
 
 
 
$1.4M
Increase for Building Maintenance  
 
 
$150k

Water Services 
FY25 Supplemental Requests
134
Sewer
Increase for Government Fees  
 
 
 
$  17k
Increase for Chemical Costs  
 
 
 
$192k
Increase for 91st Avenue WWTP Costs 
 
 
$407k
Increase for Electricity  
 
 
 
 
$  70k
Increase for Equipment Maintenance 
 
 
$250k
Increase for Building Maintenance  
 
 
$  70k

135
QUESTIONS?

Budget Calendar
136
Item
Date
Workshop #1 – Budget Overview / Revenues / Five-Year Financial Forecasts 
December 12, 2023
Workshop #2 – FY25-34 Capital Improvement Plan 
March 5, 2024
Workshop #3 – (All Day) FY25 Operating Budget Department Presentations
April 2, 2024
Workshop #4 – (All Day) FY25 Operating Budget Department Presentations
April 4, 2024
Workshop #5 – FY25 Budget Workshop
April 16, 2024
Voting Meeting – Tentative Budget Adoption
May 14, 2024
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 11, 2024
Voting Meeting – Property Tax Adoption
June 25, 2024