(Added 9.19.2023) FY24-26 CAP Strategic Plan

Community 
Action Program 
FY2024-26 Three-Year Strategic Plan 
September 18, 2023

TABLE OF CONTENTS 
Executive Summary ...................................................................................................... 2 
Tri-Partite Board Authorization...................................................................................... 2 
Agency Description ....................................................................................................... 3 
Mission ........................................................................................................................ 3 
Vision ........................................................................................................................... 3 
Community Profile ........................................................................................................ 4 
Community and Internal Assessment Process ................................................................ 6 
Key Findings:  Community Assessment .......................................................................... 7 
Key Findings:  Internal Assessment ............................................................................... 7 
Strategic plan goals and objectives ............................................................................... 8 
Plan Monitoring and Reporting .................................................................................... 12 
Appendix Listing ......................................................................................................... 13 
 
FY2024-26 Strategic Plan Page 1 of 78

EXECUTIVE SUMMARY 
 
The city of Glendale Community Action Program (CAP) is the recipient of Community 
Services Block Grant (CSBG) federal funding received through the Arizona Department of 
Economic Security (DES).  This funding comes from a federal allocation through the U.S. 
Department of Health and Human Services (HHS) and was created through the Economic 
Opportunity Act of 1964.  Pursuant to the federal CSBG Act funds are intended to 
support designated Community Action Agencies (CAA) in providing a broad range of 
programs and services intended to pursue the reduction of poverty, revitalize low-income 
communities, and empower low-income families and individuals to become fully self-
sufficient.  As one of eleven designated CAAs in Arizona, the Glendale CAP program is 
required to conduct a community needs assessment for the community served and 
utilize information from that assessment to develop a three-year strategic plan to guide 
program development and service delivery to meet the needs of the community.  The 
body of this report describes the actions taken to develop this strategic plan and explains 
the alignment between the CAP program and the city’s strategic plan.   
 
The city of Glendale has undertaken a comprehensive strategic planning process utilizing 
the Balanced Scorecard methodology which begins with the foundation of mission, 
vision, and values, then identifies strategic priorities and results, and strategic 
objectives.  This work is done first at the broader organizational level, then cascaded to 
the department-level, and ultimately to the program or division level if needed.  The 
unique aspect of this particular methodology is that it not only identifies hopeful 
outcomes, but also focuses on the inputs needed to achieve those outcomes thus 
creating “balance” between resources needed and desired outcomes.  The Balanced 
Scorecard Methodology requires strategic objectives in four key perspectives:  Our 
Organization, Our Processes, Our Finances, and Our Community.   
 
This methodology and framework are conducive to the development of the CAP Strategic 
Plan which requires the development of strategic goals for the individual/family, 
community, and agency.  The Balanced Scorecard also provides for the opportunity to 
address key components of the CAP Strategic Plan including funding strategies, service 
delivery systems, linkages, and service gaps.  Included in the Appendix are source 
materials related to the Tier I Organizational Scorecard and Tier II Community Services 
Department Scorecard. 
 
TRI-PARTITE BOARD AUTHORIZATION 
 
The Community Action Program FY2024-25 Three Year Strategic Plan was presented to 
the City Council-appointed Community Development Advisory Committee which serves as 
the required Tri-Partite Board providing oversight for CSBG programs and services 
among others.   
 
On September 21, 2023, CDAC reviewed the plan and voted to it at this meeting.  
Documentation of this vote can be found in CDAC Board and Commission meeting 
meetings for this date.   
FY2024-26 Strategic Plan Page 2 of 78

AGENCY DESCRIPTION 
 
Glendale CAP is responsible for administering programs and services for city of Glendale, 
Arizona residents funded by DES sources including Community Services Block Grant 
(CSBG), Temporary Assistance to Needy Families (TANF), and Social Services Block 
Grant (SSBG), Neighbors Helping Neighbors (NHN).   The CAP program also partners 
with DES to provide navigation services for Glendale residents for Low-Income Home 
Energy Assistance Program (LIHEAP) and Low-Income Water Assistance Program 
(LIWAP) services.  Additionally, Glendale CAP receives supplemental funding through 
Wildfire, the city’s General Fund, and periodically from the city’s allocations of 
Department of Housing and Urban Development (HUD) Community Planning and 
Development (CPD) funding.    
 
The city’s CAP services are a division of the Community Services department which 
includes four other divisions responsible for delivering resident services, many of which 
are intended for low-income households.  Those divisions include Community 
Engagement, Community Housing, Community Revitalization, and the city’s Public 
Library system.  Together, these divisions are responsible for providing a diverse array of 
resident-centric programs and services including community volunteer activities, 
strategic partnerships, homeowner repair and rehabilitation services, homeless services, 
public housing, housing choice voucher programs, educational programing and physical 
materials, computer services, eviction prevention and diversion, emergency rent 
assistance, and active case management for self-sufficiency programs.  All these 
programs and services are funded through various sources including the city’s General 
Fund, DES, Wildfire, various Department of Housing and Urban Development (HUD) 
programs, Arizona Department of Housing (ADOH), and other private grant funds 
periodically.  As a department, we are focused on improving our service delivery through 
the lens of innovation while ensuring our services are meaningful, accessible, and 
performance driven. 
 
MISSION 
City of Glendale Mission – We improve the lives of the people we serve every day. 
Community Services Department Mission – We build community through impactful 
services. 
 
The city and department mission are based in the foundation of our organization’s Core 
Values of Community, Integrity, Excellence, Innovation, and Learning.  For more details 
regarding the expected behaviors associated with these core values, see the Appendix. 
 
VISION 
City of Glendale Vision – We are the community of choice for residents, businesses, and 
employees. 
Community Services Department Vision – We are the national model for innovative 
community services. 
FY2024-26 Strategic Plan Page 3 of 78

COMMUNITY PROFILE 
The city of Glendale is the 6th largest city in the state of Arizona with an estimated 
population of 252,136 as of July 1, 2022.  The following information provides a 
comparative analysis of U.S. Census Bureau data between the State of Arizona, Maricopa 
County, and the city of Glendale and provides a summary of key characteristics identified 
in the data.  Details can be found in the Appendix.  
 
Race/Hispanic Origin and Languages 
The diversity of Glendale’s population is evident when examining Race and Hispanic 
Origin data.  The percentage of Glendale residents of Hispanic or Latino decent is 25% 
higher than the county average and 24% higher than the state average while the 
percentage of Glendale residents reporting their race as White alone is 22% lower than 
both the state and county averages.  Additionally, the percentage of Glendale residents 
reporting two or more races is more than 350% of both the state and county averages.  
Finally, the percentage of the population that speaks a language other than English in the 
home is 28% and 29% higher than the state and county respectively.  This data indicates 
that Glendale has a larger share of racially and ethnically diverse residents as compared 
to both the state and county. 
 
Special Populations 
Glendale’s ratio of Veteran residents per 1,000 of population is 26% lower than the state 
and county on average, but its percental of persons with a disability under 65 is 16% and 
18% higher than the state and county respectively.  This indicates that there is a higher 
proportionate rate of persons under 65 with a disability residing in Glendale.   
 
Housing, Income, and Employment 
The median home value of owner-occupied housing is 17% lower than the county average 
indicating that home ownership is slightly more affordable than the county, however, 
Glendale’s percentage of owner-occupied housing is 14% lower than the state and county 
percentages.  So, while home prices in Glendale may be lower, home ownership does not 
appear to be equally attainable for Glendale residents.  This is likely due in part to the 
median household income of Glendale residents which is 17% lower than the county, and 
per capita income over the past twelve months for Glendale residents is 26% lower than 
that of the county.  At the same time, the percentage of civilians in the labor force is 7% 
higher than the state and only one percent lower than the county.  This indicates that 
Glendale residents are working, but they are not earning equitably with their peers in the 
County which is the likely contributor to the abnormally high percentage of persons living 
in poverty.  In Glendale, it is estimated that 17.3% of the population lives in poverty 
which is 53% higher than the county and 38% higher than the state. 
 
Other Community Indicators 
When examining the potential imbalance of wealth in a community, accessible resources 
like education, computers, broadband, and health insurance are sometimes key 
indicators of underlying causes of poverty.  In Glendale, total retail sales per capita are 
23% higher than the county average and 43% higher than the state indicating that retail 
FY2024-26 Strategic Plan Page 4 of 78

sales in Glendale are strong and are generating a larger proportionate share of sales.  In 
other words, spending in Glendale (albeit may not be amongst Glendale residents) is 
strong.  On average, the percentage of persons under 65 without health insurance is 17% 
higher than the state and county averages, but the percent of households with a 
computer is on par (although slightly less) than the comparisons.  The percentage of 
households with broadband and the percentage of high school graduates are both 6% 
below average as compared to the state and county, neither of which is overly 
concerning.  However, the percentage of Glendale residents with a bachelor’s degree or 
higher is 29% lower than the state average and 36% lower than the county average.   
 
Housing and Homelessness 
Glendale has the fourth highest unsheltered homeless population in Maricopa County, 
only behind Phoenix, Tempe, and Mesa. In June 2021, the city decided to try a radically 
new approach to incentivize homeless providers to work more collaboratively under one 
agreement with a shared vision, collective goals, and improved funding flexibility.  The 
result of this effort is the Glendale Homeless Solutions Alliance (GHSA) partnership which 
includes multiple providers, a comprehensive array of wrap-around services, and a 
physical location in Glendale which can provide coordinated entry for both adults and 
families as well as operating a 24/7 line that triages calls from the community, law 
enforcement, and residents in need.   
 
GHSA providers have delivered over 55,000 unique services for unsheltered or at-risk 
populations including over 1,400 unduplicated individuals permanently housed, almost 
13,000 units of emergency shelter for unsheltered persons, over 16,000 personal 
contacts made through street outreach, and over 5,600 calls to the 2/47 line.  Additional 
performance data can be found here.  We believe the impressive number of individuals 
rescued from homelessness through permanent housing is the direct result of having 
flexible housing funding and providers coordinating services out of the NREC through the 
GHSA. 
 
In addition to homeless services, the city has taken its responsibility to increase the 
quality and quantity of affordable rental units very seriously and believes that 
investments in affordable housing are a critical component to addressing homelessness 
in our region.  City Council recently adopted an ordinance to waive community 
development and building permit fees as an incentive to attract the development of 
housing units that will maintain a 30-year period of affordability. Glendale is currently 
partnered with four developers to construct six multi-family projects that will add over 
1,200 units of affordable housing, all of which include local funding.  These units will 
house approximately 3,000 individuals at or below 60% of area median income.   
 
Maricopa Association of Governments Statistical Data 
The following key points are excerpted from the Maricopa Association of Governments 
June 2023 Housing Update which can be found here and assesses the Phoenix-Mesa-
Chandler Metropolitan Statistical Area (MSA) which includes all of Maricopa and Pinal 
counties. 
 
FY2024-26 Strategic Plan Page 5 of 78

RESIDENTIAL SALES.  The availability of homes for sale impacts not only potential 
homebuyers, but also renters as a market where potential homebuyers or 
homeowners move into the rental market, decreases the availability of rental units 
needed by low-income households.  According to the data, the there has been a 7% 
decrease in the median sale price since June 2022 and the inventory listed for sale is 
also 20% lower during the same period.  Additionally, 23% of sales in June 2023 
were cash sales, a slight decrease of the 5-year cash sale average of 25%.  Cash sales 
traditionally put upward pressure on housing prices.  It is further estimated that 26% 
of the housing stock is either season or investor-owned, further exacerbating the 
availability of housing units for residents.  Lastly, since 2011, residential sales 
transactions under $300,000 have decreased by 73% indicating that affordability of 
home ownership continues to remain low. 
 
APARTMENT RENTS AND EVICTIONS.  A household that pays 30% or more of 
their income towards housing costs is considered cost-burdened and a household 
that pays 50% or more of their income on housing costs is considered severely cost-
burdened.   
While overall, 32% of households are cost-burdened, there is a disparate impact on 
rental households with 53% of multi-family renters and 45% of single-family renters 
being cost-burdened.  Since 2010, the availability of apartment units with rents under 
$1,000 has dropped from 90% in June 2010 to only 6% as of June 2023 and since 
2019, apartment rents have increased by 38% in the region.  Additionally, 
apartments build between 2018 to current are charging 15% higher rents than other 
existing apartments. MAG data analysis further indicates that 43-50% of households 
with individuals working in support occupations in the region such as food 
preparation, building and grounds maintenance, healthcare support, and personal 
care and service are cost burdened.  Lastly, of renter households with incomes less 
than $50,000, 68% had a rent increase and 15% are behind on rent and the data 
indicates that 79% of evictions are in lower income areas in the region.   
 
COMMUNITY AND INTERNAL ASSESSMENT 
PROCESS 
To inform the development of the FY2024-26 Three-Year Strategic Plan, a community 
needs assessment was coordinated in collaboration with Arizona State University Watts 
College of Public Service and Community Solutions.  Survey respondents included 442 
Glendale residents who had received assistance or accessed resources from the City of 
Glendale within the recent twelve (12) months and were former community action clients, 
public housing clients, or community revitalization clients. Additionally, 32 community 
partners including public safety, non-profits, faith-based, business owners, educational 
institutions, various board members and other stakeholders were directly contacted and 
interviewed to assess the most critical needs of the community.  The data collection took 
place in May 2023.   Additionally, customer service feedback was collected from 
program participants regardless of whether they received assistance; between June 2022 
and July 2023, 307 surveys were completed. 
 
FY2024-26 Strategic Plan Page 6 of 78

The internal assessment process included several activities that led to the development 
of the department’s Tier II scorecard.  Primarily, a cross-functional and multi-disciplinary 
team of employees from all levels in the department was assembled to participate in 
several exercises and team meetings over multiple months to identify areas of 
opportunity for the department.  This work was facilitated by the Department of 
Organizational Performance and recommendations were presented to the Community 
Services Leadership Team (CSLT).  The CSLT took the recommendations from the team 
and developed the specific strategic initiatives that are found in the Department’s Tier II 
Balanced Scorecard.  Additional information that informed the internal assessment 
process included employee surveys, CSLT prioritization exercises, and one-on-one staff 
meetings between all employees and the department director. 
 
KEY FINDINGS:  COMMUNITY ASSESSMENT 
Based on the independent an analysis of stakeholder interviews and survey feedback, the 
following were identified as the most important community needs.  See Community 
Needs Assessment report in the Appendix for details. 
 
• 
Shelter Beds 
• 
Housing Security 
• 
Food Insecurity 
• 
Childcare and After School Programs 
• 
Navigating Systems (other resources) 
• 
Assistance for Seniors 
• 
Employment Services 
 
Based on an assessment of customer feedback surveys, there continues to be an 
opportunity to improve processing time.  See Glendale Community Action Program 
Customer Feedback Survey report in the Appendix for details. 
 
KEY FINDINGS:  INTERNAL ASSESSMENT  
Based on the independent recommendation of the Balanced Scorecard Team 
representing non-management employees from all divisions within the department, the 
following were identified as the most important internal needs to be addressed.  See 
Community Services Tier II Balanced Scorecard plan in the Appendix for details. 
 
• 
Increase Staff Training 
• 
Increase Program Evaluation 
• 
Increase Community Education 
• 
Increase Flexible Funding 
• 
Improve and Increase Partnerships 
• 
Improve Community Outcomes 
 
Additionally, feedback from the one-on-one staff meetings revealed the need to maintain 
existing morale-building activities and to provide more robust training around trauma-
informed care and de-escalation strategies.   
 
FY2024-26 Strategic Plan Page 7 of 78

STRATEGIC PLAN GOALS AND OBJECTIVES 
Agency Level 
 
1. DECREASE APPLICATION PROCESSING TIME. 
 
# 
Objective 
Funding Strategies 
1.1 
Implement data 
collection strategies to 
track processing time 
from application 
initiation to application 
completion, and 
application completion to 
application adjudication 
and identify 
opportunities for 
improvement. 
Leverages collaboration 
with the Department of 
Organizational 
Performance to assist 
with data collection and 
analysis. 
Takes advantage of 
existing General Fund 
city resources. 
1.2 
Participate in city-
provided process 
improvement training. 
Leverages collaboration 
with the Department of 
Organizational 
Performance to assist 
with data collection and 
analysis. 
Takes advantage of 
existing General Fund 
city resources. 
 
2. INCREASE STAFF TRAINING. 
 
# 
Objective 
Linkages 
Funding Strategies 
2.1 
Provide formal 
motivational interviewing 
training for applicable 
staff. 
Leverage existing 
educational program 
from the Arizona State 
University Southwest 
Interdisciplinary 
Research Center to 
provide comprehensive 
training and applicable 
certification. 
Utilizes CSBG funding. 
2.2 
Provide formal trauma-
informed care and de-
escalation training for 
applicable staff. 
Leverage training 
expertise of existing 
Central Arizona Shelter 
Services partnership. 
Utilizes free available 
community resources. 
 
FY2024-26 Strategic Plan Page 8 of 78

3. INCREASE ACCESS TO MULTI-DISCIPLINARY COMMUNITY RESOURCES AND 
PARTNERSHIPS. 
 
# 
Objective 
Linkages 
Funding Strategies 
3.1 
Relocate human services 
and vitality programs to 
the Glendale Elementary 
School District (GESD) 
System of Care Center 
(SoCC). 
Leverages the SoCC 
which the SoCC provides 
multi-disciplinary 
services from individual 
providers in a campus 
setting.  Services include 
parent/child literacy, 
parent workshops, health 
and nutrition programs, 
substance abuse 
prevention, 
mental/behavioral health, 
food distribution, and 
AHCCCS application 
assistance.  
The city has approved $3 
million one-time (tenant 
improvements) and 
$30,000 annual ongoing 
(utilities and custodial) 
General Fund 
contributions to 
implement this 
relocation project.  GESD 
is not charging rent to 
the city to be located on 
the campus. 
3.2 
Conduct a service gap 
analysis to identify 
service gaps for Glendale 
residents and develop a 
plan to seek out 
strategic partnerships to 
fill those gaps. 
Leverages existing 
community resources to 
avoid duplication of 
services and ensure a 
comprehensive system of 
wrap-around services for 
low-income households. 
There is no cost to 
conducting this 
assessment, assembling 
a comprehensive 
resource list, and 
establishing additional 
community partnerships. 
3.3 
Improve city website to 
include information 
about community 
partners and resources. 
Leverages existing 
communication tools. 
Website is funded 
through the city’s 
General Fund and staff 
time of existing staff 
members. 
 
Community Level 
 
4. INCREASE ACCESS TO SHELTER AND AFFORDABLE HOUSING 
 
# 
Objective 
Linkages 
Funding Strategies 
FY2024-26 Strategic Plan Page 9 of 78

4.1 
Partner with Glendale 
Homeless Solutions 
Alliance (GHSA) to 
identify opportunities to 
increase temporary 
overnight stays in 
Glendale. 
Leverages existing 
service provider network 
and potentially increased 
participation with faith-
based providers. 
Utilizes $3.4 million 
HUD-funded investment 
from the city’s Homeless 
Master Services 
Agreement with Central 
Arizona Shelter Services. 
4.2 
Partner with Veterans 
Community Project (VCP) 
to increase the 
availability of transitional 
housing for Veterans in 
Glendale. 
Leverages non-profit 
sector to construct and 
operate 50 units of 
transitional housing for 
Veterans with on-site 
supportive services. 
Development will take 
place on city-owned land 
and leverages $3.2 
million State of Arizona 
General Fund 
contribution.  Additional 
funding opportunities will 
also be evaluated.  
Balance of construction 
and operating needs will 
be managed through 
fundraising activities of 
VCP. 
4.3 
Partner with private 
sector developers to 
attract new construction 
or rehabilitation of 
affordable rental housing 
to Glendale. 
Leverages the City 
Council-adopted fee 
waiver program, Arizona 
Department of Housing 
(ADOH) Low-Income 
Housing Tax Credit 
(LIHTC) and State Tax 
Credit (STC) program 
investments. 
Utilizes General Fund 
collections and ADOH-
funded sources. 
 
5. Increase access and referrals to senior programs and services. 
 
# 
Objective 
Linkages 
Funding Strategies 
5.1 
Increase communication 
with senior clients 
regarding program 
offerings for seniors 
provided by the city and 
other partners. 
Leverages existing 
programming provided 
through the Glendale 
Adult Center, the city’s 
Dementia Friendly 
Community initiative, 
and the YWCA 
congregate meal 
program. 
Adult programming and 
other city initiatives are 
funded through the 
General Fund and the 
YWCA receives funding 
through CDBG. 
FY2024-26 Strategic Plan Page 10 of 78

5.2 
Increase referrals and 
collaboration with the 
Maricopa County Human 
Services Department 
relating to the Senior 
Adult Independent Living 
(SAIL) program. 
Leverages the existing 
network of senior 
services providers to 
ensure Glendale seniors 
are receiving the services 
they need. 
Utilizes existing 
investments from 
Maricopa County HSD in 
senior services. 
 
Individual/Family Level 
 
6. INCREASE HOUSING STABILITY AND ECONOMIC SECURITY AMONG 
ASSISTED HOUSEHOLDS. 
 
# 
Objective 
Linkages 
Funding Strategies 
6.1 
Increase enrollment in 
THRIVE Success 
Coaching program. 
Leverages new framework 
for active case 
management focused on 
addressing household 
needs and assessing 
sustainability based on 
food security, housing 
security, education, 
transportation, and other 
barriers.  
Utilizes CSBG, HOME-
ARP, and HUD Family-
Self-Sufficiency funding. 
6.2 
Increase quality and 
quantity of referrals to 
landlords willing to 
participate in our 
housing assistance 
programs through 
landlord engagement. 
Leverages the Landlord 
Liaison position to 
develop relationships 
with local landlords. 
Utilizes CDBG Cares Act 
funding. 
6.3 
Establish and track Key 
Performance Indicators 
(KPIs) of household 
success. 
Leverages national KPIs 
and ROMA continuous 
improvement cycle. 
Utilizes existing staff 
resources. 
 
FY2024-26 Strategic Plan Page 11 of 78

7. INCREASE ACCESS TO LIVING WAGE EMPLOYMENT OPPORTUNITIES. 
 
# 
Objective 
Linkages 
Funding Strategies 
7.1 
Strengthen relationship 
with Phoenix Rescue 
Mission (PRM) who 
currently provides 
workforce and 
employment services to 
establish a formalized 
and trackable referral 
system that will allow for 
measurable outcomes. 
Leverages existing 
contractual partnerships 
with PRM. 
Utilizes CDBG Cares Act 
funding. 
7.2 
Establish partnerships 
with additional service 
providers that can 
provide skilled training 
for underemployed 
adults as well as 
disengaged low-income 
youth. 
Leverages partnerships 
with WestMec, Glendale 
Community College, Rio 
Salado Community 
College, Arizona 
Automotive Institute, 
Arizona Christian 
University, and 
Arizona@Work Maricopa 
County. 
Utilizes existing staff 
resources to establish 
relationships. 
 
8. INCREASE ACCESS TO CHILDCARE AND AFTERSCHOOL PROGRAMS. 
 
# 
Objective 
Linkages 
Funding Strategies 
8.1 
Increase referrals to 
childcare, afterschool, 
and sport scholarship 
programs. 
Leverages existing free 
drop-in afterschool care 
programs and sports 
scholarship programs 
offered by the city as well 
as Head Start programs 
offered by Maricopa 
County. 
City afterschool care 
programs are funded by 
the General Fund, 
scholarship programs 
are funded through 
donations, and the Head 
Start programs are 
funded through other 
agencies. 
 
PLAN MONITORING AND REPORTING 
Glendale CAP will monitor progress toward achieving the goals identified in this plan on 
an ongoing basis and will provide a bi-annual update to CDAC to provide an opportunity 
to actively participate in monitoring and evaluating progress toward goal achievement. 
 
FY2024-26 Strategic Plan Page 12 of 78

APPENDIX LISTING 
1. City of Glendale Tier 1 Organizational Scorecard and Objective 
Descriptions 
2. City of Glendale Values 
3. Community Services Tier II Organizational Scorecard 
4. Community Profile Data (US Census Bureau) 
5. Community Needs Assessment 
6. Customer Feedback Survey 
FY2024-26 Strategic Plan Page 13 of 78

BALANCED SCORECARD
Our 
Community
Our 
Finances
Our 
Processes
Our 
Organization
Improve
Community
Experience
Improve
Asset
Management
Improve
Resource
Alignment
Increase
Innovation
Solutions
Optimize
Processes &
Services
Improve
Stakeholder
Engagement
Improve
Tools &
Technology
Strengthen
Workforce
Culture
Strengthen
Workforce
Development
Improve
Purposeful
Communication
We improve the lives of the people we serve every day.
FY2024-26 Strategic Plan Page 14 of 78

Our Organization 
We leverage tools and technology as a competitive advantage to 
meet the needs of today’s connected community and to create 
opportunities to increase efficiency, reduce waste and redundancy, 
and optimize service delivery by investing in high quality, secure, 
reliable, and efficient technology and systems. 
Intended Results: 
•
Modernized and streamlined operations
•
Decreased manual or paper-based processes
•
Improved use of data and analytics
•
Improved transparency
•
All departments equipped with industry standard technology
•
Appropriate level of financial investment for technology
•
Improved security and regulatory compliance
•
Improved communication
•
Improved asset management
•
Improved service options for internal/external customers
We utilize a variety of methods to improve and maintain a positive 
workforce culture where employees are valued as significant 
contributors and are encouraged to effectively communicate, 
generate ideas, solve problems, and grow their careers. 
Intended Results: 
•
High morale (positive, productive, happy, and safe workplace)
•
Employees view what they do as a career, not just a job
•
Employee trust is high
•
Employees are friendly and engaged
•
The organization emphasizes the importance of leadership regardless of role
•
The organization recognizes and rewards employees for their contributions
•
The organization has a diverse workforce that represents the demographics of the
community
•
Employees understand how their role contributes to the success of the
organization
•
A culture of effective communication
•
The community receives a higher level of service
FY2024-26 Strategic Plan Page 15 of 78

Our Organization (cont’d) 
We invest in developing skilled and experienced leaders and technical 
professionals with a focus on cultivating innovation, continuous 
improvement, and leadership skills to increase the efficacy of service 
delivery.   
Intended Results: 
•
Improved succession planning
•
Higher quality services for the community
•
Personal accountability for career development
•
Increased mentoring
•
Improved relationships between employees and leadership
•
Increased customer satisfaction
•
Quality, knowledgeable workforce (skills match needs)
•
Increased cross-collaboration between departments
•
Improved innovation, critical thinking, and problem-solving skills
•
Increased value that translates to other civic engagement activities
•
Improved knowledge and use of technology tools and training
•
Skilled workforce that knows how to acquire, interpret, and use data for decision-
making
FY2024-26 Strategic Plan Page 16 of 78

Our Processes 
We leverage our employees' knowledge, the power of our tools and 
technology, and our healthy organizational culture to advance 
innovation solutions that improve the value of our programs and 
services for the community. 
Intended Results: 
•
Community finds greater value in city services
•
Services/programs have greater utility and generate measurable impacts
•
Organizational culture supports trying new approaches to service delivery
•
Advanced innovation (changes in process, approach, or services) throughout the
organization, can be incremental or fundamentally disruptive/revolutionary
•
The organization has “planned abandonment” strategies and tools in place for
programs/services that are no longer needed
•
The organization demonstrates a reasonable tolerance for risk, assessing likelihood
against the potential negative impacts
•
The organization has a healthy climate of collaboration
•
Leadership supports and encourages change and renewal
•
Improved analysis and decision-making
We optimize our services by eliminating unnecessary regulations and 
procedures, simplifying processes, utilizing program evaluation 
methods, and making efforts to involve stakeholders in the design of 
programs and services.   
Intended Results: 
•
Streamlined processes
•
Reduction of waste
•
Continuous improvement and innovation
•
Cost effective service delivery
•
Internal culture of responsibility and accountability
•
Departments are collaborating on procurement needs
•
Programs and services designed with stakeholder input
•
Increased speed of delivery and value of services
•
Program evaluation methods are used to determine the efficacy of existing and
future programs
FY2024-26 Strategic Plan Page 17 of 78

Our Processes (cont’d) 
 
 
We place a strong emphasis on communicating for results, ensuring 
consistent messaging, increasing brand awareness, and improving 
strategies to reach all stakeholders.   
 
 
Intended Results: 
• Clear, consistent, and timely information is delivered 
• An effective communication plan that addresses content, purpose, audience, 
delivery, and process. 
• Improved stakeholder, customer, and employee satisfaction 
• City achievements and successes are celebrated  
• Improved issue resolution and increased positive outcomes (proactive vs. reactive) 
• More knowledgeable workforce and community 
• Increased channels for communication 
 
 
We recognize that effective, data-driven decision making requires 
involving stakeholders through a variety of methods to continually 
gather information about public opinion, engaging the community in 
problem solving, encouraging community ownership and 
accountability, and the use of stakeholder data to assess service 
offerings and delivery models. 
 
 
Intended Results: 
• Stakeholders are active participants in their local government 
• The organization has defined stages and processes for public engagement (inform, 
consult, incorporate, and empower) and deploys different strategies based on the 
issue 
• The organization uses a "partnership wheel" model of engagement where the 
issue, not the local government, is at the center of the discussion 
• Public engagement strategies focus on the role of "citizens" (not customers) 
encouraging stakeholders to see the community as part of their own identity 
creating a sense of ownership 
• Improved transparency and communication 
• Increased use of survey tools and methods 
• Increased understanding of community needs 
• Organization uses data and analytics to drive strategic decision-making 
FY2024-26 Strategic Plan Page 18 of 78

Our Finances 
 
 
We recognize asset management as a critical factor in sustainable 
service delivery and prioritize investments to support organizational 
effectiveness and community livability.  Assets include our facilities, 
infrastructure, and technology. 
 
 
Intended Results: 
• Improved tracking of capital assets and CIP projects to inform long-range financial 
planning 
• Improved replacement cycle of city assets 
• Reduction in service delivery interruptions due to asset failure 
• Increased transparency and public awareness of infrastructure needs and 
associated impacts 
• Public facilities and operational facilities meet the service delivery expectations of 
the public 
• Increased use of data and analytics for investment decisions 
 
 
We recognize that effective resource alignment is critical to 
supporting a healthy and stable economic environment and we 
actively pursue new revenue opportunities, partnerships, and 
operational efficiencies that align our investments with the 
community needs. 
 
 
Intended Results: 
• New and increased revenue streams  
• Healthy fund balance 
• Improved bond rating 
• Diversified revenue sources 
• Attraction of new businesses  
• Expand and retain existing local business 
• Market-competitive (comparable) fee/rate structures 
• Reliable and transparent financial reporting 
• Strategically aligned, well managed budget 
• Strengthen service levels and workforce 
• Increased use of volunteer programs and internships 
• Increased use of public-private partnerships 
FY2024-26 Strategic Plan Page 19 of 78

Our Community 
 
 
We provide superior service delivery that surpasses expectations and 
provides unique solutions to meet community needs.  We build 
integrity and trust by cultivating strong relationships.  At our 
organization’s core is a passion for serving and caring for our 
community by improving the lives of the people we serve every day.  
 
 
Intended Results: 
• Residents are proud of our community 
• Businesses invest in our community 
• Employees are valued by our community 
• More people both live and work in Glendale 
• Safe, vibrant, active, clean, and diverse community 
• Increased accountability for community success 
• Positive image and brand awareness 
• Expanded tourism and hosting of national events 
• Increased community satisfaction 
• Community of choice for businesses, residents, employees and visitors 
• Increased public trust and positive community relations 
• The organization fosters positive, productive relationships with stakeholders 
 
FY2024-26 Strategic Plan Page 20 of 78

MISSION STATEMENT 
WE IMPROVE THE LIVES OF THE PEOPLE WE SERVE EVERY DAY. 
 
VISION STATEMENT 
WE ARE THE COMMUNITY OF CHOICE FOR RESIDENTS, BUSINESSES, AND 
EMPLOYEES. 
 
VALUE STATEMENTS 
COMMUNITY  
WE ARE DRIVEN TO IMPROVE THE COMMUNITY EXPERIENCE  
Our top priority is to serve all people who live, work, do business in, and visit Glendale.  We value 
community engagement and we constantly seek feedback to assess the varying needs of our 
community.  We welcome everyone and value the richness of skills, background, and experience that 
a diverse community provides.  With compassion, we observe, listen, understand and assist our 
stakeholders to ensure we are equitably delivering the services that are most valued and needed in 
our community.  We do this to honor our heritage, to create openness, and to improve service 
delivery.   
 
INTEGRITY 
WE PROVIDE OPEN AND HONEST GOVERNANCE 
Throughout our organization there is an unquestionable level of integrity, ethics, transparency, and 
honesty guiding our communications, interactions, and decision-making.  We are fair, principled, 
accountable, and inclusive in all that we do.  The example is set by City Council, City Management, 
and every staff member.  We do this to build trust within the organization and throughout the 
community.  
 
EXCELLENCE 
WE MAKE EXCELLENCE A HABIT, NOT A GOAL. 
Our approach to service begins with a positive attitude and a focus on excellence.  We are committed 
to delivering high quality services to our diverse community at an affordable cost, with demonstrated 
value, in an expeditious manner.  We design our services with our stakeholder’s needs in mind.  We 
provide opportunities to gather feedback on our services in an inclusive way and look for merit in 
every idea.  We do this to ensure we are good stewards of taxpayer dollars, to create organizational 
and community pride in the services we provide, and to create added value for our community. 
 
INNOVATION 
We are an organization that constantly examines how we can get better and welcomes creative ideas 
and new thinking.  We value efficiency, technology, and agility; and, we have the courage to try new 
approaches.  We strive to be leaders in public sector innovation.  We do this to create a flexible 
organization that can respond quickly to change, to create value by providing more cost-effective 
services, and to foster employee ownership in the services we provide. 
 
LEARNING  
WE VIEW LEARNING AS ESSENTIAL TO IMPROVEMENT. 
We know that our ability to develop and deliver the highest quality services and to achieve 
operational excellence for our stakeholders is dependent upon having a highly trained and 
developed workforce and elected leaders .  We are committed to developing skills and cultivating 
leaders.  We do this to ensure that we are constantly getting better in everything we do and creating 
lifelong learners. 
FY2024-26 Strategic Plan Page 21 of 78

COMMUNITY SERVICES
TIER II BALANCED SCORECARD
MARCH 30, 2023
FY2024-26 Strategic Plan Page 22 of 78

FY2024-26 Strategic Plan Page 23 of 78

We identify opportunities to upskill employees for both advancement and enrichment 
purposes. 
  
Intended Results  
Measures 
Target 
Actual 
Improved succession planning 
Employee strengths are optimized 
Employees are enriched through learning 
Current 
% supervisory positions that have a succession plan 
% employees participating in succession plan training 
% employees with completed Strengths Finder Assessment 
% supervisors training on how to leverage employee strengths 
 
Future 
% employees participating in at least 4 training opportunities annually 
% employees reporting that learning is relevant and applicable 
 
100% 
10% 
100% 
100% 
 
 
90% 
 
 
Initiatives 
Scope 
Champion 
Status 
Succession Plan 
Collaborate with Human Resources on a project to have each supervisor 
position evaluated for both soft skills and technical skills needed to be 
successful in the role and document the skills inventory.  Utilize the skills 
inventory to develop a training academy curriculum to upskill interested staff to 
be positioned for advancement opportunities. 
Jean Moreno 
Assigned 
Strengths Finder 
Ensure all employees have participated in the Strengths Finder assessment and 
initial learning workshop.  Develop Strengths Finder orientation program for 
new employees and develop continuing education on principles of Strengths 
Finder to ensure the tool is actionable and utilized.  Develop Strengths Finder 
training program for supervisors. 
Mike Beck 
Assigned 
Department Training Plan 
1. Develop annual training plan with a minimum of four department 
sponsored training activities. 
2. Research mechanism for employees to track/record training for data 
collection and reporting 
 
Future 
 
 
 
FY2024-26 Strategic Plan Page 24 of 78

We systematically and routinely evaluate our operations to eliminate over-regulation, 
simplify operations, and leverage technology to deliver services. 
 
Intended Results  
Measures 
Target 
Actual 
Updated processes & procedures 
Reduced red tape 
Employees involved in decision-making 
Time savings (employee and customer) 
Increased automation 
% policies and procedures reviewed and updated annually 
% policies and procedures condensed, eliminated, or enhanced during review 
% of foundational employees engaged in policy development 
% of programs or services evaluated with formal program evaluation tools 
% cycle time reduction 
% processes automated 
100% 
50% 
10% 
10% 
25% 
25% 
 
 
Initiatives 
Scope 
Champion 
Status 
Policy Inventory 
Develop a database or methodology to collect and track all department-level 
policies.  System must create a comprehensive inventory and track annual 
reviews/updates.  Database must include administrative and division-level 
policies that provide guidance for procedures, programs, or services.  Policies 
and tracking database should be readily available for all employees. 
Matt Hess 
Assigned 
Program Evaluation Plan 
Develop a 2-year plan to conduct systematic program evaluation which may 
include assessments on program efficacy, cost-benefit, LEAN, or other program 
evaluation methodologies. 
Matt Hess 
Assigned 
FY2024-26 Strategic Plan Page 25 of 78

We create opportunities to publicly share what we do, why we do it, how our 
programs create value, and how they are performing. 
 
Intended Results  
Measures 
Target 
Actual 
Increased storytelling 
Increased community impact reporting 
Increased public transparency 
# public communication campaigns promoting programs/services 
# stories produced internally 
# media stories (print or television) 
Website readability score & other metrics (Site Improve Tool) 
24 
12 
12 
? 
 
 
Initiatives 
Scope 
Champion 
Status 
Communication Plan & Department 
Branding/Identity 
Develop a comprehensive communication plan that includes a minimum of a 
monthly promotion and leverages social media to post about events and 
activities of the Community Services Department in a comprehensive manner to 
tell the story of what we do to increase community engagement and interest.  
May involve recommendations to re-brand the department. 
Michelle Yates 
Assigned 
Community Notification System 
Discontinue the Registered Neighborhood program in favor of a more 
comprehensive and effective Community Notification System to provide better 
resident notifications about important citywide initiatives to engage residents.  
Examples include Census outreach, public engagement meetings, open houses, 
programs, and services.  With this program, registration would no longer be 
limited to HOA’s or neighborhood leaders, but open to all stakeholders in the 
community including residents, schools, businesses, churches, non-profits, and 
other city departments. 
Michelle Yates 
Assigned 
Community Impact Reporting 
Develop operational performance dashboards that share information with the 
public about the value of programs and services delivered by the department. 
 
Future 
 
 
Change objective to increase community awareness
FY2024-26 Strategic Plan Page 26 of 78

We seek out new funding sources to address community needs and improve program 
sustainability. 
 
Intended Results  
Measures 
Target 
Actual 
Increased funding diversity 
Improved program sustainability 
Reduced administrative burden 
Decreased reliance on federal funding 
% increase in new grant funding 
% of leveraged funds from partnerships 
 
 
 
 
Initiatives 
Scope 
Champion 
Status 
Seek New Grants 
Work with Grant Program Manager to identify new opportunities for flexible 
funding sources to support programs and services 
 
Future 
Investment Database 
Establish tracking mechanism to capture data related to both in-kind and 
leveraged funding or investments made by community partners that benefit 
Glendale residents 
 
Future 
 
FY2024-26 Strategic Plan Page 27 of 78

We seek out partnerships to improve or increase amenities, programs, or services for 
Glendale residents and to increase community engagement. 
 
Intended Results  
Measures 
Target 
Actual 
Bridge service gaps 
Increased community engagement 
Increased corporate stewardship 
Increased volunteer impact 
% of identified service gaps that are addressed through partnerships 
% increase in total partnerships 
% increase in economic impact of volunteer programs 
% increase in volunteers 
90% 
10% 
10% 
10% 
 
 
Initiatives 
Scope 
Champion 
Status 
Service Gap Analysis 
Utilize community needs assessments and other community feedback to 
identify service gaps for Glendale residents and develop a plan to seek out 
strategic partnerships to address those gaps. 
Mike Beck 
Assigned 
Corporate Stewardship Program 
Develop and implement a recruitment strategy to enlist Glendale business to 
participate in community programs and services that benefit residents.  The 
program will invite business professionals to be part of something 
meaningful and provide opportunities for business to play a vital role in 
improving the community.  The program is expected to generate interest in 
Glendale that leads to sponsorships, matching giving opportunities, aligning 
philanthropic missions with our Community Engagement purpose, 
addressing corporate concerns about challenges facing our 
environment/planet, engaging employees, increased brand awareness, and 
potentially opportunities to address department goals through.  
Michelle Yates 
Assigned 
Partnership Database 
Develop comprehensive department-wide partner database. 
Michelle Yates 
Assigned 
Volunteer Database 
Develop comprehensive department-wide volunteer database to capture 
economic impact of volunteer activity with a standard, consistent methodology. 
Michelle Yates 
Assigned 
 
FY2024-26 Strategic Plan Page 28 of 78

We provide quality services that address diverse community needs and improve 
quality of life outcomes. 
 
Intended Results  
Measures 
Target 
Actual 
Services match community need 
Increased graduation rates from assistance programs 
Reduced poverty rates 
% respondents reporting high-quality service experience  
% respondents reporting high-level of responsiveness 
% clients that participate in Success Coaching program 
% clients that graduate from THRIVE Success Coaching program 
85% 
85% 
10% 
80% 
 
 
Initiatives 
Scope 
Champion 
Status 
Community Grant Program 
Initiate pilot program to provide monetary assistance to support activities or 
community projects to stimulate community action and participation in 
addressing unique neighborhood needs. 
Michelle Yates 
Assigned 
THRIVE Success Coaching Program 
Implement the new THRIVE (Transcending Hope and Resiliency Into Viable 
Empowerment) Success Coaching case management program to align programs 
and services to national KPI’s like achievement of a livable wage, maintaining a 
livable wage, increasing personal savings, increasing credit scores, and achieving 
certifications or other education to increase employability. 
Ismael Cantu 
Assigned 
Language Access Plan (LAP) 
Over the last five years, over 10,000 refugees from 66 countries have settled in 
Arizona through resettlement programs. This initiative will follow the process 
prescribed by the Federal Coordination and Compliance Section Civil Rights 
Division of the U.S. Department of Justice to conduct the appropriate 
assessments and implement a comprehensive LAP for all programs and services 
in the department. 
Karen Mofford 
Assigned 
Library Master Plan (LMP) 
Finalize the LMP which is inclusive of recommendations from the Community 
Assessment (CA) and Process Improvement Team (PIT) and will serve as the 
basis for future Capital Improvement Program and budget requests. The final 
LMP document will organize, categorize, vet, and prioritize findings and 
recommendations from the CA and PIT and should be adopted by the City 
Council. The associated implementation plan should include a mechanism to 
track the timing and progress of initiatives as well as key performance indicators 
that can be utilized for public-facing community impact reporting. 
Michael Beck 
Assigned 
 
FY2024-26 Strategic Plan Page 29 of 78

Community Profile Data
Source:  US Census Bureau
Arizona
Maricopa 
County
City of Glendale
State 
Comparison
County 
Comparison
POPULATION AND HOUSEHOLDS
Population as of July 1, 2022
7,359,197
       
252,136
          
3%
6%
Households
2,683,557.0
    
1,632,151.0
    
83,956.0
         
3%
5%
Persons per household
2.58
                
2.64
                
2.88
                
112%
109%
RACE/HISPANIC ORIGIN AND LANGUAGES
% Persons 65 and Over
18.8
                
16.2
                
11.8
                
% Female Persons
50.0
                
50.2
                
50.7
                
1%
1%
% White Alone
81.9
                
81.7
                
64.0
                
-22%
-22%
% Black or African American alone
5.2
                  
2.9
                  
1.8
                  
-65%
-38%
% Asian Alone
3.9
                  
4.9
                  
4.2
                  
8%
-14%
% Native Hawaiian and Other Pacific Islander Alone
0.3
                  
0.3
                  
0.2
                  
-33%
-33%
% Two or More Races
3.2
                  
3.3
                  
15.0
                
369%
355%
% Hispanic or Latino
32.5
                
32.1
                
40.2
                
24%
25%
% White Alone, not Hispanic or Latino
52.9
                
53.0
                
43.6
                
-18%
-18%
% Language other than English spoken at home 
26.6
                
26.5
                
34.1
                
28%
29%
SPECIAL POPULATIONS
Veterans
471,924.0
       
245,171.0
       
12,364.0
         
3%
5%
Veterans per 1,000 Population
64.1
                
53.9
                
49.0
                
-24%
-28%
% with a disability under age 65
9.0
                  
7.9
                  
10.4
                
16%
18%
HOUSING
Owner-occupied housing unit rate
65.8
                
63.8
                
55.9
                
-15%
-12%
Median value of owner-occupied housing units
265,600
$        
304,700
$        
252,200
$        
-5%
-17%
Median gross rent
1,172.00
$       
1,275.00
$       
1,138.00
$       
-3%
-11%
INCOME, EMPLOYMENT, AND POVERTY
Median household income
65,913.0
         
72,944.0
         
60,499.0
         
-8%
-17%
Per capita income in past 12 months
34,644.0
         
37,570.0
         
27,771.0
         
-20%
-26%
% in civilian labor force % of persons 16+
60.2
                
64.8
                
64.2
                
7%
-1%
Mean travel time to work workers age 16+
25.7
                
26.4
                
28.5
                
11%
8%
% Persons in poverty
12.5
                
11.3
                
17.3
                
38%
53%
OTHER COMMUNITY INDICATORS
% Households with computer
94.4
                
95.7
                
93.9
                
-1%
-2%
% households with broadband internet
88.2
                
90.2
                
83.9
                
-5%
-7%
% High school graduate or higher
88.3
                
88.8
                
83.5
                
-5%
-6%
% Bachelor's degree or higher % of persons age 25+
31.2
                
34.4
                
22.1
                
-29%
-36%
% Persons without health insurance under age 65
12.5
                
12.7
                
14.7
                
18%
16%
Total retail sales per capita
14,808.00
$     
17,170.00
$     
21,194.00
$     
43%
23%
FY2024-26 Strategic Plan Page 30 of 78

Community Action Program
2023 Community Needs Assessment
Prepared By:
ASU Watts College of Public Service and 
Community Solutions
Action Nexus on Housing and Homelessness
1
FY2024-26 Strategic Plan Page 31 of 78

EXECUTIVE SUMMARY
Table of Contents
3
4
6
10
STAKEHOLDER INTERVIEWS
FINANCIAL HARSHIP
COMMUNITY NEEDS
RECOMMENDATIONS
38
RESIDENT SURVEY
16
18
APPENDICES
2
FY2024-26 Strategic Plan Page 32 of 78

Executive Summary
The activities undertaken to prepare this report included 33 interviews with service providers 
and 440 survey responses from Glendale residents that had previously received CAP services. 
When analyzing both the survey responses and the stakeholder interviews, several needs emerged 
as being the most critical:
•
Housing security
•
Shelter space
•
Food security
•
Help  nding resources
•
Affordable childcare and after school programs
•
Assistance for seniors
•
Employment
According to the Maricopa Association of Governments, rent has gone up by 68% across the Phoenix 
Metropolitan Area since 2017.   This is particularly important for the Community Action Program 
(CAP) because 93% of residents receiving CAP assistance reported renting their homes in the last 
year, making housing stability, affordable housing, and homelessness prevention programs more 
important than ever.  The City of Glendale has a plethora of community programs, nonpro ts and faith 
organizations but no shelter space of their own.  This could become a problem as the increased need 
for shelter beds is evident across the county, putting a strain on existing programs.  Additionally, 
stakeholders reported that more people than ever are seeking out assistance in obtaining food, 
emergency  nancial support, and other basic needs as their housing costs rise.
Ease of  nding and accessing services also emerged as an important theme.  Making sure that residents 
know what is available and how to access the services are both important.  Survey participants noted 
that help obtaining resources was critical and during stakeholder interviews, many shared that the 
complex system of services in the community is daunting for clients seeking help Finally, employment 
remains an important focus from both perspectives of stakeholders and the survey participants.  Not 
only help  nding employment, but maintaining employment can depend on childcare and school 
programs, and affordable  access to transportation.  Affordable childcare was a very common theme 
and stakeholders felt that it was a crucial need for families in the city.  They also noted that, although 
Glendale has access to public transportation, often cost and travel times are a barrier for residents 
who are low-income. 
As the population ages, the need to support seniors becomes more critical.  Both stakeholders and 
survey participants indicated the necessity to support seniors who live independently and those who 
need extra care.  Financial support is very important for seniors on a  xed income to pay for basic 
needs like housing, food and utilities and to help for those seniors who are homeless.
  Maricopa Association of Governments https://azmag.gov/Programs/Maps-and-Data/Land-Use-and-Housing/Housing-Data-Explorer
3
FY2024-26 Strategic Plan Page 33 of 78

Recommendations
Shelter Beds
Many stakeholders emphasized the need for shelter space in Glendale, stating that clients often 
don’t want to be placed outside of the city where they have communities, jobs, and schools.  
Finding ways to shelter Glendale residents as close to their own neighborhoods as possible 
would keep them connected with those communities and resources.
financial hardship that impacted their ability to pay for basic needs.  Additionally, 
stakeholders indicated that housing insecurity is an increasing issue.  Ensuring that programs 
for rent/mortgage assistance, utility assistance, and keeping homes livable  are well funded and 
easy for residents to access will help keep them housed and reduce the need for shelter space.
Food Insecurity 
As affordable housing continues to be scarce, more people are utilizing resources like food 
banks to meet their families’ needs.  Most low-income households qualify for food assistance 
programs but  stakeholders agree that they are seeing a rise in the number of people seeking 
food assistance.  It’ll be important to maintain partnerships with food banks as well as providing 
support to residents trying to navigate the system of applying for the government food 
assistance programs.  
4
FY2024-26 Strategic Plan Page 34 of 78

Childcare and After School Programs
A common theme in the assessment was that affordable childcare is a big gap for low-income families, 
especially single parent households. Additionally, stakeholders mentioned the need for after school 
activities for children from low-income homes which allow parents to work and provides a constructive 
and fun opportunities for kids.  This is also a good opportunity to get kids and their families involved in 
the community, especially if it is affordable and accessible.  Affordable childcare is a big challenge but 
subsidy programs or partnering with community organizations are possible solutions.
Navigating the System
It was very common for the stakeholders as well as the residents surveyed to express that the system for 
obtaining assistance can be challenging, particularly for those who aren’t technologically savvy or are in 
crisis. Strong case management, easy to navigate websites and clear instructions are all helpful ways to 
make the process more accessible.  It is also necessary to make sure that people know what is available to 
them.  School districts, libraries, and other areas that are frequented by residents are useful places to 
share information for those who aren’t good with technology, don’t have access to computers, or 
wouldn’t know where to look.
Assistance for Seniors
As a particularly vulnerable population and an increasingly large one, seniors are of concern across most 
of the stakeholders interviewed for this assessment.  It was also one of the top concerns of the survey 
participants.  It’s diffi
Employment
Commonly the stakeholders agreed that Glendale has a lot of jobs, but survey participants reported the 
job search help, skill building and continued education were all very important to them.  Assisting low-
income individuals with career building and training for better jobs can create more self-sufficiency and 
bring people out of poverty.  This could involve partnering with local businesses to promote job fairs, 
provide education subsidies, or providing resume and job search assistance.  Creating a workforce 
development program within the city of Glendale and partnerships with businesses can provide pipelines 
for residents to train and develop necessary skills to obtain stable employment with benefits.
5
FY2024-26 Strategic Plan Page 35 of 78

Stakeholder Interviews
6
FY2024-26 Strategic Plan Page 36 of 78

Stakeholder Interview 
Analysis
Question 1: Now, when thinking about the low-income individuals and families in this community, what seems to be 
their greatest needs? (thinking about basic needs: food, housing, healthcare, safety, education, employment).
There were several themes that came up regarding basic needs of low-income residents of Glendale during the 
interviews, the most common were affordable housing, housing stability, and food.  The stakeholders represent a 
diverse group of individuals who work with low-income Glendale residents in various capacities but all  agreed that 
affordable housing was a great need in the community.  Other needs identified were transportation, affordable 
childcare, and healthcare.  In particular, several stakeholders mentioned the need for better mental healthcare.
Question 2: What do you think are the programs/services in this community most utilized by low-income individuals 
and/or families?  How are these services beneficial for creating self-sufficiency or moving people out of poverty?
Similar themes emerged for this question with affordable housing support, food assistance, and diversion funding being 
the most common responses.  Several stakeholders also mentioned the need for mental health support and subsidized 
child/senior/disabled adult care.  A similar theme emerged around the importance of keeping people from becoming 
homeless with utility/rent/mortgage assistance and other diversion programs.  Most of the stakeholders were 
concerned about the rising cost of housing, food, and other necessities that continue to put strain on non-profit and 
government agencies providing support.
Question 3: Are there any other strengths in this community contributing to the resiliency (or functioning) of low-
income individuals and/or families? Any partnerships/networks or organizations you know of or are working with in 
the community to help individuals and families move out of poverty?  What services or programs are these 
networks/organizations providing?
Several stakeholders mentioned the low-income community themselves as being very resilient and resourceful as well 
as the community at-large who look out for each other.  Another theme that emerged during the interviews, was that 
nonprofit, religious, community and government organizations had  strong partnerships that work together to increase 
capacity.  Many also mentioned the public  transportation system and strength of the city’s communication to its 
residents as important.
7
FY2024-26 Strategic Plan Page 37 of 78

Question 4: We talked a little about the current programs/services in this community, but are there any gaps in 
services and programs that are needed to improve the lives of low-income individuals and families? (maybe there is a 
service, but it needs to be expanded – or- maybe there is something that needs to be available that isn’t).
The gaps identified varied widely but housing and funding were two of the biggest themes.  Many stakeholders felt that 
the lack of affordable housing was a big gap in Glendale as well as the funding to provide enough resources for everyone 
in need.  Stakeholders also noted the lack of shelters in Glendale and noted that many homeless residents would prefer 
to remain in their community instead of sheltering in nearby cities like Phoenix.  They also noted that more resources 
need to focus mental health support and programs like flexible funding and other longer-term recovery support to give 
people enough time to get back to fi
Question 5: What prevents or makes it difficult for individuals and families, particularly those with lower incomes, 
from accessing the services they need to support themselves and their families?
The most common themes that emerged for this question were: transportation, childcare, and awareness of available 
support, as well as difficulty navigating the system.  Although the City has public transportation, it was mentioned as a 
barrier due to the lengthy time it takes to utilize it on a regular basis. They also noted that it was particularly difficult for 
parents of small children, to travel on public transportation.  Childcare was a barrier noted by many of the stakeholders, 
who said that parents of children have a difficult time finding affordable childcare so that they can work or attend job 
development training.  The third most common theme was the system itself due to the complexity of the human services 
system, how hard it is to navigate, and knowledge of the services that are available.  The stakeholders suggested that 
strong case management were essential to supporting low-income residents.
Question 6: How has your organization increased its ability to serve low-income families and individuals? (e.g. build 
trust, provide transportation vouchers, offer multiple languages) If so, please elaborate.
The responses to this question varied widely but a common theme was that of finding an need not addressed or under 
addressed and then expanding or adding programs to fill that need.  Several organizations opened new facilities or added 
extra beds, while others found that they could be more successful changing their service model completely.  Some 
stakeholders recognized the need for more support for the aging population and adding more senior-focused programs, 
while others discussed better rapid rehousing, prevention, and diversion programs.  Nearly all of the stakeholders noted 
that housing and food insecurity has gotten worse and stressed that retaining a quality workforce to address the 
problem is a huge need.
8
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Question 7: In what ways do believe this community could promote community engagement (involvement where 
people can get to know one another, build their social networks, and have a sense of pride in their community)?  What 
else could be done to encourage community members, particularly low-income individuals and families, to become 
involved in their communities? (e.g. more parks and spaces for recreation, neighborhood revitalization, community 
center)
The most common themes that arose during the interviews were accessibility and knowledge of events.  Accessibility 
can mean location as well as if the community feels they are welcome.  Stakeholders suggested that it would be helpful 
to provide one-stop-shop style resources at community events like food boxes and other resources to encourage 
attendance.  They believed that may low-income residents might not feel welcome or they might be afraid of stigma 
when it comes to events like community meetings and may not want to speak up.  Additional suggestions included 
additionally accessibility to events (like offering them virtually) and further outreach and advertising of the events.  
They suggested using signage in places that low-income residents frequent like resource centers, libraries, and other 
community spaces.  They also suggested partnering with first responders and school districts in low-income areas to get 
the message out.  Several of the stakeholders noted that they did not believe that low-income residents do not want to 
be involved but felt that being in crisis mode makes it difficult to participate.  Meeting their needs fi
Question 8: Are there any other community needs that you would like to mention that we have not discussed?
The responses to this question varied widely but a common theme was more affordable housing, better wrap-around 
services for individuals seeking assistance, and personalizing support.  Other notable needs were better behavioral 
health support and heat alleviation services during the summer months.  Others reiterated the needs addressed earlier 
in the report like transportation, job training, and shelter space in Glendale. 
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Resident Survey
An analysis of 440 surveys of Glendale residents follows.  The survey 
represents individuals who have previously received CAP services and 
residents in the Glendale area.  Please note that 119 individuals were 
excluded from this section because they did not disclose demographic 
information.
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Financial Harship
In the next section the survey asked a series of questions about 
financial hardship and other challenges preventing individuals from 
meeting basic needs, as well as what services they have utilized in the 
last year.  
•
90% of participants reported that they have experienced a financial 
crisis in the last 24 months that made it dif cult to meet basic needs.
•
40% experienced an eviction within the last 24 months.
•
77% reported that an increase in rent or mortgage is making it 
difficult to meet basic needs.
•
70% of participants reported that their credit  score was making it 
difficult for them to obtain housing or other basic needs.
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Community Needs
IIn the next section, participants were asked to rank needs using a Likert scale with 
6 being the most critical and 0 being not important.  The results of the survey show 
many of the same themes found in the interviews with key stakeholders, with the 
most critical needs relating to affordable housing and utility bill support.  89% of 
respondents identified affordable housing as critical or very important with help 
paying rent and help with utility bills as the next highest ranked choices.  Housing, 
food, family support, community were listed as the most important themes.  Less 
important to the respondents were behavioral health and adult education 
programs, although employment opportunities were very important.
85%
of participants rated this need as either very 
important or critial.
Help Paying Rent
84%
of participants rated this need as either very 
important or critical.
Help with Utilities
80%
of participants rated this need as either very 
important or critial.
Affordable Living Options for 
Seniors
74%
of participants rated this need as either very 
important or critial.
Help Finding Resources in 
Community
72%
of participants rated this need as either very  
important or critial.
Employment Opportunities
89%
of participants rated this need as either very 
important or critial.
Affordable Housing
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Appendices
Provide low-cost free individual and 
family counseling sessions to 
60 participants and their families 
on an as needed basis.
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Key 
Stakeholder 
Questions
1.
Background: Tell me a little about your experience working with individuals and families from low- 
income areas of Glendale.
  a.) Current place of employment:
  b.) Length of time at place of employment:
2.
Needs: Now, when thinking about the low-income individuals and families in this community, what 
seems to be their greatest needs? (thinking about basic needs: food, housing, healthcare, safety, education, 
employment).
3.
Assets: What do you think are the programs/services in this community most utilized by low-income 
individuals and/or families?
  a.) How are these services beneficial for creating self-sufficiency or moving people out of poverty?
4.
Strengths: Are there any other strengths in this community contributing to the resiliency (or functioning) 
of low-income individuals and/or families?
  a.) Any partnerships/networks or organizations you know of or are working with in the community to help 
individuals and families move out of poverty?
  b.) What services or programs are these networks/organizations providing?
5.
Gaps in Services: We talked a little about the current programs/services in this community, but are 
there any gaps in services and programs that are needed to improve the lives of low-income individuals and 
families? (maybe there is a service, but it needs to be expanded – or- maybe there is something that needs 
to be available that isn’t).
6.
Barriers: What prevents or makes it difficult for individuals and families, particularly those with lower 
incomes, from accessing the services they need to support themselves and their families?
7.
Org. Capacity: How has your organization increased its ability to serve low-income families and 
individuals? (e.g. build trust, provide transportation vouchers, offer multiple languages) If so, please 
elaborate.
8.
Civic Participation: In what ways do believe this community could promote community engagement 
(involvement where people can get to know one another, build their social networks, and have a sense of 
pride in their community)?  What else could be done to encourage community members, particularly low-
income individuals and families, to become involved in their communities? (e.g. more parks and spaces for 
recreation, neighborhood revitalization, community center)
9.
Other:  Are there any other community needs that you would like to mention that we have not 
discussed?
39
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Community 
Needs Survey
1.
Have you experienced a financial crisis within the last 24 months that prevented you from meeting your  
        household’s basic needs?
2.
Have you experienced an eviction within the last 24 months?
3.
Is your credit score preventing you from accessing housing or other basic needs?
4.
Are background checks or other reference checks preventing you from accessing?
5.
Are background checks or other reference checks preventing you from obtaining quality employment?
6.
Have you experienced an increase in rent or mortgage costs that is preventing you from meeting your   
        household’s basic needs?
The next section is for demographic purposes to help us understand who are residents are.
1.
What is your zip code?
2.
How long have you lived in the City of Glendale?
3.
What is your age?
        a.
Under 18
        b.
18 -24
        c.
25 – 34
        d.
35 – 44
        e.
45 – 54
        f.
55 – 64
        g.
65 – 74
        h.
75 – 84 
        i.
85 or older
4.
What is your gender?      Male
Female
Non-binary/Other
5.
Are you a parent/guardian of a child under 18 years old?     Yes or No
6.
What is the highest level of education you have achieved?
         __Did not graduate high school
__Graduated HS/Received GED
         __Associates Degree
__Some college, did not graduate
         __Bachelor’s Degree
__Master’s Degree (or equivalent)
         __PhD (or equivalent)
__Other Certification
7.
Are you Employed?     Yes or No
8.
Are you part-time?       Yes or No
9.
Are you a veteran?      Yes or No
10.
Are you disabled?        Yes or No
11.
Are you retired?           Yes or No
12.
Do you have health Insurance?
Yes or No
13.
What is your race/ethnicity (mark all that apply)
        __American Indian/Alaskan Native __Asian/Pacific Islander
        __Black/African American
 __Hispanic/Latino
        __White/Caucasian
__Multi-racial/ethnic
        __I prefer not to answer
__Other______________
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Community 
Needs Survey
14.
How many people including yourself (adults and children) live in your household?
15.
Approximately how much was your household’s total income for 2022? (please include in your total income
money from all sources for all persons living in your household).
        __Less than $15000
__$15,001 to $24,999
        __$25,000 to $49,999
__$50,000 to $74,999
        __$75,000 to $99,999
__$100,000 or more
16.
What services have you received any of the following services within the past 24 months? (mark all that
apply)
        __Rent Assistance
__Utility Assistance
       __Mortgage Assistance
__Permanent Housing
       __Home Repair
__Homeless Assistance
       __Other_____________
__None
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FY2024-26 Strategic Plan Page 71 of 78

NEEDS
Don't
Know
Not
Important
Moderate
Important
Important
Very
Important
Critical
5
0
1
2
3
4
Basic Needs
Help with applying for Social Security, SSDT, TANF,
etc.
0
1
2
3
4
5
Help finding resources in the community
0
1
2
3
4
5
Finding Child Care
0
1
2
3
4
5
Help buying food
0
1
2
3
4
5
Public transportation services
0
1
2
3
4
5
Temporary shelter/housing
0
1
2
3
4
5
Low-cost legal services
0
1
2
3
4
5
Community
Neighborhood clean-up projects
0
1
2
3
4
5
Less neighborhood crime
0
1
2
3
4
5
Public parks and facilities
0
1
2
3
4
5
Better neighborhood conditions (lighting, sidewalks)
0
1
2
3
4
5
Employment opportunities
0
1
2
3
4
5
Education
GED classes
0
1
2
3
4
5
English as a Second Language Classes
0
1
2
3
4
5
Adult Education or Night School
0
1
2
3
4
5
Computer Skills Training
0
1
2
3
4
5
Financial assistance to attend trade or technical
school, or college
0
1
2
3
4
5
Employment
Help finding a job
0
1
2
3
4
5
Help with job skills, training & job search
0
1
2
3
4
5
Family Support
Financial Education/Budgeting Classes
0
1
2
3
4
5
Parenting Classes
0
1
2
3
4
5
Early education programs (ages 0-5)
0
1
2
3
4
5
Nutrition Education/Healthy Eating workshops
0
1
2
3
4
5
Health relationship classes (resolving conflict, etc)
0
1
2
3
4
5
Family counseling services
0
1
2
3
4
5
Youth programs and activities (ages 12-18)
0
1
2
3
4
5
Senior programs and activities
0
1
2
3
4
5
Housing
Affordable Housing
0
1
2
3
4
5
Help paying rent
0
1
2
3
4
5
Help with utility bills
0
1
2
3
4
5
Affordable living options for Seniors
0
1
2
3
4
5
Help to make my home more energy efficient
0
1
2
3
4
5
Behavioral Health
Health Insurance / Affordable Medical Care
0
1
2
3
4
5
Medical assistance after hospital visits
0
1
2
3
4
5
Affordable counseling/behavioral health services
0
1
2
3
4
5
Services for alcohol and drug addiction
0
1
2
3
4
5
Protection from domestic violence
0
1
2
3
4
5
Help buying medications /prescriptions
0
1
2
3
4
5
Sheet1
>
<
Community Needs Survey
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Glendale Community Action Program Customer Feedback Survey
1 / 6
73.44%
224
8.20%
25
4.92%
15
6.56%
20
6.89%
21
Q1
Overall, how would you rate the quality of your service experience with
the Glendale Community Action Program?
Answered: 305
Skipped: 2
TOTAL
305
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Very positive
Somewhat
positive
Neutral
Somewhat
negative
Very negative
ANSWER CHOICES
RESPONSES
Very positive
Somewhat positive
Neutral
Somewhat negative
Very negative
FY2024-26 Strategic Plan Page 73 of 78

Glendale Community Action Program Customer Feedback Survey
2 / 6
52.15%
158
19.47%
59
10.56%
32
7.59%
23
10.23%
31
Q2
How well did we respond to your service request?
Answered: 303
Skipped: 4
TOTAL
303
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Extremely well
Very well
Somewhat well
Not so well
Not at all well
ANSWER CHOICES
RESPONSES
Extremely well
Very well
Somewhat well
Not so well
Not at all well
FY2024-26 Strategic Plan Page 74 of 78

Glendale Community Action Program Customer Feedback Survey
3 / 6
25.90%
79
11.15%
34
19.34%
59
18.36%
56
25.25%
77
Q3
How much time did it take us to address your service request?
Answered: 305
Skipped: 2
TOTAL
305
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Much shorter
than expected
Shorter than
expected
About what I
expected
Longer than
expected
Much longer
than expected
ANSWER CHOICES
RESPONSES
Much shorter than expected
Shorter than expected
About what I expected
Longer than expected
Much longer than expected
FY2024-26 Strategic Plan Page 75 of 78

Glendale Community Action Program Customer Feedback Survey
4 / 6
65.89%
199
12.91%
39
7.62%
23
3.97%
12
9.60%
29
Q4
How helpful was this program in resolving your immediate crisis?
Answered: 302
Skipped: 5
TOTAL
302
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Extremely
helpful
Very helpful
Somewhat
helpful
Not so helpful
Not at all
helpful
ANSWER CHOICES
RESPONSES
Extremely helpful
Very helpful
Somewhat helpful
Not so helpful
Not at all helpful
FY2024-26 Strategic Plan Page 76 of 78

Glendale Community Action Program Customer Feedback Survey
5 / 6
Q5
How likely is it that you would recommend the Glendale Community
Action Program to a friend or colleague?
Answered: 300
Skipped: 7
18%
53
9%
28
73%
219
55
0
-50
50
-100
100
55
NPS
DETRACTORS (0-6)
PASSIVES (7-8)
PROMOTERS (9-10)
NET PROMOTER® SCORE
FY2024-26 Strategic Plan Page 77 of 78

Glendale Community Action Program Customer Feedback Survey
6 / 6
Q6
Do you have any other comments, questions, or concerns?
Answered: 231
Skipped: 76
FY2024-26 Strategic Plan Page 78 of 78