PowerPoint Presentation (Added 3/29/24)

Council Workshop 
FY24-25 Budget Discussion
April 2, 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) Budget Highlights
2) Budget Overview
3) FY24-25 Summary of Personnel Changes
4) FY24-25 Operating Budget
a)
Total Operating Budget
b)
General Fund Operating Budget
5) What’s in Your Book?
a)
Summary of Personnel Changes
b)
Supplemental Requests
I.
Recommended
II.
Not Recommended
c)
Operating Budget by Fund/Department
d)
Department Budgets
6) Department Operating Budget Presentations

Operating Budget Presentation Schedule
4
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

FY24-25 Budget Highlights
5
• Balanced Budget
• No Property Tax Increases
• No Significant Fee Increases
• Conservative Revenue Forecasting
• Creation of Emergency Management Department
• Previously Under Fire Department

FY24-25 Budget Highlights
6
• Public Safety Increases in accordance with current 
Memorandums of Understanding (MOUs) for 
represented employees
• Focus on Employee Recruitment and Retention:
• Recommended Increases in Employee Pay
• 3.5% Cost of Living Adjustment (COLA) for non-represented 
employees
• Up to 3.5% merit increases
• Implementation of Classification and Compensation Study
• Citywide Supplementals for Shop and Fuel Increases 
and Car Allowances for DCRP Relocation

Continued Impacts of Inflation
7
• Increase in the total operating budget or all funds 
from FY23-24 is $73.5M, or 12%
• 46% of the proposed total increase, or $33.8M is 
related to inflation or contractual increases
• Examples of these increases:
• Benefits and Insurance/Risk Increases
• Landscaping, Custodial, Raw Water, Chemicals
• Utility Increases (Water, Electricity, Natural Gas, etc.)
• Technology Systems Maintenance

Public Safety
8
•Investment in Additional Safety Equipment and Materials
•Investment in Public Safety Technology
•New Public Safety FTE’s:
• COPS Grant Police Officers (13) 
• (Approved by Council 12/12/23)
• Police Sergeants (2) 
• Addition of Sergeants completes 3 additional squads
• Forensic Supervisor (1)
• Grant funded Forensic Technician (1)
• Assistant City Prosecutor (1)
• Fire Inspector (1)
• Fire Captain (1)

Business Focused / Speed to Market
9
•Continuation of the General Plan Rewrite and the 
Cost-of-Service Study in Development Services 
(FY24 Supplementals) 
•Unified Development Code (UDC) Rewrite
•Increase cost of contracted inspection services for 
large construction projects

Parks, Neighborhoods, and Libraries
10
•Addition of Staff and Programming Funds for 
Community Centers (currently ARPA funded)
•Additional Parks Maintenance Service Workers
•Address maintenance of both new and existing parks
•Continued funding for front yard landscaping 
program
•Historic Preservation Plaque Program

Innovation and Technology
11
• Enhanced Focus on Cybersecurity
• Addition of Cybersecurity Specialist (1)
• Temporary Staffing for IT Project Support
• IT Projects including the following:
• Court Hearing/Recording System (Court)
• Telestaff Integration (Fire)
• Live 911  (Police)
• Lindsey Replacement (Housing)
• Fleet Management Information System (Fleet)
• Contractual Increases for Software
• Addition of System Administrator Specialist (1), and 
Enterprise Application Supervisor (1)

Asset Management
12
•Focus on Deferred Maintenance
•Parks
•Facilities
•Vehicle and equipment replacement costs in line 
with cost of inflation

FY24-25 Salary Impact (All Funds)
13
FY24-25 Salary Impact
Memorandum of Understanding (MOU) Increases
8,815,529 
Recommended Increases (COLA and Merit)
6,733,247 
Classification and Compensation Study
4,966,190 
New Positions (48)
3,715,520 
Total
24,230,485

Summary of Personnel Changes
14
General Fund
# of Positions
Budget and Finance
2
City Attorney's Office
1
Community Services
2
Emergency Management
1
Fire Department
2
Human Resources
2
Parks and Recreation
11
Police Services
16
Total General Fund
37
Special Revenue Funds
# of Positions
Grants (Police)
1
Total Special Revenue
1
Enterprise Funds
# of Positions
Community Services (Housing)
5
Field Operations (Landfill)
1
Total Enterprise Funds
6
Internal Service Funds
# of Positions
Innovation and Technology
3
Field Operations (Fleet)
1
Total Internal Service Funds
4
Total All Funds
# of Positions
General Fund
37
Enterprise Funds
6
Internal Service Funds
4
Special Revenue Funds
1
Total
48

FY24-25 Operating Budget by Fund
15
General Fund 
 $319.1 M   48%
Enterprise Funds 
$144.2 M  22%
Internal Service Funds
$116.7 M   17%
Special Revenue 
Funds 
$77.2 M  11%
Vehicle Replacement Fund 
$11.4 M  2%
Total FY24-25 Budget
$668.6M

FY24-25 General Fund 
Operating Budget by Function
16
Police Services
$134.4 M     42%
Fire Services 
$70.0 M    22%
Other
 $54.6 M    17%
Parks and Recreation 
$20.4 M    6%
Public Works 
$19.1 M   6%
Community Services 
$10.9 M    4%
Non-Departmental 
$9.7 M    3%
Total FY24-25 Budget
$319.1M

17
Department Presentations

City Court Office
April 2, 2024

19
Purpose Statement
To ensure access to fair and impartial justice by providing excellent customer service 
and accurate information in a timely manner to foster community, trust, and 
confidence. 
City Court
$7,661,871   46.5 FTEs

City Court
FY25 Operating Budget Request
Total FY25 Operating Budget $7,661,871 
$5,960,390 
 78%
$1,045,366 
14%
$656,115 
8%
Salary
Operating
Internal Services
20

City Court
Goals, Objectives & Performance Measures
21
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Projected
Warrants issued
5925
4758
4500
4200
Warrants quashed
2451
2085
2000
1850

City Court
Goals, Objectives & Performance Measures
22
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Projected
Cases entered into CAP
1201
1010
1000
1000
Fines paid
$1,036,112
$787,403
$500,000
$550,000
Retention rate
62%
62%
65%
68%

City Court
Goals, Objectives & Performance Measures
23
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Projected
Tax Intercept Program 
$315,869
$331,329
$300,000
$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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Projected
Clearance Rate
97%
91%
95%
98%

City Court
Goals, Objectives & Performance Measures
24
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Projected
Civil Traffic (98% within 90 Days)
95%
97%
98%
98%
Criminal Misdemeanor (98% within 180 Days)
82%
87%
98%
98%
DUI (93% within 180 Days)
53%
81%
93%
93%
Local Ordinances (98% within 180 Days)
96%
100%
100%
100%

City Court FY24 Accomplishments
25
•
Accomplishments: The Court has undergone a building renovation of the 
thirty-three-year-old facility. The purpose of the renovation is to increase 
efficiency, improve customer service and to enhance safety and comfort. 
This was accomplished ahead of schedule and within budget. 
•
The renovation features:
•
Updated technology
•
Installation of bullet-resistant door frames and glass at the front and east 
entrances of the courthouse 
•
Replacement of customer service windows with privacy screens to 
maintain confidentiality
•
Improvements to the inside and outdoor security cameras and displays
•
Installation of a new center of operations for assigned police personnel
•
New air-conditioning and heating systems

City Court FY24 Accomplishments
26
•
Updated staff breakroom
•
New tile and carpet floorings
•
New insulation and ceiling tiles 
•
Expansion and enhancement of restroom facilities 
•
Painting throughout
Renovations were completed while staff continued to conduct proceedings 
and provide uninterrupted customer service in the courthouse.

City Court FY25 Supplemental Requests
27
General Fund
Public Defenders  
 
 
 
$178k

28
QUESTIONS?

City Attorney’s Office
April 2, 2024

30
Purpose 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
$5,522,477       31 FTEs
City Attorney
Outside Legal 
Fees

City Attorney’s Office
FY25 Operating Budget Request
Total FY25 Operating Budget $5,522,477
$4,783,677 
 86%
$314,784 
6%
$424,016 
8%
Salary
Operating
Internal Services
31

City Attorney’s Office
Goals, Objectives & Performance Measures
32
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
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, 2023-March 14, 2024
    
3802
2196
2795
42

City Attorney’s Office 
FY24 Accomplishments
33
• Attorney’s office transitioned from a paper 
form contract Attorney review to an entirely 
new paperless records management system in 
October of 2023. 
• Prosecutor’s Office continues to maintain 
annual Victims’ Rights Program (“VRP”) Grant 
Award through the Attorney General’s Office.

City Attorney’s Office
FY25 Supplemental Requests  
34
General Fund
New FTE – Assistant City Prosecutor  
 
$131k

35
QUESTIONS?

Mayor and Council Offices
April 2, 2024

37
Purpose 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
$633,450       4 FTEs
Council Office
$1,839,136  12 FTEs

Mayor and Council Office
FY25 Operating Budget Request
Total FY25 Operating Budget $2,472,586
$1,773,663 
 72%
$508,057 
20%
$190,866 
8%
Salary
Operating
Internal Services
38

Elected Official Offices
Programs and Functions
39
• 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

40
QUESTIONS?

City Manager’s Office
April 2, 2024

42
Purpose Statement
To create organizational strategies for success.
City Manager’s Office
$6,201,408       31 FTEs 
Administration
Code Compliance

City Manager’s Office
FY25 Operating Budget Request
Total FY25 Operating Budget $6,201,408 
$4,820,809 
 78%
$838,295 
13%
$542,304 
9%
Salary
Operating
Internal Services
43

City Manager’s Office
Goals, Objectives & Performance Measures
44
Strategic Objective Improve Purposeful Communication 
Department Strategic Initiative
Consistent communication with all departments, 
businesses, and residents to provide an effective 
experience.
Intended Result Improved communication between code staff and 
stakeholders
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
% of Code Compliance cases that do not escalate to 
level 3 in GlendaleOne (timely resolution) 
-
-
98%
98%
% of Code Compliance cases where the complainant 
receives a response within 2 days 
-
-
90%
90%
*New performance measure, no historical data

City Manager’s Office
Goals, Objectives & Performance Measures
45
Strategic Objective Strengthen Workforce Development  
Department Strategic Initiative We train staff to be technical professionals with a 
focus on delivering quality customer service.
Intended Result Staff are technical experts in their field. 
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
% of inspectors that have a professional certification  
-
-
90%
100%
*New performance measure, no historical data

City Manager’s Office
Goals, Objectives & Performance Measures
46
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
% of Code Compliance cases opened proactively
55%
60%
60%
70%

City Manager’s Office 
FY24 Accomplishments
47
City Manager’s Office 
•
Successfully planned and are initiating operations to host the 2024 NCAA Final 
Four, ensuring the best possible visitor experience. Glendale will provide a safe 
environment with quality customer service and without impacting the regular 
delivery of public services for residents and businesses.
•
Project Leadership 
o Downtown Campus Reinvestment Project 
o What Works Cities Gold Certified
o Centralized Customer Service – GlendaleOne 
o Unified Development Code
o Bond election education and outreach 
•
Employee Engagement:
o Employee Focus Groups 
o Employee Gratitude Month
o Employee Success Factors Awards Program 
o Employee Giving Opportunity Campaigns 
o Employee Events

City Manager’s Office 
FY24 Accomplishments
48
•
Financial Stewardship
o Moody's bond rating upgrade - Glendale Transportation Excise Tax Bonds 
upgrade from A2 to A1
o Fitch bond rating upgrade – Glendale Water and Sewer Bond upgrade from AA 
to AA+
o New voter approved bond authority to improve streets and safety in Glendale. 
Code Compliance
•
Expanded Grids to 12 areas to improve service delivery
•
Created five Senior Grids (areas) of responsibility that address commercial 
violations and residential building violations
•
Implemented new city-wide proactive inspection program to view all 68,000+ 
residential parcels within the city. Includes new GPS system to capture all 
inspections conducted, to include inspections resulting in no violations.
•
Completed department goal to have all current inspectors/administrators possess 
a professional certification

City Manager’s Office 
FY24 Accomplishments
49
•
Participated in Community Meetings in Cactus, Sahuaro, Cholla, and Ocotillo 
districts
•
Performed 27 (to date) Clean and Liens 
•
Revised new educational fliers for parking codes
•
Created new flier to address illegal construction of awnings and distributed to the 
most affected neighborhoods
•
Revised city codes to address community concerns
•
Received the American Association of Code Enforcement (AACE) “Rising Star” 
Award – Tasha Jefferson
•
Improved case review methods with the Prosecutors Office and revised case 
preparation documents to improve service
•
Three Code staff completed the Lean Six Sigma training
•
Increased staff development opportunities with AGTS Supervisors Academy
•
Participated in Granada Service Day to clean up properties

City Manager’s Office FY25 
Supplemental Requests
50
General Fund
City Manager’s Office – Intern  
 
 
$  66k
Code – Clean and Lien 
 
 
 
 
$  10k

51
QUESTIONS?

Emergency Management
April 2, 2024

53
Purpose Statement
We support the protection of life, property, and environment by leveraging industry 
best practices and working collaboratively with the public and stakeholders who are 
experts in their respective fields to educate, plan, organize, equip, train and exercise, 
creating a safe and resilient city.
Emergency Management
$1,079,106  4 FTEs

Emergency Management
FY25 Operating Budget Request
Total FY25 Operating Budget $1,079,106 
$518,334 
 48%
$143,915 
13%
$416,857 
39%
Salary
Operating
Internal Services
54

Emergency Management
Goals, Objectives & Performance Measures
55
Strategic Objectives Improve Information Sharing
Department Strategic Initiative
We improve information sharing by developing internal and 
external Emergency Management communication streams and 
leveraging social media to disseminate information.
Intended Result
The Emergency Management website contains current 
information that helps City residents and businesses to 
become informed of the hazards we face and the ways in which 
they can become more personally prepared.
Performance Measures
FY2022
Actual
FY2023
Actual
FY2024 
Estimate
FY2025 
Target
Website review/update completed
N/A
N/A
50%
75%
Everbridge scenarios developed
N/A
N/A
25%
75%

Emergency Management
Goals, Objectives & Performance Measures
56
Strategic Objective Increase Training and Exercises
Department Strategic Initiative
We provide awareness, specialized, and EOC position-specific 
training as well as conduct discussion and operations-based 
exercises.
Intended Result City staff are equipped to fill Emergency Operations Center 
positions through increased training and exercises.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025
Target
Citywide National Incident 
Management System (NIMS) 
training compliance
N/A
N/A
N/A
70%
Staff trained to fill Emergency 
Operations Center positions
N/A
N/A
N/A
25%

Emergency Management
Goals, Objectives & Performance Measures
57
Strategic Objective Strengthen Workforce Development
Department Strategic Initiative
We strengthen workforce development through training 
attendance, exercise or real-world event participation and 
certification opportunities.
Intended Result The City has a fully supported Emergency Operations Center 
with experienced and credentialed staff.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Incident Command System (ICS) 
leadership positions with qualified 
fills
N/A
N/A
N/A
25%
Incident Command System (ICS) 
leadership positions with real world 
or exercised event experience
N/A
N/A
N/A
25%

Emergency Management 
FY24 Accomplishments
58
•
Implemented a mass notification system to close gap in ability to send out 
critical life safety information to employees and the public
•
Developed and implemented a public alert and warning plan for use during 
mega events
•
Supported citywide Incident Management Teams that were stood up for 
mega events (Fiesta Bowl, Luke Days and NCAA Men’s Final Four) and 
large-scale incidents
•
Began conducting monthly meetings with Police and Fire Special Events 
teams to determine any support needs for events held at the Desert 
Diamond Arena and State Farm Stadium and to prepare contingency plans 
should a large-scale incident occur during an event
•
Co-located Emergency Management staff within the Emergency Operations 
Center
•
Began work to realign staff resources and grow team to better reflect 
organizational needs

Emergency Management
FY25 Supplemental Requests  
59
General Fund
Emergency Management Budget 
 
 
 
$551k
Reclass – Emergency Mgr to Dir of Emergency Mgmt 
$  20k
New FTE – Management Assistant 
 
 
 
$  85k
Emergency Management Vehicle 
 
 
 
$    4k

60
QUESTIONS?

Engineering
April 2, 2024

Engineering
$4,587,249        39 FTEs
CIP 
Construction
Engineering 
& Design
Architecture
Administration
Land 
Development
Inspections
62
Purpose 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
FY25 Operating Budget Request
Total FY25 Operating Budget $4,587,249 
$2,916,675 
 64%
$782,459 
17%
$888,115 
19%
Salary
Operating
Internal Services
63

Current US Market Conditions
64
Source: RLB Construction Cost Report: North America Q4 2023

Current Phoenix Market Conditions
65
Source: Mortenson Cost Index: Phoenix Q4 2023

Current Phoenix Market Conditions 
66
Source: Mortenson Cost Index: Phoenix Q4 2023

Historical CIP Spend & Projection
67

68
Top 5 Questions – Favorability

Engineering
Goals, Objectives & Performance Measures
69
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Process CIP invoices within 7 days
Intended Result
Be the client of choice for contractors and design 
professionals, increasing competition and lowering 
prices.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024
Estimate
FY2025 
Target
% of CIP invoices processed by the 
department within 7 days
75%
72%
78%
100%
Strategic Objective Optimize Processes & Services
Department Strategic Initiative
Deliver CIP projects on time with respect to the 
project charter developed with the partner 
departments at project inception.
Intended Result
Ensure that CIP projects are completed per the plans 
and specifications within the agreed schedule from 
the project charter.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024
Estimate
FY2025 
Target
% of projects delivered on time
78%
75%
76%
100%

Engineering
Goals, Objectives & Performance Measures
70
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Warranty inspections result in no rework.
Intended Result
Ensure that projects are completed per the plans and 
specifications ensuring that no rework interferes with 
the traveling public or the operation of the city.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024
Estimate
FY2025 
Target
% of warranty inspections that pass
99%
100%
100%
100%
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Development plans are reviewed within the service 
level agreement timeframes.
Intended Result
Recognition by the development community as a 
dependable partner for the delivery of safe and 
reliable public infrastructure.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024
Estimate
FY2025 
Target
% of development plans that are reviewed 
within the published service times
88%
90%
90%
100%

Engineering FY24 Accomplishments
71
•
Project Charters to align Scope – Schedule – Budget with city 
departments. In FY24, as of March 1, 2024, 31 new charters.
•
Provided project management for 139 Capital Improvement Projects with 
an estimated total project value of over $220M. 
•
In FY23, the Department initiated 26 new project designs, completed 12 
designs, initiated construction on 30 projects and completed the 
construction of 18 projects.
•
Engineering completed seven (7) of the seven (7) Continuity of Operations 
Projects, which include renovations to the Sine Building, Airport, GRPSTC, 
Adult Center, Media Center Bead Museum and Civic Center Annex.

Engineering FY24 Accomplishments
72
• Construction completed City Court Renovations
• Construction started of Fire Station #153 Replacement and 
Police Evidence Storage Facility.
• Land Development Division rebuilding Real Estate group:
• reclassified the Real Estate Program Manager to a Real 
Estate Administrator
• reclassified a Real Property Specialist position to a Right-of-
Way Agent.

Engineering FY24 Accomplishments
73
• The Land Development Division provides excellent service to 
developers choosing to invest in Glendale. The division continues 
to process permits and applications meeting or exceeding the 15 
day KPI.
 
• Employee satisfaction survey
• The Engineering Department had three (3) employees receive 
Success Factor Excellence Award for Excellence in Service
• Procured four separate Job Order disciplines, with 20 vendors for 
various efforts Citywide to execute the Capital Improvement Plan.  
Glendale now has our own JOC program, as opposed to relying 
solely on linking agreements with other jurisdictions.

Engineering FY24 Supplemental Requests
74
General Fund
Stormwater Outfall Maintenance 
 
$350k
Design Standards Refresh 
 
 
$175k

75
QUESTIONS?

Parks and Recreation
April 2, 2024

77
Purpose Statement
We enrich the lives of our residents, organizations, and visitors by providing memorable 
experiences and learning opportunities. We create an inclusive and fun variety of 
programming and parks that foster growth, play, and innovation. Our team is committed 
to inspiring lives well-lived!
Parks and Recreation
$21,217,722           86 FTEs
Parks
Recreation
Civic Center

Parks and Recreation 
FY25 Operating Budget Request
Total FY25 Operating Budget $21,217,722
$11,545,139 
 54%
$7,731,238 
37%
$1,941,345 
9%
Salary
Operating
Internal Services
78

Parks and Recreation
Goals, Objectives & Performance Measures
79
*The process for tracking assets with Lucity/Central Square for the department began in 
February 2021.
Strategic Objectives Improve Resource Alignment
Department Strategic Initiative
Key department managers will work to improve 
program/service delivery by supporting staff and programs 
that enhance the guest experience and improve the 
efficiency of the maintenance of our facilities.
Intended Result
Residents visiting the city’s parks and recreation facilities 
and those participating in programs and activities will 
receive superior customer service.
Performance Measures
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Increase the number of assets documented annually
22,800*
23,385
23,600
23,850
Increase in the number of full-time employees 
(FTE’s) per 10,000 residents 
2.1
2.36
2.98
3.41
Cost per acre of park maintenance
$3,587
$4,152
$5,010
$5,396
Silver Sneaker Visits at Recreation Facilities
26,539
26,649
30,000
36,000
Number of Recreational Outreach Events
30
38
45
80

Parks and Recreation
Goals, Objectives & Performance Measures
80
* 
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.
*** 
Following the pandemic, lower attendance numbers were noted due to a heightened hesitation by some members to return to the center.
**** 
Adjusted number of 95,000 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.  
Strategic Objectives Improve Recreation Programming
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
Residents visiting the city’s parks, recreation facilities, and community centers, and 
those participating in programs, activities, and events will experience improved 
programming through superior customer service.
Performance Measures
FY2022 
Actual
FY2023 Actual
FY2024 Estimate
FY2025 Target
Number of ramada reservation hours made for public 
use 
3,369*
5,873
6,000
7,000
Increase # of programs located in varied park locations
-
-
32
64
Number of ballfield reservation hours 
5,000
10,389
11,000
12,000
Community Center program hours available to the 
community 
1,094**
1,518
3,588
10,000
Number of people who attended Glendale Adult Center 
events and programs
45,442***
78,225
80,000
86,000
Number of people who attended Foothills Recreation 
and Aquatic Center events and programs
120,440
132,250
138,000
142,500
Number of people who attend Civic Center events and 
programs 
90,000
90,000****
30,000*****
35,000*****

Parks and Recreation
FY24 Accomplishments
81
Parks
•
Staff received training in several areas of park maintenance including 
sustainable landscaping, playgrounds, tree trimming, and irrigation. A new 
parks maintenance schedule and park standard checklist was introduced 
to assist in evaluating and communicating potential park issues to provide 
better service to the public.
•
The Parks Division partnered with volunteers from the various 
organizations to plant over 70 trees in different park locations.
•
Irrigation system audits have been completed to assist compliance with 
the City’s Drought Management Plan.
•
Two complete park irrigation system replacement projects have been 
completed.

Parks and Recreation
FY24 Accomplishments
82
Recreation
•
Three neighborhood community centers re-opened to meet the needs of 
the residents in Glendale. Both the exterior and interior of each center 
were remodeled to offer a fresh, new, modern look. The centers feature 
youth, adult, and family programs and continue to operate successfully 
with community partnerships. The centers are open 6 days a week for a 
total of 72 hours each week.  
•
The Glendale Adult Center celebrated its 20th Anniversary in July 2023, 
with a breakfast celebration for its patrons. 
•
Established and implemented a new Mobile Recreation Program. This 
program is a result of the Parks and Recreation Master Plan and Disparity 
Report, which addressed the need to provide recreation programming 
throughout all areas of Glendale.

Parks and Recreation
FY24 Accomplishments
83
Glendale Civic Center
•
The Glendale Civic Center was once again named in the top 10 in Arizona 
Business Magazine’s Ranking Arizona publication for Meeting/Convention 
Facilities for the state of Arizona. This is the 12th time the Civic Center 
has been a part of this prestigious award and won 1st place a total of nine 
times.
•
The Civic Center enhanced its ADA Hearing Accessibility system to allow 
users to use their phones and or qualifying hearing aids to tune into a 
digital Wi-Fi broadcast signal.
Department Staff
•
Eight staff members of the Parks and Recreation Department completed 
the 13-week AGTS Supervisor’s Academy in FY2024.
•
The Parks and Recreation Department had 6 winners in the Success 
Factors Awards Program.

Parks and Recreation
FY25 Supplemental Requests
84
General Fund
New FTE – (6) Recreation Programmer 
 
 
$250k
New FTE – (2) Recreation Coordinator 
 
 
$110k
New FTE – Management Assistant - Recreation  
$  45k
New FTE – (2) Service Worker - Parks 
 
 
$  78k
Heroes Park Operating and Maintenance  
 
$132k
Temp Pay for Community Centers  
 
 
$127k
Sports and Health Programs – ARPA 
 
 
$  52k
Contract Increases – Landscape Maintenance  
$279k
Parks Maintenance Services and Supplies 
 
$  52k
Marketing & Promotions 
 
 
 
 
$  29k

Parks and Recreation
FY25 Supplemental Requests
85
General Fund
Professional Development and Hiring Costs 
 
$  17k
Entrance/Courtyard Safety Enhancement 
 
$  60k
Recreation Equipment and Supplies 
 
 
$120k
Aquatics Programs, Supplies and Services 
 
$  26k
New Window Treatments for Adult Center 
 
$  30k
Water Utilities Cost Increase 
 
 
 
$150k
Tree Trimming, Pruning, and Removal Services  
$  50k
Trail Maintenance at TCP 
 
 
 
 
$  50k

Parks and Recreation
FY25 Supplemental Requests
86
ARPA
New FTE – (6) Recreation Programmer 
 
$232k
New FTE – (2) Recreation Coordinator 
 
$104k
New FTE – Management Assistant  
 
$  42k
Temp Pay for Community Centers  
 
$127k
Sports and Health Programs – ARPA 
 
$246k

87
QUESTIONS?

Police Department
April 2, 2024

89
Purpose Statement
The mission of the Glendale Police Department is to protect the lives and property of the 
people we serve.
Police Services
$141,933,732         621 FTEs
Support Services 
Bureau
Support & 
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
FY25 Operating Budget Request
Total FY25 Operating Budget $141,933,732
$110,210,772 
 78%
$17,687,019 
12%
$14,035,941 
10%
Salary
Operating
Internal Services
90

Police Department
Goals, Objectives & Performance Measures
91
Strategic Objective Improve the community experience
Department Strategic Initiatives Decrease the level of crime
Increase satisfaction of police services
Intended Result Reduced violent and property crime 
Performance Measures
FY2022 
Actual
FY2023 
Actual
UCR Part 1- % change
Violent Crimes % change
Property Crimes % change
7.0%
12.3%
4.6%
–29.4%
UCR Part 1 Crimes
Violent Crime
Property Crime
9,990
1,374
8,616
7,517
1,437
6,080
% of UCR Part 1Crimes Cleared
Violent Crimes
Property Crimes
14.9%
25.3%
13.2%
17.1%
31.0%
13.8%
Cleared by Arrest
Violent Crimes [#/total]
Property Crimes [#/total]
1,488
[347 / 1,374]
[1,141 / 8,616]
1,283
[445 / 1,437]
[838 / 6,080]

Police Department
Goals, Objectives & Performance Measures
92
*Standard response time is 5 minutes for Priority 1 & 2
** NENA standard: 90% of 9-1-1 calls answered in 15 seconds or less
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
FY2022 
Actual
FY2023 
Actual
Calls for Service
175,608
173,395
% Responses meet desired standard time*:
Priority 1 Calls 
Priority 2 Calls 
71.6%
 40.8%
65.0%
42.6%
Traffic collisions with injuries 
1,673
1,731
DUI Arrests
490
554
Communications
% 911 calls answered in 15 secs. (est.)**
% Calls dispatched in 60 secs.
81%
Priority 1: 81.0%
Priority 2: 70.0%
84%
Priority 1: 71.1%
Priority 2: 69.7%

Police Department
Goals, Objectives & Performance Measures
93
*Training sessions and PSU data are reported as calendar year
**iSpring system was down 10/01/2023 – 01/11/2024
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
FY2022 
Actual
FY2023 
Actual
Revised policies
11
33
KPI #160 Training:
E-Learning sessions*
AOT Session conducted*
Professional Development Expenditure
56
40
$150,000
30**
62
$150,000
Professional Standards investigations completed*
Total investigations sustained*
104
53
123
86

Police Department
Goals, Objectives & Performance Measures
94
Strategic Objectives Improve Community Safety
Department Strategic Initiative Identify Officer time spent (on calls, admin, available, 
etc.)
Intended Result Reduction of fatalities
Performance Measures
FY2023 
Actual
FY2024
To Date
KPI #6 Increase in Officer Initiated Activity
54,913 total
13,728 avg/quarter
16,216 calls for Q1 18.1% 
increase
15,687 calls for Q2 14.3% 
increase

Police Department
Goals, Objectives & Performance Measures
95
Strategic Objectives Enhance Purposeful Communication
Department Strategic Initiative
Conduct a resident contact survey, document the total 
number of community events PD attended, and 
increase attendance and engagement at PD hosted 
events
Intended Result Strengthen communication with the public
Performance Measures
FY2023 
Actual
FY2024
To Date
KPI #82 % Increase in resident feeling in positive 
communication with Officers (Power Engage)
A two-question survey was sent to those who called for 
Police services:
•
Please rate the communications call taker on scale 1-
5
•
Please rate the Officer(s) who responded to your call 
on scale 1-5
N/A
Since Go-Live
January 2024
41% Participation from 
citizens and 89% positive 
response to Surveys

Police Department
FY24 Accomplishments
96
• The Police Department continues its efforts to make the 
streets of Glendale safer for the community. For the calendar 
year of 2023, the Police Department conducted 27,601 traffic 
stops and issued 11,287 citations.  Of that, the Traffic Unit 
conducted 11,886 traffic stops and issued 6,410 citations. 
There was also a 5% decrease in non-injury related accidents 
from 2022 to 2023. Traffic Services Specialists responded to 
3,645 parking violations and 2,842 traffic accidents. The 
Traffic Unit has also partnered with other local agencies to 
combine their traffic enforcement efforts on stretches of 
roadway between neighboring jurisdictions.

Police Department
FY24 Accomplishments
97
•
The Police Department created the Entertainment Squad to focus 
on crime prevention and reduction in the area surrounding 
Westgate, Tanger, Desert Diamond Arena, State Farm Stadium, 
and the future VAI property. The Entertainment Squad responded 
to 1,591 calls for service in the entertainment district between 
their creation at the beginning of September 2023 and March 1, 
2024.  
•
Transparency is a vital component of a healthy community-police 
relationship. The Police Department developed two public facing 
crime reporting dashboards to share information and crime 
statistics with the public. Several internal dashboards were also 
created to assist with crime reducing strategies.

Police Department
FY25 Supplemental Requests
98
General Fund
New FTE – COPS Grant Police Officers (13) 
$2.0M
New FTE – Police Sergeant (2) 
 
 
$469k
Reclass Officer to Sergeant 
 
 
 
$  25k
New FTE – Forensic Specialist (Coverdell)  
$  17k 
New FTE – Police Forensic Supervisor 
 
$174k
NICE 911 Recording 
 
 
 
 
$  55k
Software Maintenance  
 
 
 
$263k
Emergency Response Unit Safety Equipment 
$137k
NetMotion  
 
 
 
 
 
$  40k

Police Department
FY25 Supplemental Requests
99
General Fund
FirstTwo 
 
 
 
 
 
 
$  25k
SWAT Medic Equipment Costs 
 
      
$  58k
Vesta Analytics 
 
 
 
 
 
$    9k
Schedule Express Replacement 
 
 
$  45k
9-1-1 Services Upfront Costs  
 
 
$522k
SWAT Medic OT Costs  
 
 
        ($  55k)
Move Account Specialist 
 
 
 
$  94k

Police Department
FY25 Supplemental Requests
100
Other Grants
Cops Grant Match 
 
 
 
 
$972k
New FTE – Forensic Specialist 3 of 3 (Coverdell) $  91k
Rico
Move Account Specialist – Rico to GF 
 
($  94k)

101
QUESTIONS?

Fire Department
April 2, 2024

103
Purpose Statement
To make the community safer through innovative fire, medical, preventative, and 
customer services.
Fire Services
$77,401,250   304 FTEs
Operations
EMS
Logistics
Admin
Fire 
Prevention
PIO
Education

Fire Department
FY25 Operating Budget Request
Total FY25 Operating Budget $77,401,250
$61,944,277 
 80%
$7,508,565 
10%
$7,948,408 
10%
Salary
Operating
Internal Services
104

Fire Department
Goals, Objectives & Performance Measures
105
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
FY2022 
Actual
FY2023* 
Actual
FY2024 
Estimate
FY2025 
Target
Response time at the 90th percentile of 
emergency calls. (Turnout and Travel) 
Code 3.
7:33
7:36
7:29
7:30
Glendale fire suppression calls
2,162
2,724
3,080
3,000
Glendale ALS and BLS calls
29,471
30,733
31,962
32,000
Glendale other call types
1,218
1,827
1,900
1,900
Automatic Aid Received
6,063
6,102
6,163
6,150
Automatic Aid Given
8,993
8,768
8,504
8,300
Insurance Services Office (ISO) rating 
1
1
1
1
*FY23 data obtained through Firewire/Tableau reconciliation

Fire Department
Goals, Objectives & Performance Measures
106
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Average number of training hours per 
Firefighter
220
186
280
300
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%

Fire Department
Goals, Objectives & Performance Measures
107
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Number of life safety classes and events 
held annually
371
329
*
200
Customer contacts
15,852
16,824
*
8,000
*The Glendale Fire and Life Safety Program Manager retired in FY2023. We are in the process of reclassifying the position into a 
Community Risk Reduction Manager. Once that is completed, we can fill the position and continue providing life safety education 
to our community.

Fire Department
Goals, Objectives & Performance Measures
108
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Number of inspections completed
1,162*
1,590*
3,000
3,000
Number of new construction 
inspections
2,504
2,446
2,200
2,200
Number of plans reviewed
2,004
1,553
1,600
1,600
Requests for services*
2,159
1,206
2,000
2,000
Structure Fire Investigations
133
111
110
110
Special Event Inspections
191
299
300
300
*significant reduction due to the focus on construction/development

Fire Department FY24 Accomplishments
109
•
As part of the cancer initiative, the extractor at FS159 was relocated to a 
more appropriate location to meet the guidelines of the cancer initiative. 
Also, purchased a machine to decontaminate Self-Contained Breathing 
Apparatus (SCBA) which is installed at Resource Management.
•
Deployed and installed the upgraded mobile and portable Motorola radios 
used for fire operations and medical responses. 
•
The rebuild project for Fire Station 153 began. Completed final inspection 
and delivery of one E-One pumper. The building and construction of 
another E-One pumper and an E-One aerial ladder are nearing completion. 
Convened committee with representatives from the Fire Department and 
Fleet Management to develop specifications and design of a Light/Air 
support truck (Utility Truck) to replace Utility 159. 
•
Implemented ImageTrend Software for National Fire Incident Reporting 
System (NFIRS) and Electronic Patient Care Reporting (EPCR).

Fire Department FY24 Accomplishments
110
•
The Crisis Response Unit was dispatched to 1593 Crisis/Traumatic 
incidents. 
•
The Crisis Response Program had interns and volunteers log 27,034.85 
hours with an estimated value $859,709.23.
•
The Crisis Response staff supervised 28 bachelor and master level interns 
from various universities which include ASU, NAU, Winthrop University, 
Walden University, Capella University, Grand Canyon University, University 
of New Hampshire, Saint Mary’s University of Minnesota, and Our Lady of 
the Lake University.
•
Staffed 5 JHAT teams to include GFD, FBI, DOE RAP, and CST personnel 
during the Super Bowl.
•
Participated in multiple tabletop exercises hosted at both the MACC and 
GRPSTC in preparation for the Super Bowl.
•
Trained 6 RRT techs in 2023.
•
GFD developed, hosted, and delivered the Phoenix Regional HAZ MAT Year 
End Drill at GRPSTC

Fire Department FY24 Accomplishments
111
•
Deployed the Heavy Rescue in preparation for the California floods and 
their impact in Arizona.
•
Entered into sub-recipient grant agreement with DEMA and Securing the 
Cities for new radiation detection equipment, training, and backfill costs.
•
To enhance fire and life safety across the city, the department has entered 
into an agreement for third party fire protection system monitoring to 
ensure these systems remain at the ready in case of an emergency.
•
Began recruitment for a community risk reduction manager to provide data 
driven decision making and community outreach initiatives.
•
Re-assumed fire code and enforcement authority over the State Farm 
Stadium, providing fire and life safety oversite for hundreds of thousands 
of visitors each year to this premiere venue.

Fire Department 
FY25 Supplemental Requests
112
General Fund
AZ Rattlers Games Staffing 
 
 
 
$  34k
GFD Policy & Procedure Development  
 
$  22k
MOU Outreach Program  
 
 
 
$    5k
GFD Records Management – Imagetrend 
 
$  56k
CAD Dispatch Fees 
 
 
 
 
$200k
RWC Increases GFD 
 
 
 
 
$  46k
Recruitments and Promotions  
 
 
$121k
ALS SWAT Medic Training 
 
 
 
$  60k
 
New FTE – FD Fire Inspector 
 
 
 
$116k

Fire Department 
FY25 Supplemental Requests
113
General Fund
Inspector Vehicle – Shop Charges 
 
 
$    3k
Firefighter Physicals 
 
 
 
 
$167k
Knox Key Secure System  
 
 
 
$    3k
Professional Development (MOU) 
 
 
$  75k
New FTE – Fire Captain  
 
 
 
$156k
Swat Medic OT Costs 
 
 
 
     
$  55k
Emergency Management Budget 
 
        ($551k)

Fire Department 
FY25 Supplemental Requests
114
Training Facility Revenue
GRPSTC – Forklift  
 
 
 
 
$113k
GRPSTC – Line Supplies  
 
 
 
$  21k

115
QUESTIONS?

Innovation and Technology
April 2, 2024

117
Purpose Statement
We empower the City by providing reliable, secure, innovative, and efficient technology 
services and solutions.
Innovation and Technology
$33,558,924     49 FTEs
Telephones
Technology 
Maintenance
Technology 
Operations
Technology 
Projects

Innovation and Technology
FY25 Operating Budget Request
Total FY25 Operating Budget $33,558,924
$8,437,899 
 25%
$21,853,216 
65%
$3,267,809 
10%
Salary
Operating
Internal Services
118

Innovation and Technology
Goals, Objectives & Performance Measures
119
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
FY2022
Actual
FY2023 
Actual
FY2024 
Actual
FY2025 
Target
Service Level Agreement (SLA) Compliance 
96.72%
94.32%
94.68%
94.80%
Tickets Not Re-opened 
98.42%
98.16%
97.80%
98.27%
Customer Satisfaction Rating 
99.39%
99.45%
99.23%
99.24%
Number of Computers Replaced per Year 
188
325
332
801

Innovation and Technology 
FY24 Accomplishments
120
•
GIS Center of Excellence Winner of International NVIDA Competition 
–
City of Glendale, AZ, secured victory in the prestigious NVIDIA Neural Kernel Surface 
Reconstruction (NKSR) Competition.
•
Glendale’s GenAI solution is nominated for multiple Awards: Glendale is 
the first city in Arizona and select few in the country to implement a GenAI 
solution. 
•
App Dev Team Winner of NorthStar Outstanding Customer Service Award
•
Super Bowl LVII/Swift City/Big Dance – We delivered 12 Successful 
projects to support these mega events
•
Downtown Campus Reinvestment 
•
Relocated 21 department teams to temporary sites with full technology activation.
•
Delivered Document storage and scan on-demand services.
•
Fiber Bypass-delivered a highly complex Fiber Bypass required for the City Hall Remodel.

Innovation and Technology 
FY24 Accomplishments
121
•
Modern Data Platform Finalist for Smart Cities Award
–
To harness the power of data, we built a scalable multi-cloud data platform 
–
We also delivered built-in Data Governance to be leveraged across the City 
•
GIS Center of Excellence Finalist for Smart Cities Award
•
Continuity of Operations Exercises
–
To validate the reliability and resiliency of City’s technology ecosystem
•
Zero Trust Architecture
–
CISA recommended approach to cybersecurity
•
3rd Annual Innovation & Technology Summit
•
Security Cameras Program – Deployed 548 security cameras 
•
Access Control Program – Deployed 22 access control modules

Innovation and Technology
FY25 Project Highlights
122
•
Court Hearing/Recording System
•
Police Data Aggregation Software
•
Live 911
•
Investigative Software
•
Knox Box Secure Key
•
Telestaff Cloud Implementation for PD
•
Fleet Management Information System
•
Motor Pool Reservation System
•
Modern Data Platform
•
Audiovisual Program Assessment
•
Public Housing Management Software 
Replacement
•
ERP Planning System Replacement
•
City Website Replacement Planning
•
Compensation & Classification 
Management Platform
•
Meeting Room Booking Software
•
Public Records Management Platform
•
Replacement of UPS For Primary Data 
Center

Innovation and Technology
FY25 Supplemental Requests
123
Technology
New FTE – Enterprise Applications Supervisor 
 
$176k
Reclass – Cybersecurity Eng. to Cybersecurity Mgr. 
$  12k
New FTE – Cybersecurity Specialist 
 
 
 
$  94k
Reclass – GIS Analyst to GIS Analyst, Sr 
 
 
$    6k
Reclass – GIS Analyst, Sr to GIS Software Eng, Sr  
$    9k
Temporary Staffing 
 
 
 
 
 
$750k
New FTE – System Administrator Specialist  
 
$  94k
Software Maintenance Increase  
 
 
 
$2.0M

124
QUESTIONS?

Economic Development
April 2, 2024

126
Purpose Statement
To foster economic vitality by facilitating deliberate activities that serve as an 
important catalyst for new business, a critical resource for existing business and 
emerging industry opportunities to ensure a diverse, sustainable economy that 
improves the lives of the people we serve.
Economic Development
$6,147,843      19.5 FTEs
Economic 
Development
Arts & Culture
Special Events
Convention & 
Visitors Bureau

Economic Development
FY25 Operating Budget Request
Total FY25 Operating Budget $6,147,843
 $2,958,889 
48%
$2,928,685 
48%
$260,269 
4%
Salary
Operating
Internal Services
127

Economic Development
Goals, Objectives & Performance Measures
128
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
FY2022 
Actual
FY2023  
Actual
FY2024 
Estimate
FY2025 
Target
New Businesses & Expansions
10
15
14
20
Jobs Generated
4,643
2,000
1,500
2,000
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
FY2022 
Actual
FY2023 Actual
FY2024 
Estimate
FY2025 
Target
1:1 Technical Assistance Hours contracted for 
Small Businesses
N/A
150
250
300

Economic Development
Goals, Objectives & Performance Measures
129
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Social Media Impressions
600,000
830,000
900,000
1,200,000
Press Releases/ Media Outreach
50
50
60
100
Followers: Instagram, Facebook, Twitter
1,400, 5,700, 
350
2,050, 6,600, 
525
10,000, 
19,300, 550
11,000, 
21,000, 700

Economic Development
Goals, Objectives & Performance Measures
130
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
FY2022 
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Business Retention and Expansion Visits
N/A
80
90
100

Economic Development
Goals, Objectives & Performance Measures
131
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
FY2022
Actual
FY2023 
Actual
FY2024 
Estimate
FY2025 
Target
Increase in Gross Hotel Room Sales (CY)
$64,074,551
$67,278,278
$80,000,000
$85,000,000
Increase in Hotel Occupancy (CY)
1.2%
1.5%
1.5%
2.0%

Economic Development
Goals, Objectives & Performance Measures
132
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
FY2022 
Actual
FY2023
Actual
FY2024
Estimate
FY2025 
Target
Attendance at city-produced and funded special 
events 
26,300
28,000
46,613
50,000
Approved Special Event applications for private 
events 
37
50
150
150

Economic Development
FY24 Accomplishments
133
•
SunWest Credit Union
•
Rainbow Ryders Hot Air Balloons
•
AirLife
•
PartsTown
•
Unical Aviation
•
Transpak
•
Steelcase Inc.
•
Saddle Creek Logistics
•
Cornish Pasty
•
Round 1
•
REI
•
The Pickleball Space
•
Phoenix Children’s Hospital
•
Dick’s House of Sports
•
Andretti Indoor Karting and Games
•
Chicken N Pickle
•
Sugar Factory
•
And MORE!
ECONOMIC DEVELOPMENT ATTRACTION HIGHLIGHTS
ECONOMIC DEVELOPMENT EXPANSION AND RETENTION HIGHLIGHTS
•
Midwestern University
•
Abrazo Arrowhead Hospital

Economic Development
FY24 Accomplishments
134
CONVENTION AND VISITORS BUREAU/TOURISM HIGHLIGHTS
The City’s CVB Team represented the city nationally at: 
•
CONNECT Marketplace – attendance of over 3,000 international meeting and event planner prospects
•
IMEX - the largest meeting & conventions conference in North America, attending with AOT and other valley 
cities.
•
International Media Marketplace North America – the leading global networking event for the travel industry
•
GO West Summit – CVB team had over 50+ 1:1 appointments at this tourism industry convention with 
buyers that will attract nearly 5M visitors to the US over the next year.
Glendale Featured in Frommer’s “Best Places to Go in 2024” - with a readership of over 1,187,000, Glendale 
was highlighted along side Seville-Spain, Brisbane- Australia, and The Cook Islands. The piece highlighted both 
VAI Resort and Mattel Adventure Park. 
CVB FAM Tour – the CVB Team recently hosted a 3-day FAM tour  with media writers from Thrillist, the Theme 
Park Insider and other tourism/experiential entertainment publications. Several articles have already been 
published nationwide following the visit.

Economic Development
FY24 Accomplishments
135
LiVE! @ The Lot in Downtown Glendale - new monthly format @The Lot in Downtown Glendale during the DCRP. 
Highlight: the February show coupled with private-produced Taco Wars, attracted over 3,300 attendees.
Glendale Glitters 30th Anniversary Kick Off Weekend  - the 30th Anniversary kick-off saw 23,500 visitors, more 
than a 300% increase over last year; more than 150,000 visitors thru January 1 came to downtown to see the lights. 
National Pickleball Championship - The CVB and Special Events partnered with YAM Properties to attract and host 
the National Pickleball League/USA Pickleball kickoff event for their championship weekend at Westgate.
SPECIAL EVENTS HIGHLIGHTS
ARTS AND CULTURE HIGHLIGHTS
Ballet Under The Stars – annual event in partnership with Ballet Arizona that attracted over 2,300 attendees.
Thunderbird Field Art Project  - completed at 55th Avenue and Acoma and honors the former Thunderbird 
Field. Project includes unique elements created by students from Kachina Elementary School. 
Arts and Culture Master Plan - as part of the master planning process, a community engagement survey was 
conducted, garnering nearly 500 responses; plan is scheduled for completion by the end of FY24.

Economic Development
FY24 Accomplishments
136
DEPARTMENT ENHANCEMENTS, EFFICIENCIES & AWARD HIGHLIGHTS
Grow Glendale HUUB - officially launched the “Grow Glendale HUUB”—a business support platform tailored for 
small businesses; offers live and on-demand business training, grant opportunities, events calendar, and 
personalized 1:1 assistance specifically for Glendale small businesses. Offered in English and Spanish.
Placer.ai – All divisions in Economic Development are now been utilizing Placer.ai, software that collects detailed 
visitor data. Information includes where customers are coming from, how long they stay, popular times for visits, 
and other relevant demographics. This information is used to provide accurate attendance counts at special 
events, and invaluable data to our business/hospitality clients looking to make informed decisions about 
marketing, site selection, and operations.
CVB Earns Adrian Award  - The CVB Super Bowl campaign, “Where Champions are Crowned”, won a Silver Adrian 
Award in the category of Integrated Campaign – Experiential Marketing. Competed against over 800 entries.
Excellence in Economic Development Award – The department received the International Economic 
Development Council (IEDC) Excellence in Economic Development Award for Glendale’s Super Bowl Activations 
that included the Locals Guide to Glendale, Advancing Esports Event and the Airport Experience Lounge.

Economic Development
FY25 Supplemental Requests
137
General Fund
Increase to GPEC Membership Contract 
 
$    2k
Event/Patron Attendance Tracking Software  
$  25k
Small Business Support Platform – HUUB  
$  50k
DCRP Downtown Business Support Plan 
 
$  50k
CVB Tohono O’odham Tourism Grant  
 
$    2k
Tourism Investment Fund 
 
 
 
$300k
Arts Commission
Increase to Arts Community Activity Fund 
 
$133k

138
QUESTIONS?

City Clerk’s Office
April 2, 2024

140
Purpose Statement
To fairly and impartially provide exceptional customer service and information to the 
citizens, customers and employees of the City of Glendale.
City Clerk
$1,214,048   7 FTEs  
Records 
Management
Elections

City Clerk’s Office
FY25 Operating Budget Request
Total FY25 Operating Budget $1,214,048 
$907,162 
 75%
$219,047 
18%
$87,839 
7%
Salary
Operating
Internal Services
141

City Clerk’s Office
Goals, Objectives & Performance Measures
142
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
FY2022
Actual
FY2023
Actual
FY2024 
Estimate
FY2025 
Target
Agendas/Packets posted 6 days prior to regular 
meetings
46/100%
47/100%
48/100%
48/100%
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
FY2022
Actual
FY2023
Actual
FY2024 
Estimate
FY2025 Target
Public record requests/% Compliance
1,937/100%
1,907/100%
2,300/100%
2,200
Campaign Finance Reports posted within 24 
hours
100%
100%
100%
100%

City Clerk’s Office FY24 Accomplishments
143
• Oversaw the removal of all City records stored in the Records 
Center and other locations to an offsite storage facility
• Implemented the final phase of the digital contract project for 
contracts over $50,000
• With the assistance of the City Attorney’s Office, rolled out 
board and commission liaison training
• Coordinated the 4th annual Board & Commission Members 
Appreciation Dinner
• Coordinated the City’s Special Bond Election in November 2023

City Clerk’s Office
FY25 Supplemental Requests  
144
General Fund
Board & Committee Expenses  
 
$5k

145
QUESTIONS?