budget workshop session of april 5th 2022 the mayor is running late he will be with us he just called and he's going to be just a few minutes late this meeting is now called the order and i will call for an attendance roll call please signify by saying present you council member clark council member hugh here council member melnar president councilmember talmucha here councilmember turner president and the vice mayor is present ms bauer will you please introduce item number one fiscal year 2022-23 budget workshop good morning vice mayor members of the council we're thrilled to be able to get here today this is a culmination of a tremendous amount of work by our team in the budget and finance department and with that i'll turn it over to our budget and finance director lissette camacho good morning mayor members of the council today is our fourth budget workshop and also our first all-day workshop on the operating budget presentations for each department in today's presentation we will cover the operating budgets for city court community services budget and finance transportation economic development human resources organizational performance audit water services and engineering as you know each year we have two departments present their detailed budget the two departments this year this year are engineering and the city clerk's office for this presentation we will also cover the budget priorities and highlights we'll go through the information that's in your binder and then we'll cover the operating budgets for fiscal year 2023 including a summary of personal changes operating budget by fund the operating budget by function for the general fund and the presentation for the department budgets with that i'll turn over the presentation to mr phelps mr phelps it looks like they're stable for now the monitors are they're back to stable thank you vice mayor members of the council like to quickly give you a brief overview of how we put the budget together from from a goal perspective and uh so our this budget that we're presenting covers a number of areas like to quickly walk you through those and this will be borne out in more detail as we get into each presentation the first concept is sustainability now sustainability can mean different things obviously in the environmental world sustainability has one definition but the way that i would present the term terminology of sustainability is to build a budget that balances the increase in growth that we have in the general fund but recognize that some of that growth is is can be attributed to what may be a a limited time of construction increase so we don't want to go out and build a budget that has a lot of new ftes that then when the construction sales tax slows down and inevitably it will slow down uh that then you run into a problem having to make cuts so we're trying to balance from a sustainability uh perspective a budget that we believe can be sustained with our normal revenue growth at the same time be able to take advantage of the construction revenues this obviously any budget needs to focus on public safety and this budget reflects a number of things in the in both police and fire the first and foremost is we have completed negotiations and this budget reflects the increased cost due to having a new mou with both uh g-poc and with our firefighters and so those those increases are put into there now within uh the budgets uh there are five new ftes within uh police four of those are grant funded um and then there's also an additional fte provided in there in the fire side there's four ftes including one fire inspector again trying to keep up with the volume of fire inspections as you can imagine uh anything on the building safety fire inspection site has been incredibly stressed over the past couple years due to all the growth and we also will see and there are reclassifications where we've increased the number of engineers and this is primarily designed then to help us manage our overtime budget better within the mouss we did address overtime that's a focus coming into this current year and we believe that the new ftes in fire primarily will help will reduce our need for overtime and thus being a benefit back to the to the city it also reflects in public safety increased use of our real-time crime center and and we're on track to handle about 1300 incidences at the real-time crime center so that continues to grow continues to be a critical element of how we address public safety here in in the city of glendale it also reflects that we will have later this year once the class is completed we'll be standing up medical response unit 158 and that will go into operation that will then give us two medical response units uh fully operational this budget also deals with project delivery as you know the city has one of its most aggressive capital improvement plan programs in place in probably recent memory and we want to make sure that we have the right tools and resources to be able to implement and successfully deliver those projects so you'll see throughout our budget increases in key areas uh around the project delivery perspective if you if you go back five six years ago our capital improvement plan was pretty basic and i i it seems to me that what likely happened during the downturn and even though i wasn't here in 13 and 14 was we got rid of a lot of project delivery uh personnel because obviously if you're not if you don't have projects going on you're gonna that's gonna happen so we're just building that internal capacity back up and this budget reflects that economic development you will see that we are proposing we increase uh one fte uh within economic development and that will be then to put a person in place to really to focus on uh strictly on downtown we've had numerous people that are kind of worked on helping out the downtown we've had a contract with the chamber of commerce we're we're recommending that we come in assign a full-time fte into that position they will be there really to help us during the transition transition as we build out uh the new campus and then more importantly as we as we pivot fully to the live at murphy park series uh they'll have the appropriate skill sets and technical ability to help execute that plan uh you'll also see under neighborhoods we'll have we've we've recommended increase in code enforcement and so there's there's two additional code enforcement positions that we're recommending in the area of strategic performance we've added a one fte under organizational performance to help with our continued planning efforts as we now start drilling down to our tier two level scorecards for all the departments and so we're at that point where a lot of heavy lifting is needing to take place and that's moving forward and then finally this budget reflects an increase in numerous areas for deferred maintenance again a lot of catch-up has been going on the last couple years this new budget that we're proposing reflects even increased amounts of monies going towards deferred maintenance while it's in a number of different areas uh clearly the parks uh division is is going to be a recipient of a lot of those dollars and so with that um i'm going to turn it back over i believe uh going back to miss rios and she'll take us to the next part thank you mr phelps mayor members of the council vice mayor um some of the other highlights of the budget um beyond just the strategy behind it being a little more specific it is a balanced budget one of the things that you'll see is these additions that mr phelps referred to are enabled in part by very strong sales tax revenues that continue to come in particularly in retail and then one-time funding coming in through construction sales construction contracting sales tax or tpt the budget in the budget we did have to absorb rather large increases in the risk management and workers compensation funds and also benefit claims and are excuse me benefit premiums and claims for the health um health insurance we did see as i think council knows a bit of inflation occurring so there are inflationary increases to things like utilities and supplies particularly there was a there is a citywide ad that you'll see for shop and fuel charges reflecting the increased cost of fuel and then increases due to contracts that were re-bid and the um the vendors raising prices which also is a reflection of that same type of inflation last year we opened a new splash pad at o'neill park but we never put in the cost for ongoing maintenance for that facility and we're planning to open a new splash pad this year at sunset palms park and then there is a splash pad also at heroes excuse me there is a splash pad at harris park but the lake uh that was just opened there wasn't any operating uh cost included in the budget for this year so they're being added for next year so that we'll have the the right amount in there to maintain those facilities another thing that you'll see in this budget as the departments go through is some investments in technology in both our infrastructure and particularly you'll see people being added and around the network infrastructure and also in particular cyber security this is becoming an increasing issue with attacks especially on government agencies and so that's a reflection of that and the city needing to shore up its infrastructure and the people that are watching it as well as mr phelps mentioned this budget already includes the salary increases and adjustments in accordance with the mous and you'll see a focus now on employee retention so built into this budget is a five percent what we'll call a cost of living adjustment for the unrepresented or the the rank and file non-mou employees uh that is the result of a compensation and classification study that was done uh by the hr department and reflects the fact that most of our jobs uh needed a five percent uh adjustment in the ranges so every job in the city is being uh the range of that job is being increased by five percent and then there were some jobs that um were actually 10 below the market and so some jobs you'll see there was a 10 movement in those ranges and the budget also reflects a the ability for us to pay up to 2 in performance pay it also reflects the continued funding for the service excellence awards that we did this year council that was something council added last year and we'd like to continue um it was very uh well received by the employees and we got a lot of um of goodwill for uh from the count for the count on behalf of the council for that program so it's being continued and then finally as mr phelps indicated he covered most of these positions but you will see additions in police officers firefighters several park service workers to shore up and and you know make sure that we're taking care of those of that infrastructure in the parks and most of these others mr phelps already mentioned engineering that's for project delivery as well code inspectors for neighborhoods he mentioned the economic development project manager which is the downtown manager equipment operators for solid waste and cyber security analysts with that i'm going to turn it back over to ms camacho she's going to kind of walk you through what's in your budget book and where you can go to find different types of information mayor members of the council i'm going to go through what's in your binder the first tab that you have should be the fte schedule so the first column on the fte schedule should be the department next to that is the position description and then the fiscal year 2022 adopted number of ftes by position then right next to that would be the changes the proposed changes for fiscal year 23 and the proposed fiscal year 23 ftes so for example for budget and finance you'll see that we're requesting four new ftes in fiscal year 2023 so our total count would be going from 69.5 ftes in fiscal year 2022 to 73.5 ftes in fiscal year 2023 the next tab that you have is our two reports on the approve or recommended supplementals if you flip to that tab the first report you'll see is the required and recommended supplementals this report is by fund so on the first page for example the first column you'll see is the fund so the first one should be general fund the third column is the description of the supplemental request then next to that is the one-time cost the ongoing cost and the total cost for each supplemental if you flip to the sixth page that's where the recommended supplementals report by department starts this report contains the same information but as the report by fund but just organized differently so the first one you see is a report for the mayor and council and then you'll see that it's for professional development for the council office then you have the ongoing cost and then the total cost the next tab should be the not recommended supplemental report again this tab will have two reports one by fund and then also by department the report by department starts on the second page again it's the same information as the report by fund the information is just organized differently the next tab should be the change report the change report shows any major additions or changes to the budget for each department and the first one is the mayor and council office and so on then the next tab that you should have should be the summary by by fund you will see a summary here by division for the departments the first column should be the fund and the division and then it does have a three-year comparison for the budgets in here so you see a column for the fiscal year 2021 actuals then you have the fiscal year 2022 budget the fiscal year 2022 is the estimates for expenditures for fiscal year 22 the baseline for fiscal year 23 and then the request for fiscal year 2023 you do have a change in dollar amount from the baseline to the request for fiscal year 23 then a corresponding percentage of change then after that you should have tabs for each department the first tab you'll see is the audit department and you'll see the fund division as the first column then you have again the three-year comparison you have the fiscal year 21 actuals the budget for fiscal year 2022 and the estimates for fiscal year 22 the baseline for fiscal year 23 the total request for fiscal year 23 and the dollar changed from the baseline to the request and then also the corresponding percentage change so i'm moving on to the presentation again the slide that you're seeing on the screen right now is the summary of fte changes for fiscal year 2023 uh mr phelps and miss rios went through the fte request this this chart is organized by funds so you do have the request for general fund in this orange column right here and then the green is the request for um the enterprise funds the blue is the special revenue funds and the red is for the internal service funds the dark blue you see in the bottom of the right is a total fte request by fund so for the general fund 42 positions are being requested three for the enterprise funds five for internal service funds and seven for the special revenue funds for a total of 57 new fte for fiscal year 23. the total operating budget but for fiscal year 2023 is about 541 million the largest component of that is general fund at 48 million or 257 million the second largest is the enterprise funds at 21 or about 114 million and the third largest is the internal service funds at 17 or 93.2 million this pie chart is the operating budget by function for the general fund the total budget for the general fund is about 257 million the largest component is police services at about 41 or 106 million the second largest is fire services at 21 or about 54 million and the third largest is the other category which includes human resources budget and finance and so on that's about 19 or about 50 million of the total general fund operating budget great thank you mayor um i know you i'm sure you probably don't have it with you but i would like to have those numbers for last year just for a comparison sake i noticed the public safety overall percentage is lower but i suspect that's because other other areas have increased because i know public safety usually is around 66 67 of the budget but here you're showing it about 62 percent so i just like to um just for myself i don't know if anybody else anybody else would like to see that but if you could get those figures as a comparison from this year to last year percentage of overall budget i'd appreciate it thank you members of the council we'll take a running list this uh today of items that were requested if we don't have the information and we'll cover them at the beginning of the meeting on thursday uh but to your um point uh council member homicide i did look at that yesterday i don't remember the numbers in my head but that is correct that it looks like a lower percentage but it's because the other some of the other funds are or the other departments their share has gone up so police and fire are not being cut they're just becoming a slightly smaller part of the pie as other pieces of the pie are getting bigger if that makes sense with that i'll turn over the presentation to judge d piazza to cover the presentation for the city court good morning good morning mayor council mr phelps it's my privilege as presiding judge to present the fiscal year 23 budget requests for the city court slide please first i'll provide an overview of the court's fiscal year 23 budget requests second i'll discuss the court's goals objectives performance measures and financial strategy and third i'll address the eight individual supplements requested slide this year the court has eight specific requests for supplementals six supplementals totaling sixty four thousand three seventy eight represent new general fund money in addition we're asking for authorization for the court to pay the cost including a seventeen thousand five hundred dollar increase in the security guard contract with court security fund money and third we also request a hundred and seventy five thousand dollars to accommodate an i.t department request for arpa funds to update the court's technology system and to bring it into compliance with city i.t data standards slide please our warrant numbers have remained consistent um in fiscal year 21 22 and we project them to remain pretty much the same in 23. e warrants will help the court and pd to be better coordinated more efficient and faster slide please the compliance assistance program cap has been a very effective tool to collect unpaid fines the tax intercept program tip has also been a very effective tool to help with collections slide you'll note that this slide also reflects the court's overall clearance rate of 98 in fiscal year 21 100 in 22 and we project 100 in 23. this number reflects that for every one new case filed in a court we resolve one pending case we're hoping in the future to increase that percentage so we could work through our backlog slide please when we continue a case we inform the defendant verbally in the courtroom we give the defendant a written hearing notice with a new date time and courtroom to appear and then we text defendants a reminder the day before the court date glendale was a pilot court for the text reminder program it was very effective and successful the program was so successful that it has gone on statewide and it's now managed by the supreme court as a result you won't see a specific cost to the city anymore and it's the last time you'll see that slide slide time standards for the resolution of cases were suspended during the pandemic by the supreme court nevertheless we've been working to move cases forward as expeditiously as possible we have been successful in maintaining standards in all cases except dui cases we have a plan to dig out of the dui backlog a backlog that we share with just about every other court in the state number one we're going to increase accountability through a vertical case management system cases are now assigned to a single judge after arraignment and stay with that judge until final disposition that gives us continuity as the presiding judge i conduct settlement conferences the week before every jury trial is conducted and this has resulted in increased dispositions before trial very recently last week the supreme court issued an administrative order directing that pandemic related health emergency measures are terminated and that courts will resume normal operations this will empower us to address the backlog as well so the caps that we have on the number of people in the courthouse at any given time the cap we have on the number of individuals not only in every courtroom but in the courthouse will end by the end of april this will allow us to move cases more quickly next two cases will be set for trial on trial weeks one as a primary one is a backup again in an effort to move cases forward to a disposition slide please our court staff has accomplished much over the past year i'm very proud of them i'll touch on two of the highlights of their accomplishments number one is veterans court we launched it on time we did it within budget and we're managing it within budget and so far it has proven to be a successful program next is e warrants e warrants has been very successful we have taken the process from people actually writing warrants putting them in a tube and sending them pneumatically from the court to the police department and back it's all done electronically it cut down the amount of time that's spent the number of mistakes that are made the aim of our supplementals today however is to ch to achieve two objectives number one to fund increases in the costs of court operations and technology updates and number two to enable us to expand our veterans court program and to achieve the vision of a west valley regional veterans court in fiscal year 2023 last year we asked for no supplementals and as promised we successfully launched veterans court without new money and we're managing it well we're confident that with the requested supplementals we can launch the west valley regional veterans court improve our customer service and enhance court security and efficiency i'll move on to our strategy we have a three-pronged financial strategy strategy number one we request an increase to the general fund of 64 378. in new money to fund our modest but essential six supplements number two with council authorization we will fully fund the court's portion of the security guard contract to city-wide contract will fully fund our portion of it including the increase this year from court security funds and number three we have that request for 175 thousand dollars in arpa funds to fund compliance with it data standards slide please first i'll address six requests from the general fund number one a public defender contract for veterans court all veterans are assigned an attorney a public defender when they come into the program we're asking for twenty two thousand five hundred dollars that's a half contract now that's not half time a half contract contemplates up to 200 cases in a year if there are any additional costs for public defenders beyond that we'll fund those costs with grant money and with contributions that we'll collect from other cities and towns that participate in the regional court the next request is for jury summons costs they're contractual they're charged by the county the service is essential for conducting jury trials and the cost is non-negotiable the increase this year is seven thousand nine hundred and twenty dollars number three our jail court overtime costs have increased for two reasons number one jail court calendars have become longer and number two staff salaries over the years have increased this supplemental of 6782 is essential to pay for weekend and holiday jail court clerks and for your information this is the court's only use of overtime weekend jail court next we have a request for legal research tools west law and lexisnexis and one set of paper-bound arizona revised statutes for the court there was a very limited budget for online research and no budget for books these tools are basic but essential for professional court operations the requested amount is eight thousand five hundred dollars next judge pro tem salary increases we use pro tem part-time judges for a number of reasons number one to cover weekend and holiday jail court now to support keeping the court open during the lunch hour so we could service people throughout the day to provide coverage for judges sick time vacations etc judge pro-tem salaries had been at 55 dollars an hour and had not been increased for many years they were no longer competitive by taking the bench myself we reduced pro tem hours used we used those savings in this past year to increase the hourly pay for pro tem judges by five dollars an hour that helped what i'm asking for today is a supplement of sixteen thousand seven seventy six to increase the pay by an additional five dollars an hour so that we could continue our expanded access to the court and be competitive in the market with respect to pro tems court er studio architect we're asking for nineteen hundred dollars for software this is a tool that will allow us to create and manage documentation for numerous databases used by the court it will expand and improve the use of available data for existing and new purposes we're asking for the funds to buy a license so that the court could have access to this useful tool and so that we could be compliant with supreme court data standards slide please in another category court security fund the court entered the city entered into an agreement with a new vendor allied security to improve service and and that has been successful the cost to all departments using security guards has increased accordingly we request for authorization to pay this expense including the increased annual cost of 17.5 from the court security fund the next and last category is arpa funds we're asking for 175 thousand dollars uh this is a supplemental added to the budget um pursuant to a request by i.t this supplemental will fund moving a number of court computer applications to a single city it approved platform this for the purpose of enhanced network security this contract uh for this platform will be administered by city i.t slide please in summary this year we requested supplements totaling 256 878. with your authorization the court will fully fund the cost of security including the increase from the court security fund we ask for 64 378 in new money from the general fund for six of the supplements that i described and we request the 175 000 in arpa funds to fund that one it supplemental that concludes my presentation subject to your questions thank you thank you for your attention thank you um i don't know if anybody has any questions they probably will uh i just want to start off uh thanking you thanking your staff for what i think you guys have just done an incredible job uh taking things over turning things around and you know the veterans court i think everybody knows is something that's been incredibly important to me and uh and what i'm already hearing from people on how well it's going and uh and what you can accomplish by doing that serving people that have served this country so i just want to thank you i want to thank your staff i think you guys are doing an awesome job i do worry a little bit that it seems like you're really cutting this to the bone and that worries me just a little bit i i have all the confidence in the world to you if you say that's what you need and it's going to be enough then i'm going to take it for for what you say it just seems like you're cutting it to the bone a little bit too much but i trust i trust your judgment on that sir mayor good thank you mayor uh judge thank you so much for the presentation um and i value and uh commend your 22 accomplishments you and your team has done a fantastic job for the city and for the people um question for you on the dui decrease can you explain that and then is that a is that a negative effect on on the court or more on the uh the person who had the dui i think it's there's a negative effect on everybody who participates in the system i mean we have cases that are lingering in the system for longer than in the past that means that defendants have to come to court for a longer period of time if there was an accident involved it means victims are still waiting for justice as well so it affects everybody in the system the problem is during the pandemic because of the limitations on numbers of people that could come into the courthouse cases had to be continued delayed for longer periods of time so instead of continuing a case for three weeks or a month cases were being continued for up to three months so cases moved more slowly um we and everybody in the system all the courts have experienced that we're a larger city we've got a larger volume so we experience it at a larger number we do have the plan in place things that we could do to cut into that backlog and we're very hopeful and and i'm fairly confident that we'll be able to dig into the backlog raise the clearance rate number of cases in versus out to a higher percentage for next year and in the future thank you judge mary if i may continue um judge thank you for that and i'm glad to hear you have a plan strategic plan to to reduce that now question for you i'm not too familiar with how the court works on on cases but can you can you can you and your team prioritize those where the negative effect is more heavy on the victims than than a dui that's just the dui person itself and no victim if you don't have to answer that if you guys can do that that'd be great your supplementals to me are appropriate i hope it helps moving forward thank you josh thank you vice mayor thank you mayor good morning judge i wish to echo the sentiments of the mayor i think you are doing an excellent job in leadership with the court and and i know that we appreciate everything that you are doing my questions my first one deals with slide 16 and it's the one on warrants issued quashed and estimated cost avoidance and we use fy2020 fy21 actual fy 22 estimate and fy 23 projected the problem with this is is fy 21 and 22 are practically write-offs because of covid there the numbers have plummeted in every department with regard to statistical information because of covid so i looked back at 2020 which is pre-coveted or almost pre-covered and i noticed that warrants issued in 2020 were 75-81 projected for 2023 or 6200. and so on with the rest of the information in on that slide um my my concern is is the amount of productivity and the fact that we still are not achieving what we achieved three years ago and we're now moving out of covet when do you see those numbers approaching what we approached in 2020 what we had in 2020 i'm hoping that we don't reach that number anytime soon council member one of the things that we're trying to do is encourage people to make their court appearances encourage them not to fail to appear so that we have to issue warrants a way of doing that is somebody fails to appear a warrant is issued when they're picked up on that warrant um [Music] more frequently certainly not in every case people are going to jail for a period of time bonds are being required they're not being waived so what we're hoping is that people will not require us to issue warrants in the numbers that we've seen in the past but it remains to be seen it's it's a strategy that we're employing we'll see how it turns out if i might continue mayor i think that's very optimistic because you know what people are like i want to go to slide 21 which and you talk about veterans court and i understand it's been extremely successful and you say today four graduates have successfully completed all requirements that's out of how many people that were assigned to veterans court where chose veterans court we have about 16 people in the program um so 4 out of 60 actually 16 ma'am 16. yeah at any given time we've not exceeded 16. we've had four people actually graduate now that doesn't mean that the others have failed it means that they have not yet achieved all the requirements that the program demands for some of them it's it's a long road uh as i i believe i indicated a year ago um veterans court doesn't speed things up because we're not just pushing them through the criminal justice system we're addressing underlying problems that requires counseling and those programs take longer okay very good if i could continue mayor [Music] i have no problem with any of your supplementals and i agree with the mayor i think you were very conservative in what you asked for for the court i'm sure there's more than well that brings me to my next question were there any supplementals that you submitted that were not recommended or not funded by the senior management team i don't believe so i believe they were all recommended and i'm going to be asking that of all departments my last question is simply a curious question for me and i look at the titles of everybody all the employees in in your system how many of them and you may not know the answer to this now and this goes for all departments as well how many of them would you consider to be strictly classified as administrative personnel that generally generally although not always do not make contact with the public but are simply what you would consider support staff that's i'd be guessing if i gave you a number so i'd prefer to calculate that and get back to you i would appreciate that and i'm going to ask that of every department i want to get a handle on each department how many are administrative and how many employees make direct contact with the public thank you thank you mayor thank you for the presentation i do have a question about the veterans court i just want to get an understanding of of the cost sharing i you you said about i mean this is a part-time or a half of a what was the word that you used the public defender public defender so i mean do we have igas and is it each you know each jurisdiction or other jurisdiction pays for their own cases or reimburses us or i just want to get an understanding of how that's working mayor council member tamil chuff right now it's a city program so we're paying for the entire amount we did get a grant this year uh but essentially we're paying for 100 of the program the thought is that in the next fiscal year we're going to expand to a regional program in a regional program what we'll do is invite other cities and towns in a west valley many of which are smaller and can't it's not practical for them to have their own program and have them send their veterans to us now there are costs involved we'll require them to use their own prosecutor will require them um to uh use their own court clerks but our clerks are going to have to do the overall management of the program and that's going to be a cost that we share with them it's a model that's used in the east valley and has been used successfully we look at all the costs then we take a look at what the proportional proportional share of that cost is for each city that participates based on the number of people they send us and we charge them for that cost so it's not something we're doing now it's something we're going to do in the future but going forward just for the glendale numbers and we expect it to grow we're going to need a public defender we're paying this out of hide this year i said we would and we are but to continue to do it we're going to need a halftime contract just for glendale folks okay mayor if i could i'm not and i'm not objecting to the i just want to i wanted to get an understanding i wasn't so we are only hearing veterans cases that are in our own jurisdiction at this point yes ma'am okay all right thank you good thank you mayor good morning george e pietro how are you i'm well good thanks um i'm interested in the uh digital check-in system and reader boards the uh your largest supplemental out of the arpa fund um it's 175 000. i'm guessing most of that is one-time upfront cost for equipment will there be ongoing costs uh year after year and then also can you just briefly describe the public benefit to that i think it's worth knowing so we now have a digital leader board when you come into the courthouse there's a board it has all the cases on that day tells you what courtroom when you go to the courtroom we require each defendant to check in so the individual will actually check in which keys the clerk that the person is present and that we have to not only the clerk but also the attorneys that the person is present and that we should begin processing the individual's file so that it could be brought to the judge um it's also another way it's another opportunity for us to identify veterans one of the questions on check-in is are you a veteran um this system helps us track people in the courthouse track our cases and our productivity candidly this system was requested by i.t with respect to the technical aspects of it i'm a simple country lawyer it's far beyond me and i'm going to have to defer to i.t my understanding is that what this will do is take us away from platforms that we're using now that perhaps are not as secure as the platform or platforms that will be suggested and implemented by it and that'll give us greater security ongoing costs i expect that there'll be some ongoing costs as we progress if mayor if i could continue good a simple country lawyer as like jimmy carter was just a peanut farmer i suppose but so it's going to replace the existing system modernize it but it's the enhanced internal security the more security it's the platform that we use that we're linked to so instead of using a godaddy it'll be one that's provided or selected by it and is determined to be a safe platform safer platform thank you judge thank you mayor any other questions thank you thank you all our next presentation this morning will be the community services department and we'll turn that over to miss moreno thank you vince thank you miss lindsay good morning mayor council mr phelps i am pleased to present to you the community services budget today next line as you can see the community services department consists of five divisions we have about 96 full-time employees and about 46 million budget of important note of that 46 million dollars about 80 percent of that is grant funded and about 20 percent as as general funded and you can see that we have been working very hard over the last couple of years because our vision really is to be that national model for innovative community services next slide so this is an overview of our operating budget about 35 million or 76 percent of our budget is for operating at about 21 for salaries so in that operating that's the majority of our grant dollars that provide funding for programs and services for glendale residents next slide please you can see a few of our performance measures that we have been tracking for several years you can see that our public housing occupancy rate has maintained um per regulatory standards at about 98 um another one that i will point out is over the past couple of years obviously covet has driven a huge increase in emergency services and crisis services for our residents and we've continued to remain strong and have served about 3 000 households this year next slide please here you can see some activity related to our community engagement program and our volunteer programs with both the libraries and just general community engagement and so you can see we are starting to see numbers grow obviously during the pandemic there was a decrease in volunteer activity but we are seeing those numbers that um are going back to what we previously had seen pre-pandemic in fiscal year 19. um so we are happy to see that of important note here though is that even though we've still been experiencing the effects of the pandemic we have continued to grow our uh our partnerships with the community um we're at about 227 this year so we're very proud of that next slide please so some of them are some of our key accomplishments again i mentioned the pandemic assistance has been critical our community action program office as well as um programs through our homeless master services agreement have just really been highly utilized over the last year and we've distributed over 18 million in emergency crisis funding to over 3 000 households and that's just through our community action program alone a special note is through our partner programs as well as our city programs through the cap office we have housed over 325 households that have been experiencing homelessness um and so that is uh something that we're very very proud of as well um then hold up just yes sir i'm going to make a statement so this is not bad for you but but i just want to correct something there was a meeting held last week very close to us it was uh talking about homelessness and a statement was made by the gentleman that put it on that the city of glendale isn't doing anything for homeless and and and it really upset me when i heard that in fact um there was a a congress person's staff that was there that then supported what he said and said well you know we gave him a lot of money and and we can't believe they haven't done anything so obviously we're not getting the word out well enough so i just want you to know that these are incredible numbers they are absolutely mind-blowing numbers and for somebody to make a statement like that uh when i knew that that wasn't true i wasn't there i just got word afterwards we just have to do a better job of letting people know that and i'll get with you on the people and who and let you sort of straighten them out if you would but this is incredible i'm really really happy that and i've told you this before i'm really happy you're in a position that you're in you're doing a marvelous job so i didn't mean to cut you off but i i just wanted to set the record straight thank you mayor and yes i would be happy to um ensure that the public is fully aware of everything that we're doing here in the city of glendale as a matter of fact we're making a presentation of fully comprehensive presentation to the council in may the first workshop in may and so i would invite all members of the public to please tune in and there will also be some information coming out through the maricopa association of governments regarding our comprehensive investments in programs and services designed to help people who are experiencing homelessness as well and then i also just like to point out so this slide currently says that we through our homeless master services agreement we have delivered over 10 000 units of service however these slides were done several weeks ago and we just recently got updated numbers and that number is actually over 12 000 units of service through the homeless master services agreement so the the program began um last fiscal year the beginning of the fiscal year and has continued to grow and we have some sustainability for that program um with home art funding for the next fiscal year and we're going to continue to and you'll see one of our budget supplementals is really designed to ensure that we have long-term sustainability for these programs and services in our community mayor could you just tell the public what unit of service means sure so under our homeless master services agreement it can the services that can be provided are anything from helping someone obtain an identification to case management counseling housing navigation there's a whole array of services probably 15 20 different services that we're tracking and what that 10 000 units of service means is that we've provided over 10 000 different types of services to people experiencing homelessness in glendale so it's specifically for glendale residents or people who are in glendale that are experiencing homelessness and so within that 10 000 units of service we have we can we break it down into the different types of services and that's why i was able to tell you that we've housed over 300 homeless families between our cap program and um and the homeless master services agreement so when we make that presentation in may to the council we'll be providing the whole array of programs and services that are being delivered through that homeless master services agreement okay next slide please so we have also successfully launched three new programs this year one that we are very proud of it's an internal program it's an employee giving program we have engaged with our own very own employees to give back to people who are in need in our community right here in glendale and it's been very well received our holiday adopted family program um attracted over 50 thousand dollars in contributions um for glendale residents and glendale families we've also launched the dementia friendly glendale initiative and have trained over 500 employees and that includes 40 partners and then we also launched a very unique and creative partnership this uh past february and did a sleep and heavenly peace build that is a nonprofit organization that provides beds to children in glendale who don't have beds to sleep in um that particular event attracted over 150 volunteers who built a hundred beds right there on site it was a really awesome event and it attracted over 20 thousand dollars in contributions from private donations next slide please so now in addition to all of the things that we're providing for the community and the services we're providing for residents we are also creating an internal focus on developing our team and community services many of whom are here with me today so we have a couple of collaborations with organizational performance we obviously are working on our tier two scorecard and our nearing completion of that we are also going through a library process improvement team just really understanding library programs and services and identifying new ways that we can implement the libraries of the future in addition i'm very proud of the work that we're doing in strengthening workforce development so we've collaborated with the human resources department the city clerk's department as well as the police department to provide unique training opportunities for our division the one that i'm most proud of is the compassion fatigue training our team has been working with the public now under crisis conditions for over two years and this training that we partnered with pdeon was very well received we trained over 70 employees really trying to create a focus on employee wellness and and making it okay and and to understand what it means to be in a service position um and delivering those crisis services and and the kind of stress that that can that that can provide but really so that our employees know that we care about them um so that was one thing that we are very very proud of next slide please and then we're also um have implemented several initiatives around strengthening our workforce culture in our department um and the beatitudes that you can kind of see there um this is something that our management team came up with and it really just explains like what we expect from our employees in our department um about being brave and being professional and being real and open we've also implemented fun committees which gives our employees an opportunity to to do things at work to have a good time while they're getting work done it helps keep people productive and happy while they're in the workplace and then we're also launching a communication advisory committee where we're hoping to get feedback directly from line level employees to help us improve how we communicate within our department to ensure employees have information that they need they have training that they need and that they also have access to me and their other department leaders as well next slide please so these are our fiscal year 23 supplemental requests we do have four requests for the general fund the first one is the library security which is an inflationary item related to the increased cost for security services the second one is program coordinator temporary pay 53709 what this particular supplemental will help us do is it will help us maintain the quality of volunteer projects that we have and i mentioned that high number of community partnerships that will help us to continue to be able to provide that kind of service matching volunteer organizations who want to work in our community with opportunities it will also help us to continue to be able to grow programs like dementia friendly glendale and the program with sleep and heavenly peace as well the next budget supplemental request is for a new fte for a community services assistant director i mentioned in the beginning of my presentation that about 80 percent of our funding comes from grant sources those grant sources are highly regulatory and requires a lot of oversight there's very little room for error when it comes to managing those grant programs and that encompasses a majority of the funding for three out of our five divisions what we expect to accomplish by having an assistant director in this position is obviously ensuring our regulatory requirements but we also want to create capacity to consider new grant opportunities and programs the department of housing and urban development regularly offers opportunities for housing agencies or other public agencies to pursue new grant opportunities and we just haven't had the ability to do that we hope that that will be accomplished as a result of this particular position additionally you know one of my driving desires in this position is i really want to create an impact on our property level in our community and so by having an additional position to help us focus on maintaining our regulatory obligations but also focusing on strategic programs and service delivery and really looking at how we are doing that to influence our poverty rate and our community is very important and then our last general fund budget supplementalist for the glendale works program you're all very familiar with the glendale works program one thing you may not be familiar with is the the funding for the glendale works program the majority of that funding is for the staff right so the the paying the wages for the workers and that that particular cost can't be covered by our grants it is something that has to be funded with other sources so over the last several years due to covid and due to reductions and the number of people they could have on those vans we've been able to keep the program afloat however moving into the next fiscal year we do need an additional supplemental to support the salaries for those workers this will also be supplemented by our field operations departments who will have a similar a similar match by using their temporary line item pay so that concludes the general fund supplementals next i'll go into all of our grant supplementals so the the first one here that you see under home grants that 908 that is for carryover funding so it's basically funding that was allocated during the last fiscal year or prior fiscal years that we need to have the authority to continue to spend um the 2.8 million that you see there for the home arb allocation that is a new allocation that is coming from hud and that is specifically to provide homeless services we spoke to the council about that last december and talked about allocation recommendations for that funding that is the primary source that we expect to be able to to continue sustainability for the homeless master services agreement into the next fiscal year next slide please continuing on with our grant requests again most of these are carryover the 530 again is carryover funding we just need the capacity to be able to spend it in the next fiscal year the 2.4 million is our regular community development block grant allocation that we expect to receive we haven't received the final notice from hud yet but we expect to receive that over the next couple of months and that will also be coming on a council voting meeting over the next couple of weeks and then the next two the cdbg coveted one and covid iii again those are carryover dollars as well and moving on um the community services li-heap arp 835 that is a new allocation from the department of economic security and that provides home energy assistance for glendale residents so that is a new allocation for this next fiscal year and then the next three lines the 173 is our regular allocation of emergency solutions grants as well as the carryover for those other two programs and then the hud housing programs the 1.6 million that is the expected additional cost of our housing assistance payments that we pay on behalf of our residents so that is what hud is expecting to increase our budget to next slide please so we have two it project requests that are being recommended for funding out of arpa the first is our library mobile phone app that particular app will allow um library patrons to download the app they can check out books using the app they can manage multiple library cards for their family on one app it's just another opportunity for us to engage our library patrons and to provide ease and convenience for them to access our services and then the second item is a grants management project so you'll recall that the council had approved a project for the community revitalization division last fiscal year we expect to be going live before the end of this fiscal year and that is to help us to provide comprehensive management of our grants and sub-recipients this particular project is going to be building onto that same platform but it's going to be to provide a case management platform for our community action program the current platform that we have is an off-the-shelf product when we launched our emergency services program our emergency branch assistance program is very difficult to make the system work for what we needed it to do we have successfully thankfully with the help of organizational performance and our business intelligence and analytics officer we've been able to make it work but we need a better system that's more flexible and will allow us to to welcome new programs and projects in the future without having to completely redesign a new system so i'd like to thank i.t for helping us identify that solution as well and that concludes my presentation i all of the supplementals that we had requested were approved and recommended by management but i would be happy to take any other questions good thank you mayor slide 35 this is just a curious question for me uh what does a community services assistant director do for 165 seven thousand dollars the mayor and council member clark so it is an assistant director position similar to other assistant director positions that we have throughout the organization so as an example budget and finance human resources the primary reason why we need an assistant director and our department is because we do have a very large budget and have a high degree of regulatory responsibility however the purpose and the reason why i requested this position is because i want to go after more grant dollars i want to be able to provide more programs and services for our residents so that we can reduce the poverty rate in our city and in order to do that i need a high level operator who can support the work that we're doing and support all of our divisions and helping them assess their operations assess their programs and services help us to ensure that we're conducting appropriate community needs assessments understanding what our residents need so it does need to be a higher level operator for the department thank you good answer uh also you are a dynamo i i think you found your niche when when you took over community services you're doing an excellent job thank you very impressed um on your actual budget and there's no page number um but it would be the first page of the of the actual budget that starts with it starts with community services administration that's the top line on the page okay under community engagement you're requesting in 2023 236 0546 what will this actually be used for marion councilmember clark so that includes one regular status position that currently exists and then it includes the new supplemental that we're requesting for an additional temporary staff but then the rest of it is operational dollar so that's the funding that we use to deliver um really over a hundred different volunteer opportunities for our community uh if i might continue there next question would be is the library back to the full number of hours that it was before covet you know we used to be open a lot more are we back to that do you have plans to get us back to that marion councilmember clark you'll recall that last fiscal year when we reopened the libraries that we reopened the libraries with consistent hours across all libraries i'll get you the numbers and i can get you some comparative analysis for prior fiscal years um we and i can get you the benchmarks also which as to how we compare with other communities as well the when we reopen the libraries and we we reopened with consistent hours and we're open seven days a week it was huge benefit we had continued to receive feedback from our residents that the inconsistent hours amongst branches was difficult and only having one branch open on sundays we have seen patronage and we're continuing to see our circulation numbers increase but having those consistent hours has been huge and it did add a couple of hours but i'll get you the comparative analysis okay um i think that's all the questions that i have thank you mayor thank you mayor miss moreno thank you so much for all you do um i appreciate every department in the city but this is one that i just fit well in because i grew up a recipient of many programs that you administer but you set the bar really high for everybody in the room who's going to ask for supplementals the answer you gave to councilmember clark is absolutely incredible i want to reduce poverty wow that's a cheer jerker that's awesome um your beatitudes is exactly why residents of regardless of glendale phoenix wherever they come from will be comfortable coming in asking for those services that that that we deliver when i was growing up it was humiliating having to come and ask for those services but we did it was because people treated us warm and welcoming they put themselves in our shoes and that's exactly what you do and that under your leadership you're asking your staff to do the same if you guys can continue to do that we're going to help more and more people and under your leadership i want to reduce poverty that's my quote i'm always going to keep it thank you so much i appreciate you thank you sir councilmember miller uh thank you mayor ms moreno i too want to congratulate you on a a job well done so far uh you know your your passion is really catalyst to to change and improvement uh and i've seen it personally i've been out there in the field when you've been out there and i've seen your passion for making a change for those uh in to have special needs um you know you've done some incredible things but i also want to congratulate you for having employees who have been absolutely incredible they have not only improved the lives of those who volunteer and help out but they have tremendously improved the lives of those that they impacted and helped and without that leadership and that ability for them to do that it wouldn't have happened so uh thank you and thank you to your employees thank you i i'm gonna make a statement and then we'll get everybody else you and i have meetings really frequently you do have a superstar that that's under you michelle and i don't know if most people know who she is but she is uh she's really awesome working with the community so i just i wanted to point her out she was a big part of the sleeping heavenly piece that was incredibly successful looks like we're going to be able to grow that program with even more partnerships but i i didn't want you to get all the accolades i deserve most of them but but you do have a superstar and several i'm sure but michelle uh i work with frequently too and she really is awesome uh so uh councilmember clark has one more question let's take yours first and then we'll come down here because yours will be really short okay yeah it will be i almost it is i almost forgot to ask what i'm going to ask every department can you get to me administrative versus those who have direct contact with the public thank you save for sure excellent thank you mayor um and miss mourinho i would like to echo everybody's sentiments i mean i i shudder to think of what nobody knew we were going to be living through a pandemic but without your leadership i i hate to think about what might have happened to some of our glendale families i mean you literally were a lifesaver to a lot of people you and your staff i mean we want to give your staff credit you can't i know you we all know you can't do this by yourself but you really have i think found your niche i mean this is this is something that you really live and breathe and and our residents benefit from that so thank you for your leadership and your passion it's it's hard to i mean it's so unusual that it kind of almost by happenstance that you know but you really are making a difference in this community and thank you for that um but i do have a question on the glendale works program because i'm not sure i quite understood so are we paying are we paying more people are we hiring somebody to manage the program or are is it because the minimum wage is going up or i'm not exactly sure what the hundred thirty three thousand is for mayor and council member tony chop it is not for program administration it is it is for the staff salaries so um for anyone who comes and works in that program but what this is allowing us to do is to fully operationalize the two vans um ten workers four days a week five hours a day to ensure its maximum capacity so over the over covid they haven't been able to operate at maximum capacity now that um we're exiting covid we anticipate being able to operate at full capacity and so the the overall program the staff salaries is is well over two hundred and two hundred and fifty thousand dollars and so this will supplement what had already been being provided by the field operations department who is also increasing their allocation as well to ensure that we can run two full vans every week of the year so mayor if i could or so is the program growing and um and i like the program i think it's great but i one of the concerns that i've had from the very beginning is are we pulling because our point of time counts were high qua about double so um you know i mean we just don't want to be creating more of a homeless problem in glendale so are we able to get gather data from the people participating in this program and see find out are we are we pulling people in from other communities that we end up you know more doubling our number or are we even allowed to ask questions and find out where did you come from how did you hear are are we gathering data so we can maybe if we need to make some changes and make some changes uh mayor and councilmember charlema trump i can certainly follow up with you um and meet with you to kind of talk holistically about the program what i can tell you is that we do turn away a lot of participants the participants that that come to the program they are coming from streets in glendale so our street outreach teams through phoenix rescue mission cbi that's where they're they're attracting those individuals from as is physically on the streets here in glendale um as far as whether or not we might be pulling in people from other communities i don't believe that we are i can certainly follow up with them and ask them if they're seeing any of that but um you know we've had lots of different lots of different meetings with other partner organizations and um there is a need in our community because you are correct our homeless numbers are growing and this is a critical opportunity for our street outreach teams to engage people in services so this is sort of like the hook to get people in and then we get them the appropriate services that they need we help them with an id we help them you know through a variety of different things if they have substance abuse issues we get them into counseling and that's the way you can help move people through that spectrum of homelessness without this program we're missing a huge opportunity to reach people and get them connected with services mayor if i could and i i wasn't sure what the reason was and i i sort of suspected that the increase in homeless was uh the calendar point time count was because maybe we're connecting with more and they're we're able to identify more of the homeless in our community so that sounds like that's probably what that is is that they're you know um because it's i know the counters sometimes have time locating people um and getting a good count so because of the programs that we're offering and connecting people to services maybe they're easier to identify and that's why our number was that but i have and i have had some residents ask me too are we attracting homeless with this program i think everybody's very supportive of the program we just want to make sure that we're primarily serving people who are in our city so thank you mayor hold on a second uh if a statement she made i i think needs to be corrected a little bit uh and correct me if i'm wrong please uh but at the last mag meeting that we had talking about homelessness the point and count across the entire state averaged with all the cities approximately 18 each year without a point in time being done last year it was not accurate because it had the appearance that it was like a 35 percent increase when it truly wasn't when you figured two years but the point i wanted to make is uh the numbers that glendale had you went back yourself and and and looked at them really microcosm i mean really got into it and realized that there were people that were double counted when in fact glendale was the only one that had the lower amount of homelessness increase of all the other cities is that correct um mayor i don't i can't speak to the last part of the statement but yes i did go through and comb through those numbers what i can tell you is there are a lot of contributing factors to homelessness and it's not just in glendale it is across our region it's across our nation one of the biggest challenges for homelessness and and ishmael will um can speak to this as well we receive calls every single day from people who are losing their homes they're getting evicted and we're doing everything we can to keep them housed there is an affordable housing crisis we don't have enough housing to house people who don't make the area median income um for their wages for their household and so it is not just a situation where we're dealing with chronic homelessness chronic homelessness accounts for about 20 percent of all homelessness throughout the nation we're dealing with with a significant number of people who are first-time homeless they've never been in this situation before partly because of covid they lost a job they lost wages those types of things and my my goal and my passion and my team's passion is making sure that we can capture as many of those people and have a multi-pronged approach by ensuring that we as a city are attracting um and i i heard this term the other day attainable housing something that people can attain um so it's about increasing our housing stock and the number of affordable units it's about making sure that we have the comprehensive array of services for wherever you're at in that spectrum and it's about providing ongoing case management management and supportive services to help people and expose them to opportunities to where they can move out of poverty and providing them with those tools and resources that they need whether it's education or budget and finance and those types of things so it's a big problem but it's not just about homelessness to answer your question about do i feel personally that we're attracting people to our community because of the programs and services we offer no i feel like we have a nun we had an unmet need in our community for a very long time thank you mayor i want to commend the mayor and eugene for the what works program it's very successful and leads me to this question is there a way i i know there is a way with dollars but is there a way to expand that program right now they do landscape maintenance at parks and things like that right away for can we expand and provide more work for example at the recycle center is the one that comes to mind are there other opportunities out there to get people working other than just cleaning up landscaping mayor and councilmember clark so that is one of the initiatives that i intend to pursue over the next year which is engaging more of the private sector employers for providing employment opportunities and then also not just about the temporary day labor but can we engage our private employers with providing long-term employment opportunities for these individuals who are ready for that so that is kind of the next phase is what we've always kind of envisioned we're in the third fiscal year third fiscal year of the program and it's like three and a half fiscal years because then we started it part way through but that's really you know the five-year plan is making sure that it's grown that it includes multiple partners it's not just the city and our provider but that we're engaging the private sector and it's but not just for those temporary opportunities we need to get people fully employed with longer-term opportunities with quality companies yeah mayor if i could follow up that's a good point and glendale is growing jobs like crazy out in the loop 303 the new frontier corridor and there are i mean you look at companies that are going to be hiring 2 000 people over the next couple of years i would think that some of those jobs if we can connect these people who are recently homeless and and have lost jobs due to covenant we ought to be able to connect some of those people with those major companies which will be begging for workforce as they open thank you anyone else mayor jane thank you so much for mentioning the housing crisis we need more multi-family housing in glendale we need both market rate and we need affordable housing i know some will disagree but that's what we need to have we need more inventory in maricopa county alone in 2021 182 000 people were evicted from their homes and their rental property in 22 it's going to be even more so it's getting worse and getting worse and getting worse but i'm happy and glad that you mentioned that because we need more inventory and our staff is bringing more of those housing projects i know i've got three or four in my district now i'm really excited about it but the harsh reality is that in maricopa county alone we're probably going to be near 300 000 evictions and gonna continue those people come to the city of glendale city of phoenix west valley for the services that you provide i i don't think we're causing more of a homeless issue it's just a harsh reality but continue doing what you're doing uh you at the helm i'm i'm pretty happy that we're going to help people thank you thank you mayor uh ms moreno i won't embarrass you with how much i appreciate you and admire the job that you do and how are wonderful staff and all of your branches um that's been done enough so i will i had a question regarding the glendale works program and you know here we're talking about an expense associated with it but there really is a lot of benefit associated and do we track and quantify that benefit and if it's something if can we either get that out to council and the public in the between now and the a month from now when you're back for the homeless presentation or maybe it's part of that presentation um so that we can really see the benefit uh that comes from that program mayor and councilmember turner i'd be happy to i have the information here but i can't read it so i'll follow up with you okay and because i know it's made a difference in people's lives but also you know and it makes a difference in our lives too with the impact it has on our cities and our rights our city parks rights aways and things like that so um and then to the homeless or to the housing issue it's you know council vice mayor is absolutely right we need more housing and this is largely a supply and demand issue and the supply is short the demand is high so there goes the price we need to encourage more housing starts at all price levels at any price level whatever they're willing to build and then once the supply catches up with the demand we will see housing prices fall particularly in the rental market but the shortage that we're seeing right now is you know it's not much more expensive really to build a a you know a high-end apartment than it is to build a market or workforce apartments they all have the same lumber the same electrical the same all of that the fixtures may be a little different the amenities may be you know slightly larger but really the real cost is all in there baked in already so it's a supply issue and we need to increase the supply at all at any price is my opinion and as that supply meets the demand we will see prices fall thank you thank you thank you our next presentation is the budget and finance department and the non-departmental department and with that i will turn it over to ms camacho good morning again mayor members of the council i'll be presenting the budgets for the budget and finance department and non-departmental i'll go through both presentations and then i'll open it up for any questions that you may have the proposed budget for the budget and finance department is about 12 million dollars we have a total of 73.5 ftes the largest component of our budget is salaries and benefits at 7.6 million dollars or 64 the second largest are is the operating cost of about 3.4 million or 28 the next two slides are the performance measures for budget and finance last february standard and poor upgraded the city's bond rating for general obligation bonds from double a minus to double a all other bond ratings remain the same we are meeting the council adopted financial policies in this slide i will focus on the performance measures for customer service they are towards the bottom of this slide they are the percent of calls answered within one minute and percent of calls abandoned as you can see from fiscal year 2020 the percent of calls answered within one minute dropped from 80 to 71 in fiscal year 2021 and a number of calls abandoned or the abandoned rate dropped from 2.5 in fiscal year 2020 to 6 in fiscal year 2021. the reason for that is back in about may or june of 2020 we started taking on cap calls or the community action program customer calls that added about 3 500 of additional calls to our total call volume that's about 30 percent of um new calls we customer service did make significant improvements to the call handling for for cap pre-covid they were averaging about 3 500 calls per month with an abandoned rate of 75 so that means out of the 3 500 calls only 875 was getting through or getting answered since customer service has taken over the calls we've reduced the number of calls per month to 2500 and the abandoned rate to 10 but you can see in the metrics here it did impact our overall metrics so the total calls that the customer service division is handling for month per month or an annual basis for our accomplishments we've talked about the customer calls we also have revenue recovery division our revenue recovery collected 6.9 million in delinquent sales tax they filed 149 leads totaling about 222 000 and they also filed that soft debt offset on 620 accounts totaling about a hundred and one thousand uh the budget and finance department also issued new general obligation bonds and water and sewer obligations to fund city capital projects in fiscal year 2022 we also issued certificates of participation to fund the city's public safety retirement system or psp psprs unfunded pension liability that resulted in a net present value savings of 116 million dollars to the city we talked about the geo bond rating upgrade we did also receive the government finance officers association's distinguished budget presentation award and also the excellence in financial reporting our supplemental request the first five is a general funded supplementals the first two are just increases in costs for the budget book printing and budget schedule publication we've also had an increase in the investment advisor fee the fee is based on the amount of monies we invest so as we have more fund balance we're investing more so that's a percentage of the fee then we also have the debtbook online software the debt the debt book software will be used to um to manage debt or obligations for the city and also lease accounting that the city is required to um to implement this year the credit card fee increase you have two components one are funded by general fund and the second one is funded by the water fund these are payments for water utility also any credit card payments for libraries parks and rec and also business licensing as we pushed out more electronic payment mechanism the the fees are also increasing that because that's based on the number of transactions that we're doing we are requesting a total of four ftes the senior collections representative will be doing collections for the city so sales tax is more complicated and as you can see in the accomplishment slides collections are more than paying for themselves and this will likely increase our collections for past two or delinquent sales tax accounts water utilities and so on the two customer service representative one senior and one lead this are funded by the general fund because they will be helping with the cap calls we are also now taking on customer calls for community revitalization so even though we've dropped the call volume to 2500 a month for community services that's slightly increasing again back up to 3 500 because we're taking on more calls we've also added code compliance into glendale one and as we go into the one top one-stop shop we budget and finance expect to take on more calls for city-wide operations and the last fte is a buyer too so that buyer will be responsible for doing bids rfps so informal informal bids and also be assisting with the administration of the city's procurement card program and will be assisting with the vendor maintenance so getting vendors paid we also have an i.t project supplemental for a sales tax application app i did not put this in our accomplishments but in collaboration with it we were able to develop an application that allows us to view all sales tax data statewide this helps us with audit leads and also with collections this has a revenue offset of about a hundred and twelve thousand because we do plan on um sharing that out with the city for a nominal cause we are going to be doing a budget a workshop on the sales tax application in the future so you guys can see all the benefits of this i'm going to move on to non-departmental before i open it up for questions the non-departmental department has about 17 million in proposed budget for fiscal year 2023 there are no fdes charged to this um division all the costs primarily of the costs are on operating so supplies and contracts in the non-departmental we have the 2023 super bowl expenditures budgeted here we also have the arena management fees and the arizona sports and tourism sales tax rebates we have four memberships being paid out of non-departmental and that's for westmark westmark i believe is 6 000 per year we also have league of arizona cities in town and that's about 93 000. the maricopa association of governments or mag that's 48 000 annually and the national league of cities that's about 15 000 annually and with that i'll open it up for questions thank you mayor i do have a couple questions um on the non-departmental and i don't i could i don't know where it is in the budget book but there's a annual transfer from the nhl the money that was wired to the nhl and i know we're putting some of that back in water i know vicki and i've been through this is that in non-departmental or where where is that this year that is a transfer i know so mayor members of the council that is considered a transfer so that is not recorded in non-departmental uh on april 19th for our last next budget workshop we will be showing you the various components of the budget transfers coming out of the general fund and also for this one is the the interference loans or the the payments will be shown as a transfer coming into water and sewer et cetera okay we used to show it as non-departmental i think so i think in my mind i at least a few years ago i think that's where it used to be but anyway okay um i have one other question mayor um when we had the presentation about changing how we were going to be managing uh grants the process through the city of the grants we were told that that you know how busy she is and i started thinking we may be missing some opportunities as far as grants and what i wanted to know was whether we should maybe have a allocation of money in your supplemental for contract grant work in the event that there's an opportunity and that would only be spent if there was an opportunity but if there was an opportunity for somebody to do to do more grant writing or something special i believe the state um probably likely is going to hunt fund the heritage fund again this year um so just that to have an allocation of some funds of i don't know 50 60 70 000 that would only be spent if there was an opportunity to get a contract with somebody to write a grant so we wouldn't miss on an opportunity if our own grant writer was too busy or maybe didn't necessarily have the skills for that type of grant mayor members of the council i'll answer that question i know that when we had the grants presentation it it sort of led you to believe that she was uh very busy but in fact we have numerous people throughout the city writing grants so the work is not all being done by miss cray she reviews all of that and works with the departments to do it but police department rights grants fire department rights grants genes group rights grants parks and recreation they have people who write grants so it was a little just came out a little bit differently at the workshop than probably reality is and and so we have a lot of people around various departments in the city looking for grant opportunities and writing grants as well as miss cray so at this point i don't see the need for it but of course if that's something council's interested we can explore the idea further mayor if i could um i mean the money would only be spent if there was an opportunity to actually seek somebody out and write a grant and it may be a very specialized type of grant where you would have and you could go out in the marketplace i mean i know there are a lot of grant writers that work by contract so i just i mean i i literally left that workshop with the impression that she had she had too much to do and made me think that we may be missing some opportunities so um i don't know whether anybody else the money would only be spent if there was actually a grant that need to be written but i i left the the workshop with the impression that we may be missing some opportunities um and i know that that some grants you know grant writing is definitely a skill and there's a lot of different types of grants and a lot of different type of skills you need for different types of grants so and if nobody's interested in that i just thought i would ask mr melvin uh thank you mayor uh i just had a question about the credit card fee you mentioned uh i believe that that was part including water service fees is that correct mayor members of the council yes it includes the water utility payments okay my question i have a couple of questions regarding that so it's an increase of 133 000 do you know what the total budget is for that is that under the line item miscellaneous services is that may remember city council the general fund component of it yes it would be under the miscellaneous services under budget and finance and give me a minute let me take a look at it i believe that's a 37 percent increase over the last total of 525 000 for the budget year is that sound about right mayor members of the council yes that sounds about right uh so is that for all credit card card processing throughout the entire city or is most of that related to our services like water services mayor members of the council it would include all credit card payments processed throughout the city okay um my question is this i've seen when i pay some of my other utility bills that they require you to do a ach you know a direct debit to your checking account or a debit card and if you use a credit card they actually charge you a little fee for that i mean we're talking a half a million dollars is that something that we've ever considered doing here in the city and if we were to do that do we feel like it would impact the collection of our fees or why wouldn't we consider looking at that many members of the council it is something that we are going to be looking into we do have two merchant services so two companies that process our credit card payments one is payments and one is also the bank of america authorized.net so with bank of america because we're not assessing a fee our our charge or you know the charge facts are the fees that we're paying are actually at a lower rate they're negotiated because we're not assessing a fee to our customers but should we look into that it is something that we will bring forward for city council for city city council's consideration yeah i would definitely encourage that we do that just because i mean we're talking half a million dollars a year now in fees uh if we can uh you know and it's because people use the convenience of a credit card but like me when i pay my utility and if they're going to be a little fee there i go to the checking account or the debit card uh just because it's i can still do it you many people use credit cards because they get points and mileage and those kinds of things and and we're subsidizing that basically through taxpayer money and i think we ought to look into changing that thank you thanks member clerk thank you mayor i have a series of questions and the first one relates to page 45 and it was a curious question you reference a hundred and one thousand dollars debt offset could you explain what that means so the debt offset is i'll use water utility if a customer is delinquent for in their water utility account we can do a debt offset on on their tax return so for example what can happen is if they're getting a refund then we can sweep partially part of that refund for their tax return to pay the water utility delinquent account that they have okay thank you then go ahead thank you um could you on on slide 48 you have a senior customer service representative and the lead customer service representative what's the difference in those two positions our senior customer service representative they handle more complicated calls so escalations can go to them but they also handle primarily our billing processes our lead customer service representative will be assisting with supervising our customer service representative so they will have a supervisory role so that would be the difference between the two okay so the lead customer service representative as a supervisor and who do they supervise is it just the one new customer service rep or are there several it will be a group of customer service representatives okay i love revenue recovery that's one of my favorite departments and i hope you you continue to beef up that department because that's generating dollars back to the city and capturing dollars that are very important if i might continue mayor um i noted and this would be on page 23 of your budget and finance specific material and it starts with the top of the first the page i'm referring to budget and finance administration so you know where we are i notice overall there's a 23 percent increase in this department and that the administration numbers per year like they go up they go down they go up again they go down and then they go down again what what's going on here that the numbers are so radically different year over year may i remember city council we did have a risk or risk claim under finance that was about i think about 200 000 so our internal charges went up because of the claim and now it's been several years and now it's dropping off okay that explains that um [Music] i did have more hold on a minute while i find the next one while i'm looking also i would like to get a count of how many of your personnel or administrative and how many deal directly with the public in your department may i remember senate council i think i can answer that now super terrific for budget and finance because most of our staff are primarily outward facing so our accounting staff i would say would not have a direct contact with the public so that would be about 10 people and then budget and find the budget staff we have a total of two people right now anthony doesn't our budget and finance analyst doesn't interact with the public he does show up to council meetings but all of our other ftes customer service tax and license collections they interact with the public procurement will do with the vendors and then we have accounts payable and payroll which also will interact with the public a little bit very good thank you so much it looks like and and this is what perhaps you can explain to me this would be page 31 of your budget finance details looks like customer service is a new division because in the years previous there was no money and now for 2023 you're allocating a little over 101 000 um in salaries for the for that division so is that a new division you may of the council that's related to the two new ftes that we requested um general funded ftes all right and same thing with grants and finance which is on page 35. uh there had been no requests until this year for 311 500 is that also a new division mayor members of the council that's related to the arpa funding okay very good thank you thank you mayor thank you mayor in regards to the three million dollar transfer that we make on a regular basis annually a different amount but to the arizona sports and tourism authority has it been determined yet as to whether that uh is to will have an end in sight when when whatever the improvements were that that's offsetting for occurred or is that in perpetuity mayor members of the council i don't recall the terms of the agreement so i can get back to you with an answer on that oh you're members of the council i'll turn it over to mr phelps mayor members of council councilman turner so the that payment will continue until its obligation is made to the city or until such time that their funding gets sunseted and the asda funding measure did have a sunset on it however there's been discussion about extending that and in talking with the with representatives from asda it would be their intent that if it was extended and the the cities that were guaranteed or or essentially promise money for the stadiums that would continue on beyond the initial phase mayor mr phelps thank you for that i was actually asking about the money that the city of glendale transfers to asda and the amount of this in this budget three million dollars that offsets the sales tax revenue that occurs on-site mayor members of the council again we'll have to get back to you on that i'm not sure either if it's the same as the um if the terms of it are the same as the terms of the agreement whereby they pay us well we'll have to check into that for you thank you very much but i am glad that we're finally getting some money out of you know that overflowing cups situation and we just money never got down to our cup but now it is and that's a good thing and certainly if fast is renewed their funding is renewed our cup should keep filling the mayor also if i could just add maybe a little bit of clarification that request is higher next year because of the super bowl coming so we anticipate there will be more to refund to them because of the super bowl being here however i'd also like to remind council that we only refund the general fund portion of that so that increased revenue associated with the super bowl still has an impact on the city in terms of the transportation and public safety sales tax here thank you mayor just for the clarification for people who might be watching and not understand exactly what we're talking about can you clarify that basically the the the sales tax collected and the footprint of the state farm stadium could you just explain that so people watching understand what we're talking about yes mayor members of the council we do have an agreement with arizona sports and tourism authority and as council member tom trump alluded to it's an agreement to rebate the sales tax the general fund portion of the sales tax that is generated at the stadium so for things like cardinals events and other events that are held at the stadium including rv shows and all of the types of things that they have there we refund the general fund portion of the sales back tax back to arizona sports and tourism authority they use that to fulfill their other obligations they also have an obligation to us that they've now started paying on for a share of the spring training facility that was paid for by the city mayor if i could so was councilmember turner tr asking whether um uh because as to um exp 2030 i believe is that when uh when the aztec uh expires whenever it expires um he what he was asking is well are it does our obligation to remit the general fund the sales tax expire with that agreement is that what he was is that what you were trying to understand mayor councilmember thomas that is an excellent question okay thank you uh at this point in the presentations we actually have a break so we can take a break now or continue on depending on how council wants to proceed you good when's lunch at what point was lunch planned lunch is currently scheduled for 12 30. okay well it's an hour and a half you guys want to go an hour and a half for lunch or you want to take a break keep going go keep going let's do it okay our next presentation will be the transportation department and we will turn that over to mr abbas [Applause] good morning mayor and honorable council members my name is shahid abbas director of transportation today i am here to present the major highlights of the proposed department operating budget for the financial year 2023 as you know i am new to the city and standing here for the very first time before you so i'm hoping you will give you'll go easy on me and give me a pass however i have my sport stop sitting right behind me ready to jump in should i mess up anything so here we go so the department of the transportation has four distinct divisions as shown on the slide and has 106 full-time employees this includes six new requests for this for the next fiscal year the mission of the department is to ensure safe and efficient circulation of vehicular bicycle and pedestrian traffic to minimize pollutant air emissions and promote economic development throughout the city next slide please the total proposed financial year 2023 operating budget for the department is 35.7 million and out of this one-time request is for 2.1 million the division of the budget is as shown on your slide 29 percent goes towards the salaries and the benefits and 59 percent towards the operations and maintenance operator services of the division of the department next please [Music] the first objective of the department is to optimize processes and services to improve community experience and quality of life we achieve this by spending 13.1 million dollars every year to implement payment management program using in-house design construction management and inspection services this year we are spending 21.4 million and will rehabilitate 130 miles of the roadway for the next fiscal year 2023 staff is requesting 23.9 million to rehabilitate remaining 130 miles of the roadway in the city by the end of the next fiscal year we would have touched every roadway in the city next please the second department objective is to improve asset management along with improving community experience and quality of life and we do so by maximizing grant fund opportunities and by completing the projects on time and on budget so that we can provide safe and efficient transportation system to all roadway users the city has 209 traffic signals and so far we are able to interconnect 93 of the traffic signal with some form of communication system our goal is to take it to 95 percent by the end of the next fiscal year and eventually interconnect all of the traffic signals with the fiber optics cable we have also converted 33 of the traffic signals to flashing yellow arrow and we are planning to do another 15 next fiscal year with a total of 48. we have also installed enhanced detection system and 24 intersections and we plan to add five more intersections to the system by next year next place the major department accomplishment for the year 2022-r completed comprehensive air force strategic plan secured 9.66 million in federal and regional grant funding prior transit service to over 1.2 million passengers rehabilitated 130 miles of roadway payment including six miles of reconstruction and planted 93 trees and rehabilitated 120 000 feet of the irrigation system and installed the adaptive traffic control system on bell and olive next please following are the supplemented requests for the department first from highway user revenue fund we are requesting 297 000 in right-of-way maintenance and contract 35 712 for maintaining additional 1 million square foot of right away in new frontier 261 294 in project projected a water increase cost we are also requesting two utility locators ftes with two trucks currently this task is performed by traffic signal technicians and its technicians which keep them away from their primary responsibilities if and other options we have we contract these services and if we contract we estimate a cost of 450 000 every year risk post repairment we are asking 275 000 this is for emergency repairs resulting from unforeseen accidental vehicular hits to our system currently we are observing this car interpreting and maintenance budget then the department received 1.64 million grants in response to covert 19. next please now going to the sale tax we are requesting 2 600 to cover the additional electric usage 75 400 for northern parkway and loop 303 interchanges right away maintenance with five percent cost adjustment it will bring us to the last year and actual spending we are requesting 50 000 in traffic mitigations 35 000 to address the increased request for the traffic mitigation like speed cushions and another 15 000 to offset the increased material cost we are also requesting 370 000 to replace the replace and upgrade the servers and the operating system to the traffic management center we are requesting one full-time employees as intelligent transportation system analyst to support the day-to-day operation of the traffic management system will help in design and execution of its architecture to make the system responsive to real-time traffic conditions we are also requesting a gs technician to assist us in asset management and workflow management and we are also requesting one deputy director this request is to have one of the two deputy director reinstated to eventually return to the two deputy models this will help us in the strategic projects coordination internally with external agencies and oversee the strategic goals which council is set for the for the department next place continuing with the sale tax uh two hundred thousand dollars is requested for emergency repair and replacement for unforeseen hits and damages to the traffic signal street lights system this is based on our last three years average what we have spent on on these kinds of repairs we are also requesting 150k to replenish the decomposed granite replace dead vegetation and restore irrigation system and 40k to install the led street name signs at two locations we are already installing five at five location these led street name signs then under the airport operations we are requesting funds for staff training and certification repair and replacement of airport lights and one utility truck for patrolling and transfer the equipment on the airport premises and we are requesting 10 000 10k for unforeseen incident hits like vandalism weather and vehicular heads and moving on to the its project uh we are requesting 155 000 to continue the rollout and implementation of the loose city to centralize all the city assets to one platform the software will low for the consolidation and management of customer information in a single database and it will help us simplify the billing lease and contract management information tracking fees and fee escalation this software is requested for the airport support system that's the end of my presentation if you have any questions i will try my best to answer those please you know i was just thinking in your statement when you first stood up there you're brand new at this we're brand new guy you're asking for a lot of money councilmember clark thank you mayor on page 59 under your goals objectives and performance measures uh in 2022 we spent 42.8 million for 130 miles your target for 2023 is to increase that amount to spend 47.8 million but we're doing 17 less miles now i know part of it is inflation in the cost of and salaries have increased as well but that seems to be a major discrepancy to go from 130 miles a year to 113 but yet we're paying 5 million more mayor and council member this is because the type of the rehabilitation we have to do it depends upon what type of a treatment we have to do on the payment some streets are in require a lighter treatment and some streets are require higher treatment so we have a pmp program where all these streets were prioritized and a fair staff estimate was was was formed by by the staff so it just depends what type of the treatments are needed at a particular road okay if i might continue mayor page 60 of your slides you have performance measures and in some of them for example signalized intersections and you say there are 209 total signalized intersections good flashing yellow arrow installation program number of intersections updated is 48 is that 48 out of the 209 american council member 40 yes 48 will be out of 200 so far we have updated 33 we will do another 15 next year okay and then you have complete two school zone construction projects each year total of 13 are there 13 school zones um that's not clear because it looks like we did 10 18 28 if you include the target for 2023 so how many school zone construction projects are there total i will ask prop mayor and councilman eventually every school should have a school zone posted on their approach but i not know exactly how many school zones are there so i request probably fear mayor and council i believe that school zones that we have in total is 13 and we are doing two a year so how many do we have total in the city we have 13 along arterial streets 13 that's good this is along only along arterial roadways so the school zone where you have the flashing beacon yeah the speed display sign that's i i know what it is if we have 13 how come we've done 28 or we're planning on not doing a total of 28. that number 10 is a cumulative number so we are adding two okay thank you i'm glad i asked um thank you bro complete conversion of illuminated street name signs at two intersections per year how we have 209 intersections so what again i'm assuming that this accumulative total we've done 21 out of 209 made on council arterial articular intersections uh the major roadways they have illuminated seat name signs um we have old standard those are the incandescent lights um this is the new standard lights that we are replacing them slowly and so so far we've done um we've been doing five a year with the we've asked for a supplemental to do two more a year so so we have existing ones we are replacing them with the new stuff okay and then install enhanced detection at five signalized intersection per year for a total of 204 at this rate we'll all be gone when they're done but is is this as i said five a year seven that's five two additional he said oh two additional seven per year yeah marion council member so this we do about five to seven every year but moving forward are new standards once we do that we will have enhanced detection inbuilt into the design standard this is an expensive equipment sometimes installing them standalone is a pro problem we may have to upgrade other software and hardware at the intersection so we assess where it is feasible we install them right now so we can once we upgrade the intersection we will just you know use the equipment to do that the reason i'm asking all this is we have a lot of traffic accidents at intersections i would think that enhancing them would be a priority to try to cut down on the number of of traffic accidents that we have at intersections is that part of the philosophy of this department or no mayor and council member it does two-part you're absolutely right it does help us improve the pedestrian vehicle and bike safety also and it more so it help us reduce the congestion the travel time along our corridors because those vehicles are detected automatically and the green timing is given to the approach depending upon what is the demand there okay let me move on to your budget your actual budget information and this would be page 225. and the first line says general government transport this is the first time i've seen this in the budget what does that mean exactly general government transport maybe you should just stay up yes i'll stay here um mayor and council um the general government transport that's basically all the um general fund operations around the stadium arena camelback ranch that's so it's operations of the of the department okay now also on that page the last two lines post incident repairs are you referring to the the signs and things that get get knocked down by automobiles is that what that because it's new uh each one each line 2938 and 2939 is requesting 275 000 which is or 275 and 200 which is 400 almost a half a million dollars council member yeah this is what we do accidental hits unforeseen hits on our system and in the past we have not budgeted this thing we have been observing in our maintenance and operating budget which affects our other operations this is a new item yeah and it is mayor members of the council i also want to clarify that that's also reimbursed through insurance okay oh okay um if i could continue there okay on page 227 again this is under operations go general government transport um it looks like how many how many employees do you have in this department that would probably answer my question amir and councilman we have 106 implies this request six new aspects present we have about 100 uh on page 229 under internal premiums now i know in term premiums are made up of increases in risk management workman's comp and so on but there is a radical decrease of 39 went from 760 and you're reducing it by 486. that's on page 229. so could you explain what's going on there why that when every other department seems to be seeing a major increase in internal premiums or internal yeah in terms of premiums under right-of-way it's mayor members of the council will address that question i think ms camacho is in a better position to answer that mayor vice mayor members of the council it's related to um claims again similar to the one in budget and finance all right so it's claims driven all right um let me just check out the rest of my pages i think that was no here's one okay on page i think it would be 242 go cip operations it looks like the only thing i can figure is maybe you lost an fte or you moved an fte out of there because the salary change is 31 percent is that the case council oh there's an increase of 31 percent so did you add an employee and fte undergo cip operations if i can counsel um we had a last year when we brought the budget forward it was a supplemental request we did not know how much that fda would cost it was a estimate that was put in the budget this one is actually now we've hired someone so it's the actual cost of the employee okay so you estimated and your estimation was wrong and now you've got the correct figure all right thank you mayor i think that's all yes thank you vice mayor excuse me can you help me understand the right-of-way you're asking for a supplemental of 150 000 for write-a-boy landscape refresh program but on on your basically your master sheet you're showing a reduction in the baseline budget for right-of-way online the third line on page 225. [Applause] mayor members of the council again we may be able to shed some light on that i believe there was one time funding that was put in the budget last year for right away and so when but when budget and finance starts with the baseline budgets again this year we take all of those one-time fundings that were from the prior year and take them out so you start back at your base and so the one-time money was taken out and now i believe they're requesting ongoing funding okay mayor if i could then so basically the request for right-of-way is 4.9 million essentially for for fiscal year 2023 and that's going to include include maintenance and um [Music] improvements all of it yes all of mayor and council members include all the rehabilitations you know uh refreshing everything in the land so in addition mayor if i could in addition to the 150 000 how much what is the budget for improvements in the appearance of our right-of-way i'm trying i was trying to find the breakdown somewhere but i i couldn't find it [Applause] mayor and council uh i can clarify the question um tell me a favor and pull the microphone down just there you go how much the question was how much is our budget for for not maintenance but improvements actually are we gonna i know we've we've had kind of a at least initiative of the council of improving the appearance of our right-of-ways so in addition to the 150 000 that you're asking for what's the total budget firm of for improvements of the right-of-way not maintenance mayor and council currently the budget has 400 000 for that activity and the additional 150 000 would bring it to 550 000 a year okay um [Music] what did we have we added a million to it mayor if i could is that what we did so mayor and council there was a one-time supplemental uh that was for 1.5 million dollars and not all of it was spent in the first fiscal year so a million dollars approximately of that was carried forward and then that's been spent and we are completing the downtown the um right-of-way enhancement project in the downtown area and the 450 000 is for the city-wide restoration of landscape going forward okay all right thank you mayor i do have another question if i could um i don't know maybe it's because i don't know what they're called but i don't see anything in here and it's been an ongoing issue is the basically the hijacking of our reader board signs um and putting messages that we don't really want the public to be getting on our signs it's happened a couple of times in my district those where you know you put a uh electronic message it's that thing you park a little trailer thing and somehow people are able to it might be an i.t thing i don't know but somehow people are able to access it and put inappropriate messages on those um are we do we have anything in the budget to maybe address that issue uh mayor and council member i think those signs are hijacked because they have a small controller sitting next to the box and somebody can intercept but as we develop our system and we do the fiber interconnect and we upgrade our tmcs and everything will be controlled as centralized locations so then we don't need to have anything next to the sign for a box so that's a long-term project but that's the way we want to proceed uh proceed uh forward as we develop our new facilities so we are going to upgrade our traffic management center so everything will be on i'm having a hard time hearing you sorry so a mirror and council member so in this case what is happening all those signs they have a small controller which sits at the side somebody can open and you know can change the sign very easily if they have a key or they have a code but our long-term project is we have to upgrade our traffic management center and when we have all our fiber optics connectivity we'll hook up all these features which are sitting in the field and bring them back to a centralized location so they are controlled from the tmc not in the field okay mayor if i could continue so is there any funding in the budget to start moving in that direction for this year or is that something is that part of something else miriam consumer with that that will be a bigger project because it can't be done with the small funding what we're looking here that will be itself a capital improvement project and it's only feasible for us to do it once we move our tmc to a proper proper location and we have a fiber optics connectivity so will mayor will that be part of the the new field top campus or i guess i'm not really understanding yeah about mayor council members i think one of the issues that you're talking about were the portable signs uh that contractors use we have we had a few of them uh this started just arose i think about a year ago and uh since then we paid a lot more attention to securing uh the apparatus so people can't get in it and we've uh done our best to communicate that with contractors also uh this didn't happen a few years ago so i think everybody was just a little lacks i i think it's maybe happened once in the last few months but i don't think we're ever going to get rid of the portable signs if we're doing construction projects and things of that nature we'll just have to stay on our toes to make sure that they're secure and we advise contractors i think another one was right at the border and it was a city of phoenix dynamic message board so okay it's just something we have to stay on top of okay all right thank you and if i can add clarification i think what jack was talking about is that are the portable message signs mayor and council what shahid was talking about are the fixed ones the dynamic message signs so both different subjects councilmember clark thank you mayor one final question in bringing up right of way could you provide us with those right-of-ways that have already been improved i don't need it right now but a list and the cost per improvement and what you're planning on doing this year and the estimated cost for those individually thank you and and one last i also would like to know the number of administrative personnel versus those who have direct contact with the public mayor i would like to have within your division i'd like to have that list also i could thank you i'd like to have i'd like to get a copy of that as well yes thank you okay councilmember turner you're up thank you mayor so as as we've been discussing um the council put a million and a half towards right-of-way improvement landscaping improvement and that sort of thing and my understanding is we've spent uh roughly a million of it so far we're going to so some there's some carry over 400 and something and we're going to add some more to it but if i'm tracking this correctly and i'm seeing some furrowed browse that says maybe i'm not but where i'm headed with this is we have been doing some right-of-way improvement and now that we have a sense of what that cost is on our arterial streets i'm very much interested in the council adopting a five-year or six-year plan to get all of our arterial landscaping up to par and i don't know that we'll get that into this year's budget but i would certainly like to see us headed down that direction for next year's budget to really adopt a plan just like we did for our pavement management program and the public feedback for what we've been able to do with our streets has been tremendous very much appreciated and i think that our public deserves it and would appreciate it just as much for the landscaping and our rights away thank you thank you thank you mayor gentlemen thank you so much you guys have done extremely well i've answered every single question that's been uh given to you and can some returners comment on adopting a policy going forward for other right of ways i in speaking to staff that's the direction you guys are already going just for the residents that are listening to the right-of-way improvements there's been a significant amount in the ocotillo district that's where we started staff that that landscape improvement includes not just gravel but irrigation shrubs trees and and and some areas get hardscape like um what do you call those uh the pavers so can you talk about just a little bit of the the improvements you guys have made in the in the district in the ocotillo district and and some of them are improvements some of them are new construction because they've been that way for many years mayor and council uh council member um aldama is right or vice mayor alham is right um please please pull the mic down thank you um the what we call the detached sidewalk um landscape project in in in general downtown area is we had the area between sidewalk and the curb that did not have any landscape for the most part in in the downtown area so the project that council funded three fiscal years ago was to um spend 1.5 million dollars one-time monies to clean up that right-of-way install shrubs and trees provide for irrigation and decompose granite basically beautify the right-of-way and that project is approaching completion so the initial 1.55 million dollars uh got an additional half a million dollars so in all 2 million is being spent on that and [Music] apart from that two million dollar number we have in the operating budget an ongoing four hundred thousand dollars uh that's going to be for right of end uh restoration enhancement city-wide and we are requesting another 150 000 a year to add on top of that what's not i didn't what's not described there is arterial reconstructions when we are doing artillery constructions we are also as part of that project going and restoring doing all the right-of-way improvements there so that number does not capture all of the right-of-way enhancements that we are doing so every time we do an arterial reconstruction we plan to do right-of-way restoration in that area so you'll see that as our atlea reconstruction program goes through thank you mayor if i may that this is just one item that this council as a whole has invested into our communities the aesthetics of our neighborhoods and people are taking pride in it it looks really good and i encourage us to continue thank you what do you got left i believe we are taking questions okay i don't see any other questions i guess you're done thank you man council thank you okay mr city manager we have economic development left and [Music] if we could get human resources before lunch those two i don't know if you want to let your other folks go ahead and take off for lunch if they're not going to be in those next two that's up to you and they'll be ready for you at lunch good morning mayor and council we as a team are thankful for the opportunity to be here today our team works collectively to promote city-wide arts culture and economic development activities that improve the livability of our community by facilitating the creation of high quality jobs serving as a critical resource for prospective businesses and current partners while consistently exploring new industry opportunities we seek to ensure a diverse and adaptable community economically and culturally our charge is to make glendale a thriving place to entertain residents host visitors and support our growing business community we are very grateful for the leadership shown that continues to stimulate significant investment capital infusion and jobs by the thousands in glendale as a team we work together to use the funds provided to drive our department goals the operating budget is devoted to our efforts related to providing business assistance maintaining key memberships with local regional and international agencies that we work within tandem on business attraction opportunities while providing arts and cultural programming throughout their entire city while also supporting the professional development of our high performing team speaking of ms jess peterson will take us through the next few slides thank you mr friedman the next four slides cover our strategic objectives and performance measures as a team we facilitate job creation opportunities that benefit all aspects of our city and are a reflection of the contributions made by each and every city department whom without their expertise and internal customer service we would not be able to offer the speed to market advantage that has served our community exceedingly well as we as was recently shared with the presentation and release of the glendale growth scorecard report despite the difficult months felt by our business community during the pandemic the city continues to experience unprecedented growth in both commercial development and job creation the city's economic development department strategies have focused on increasing our tax base while targeting the generation of high quality employment opportunities to mitigate any significant risks that could adversely affect the city during an economic downturn the city intentionally diversified its industries creating a broad and stable range of revenue sources and this development boom shows no sign of slowing chiefly in the loop 101 and 303 areas where more speculative building inventory is coming online to welcome new enterprise to our city in the coming fiscal years our larger industrial buildings along the 303 continue to fill with new corporate partners resulting in thousands of new job opportunities coming to our community we've also increased our direct assistance figures over this last year offering focused business assistance to existing companies in need growing businesses linking these businesses to existing resources and supporting events and opportunities that provide a valuable lifeline we've increased expectations for our expanding social media and communications program for every figure on the slide due to the tenure of the effort and the significant amount of business activity taking place citywide as a note the large increase seen in the fy 2021 actuals on this slide is a result of the considerable media coverage and social media engagement that was received specifically with the major announcement of the destination resort project in the sports and entertainment district likewise our targeted outreach efforts and business assistance events continue to recover and accelerate every member of our team directly engages with the public and we as a team continue to meet new prospects and build meaningful relationships that translates to more capital investment in our community this year we started to experience a gradual recovery for the arts industry in particular participation in public art programming with the return of in-person events attendance increased and we were able to offer a variety of impactful experiences to the community including monthly poetry slams in downtown glendale a variety of concerts and theatrical performances as well as the incredibly popular ballet under the stars we believe that integration of arts and culture into our community is a vital enhancement to our economic development efforts so we are committed to continuing to increase the amount of art projects and programming moving forward and we anticipate more residents visitors and partners will participate and benefit from an increase in public arts and culture opportunities additionally with the recent successful hiring of an arts coordinator which brings the staff for this division to two full-time employees we will be officially kicking off the arts master plan process this will further support the expanded role that arts and culture will continue to play in our collective economic development efforts the next three slides provide just a snapshot of our team's major accomplishments this year we have the opportunity to impact people's lives in a significant manner through meaningful business attraction including new additions to our always growing healthcare industry banner aspara opened its doors this year and we saw phoenix children's hospital break ground on a 135 million dollar pediatric hospital facility adjacent to a brazo arrowhead health through the arts division we were able to offer grant funding to 15 arts organizations to support performing arts programming citywide our team continued our efforts to assist those businesses still recovering from the pandemic by working with our local regional partners specifically focused on workforce development strategies while also directing our efforts to creating future opportunities to support our small business community by leveraging the upcoming super bowl that glenda will host next year and while it's not listed on this slide i'd be remiss not to mention the growing number of small businesses that have opened and grown during the pandemics specifically in downtown in the last year including don juan's mexican grill black sheep coffee jack's house boutique the new homage coffee shop the new general store that just opened a couple days ago and the soon-to-open saguaro grill just to name a few momentum has continued with thousands of acres and millions of square feet of new industrial commercial development in the new frontier along the loop 303 including major capital investments that have resulted in significant construction sales tax collections and prime opportunities to welcome additional new end users including most recently nestle usa williams sonoma walmart and amazon with more to come soon after a long hiatus we once again played host to ballet arizona's ballet under the stars at saguaro ranch park with the support of the glendale arts commission this incredibly popular event saw nearly 1200 attendees come out to enjoy the evening of dance performance and our collective work as part of the city-wide development team continued as we assisted more growth in the sports and entertainment district including significant luxury apartment developments new entertainment concepts such as pop stroke and the recently announced chicken and pickle as well as the addition of new hotels that will soon join the ever-increasing hospitality options in this district this next slide details our supplemental request this year which is an fte to serve as the city's downtown manager in april of 2021 the glendale city council held a downtown strategy retreat to discuss and unanimously progress forward with a pivot strategy to cultivate revitalization redevelopment and reactivation of downtown glendale the intent and primary metrics of success for this downtown strategy are to increase consistent density of visitors patrons and residents increase daytime and nighttime economic activity foster a viable business community increase private capital investment and reduce vacancy rates in downtown the pivot strategy plan was based on the execution of several key initiatives building frequent repeat visits to town down glendale through experiential activity demonstrating city investment to the open market and leveraging a redeveloped city center to create place making and a downtown identity marketing and promoting the district to increase economic activity and utilizing the redeveloped amphitheater in campus as a versatile and highly used performance venue space to attract a consistent diverse customer base through year-round events and programming to successfully execute the downtown pivot strategy a downtown manager with an understanding and knowledge of the key initiatives as well as a diverse skill set to develop lead and oversee the intersex intersecting complexities of this strategy will be needed with the commitment to the downtown campus reinvestment project as a major component to this pivot strategy we believe the addition of a downtown manager integrated into the economic development team is as vital as is vital as we enter this next phase of downtown revitalization that concludes our presentation thank you for the opportunity to share we'd be happy to answer any questions thank you mayor well i don't know if anybody else noticed but i certainly did all the bow ties being worn by you all in economic development that's that demonstrates the sophistication and your strategic planning and improving glendale and all the economic development you guys have brought it is absolutely incredible and i'm glad you guys wore those i certainly couldn't wear one but you guys are rock stars and the work you guys are doing in downtown glendon jesse thank you so much for for mentioning all the new businesses that are coming to downtown glendale that is awesome we're getting there we're almost there but you guys have done an extreme extremely great job on on putting glenn down the map and it's because of you most a lot of people tell me you guys must have a staff of 30 no you don't have a staff of 30. it seems like yeah this is it right here but i love the bow ties sophistication at its best thank you so much thank you mayor thank you mayor jesse and brian your department is small but mighty as far as i'm concerned and you're one of the happy stories because you're a department that generates revenue for the city as does the collections department in budget and finance and i love departments that do that now you have a total staff of 11 and jesse you told me two were dedicated to arts and the other nine but i don't know who the other nine i mean i know you and randy and brian but who else is in your department they're almost all here some are all out there doing what exactly what economic development does and are busy if economic folks just stand up real quick the team could stand right now there you go one two three four five six that's everybody one exception lori german isn't with us here in the audience today thank you all as i said you are a department that's small but mighty and i really don't have any questions for you except to say kudos and i do have one question two questions how many administrative how many make direct contact with the public and secondly do you have a person on staff that's dedicated to trying to replace vacant storefronts and infill projects where we still could use more commercial activity mayor councilmember clark thank you for the question so our small but mighty team everyone does they interact and engage with the public directly so there's no member of our team that does not that's that's really vital to how we operate um and that's not just with um our external partners but that's even just general questions to the public at any given point um relative to a dedicated person so the way we've found to be most successful in our operations is really having every one of us be at least cross-trained to do that but we do have folks on the team specifically samuel pena in the in his business um support services position has been working directly with that that's specifically on that workforce side as well when they have workforce they can have a business and we've rarely recognized that our biggest issue right now has been keeping workforce or helping individuals develop their workforce for their businesses um and then david cornelius who's also there in the audience is our small business specialist and so he's directly related with that site selection to help with the vacancies we also know specific to downtown that downtown manager will be very very integral to that but you've seen the vacancy report that comes to you guys generally quarterly that's the balance of the team works together and that's where samuel pena provides that to you well thank you very very good answer and as i said i appreciate all you that you do thank you thank you mayor um [Music] jesse what is included under professional services on your uh line i have 295 742 um budget requests but what type of services are under the professional services yeah mayor councilmember thomas that's a great question so professional services um actually generally encompasses our professional and contractual so that includes um like the greater phoenix economic council contract comes out of there we have membership contracts in our department that come out of there so the arizona israel technology council comes out of that budget line we also have our marketing strategy applied economics so when you see those um the economic analysis that comes whether it's for an annexation or any development agreement that we're doing those come out of that budget line as well and then we'd have additional travel money in there for our business attraction strategy mayor if i could does the does the chamber membership because i normally i thought that was always under economic development so is that included under professional services correct yes that's also included with the canada arizona business council i'm seeing it right here on top of the paper now yes okay all right very good thank you uh thank you mayor jesse you mentioned the arts master plan process could you touch on that for us yeah absolutely so that process hasn't been done formally in the city for quite some time now it's been a very very long time early 2000s is my understanding and so we will be through the if you recall from the cip um presentations that was where the ask from arts was was money for for cip specifically for going through that process and so it'll be like any other master plan process that you've seen other departments take on where there's public engagement there's a consultant that's on board to lead that effort and really the goal of that arts master plan is to be able to get not only from the community but you know from the industry itself some real guidance on an entire citywide plan that will really help us when it comes to developing the expenditures out of the arts fund to use it appropriately thank you and mayor i too want to compliment our economic development staff for the work that you do and places where you show innovation and and also say that you're not alone there's seven of us up here that in everything we do and every promotion and every good thing we say about our community helps further our economic development as well so in the spirit of that i got my bow tie too [Laughter] all right i think you're done thank you our next presentation is the human resources department and we'll turn it over to mr brown [Applause] well thank you and uh the city manager reminded me that i stand between you and launch so i need to get to the point so i'll be working towards that as we go through this presentation well i first like to start by um thanking my staff in hr and risk management it's been a difficult year it's been a challenging year for all of us but the services that they've provided that they've provided day in and day out have been [Music] exemplary and and i'm grateful to have the staff that i have so um again thankful to them uh if we'll take take a look at the first slide um currently in hr we have hr and risk we have five uh divisions uh we're asking we have 23 current ftes we're asking for two additional and i'll get into that in the supplementals uh with a budget uh request of 59 or 59 000 that would be nice 59 million 691 7793 the bulk of our budget resides with our our risk management our workers compensation and our benefits fund as you know we're self-insured and that's where the bulk of the dollars are in terms of our budget this next slide reflects our goals in the area of our of developing the workforce culture culture is very important in terms of retaining employees and having a workplace where our employees feel valued and we've we've done some things in this area covid has certainly inhibited some of the things that we would have liked to have done but certainly we've been able to hold through the inclusion network through our glendale hispanic network we've been able to hold several different engagements with our employee to celebrate their diversity their differences and certainly you can you can see up here the activities that have gone on with that also one of the key uh goals that we have is to ensure that our organization reflects the community uh in which that we serve so we certainly are always striving to that one thing that we're adding in the area of of of diversity and inclusion and you'll hear about this a little bit later from kayla stanfield but we're adding to to the repertoire if you will the nfbpa the national forum for black public administrators we had that at one time but through budget cuts and other things that have occurred that had gone away but we are bringing that back and we're excited to do that and providing the opportunities and development that come along with that program this next slide will reflect as we said we want to reflect the community that we serve you can see the numbers in terms of of the the the actual hires that we've made uh in previous fiscal years versus uh this this past fiscal year and you can also see in this slide uh the community versus the employee ratios uh with with regard to the demographics as i mentioned earlier in as i began this presentation our medical benefits plan is self-insured one of our goals is to ensure that we're at or below the medical trend in terms of costs as we look at the upcoming fiscal year the medical trend is around 7.1 percent so it's higher than it's been in the past and it's our goal to to meet that or come in below it we are budgeting a little bit above that we're budgeting at 7.4 percent and i'll talk a little bit about that uh when we get into the supplementals and why that is it's interesting uh last year we actually saw a little bit of a decrease in our claims and and that was we attribute that to uh fewer people who you know non-cova going in for elective surgeries going in to get that knee fixed or that shoulder fixed putting that off until things opened up and we knew we would get a little bit of a burst in those areas for this fiscal year and we have but again we're running fairly flush with trend which is really what we want to be doing we can contribute some of that to our wellness program and many of you familiar with what we've been able to do there we've got a great program manager in ali welky brooks who's brought forward she came to us from american express and and has been very instrumental in bringing forward a lot of new programs a lot of involvement a lot of engagement a lot of friendly competition in the area of wellness and again we want that wellness to be a part of our culture helps our employees feel valued but it also uh helps them physically and mentally in terms of just their day-to-day lives and services that they can provide us so the next slide okay uh in this area you know we talk about um having a strong workforce culture part of that is making sure employees are field valued in terms of competitive pay competitive pay is critical to maintain our our employees to keep turnover down and while it's not the number one reason it's it's not the only reason let me put it that way that employees stay with an organization it's certainly one of the top reasons as you can see here we are experiencing higher turnover than we've seen in the last few years what that's attributable to it's really an anomaly i you know and since i've been in hr i really haven't seen this but it's it's being titled the great resignation and it began around 2020 uh with the inception of covid uh and it's you know attributable to some folks leaving the workplace just not coming back we've had a lot of retirees that have gone on as well so there is a large number of retirees in the next few years that we're going to be seeing going going away and the workforce that's behind that group is smaller so we see a lot of jobs being vacated and we don't see a lot of high quality folks coming in to fill those positions so it's a challenge that we are going to be facing as a city of glendale there's a lot of strategies that we're working on toward to to to make sure that we can get quality employees because again we are a service organization we don't make widgets we provide service and it's critical that we have quality staff highly skilled staff in order to provide the excellent service that our public and our community is used to so we're working through that we've worked with directors on things such as hiring incentives as you heard ms rios talk about market adjustments and cola adjustments in in salary so we're doing that and we're working toward bringing that 15.6 estimate of turnover down to about eight percent and we'd like to see that for the next fiscal year and we'll be continuing to work on strategies uh to get there this next slide uh regard is regarding our um risk management and workers compensation program um we have several things that are in place here uh we we do want to try to reduce costs of legal fees by by being able to manage our claims in-house we're able uh to do a pretty good job with keeping the the number of outside um litigation uh in keeping that in-house as you can see with the numbers there also we want to keep our total cost of risk below three percent of our organizational operational costs and uh we've been able to do that under the leadership of diane schumacher risk management our risk manager and her staff they've done an excellent job in this area okay so we'll talk about accomplishments uh it like i said it's been a difficult year um and but i'm proud of the work the staff has been able to get done um we've uh you know we've done a great job in terms of making sure we are getting uh workers compensation claims reviewed getting those through uh corvalvel or tpa and getting those approved um we've had we've had a significant number of coveted claims as you might expect uh and uh again those those have been processed well with our with our staff we're at about a 94 approval rate which is a little bit higher than what our city and county employees have we've implemented the smoking cessation program and provided discounts to our non-smokers as well as other cobot 19 discounts and other types of discounts for wellness with regard to our benefits premium that's incentive our again incentivizing our employees along the wellness path we haven't had any eoc findings that that's great those are costly and those mean that there's issues within the culture of the organization so we haven't had that and we're proud of that we continue to work through our balance scorecard we've just recently completed our tier two and we're excited about that and implementing that for the new fiscal year and again this you know this last one or this next one i really um have to say thank you to the council last year we talked about this you were excited about it you funded this this was the incentive program for our employees and what we did was we put together this employee this employee incentive program last year where folks could be nominated employees could be nominated for excellence in service and for innovation we had over 330 nominations uh that's huge it's a very large number 330 nominations that went through two different review groups and from that 330 we had 45 uh who got a fifteen hundred dollar uh bonus if you will for their performance in the areas of excellence and service and innovation and we had 39 semi-finalists so we were able to reward those employees for their excellent uh work for the city of glendale and we're excited to get that program launched again this fall we've got a committee put together to look at how we can do things a little differently how how we can improve that process and we're excited to launch that probably in late august early september and we'll roll that again that'll come to fruition probably december of next fiscal year as far as the supplemental requests i do have a few from the general fund uh one of the areas that we need to shore up in hr is when we when we have projects that we're working on when we're implementing things such as revisions to our neogov performance review process which we're doing now uh when we have employee open enrollment other things we take employees off of what they're doing and we put them on these projects and we need to be able to backfill so that our services don't diminish and having some funding for temporary personnel will help us to do that we've got a couple of new things that we're going to be working on in terms of streamlining our employee relations process we're going to be putting together something through a system neogov called learn which is going to provide over 1500 different development opportunities for our employees that we can roll out to them and push it online so this would help us to backfill and to get some of those things accomplished we're also asking for an fte in in benefits a benefits analyst currently on the benefits side we've got a technician who who who man's the phones who who takes care of walk-ins and new hires getting them enrolled and again keep in mind we have over 3000 lives on our plan um so that person is fielding phone calls uh again dealing with uh the day-to-day walk-ins and the questions and and things that come out with the outward-facing piece we also have a an analyst who manages all of the leaves within the city which is fmla leaves disability leaves there's significant amounts of those that have to be managed they're regulated so we have to be audit proof in all of those and then we have our benefits administrator who oversees that plus she is overseeing certainly our medical contracts our dental our vision deferred compensation all the other contracts that we that we manage in that area there's numerous contracts and she manages those vendors as well as the contract so the ask here is really to get some assistance uh with with those particularly with those contract management and vendor management tasks the rfps that we do all the things that we have to do associated with those those contracts are so important and then also to pick up the the overflow when we have somebody out in terms of not being able to manage the calls or the leaves so and the other fte is for human resources analysts recently my assistant director debbie berson and i took the month of march and we went out from department to department to see how are we doing how are our services impacting you be either positively or maybe not so positively and the number one thing that we got out of that is um really recruitments you saw the turnover rate of 15.9 percent we've got vacancies they've got to be filled if they're not filled on a timely basis that impacts our service to the public and it can be costly and it can create a workload on other employees that's not sustainable so it's important that we fill those and this position would help us come in and get the overflow to get those positions filled in a timely manner and again we would like to to see no more than three months go by to where we can't post recruit and fill that position we've had positions unfortunately i hate to say that have gone six months and longer partly because we've had staff out on you know with covid we we had unfortunately had the death of an employee that we've had to pick up some of those services with our existing staffing and we're still working to fill that position which has been difficult but it's hard to find it's hard to find quickly and process and get onboarded really good employees so we really need some assistance and resources behind that and that's what this position can help us to do um if that's in the general fund so if we skip down to risk management self-insurance this is a big number uh you see we're asking for an increase of 4.9 million dollars what does that consist of and why is that so high as you saw it's almost a 75 increase in in our risk management budget and there's there's a few reasons behind that some of those reasons include the existing litigation that's going on in the area of public safety that's a real risk to the organization we've been dealing with that with our own litigation there it's not just the existing litigation but it's the promise of future litigation too that we have to be prepared for so it's it's litigation it's the cost of property rising and so therefore the insurance on properties are also increasing a big one is also cyber security insurance that cost has gone up significantly and to get the amount of insurance that we as an organization need we have to go to different provide several different providers we can't just have one provider we have two or even three providers to get us to the tier of coverage that we need to have and particularly cyber security insurances is significantly increased as you can imagine so there are significant increases uh to ensure this organization with with pending litigation that could be not only pending but but but upcoming so so um all of these things translate to an increase in the area of risk for the city of glendale and then the other area of a significant increase is our workers compensation self-insurance and that's attributable to numerous things there's been legislation out there that has impacted us in terms of cost with regard to ptsd and with regard to presumptive cancer so we are um increasing to cover those costs um there's one example i'll give you um as you recall last year the council was aware of this and designated an additional over and above what we asked which we appreciated an additional 815 thousand dollars specifically to be earmarked for cancer cases so that's been spent and actually our year-to-date claims for presumptive cancer are over two million currently so you can see um the funding where that's coming from and why it's so important that we have the appropriate funding to be able to to provide for our employees who are uh you know impacted by these types of things and we have been working uh we're thankful for ryan lee we've been working closely with him and legis legislation in terms of providing finding funding for those types of things we'll continue to do that but in the meantime we need to make sure that we're equipped and prepared for what might come in this next fiscal year and so that's why we're asking for that amount that you see so those i think there is one more slide on supplementals and i've already talked about this our benefits it's not really a trust fund but it is our benefits fund and we talked about the 7.4 increase that's really matching the trend for next year we look at our in our at our benefits claims over the course of this year year-to-date and one of the things driving that as you might expect is covid we we've spent i think year to date about 1.9 million in covet in our benefits claims uh for this fiscal and part of last fiscal so um that's driving some of the cost the other part that's driving that certainly is just the increasing cost of medical care which we can expect to just increase year after year and which it has um so those are the things that we are requesting and like the council to consider and with that i'd be happy to answer your questions thank you mayor you're getting present in your old age um i want to refer to slide 85 which talks about turnover and i think it's an admiral goal to try to get it down to 8 percent and i know for example well let me ask my first question you said you had several strategies to try to combat um turnover can you talk about this one of them one of the things that we're doing is we buy we're working with directors to identify difficult highly skilled positions that are very difficult to fill and in those positions we are offering um basically if you will a sign-on bonus um part of that bonus would be available upon signing with the city and coming on board and then a portion of it would be provided later after they've been with the city for a year and that's to try to retain that individual and not have them bouncing to other places so that's one strategy that that's fantastic because i was going to ask if you did sign in bonuses for other departments other than police yes so i i think that's terrific is it showing any promise of success mayor council member clark it's a little early to tell we are still working through the process of identifying those positions with directors but i suspect that that we'll see some somewhat of an impact with that i just can't tell how much well it would seem to me that there are highly technical positions that are not hard to identify it shouldn't take that long to come up with a list so i hope you can speed that along and and get it going as soon as possible i have no problem with any of your supplementals i do have one final question and that's with reference to slide 86 where you talk about the utilization of in-house counsel so it seemed to me that in 2020 and 2021 if 50 about how many cases did you have in 2020 and 2021 if if it was about 38 that would be maybe 120 cases i'm gonna ask our risk manager who's here to give us that because i don't have that number on off the top of my head she'll have it i'm sure good morning mayor wires council member clark thank you for the question on average we have about 40 cases per year currently we have 16 open actual and 22 in 2021 the reason why you see such a decrease in it is because um mid-2020 the prior inside council that handles those types of claims and lawsuits went to another agency and it took a little bit for us to recruit and get a new city attorney to handle that we now have her she's wonderful and so we expect that to increase okay but it'll be based of course as new claims come in and as we assign them so we hope to see the increase begin with this fiscal year do you expect to see an increase in cases maybe based on covet or whatever councilmember clark kovitz probably not one that we expect to see litigation in uh primarily we're seeing litigation in uh police practices liability okay and that's our biggest exposure we do expect that to continue and increase and the cost of those and of litigating those is high okay thank you very good information thank you appreciate it that's thank you um i i'm curious i know the we have a very uh kind of unusual and probably evolving labor market um and i'm just wondering are are we are we pulling any doubt are we talking any of our benchmark cities um and i know not every position is available for like a hybrid type of a work assignment but are we looking at more flexibility um it seems like you know a lot of people want the app especially with the price of gas and and the commute times and all the things that go into but there's a lot of opportunity for people to work at least some of the time from home so i don't know whether we're looking at that or if we have any data to show us that that may be part of our difficulty in recruiting and like i said i understand you know obviously police officers can't there's a lot of jobs that that you need to be here but there's a lot of jobs where you probably could do at least some of your uh work from home so i just don't know if we're talking about or looking at you know being a little more flexible in order to recruit the talent that we need mayor and councilmember member tomochoff um as councilmember clark had asked about strategies that we want to use to be able to bring employees retain them that's one of the things that we're looking at we we currently have a telecommute policy it's a bit cumbersome i think it's something that we're looking at i know it's something that we're looking at we've talked to the city manager we talked to other employees about that you know and what what was revealed to us in kovid um was that you know we we sent about 320 employees home and we did that you know it was amazing the speed at which we were able to get that done and it was phenomenal in helping us to do that uh the managers and directors were phenomenal the city manager's office really to pull that off and get that done what we discovered was we really need better structure in order to manage that and what does that mean well that means you know we need to set those expectations we need to train our employees if you're going to be telecommuting here's what that means here's what it looks like if i'm supervising somebody that's telecommuting i need to be able to have standards that i can hold them accountable to to make sure that they understand what's expected and that i'm checking on a regular basis to make sure those things are getting done and it's not that we don't trust it's not it's not any of that it's just being good stewards having a good structure and so that's something that we're going to be working towards and again i think to your point it is an excellent strategy we we've gone out and recruited employees who said hey i'm working with the city of phoenix and i get to work from home three days a week can you do that can you match that because i love it and it's something that we you know we've said we'll follow our process and we can get the approval for that and we can do it but again we're going to have to get better at that we're going to have to be a little bit more nimble if we're going to capture those employees you know particularly the new generation employees for the city of glendale mayor i do have one question and i don't know this probably is an i.t question but do we have the ability or will we be looking for towards having the ability to because a lot of businesses are doing that but they're able to to see when their employees are logged in and active and and you know that's a that's a way to monitor too that is that something that we have in our vpn or are we able to know um if people are working at home whether they're actually logged in um or do we do we not have that ability mayor council member tom chuff absolutely we have that ability and um did you want to okay i was i thought i thought our assistant city manager had a comment i'm sorry we do have that ability so certainly we can see that and again i think you know too another piece of that is not necessarily are they just logged in and and that but what is expected of them over the course of that week what are their goals and objectives are they hitting it do they need help um i know when we i had half of my staff um telecommuting during the the height of covid and one of the things that i did was i i checked with them about four o'clock every afternoon to say you know are you getting things accomplished you know what do you need from me what do i need to have a heads up on and then also i would get from them the things that they would be going to work on for the next day so i would know what they've got going on and what i can do to support and help so um i hope that answered your question it does it does i mean i think that's that's that's the path forward for trying to recruit talent as has flexibility it's just so readily available everywhere that people really really want that option at least a couple of days a week councilmember melner uh thank you mayor i have a comment and then a question for receiving uh again this is in regards to the workers comp there is a slight golden parachute that i think council's aware of but the state need to approve some funds to reimburse the cities for presumptive cancer and i just like risk management they could pre present those numbers that the state has approved and then what we intend to do to try to seek some of those funds to offset some of these increases sure and and i can let i'll go ahead and let diane speak to it thank you mayor councilmember malnar it is called the cancer firefighter reimbursement fund it actually applies to both firefighters and public safety and what the legislature did is they set aside 15 million dollars that they were charging entities and gave it back to them so they could turn around and pay it into this fund and it approximates 15 million dollars based on the current individuals that are in the fund annually excuse me then each year from july 1 through june 30 what you've paid for cancer costs you can submit for reimbursement out of that fund at the end of the fiscal year so from july 1 to august they take the totality of all the claims submitted and apportion it out to the public entities that have submitted claims so for example we expect our cancer claims costs to end at around 3 million dollars so we will submit that come august 1st and then it'll go into the pot depending on all the numbers submitted we could get a hundred percent of it or we could get two percent of it you just don't know it's based on how many claims are submitted each year stands alone so if any year all the 15 million dollars isn't taken it'll roll over to the following year and increase the amount with the hope that eventually it'll self-fund and everyone will leave their costs back thank you and and if i may mirror it so will that go towards the self-insurance were required and would be would be deposited back into that account thus reducing the uh general fund requirement for funding that councilmember malnar that is my expectation yes okay thank you okay there's nothing holding us between you and lunch unless you're done i'm done thank you okay with that we're going to go ahead and recess for lunch we'll be back about 1 15. okay we'll resume this meeting lunch is finished next up is organizational performance i believe [Applause] good afternoon mayor and council i'm here to present on organizational performance next slide please thank you we currently are we'll have three ftes one of which we will be recommending at the end of the presentation you'll see our mission there is to build a high performance culture using business intelligence and we focus in on data analytics and strategic initiatives as well as increasing that transparency throughout the city our fy 23 operating budget is 643 000 we have 72 that is allocated towards salaries and then 24 there is for operating budget and in our operating budget is mainly professional services which um we consult with vendors for citywide training strategic planning focus groups and surveys as well it consists of a small amount for software i'd like to share just a few performance measures with you you'll see there we have 100 completion for fy22 for our citywide data inventory all the city departments have participated in that as well as 100 participation from our data stewards and one goal that we do have for fy 23 is to start an analyst group here within the city and which will be working with all the departments and those that do analyze data and then next we have that of our what work city certification for fy22 our estimate was 67 and we did send something out to council last week this is actually now an actual we did hit the goal certification and in response to that you'll see here that we have we did receive that gold certification and we're the only city in arizona this year to receive that certification our levels are silver gold and platinum it is our goal in the next few fiscal years that we do reach that platinum i'm jenny durda our business intelligence and analytics officer was the project lead on that and it is our um citywide excuse me our national initiative by the bloomberg philanthropies and for a city to receive the certification they demonstrate excellence in investing in its people processes and policies to make sure that our data and evidence are being used to make great decision making within the city the focus areas that in which helped us to receive that certification this year were for a balanced scorecard our performance management and also our open data portal thanks to the many employees that helped us reach the certification we had about 90 plus employees and directors help us to receive this next i'd like to move into our balance score card we were able to focus in on tier one and tier two as well in tier one we were able to finish our analysis of the employee engagement survey 2020 and it focused in on the areas of strengthening workforce culture and development and from that we deducted that we would do focus groups so we conducted 10 focus groups with over 100 plus employees in those areas listed there of supervisor training recognition employee value communication professional growth and development we also have begun to do our tier 2 training and to date we have trained 40 city employees and by they've been trained by the strategy management group and so we're underway with that facilitation all of the departments with the exception of four have started the facilitation or have completed their facilitation the other thing that i did not mention here in the area of strengthening workforce development is what mr brown alluded to a little earlier i have the opportunity to be and become the executive sponsor of starting or restarting the national forum for black public administrators professional membership group and this membership group is open to any employee who is interested in joining and it focuses in on development professional development leadership and mentorship and i want to give a thanks to charles thomas and field ops who will be serving as the glendale liaison as well as lejeune boone in human resources who will be the advisor who is also a previous chapter president for arizona with the membership into the nfbpa the employees will not only be part of working on our strategy here within glendale but they also receive membership into the arizona chapter as well as they will be receive membership into the national chapter as well and we will also be collaborating with the glendale hispanic network as well as the inclusion network to date just a couple accomplishments are when we introduce this to the employees three months ago we had started with two members which included myself and mr phelps and to date we now have nine members that have joined and then last month on march 18th we were able to send 12 glendale employees to the annual arizona seminar and we had great feedback next slide thank you the other accomplishments that our department was able to achieve this this fiscal year was that of open data sets so we did publish glendale 1 escalation levels as well as pd calls for services and police incidents and we also have published performance dashboards in the city-wide performance engineering glendale 1 and business licenses and all this information was shared with council and it has also been posted to the public and our last accomplishment that we want to mention is that of valley benchmark communities formerly known as valley valley benchmark cities so through this we work with a consortium of staff from large cities and towns throughout the metro phoenix area and we all collaborate to identify areas in which we can share discuss and have a better understanding of our similarities and our differences between our operations as well as improving our local government performance and so the accomplishments that we had this year was glendale presented this year in their performance forum city manager and organizational performance staff also attended the annual city managers conference and my staff also attends the monthly bbc meetings and miss jennie dirter was also elected last month by a group of her peers to become the vbc chair and represent glendale for fy 22 or excuse me fy23 and fy24 as part of our supplemental requests this year we are asking for an organizational performance program manager as mr phelps alluded to earlier in the presentation as we are underway working on that tier two facilitation that means that we're now digging into the strategic plan for all of the departments as we make sure that they all connect with our tier one plan and so from that it's a a deep undertaking and working with all the departments as we will be having continuously monitoring the data that we're tracking as each department will be developing that those kpis those performance measures and those initiatives for their each individual strategic plan so some of the things that we will be having this person work on will be helping us with that balance scorecard we also would like to make them the lead for our process improvement teams as we were only able to get one done as miss moreno mentioned we are currently involved in our library strategy team right now and then also it's an endeavor of ours and a goal for fy23 to work on program inventory we want to use each of the departments and identify what programs they all are doing and so we can see what's going well what's not going well and this will also help us with our funding allocation and with that i'll be happy to address any questions that you all may have thank you mayor uh with reference to page 95 of your goals and objectives slide 95. you say that to target it was for the end of 2020 51 of criteria achieved what criteria are you referring to i will bring up jenny jordan she's a project lead for the what works cities mayor and council so the what work cities have eight focus areas that you have to focus on to achieve the criteria so for silver the level is 51 of those criteria have to be achieved for so for gold it has to be 67 and for platinum it's 84 those eight focus areas are repurposing results driven contracting stakeholder engagement evaluations data governance general management open data and performance and analytics now when you say 51 of the criteria is it 51 of every category or are there certain categories like four of them that give you 51 percent mayor and council member clark no it's of all categories it's not in any particular category um to to describe that a little bit further data governance we have 100 of the criteria met in general management we have 89 of the criteria met open data 75 performance analytics 86 i could go on from there but those are our top criteria so we have some in every criteria but there's others that we want to continue to grow and work on are our ability to to do those things that are marks of excellence in using data in cities excellent okay mayor if i can continue to that point and then i'll go back at how how realistic is it next year do you think that you can make platinum so they are changing what works cities is changing the criteria this year and so we didn't want to commit to get it in this next year without knowing what the criteria would be and so you know we hope to make progress but we don't yet know what the changes will be to make that 84 percent okay because right off the bat the first couple things you said you were like a hundred percent already correct so i was just curious you know i'm i'm certain city managers goals are to get there i'm just curious of how realistic you think it is without knowing new criteria my you know what we have discussed within our department is hopefully in the next two years but i wouldn't want to commit to anything not knowing what the criteria are going to be i guess i'm just looking for a commitment to try yeah 100 gonna try you know there's only two cities um and this is a north and south america initiative only two cities have ever received platinum and that's definitely a goal of our department to be the third perfect what two cities uh i believe it's uh it's la and i think it was knoxville tennessee but i would i would have to double check yeah ellie is la's one of them and the other ones i believe in tennessee they weren't on my on my radar screen if i can continue please thank you on slide 98 under accomplishments you refer to new data sets published glendale one exclu escalation levels could you explain that a little bit more yes there's actually two data sets published uh mayor and council uh councilmember clark there are two data sets published about glendale one one is well uh the glenda one escalation levels shows if you submit a request for let's say you need your trash can replaced it shows the service level commit and time period so it shows we said that we will commit to get this done in a certain number of days when you when you initiate your request with glendale one you also receive an email telling you that but we also wanted to put it out there so it's easily you know easy for someone to find and see okay how long would this take if i made this request of the city so that's open to the public then right correct and where would the public find this if you google glendale open data you will find all of our open data sites if you go to the performance uh the the organizational performance website you can also reach those dashboards and the open data portal there are links there okay and my last question on slide 100 you ask for a supplemental for a performance program manager exactly what will this person be doing so the main four things that we have listed for this person to be helping our department with is of course continuing to help us implement the balanced scorecard we also would like them to help us with the program inventory that will help us identify in each of the departments what types of programs and services they're currently offering to make sure that they are reaching the needs of our residents we also have surveys that we would like to do we are again still looking at our analysis of the 2020 survey so there are some other ones that we would like to implement we'd like to do another employee engagement survey coming up this fiscal year and then we also would like to have them help us with our process improvement teams as well as our lean academy where we'll be able to identify process areas where we can identify any problems identify areas of waste and be able to look at steady workflows and processes now with regard to the surveys um do you share those with council because i don't remember seeing the results of any surveys i i know that we just shared it with the staff maybe about two weeks ago but we i believe that we can share that information with you and we can get that out to counseling council would be very interested in seeing the results of any surveys that have been conducted thank you thank you mayor all right i don't see any other questions all right thank you thank you our next presentation is the audit department and we'll turn that over to mr kingery good afternoon mayor and council i'm mike kingery i am the independent internal audit program manager and i am a department of one so preemptively for your question any dealings with the public i currently have none but if there was it would be me and i don't really have any staff to thank but i do want to thank um the first few months that i was here i spent meeting all the different directors and of the departments across the city just trying to get a feel for the city and how it operates and get an idea of whatever concerns they may have you know kind of say my view of audit of internal audit and how i approach things and then you know just if there's any issues or questions they have that they know they can reach out to me and i'd be happy to look into it for them so with that as i said fte of one and the idea is to make sure that we can strengthen controls reduce risk maximize efficiency and enhance government and transparency and that goes hand in hand with what kayla and jenny are working on with their publishing of data just as the audit reports are published when completed and approved so as you can see the majority of my budget is actually operating expenses which is contracted in professional services being a department of one we leverage we have some five different qualified approved vendors to perf to provide external contra or external audit services but they're still functioning as an extension of internal audit so they do the same thing that i would be doing here but we can bid out to the different vendors and they can just respond which what audits on the audit plan they are interested in possibly providing so if we go to the next one this shows the the number of audits completed on the audit plan and also the percent of our audit recommendations that are accepted by management so to give a little bit of background the audit department was revamped in the end of fy 19 and then about in october of 19 my predecessor was hired he was here for about 13 months 14 and then it was vacant for six months before i came on which was right around memorial day last year so about 10 months ago um so you can see the numbers there was a lot of flux with the audit plan of what could be completed um depending on how you know if the position was vacant how many had already been started by the external firms that sort of thing so we're moving in the right direction now certainly we've got 14 on this year's audit plan they won't all be completed by june 30th but they at least should all be started uh field work will begin and then for fy23 the target is to have 12 is on the audit plan to have all of those completed by june 30th and the reason that it's down is some of the audits are actually larger in scope more comprehensive so you know you've got a limited amount of time and resources to do as much as we can so next slide please as i mentioned it was vacant for about six months before i got here i have addressed all the audit findings from both my predecessor and the previous internal audit department structure and as part of what kayla and jenny are working on i have completed the balanced scorecard tier two um so trying to leverage that knowledge and really just learning um areas of the city of uh where a focus might need to be on on auditing any concerns that somebody has and the balanced scorecard kind of sitting in on those sessions gives me a good picture of other departments and and what areas they could maybe seek some process improvements in and then my supplemental request is again for the contracted audit services and i think when when the original structure happened a couple years ago they may have underestimated uh the costs associated with um getting these professional services so that has increased along with the cost of everything else but with this this would allow for not only more coverage more audits hopefully more in depth be able to make sure that we're focusing on the areas of risk that deserve greater attention the other part of this request would go again to contracted audit services but for getting some analytics and some robotic process automation in our audit software so that we can have some continuous monitoring going on so if i've got the analytics and i'll just use purchasing card as an example if we've got analytics running all the time for pcard and it based on the parameters that we set it's looking for things like people trying to avoid the credit limit by splitting transactions or are they going to vendors that maybe they shouldn't or that sort of thing whatever parameters we want to set that way i only have to look at outliers and exceptions that the analytics are kicking out rather than doing a full-blown audit every year of pcard so that would allow me to spend my time more efficiently on the areas of higher need so that's the goal with that and there's cost associated with programming those analytics of course and that's where this money comes into effect it also would provide some flexibility in case some unplanned audit needs attention right away or an investigation or anything of that matter so with that that concludes my presentation and happy to answer any questions i'm going to say that i don't have any questions because the two questions i had you thought ahead of time and you answered them so thank you okay thank you thank you our next presentation is the water services department and we will introduce mr johnson good afternoon mayor council thank you very much uh the team coming up here right behind me is our leadership team for water services and i just want to give them a pub thank you very much for everything that they do for us uh they're the ones that we all count on to make sure that this organization runs smoothly and that we take care of our citizens and our customers all of our customers in an appropriate high professional way so thank you guys right the organization here going to the next slide the organization is we have four main groups uh four of the leaders are behind us and dan hatch behind us is our uh financial programs he's the one that keeps me straight on all the numbers so the our budget's 60 just a little over 63 million dollars and we're holding steady on our ftes at 214.75 of course our mission is to provide outstanding water services uh for water uh waste water storm water and environmental 24 hours a day seven days a week next slide this is how our budget's broken out we've got 36 salaries four to nine percent uh for operating and then our internal charges are setting at 15 next slide these next three slides are just going to give you an overview of some key performance indicators that we think were important for us to uh stay on top of and you can see the intended result for this one sustained today's resources for future availability well we all know here what's going on with the colorado river we all know that we've been in a drought here in the state of arizona for over 22 years so one of the key things we want to do here is do what we think is professionally correct to do to maintain and sustain the resources that we have available to us today so the first two items are recharged our colorado river we recharge that as much as we can depending on the use and one of the one of the things that's key to our use is the weather that we face uh on an annual basis so depending on the weather and the situations for instance like covid we'll talk a little bit about that is we'll take that water that we don't have dedicated towards taking care of our businesses and our citizens and will recharge it for future use the effluent is the same we are staying pretty steady on the effluent uh that we recharge you can see that 2021 went down a little bit because we have a big project at the west area water reclamation facility where we had to bypass a lot of our flow going into there and send it down to the 91st avenue wastewater treatment plant which means we didn't get all the flow going through that plant that we normally do the rest of these items are pretty much in line with the way we want to where we want to be the conservation state ability group they're just doing a phenomenal job they are they're out there they're visiting with the youths and they're also very active on converting their landscaping their grass to xeroscape and it's that's working out really well next item okay next one is our um going back to 24 7 for our customers on our water and wastewater services we want to be efficient and economical as much as we possibly can the um here again if you look at 21 that was a hot year there was a lot going on and it was also a arkovit year so a lot of people staying at home uh and a lot more water being used so you can see that we we they stepped up to 14.8 billion gallons but it's normally what we'd like to see is that what you see at 13.4 up to 13.8 is where we normally are setting with our with what we expect on an annual basis because we are moving up in our water use then of course our expenses move up and so the price per thousand gallons for the water o m you can see the prices there they're going up a little bit we are basically um the supply chain and the impacts are really they really impact us the the our water uh we'll talk a little bit more about this but on our uh on our one of our supplementals chemical costs are hitting us really hard um and uh our contract renewals they're going up anywhere from five to twenty percent and and we don't see that changing much so we're staying right on top of that um then our wastewater side we're basically staying right where we need to be so we're freezing comfortable with the wastewater go ahead here's he this uh slide shows our field activities so our distribution groups uh they handle their valves and the water lines they they look to make sure that our hydrants are all uh appropriately maintained uh on our hidden so we wanna we check and touch every one of our hydrants a hundred of them every year we've gotta make sure they're there for us when we need them and then on the on the sewer lines we've got uh 235 miles that we um clean every year and we our goal is always to be 100 percent so we were a little slow on the coming back from covid but now we're getting up there on that right hand column and one of the things that i think is key here is you'll look over there at the bottom on the right-hand side it says less than one sanitary super overflows if we have if we have an incident of a sanitary or sewer overflow it has been on a private station on a private area and what we will do is we will we will respond to that and we'll help those people out and to get them cleaned up as fast as we can even though it's not a public facility we we want to get the waste area on the ground as soon as possible next item get caught up here all right the uh accomplishments just a few uh we've got a whole lot but i thought these would be the ones that would be more important to talk about today um we you know we've been talking about pyramid peak expansion for about two and a half years um it's substantially complete now and the 15 million gallon a day expansion that peoria paid 100 for it's in operation now we've got a few uh remaining items on the project we need to do but that project is uh turned out beautiful and we're gonna get you all up there with your counterparts in peoria for an open house here in a not too distant future so you can actually see where all that money was spent the on the completion of luke air force base that lift station is about complete and we're going to start running water through that in april so we're going to start running the wastewater they're we're taking their wastewater through that new lift station in april um and that's an exciting project for us and then what we'll do is once that's done then we will come back to council some at some point possibly and amend their agreement and update their amortization schedule so they'll start paying for all the services that is in the agreement the completion of our integrated uh water master plan that is a that was a very important item that i wanted to get accomplished uh in the last two years this is done we used it uh we used it for our development of our cip that you all have seen uh it he went through all of our systems it went through our water our waste water our water resources and they help us align and bring everything together and update everything so we can use that for future planning in the last uh is uh i'm kind of proud of federal funding for the water interconnect project uh some of you got a chance to we got to be with senator kelly about a week or so ago and this is a regional collaboration project that we thought was really important for us to take care of our northern part of our city because if we lose the pyramid peak plant even though it's been updated if for some reason you lose it then now we have two interconnects that are going to be hooked up to phoenix on the east side we're going to have an interconnect that's hooked up to peoria on the west side and if we lose the plant then they have agreed to turn on their distribution systems and put them into ours so that is really a great accomplishment and it's 2 million dollars so it's 2 million dollars less than we have to put into the cip next okay supplementals let's go back a little bit and talk about the situation with our water uh the colorado and both of our water suppliers cap and srp are raising their rates uh we've captured those rates in our current planning but they've but this what we're doing is we want to adjust our base to bring forward this water because we don't see any change and this is going to be ongoing so we don't want to see a change in this moving forward so a part of this 936 is one time which is a cap rate increase that they're that they're discussing that they may take part next year starting in january and the rest of it is ongoing for srp and for the cap the increase in chemical costs i talked about earlier where we're facing those costs on a weekly basis and we figured that this 310 000 will put us where we need to be to cover those costs um hundred thousand dollars for water meters we're developing we're putting new residential and commercial facilities out there and we need this hundred thousand dollars to help bring those three quarter one inch and two inch meters uh back into stock so we can keep everything moving on the development side the pyramid p now we talked about pyramid peak being finished the what that's done is we've taken it from a 39 million gallon a day plant to a 54 million gallon a day plant so it's a larger plant so you need you need a bigger base to carb cover the cost for the larger plant so this 518 000 will readjust the base for pyramid peak where it needs to be and then also part of this the ownership percentages have changed we were a 77 percent owner and 23 for peoria and so they paid 23 of everything what we are what we've adjusted now is we're a 56 percent owner and they're a 44 or so they're going to pay 44 of all the costs related to pyramid on the overtime cost um this is uh what we wanted to do here been ever since well for quite a while over 214 2014 dan we've been holding a fixed amount in overtime well in during that period of time we've been raising people's giving raises so i do have planned overtime in the organization because that is a key thing for us and keeps it hold down the ftes and the costs work out just right but what we're doing is when you hold that artificial number and you don't adjust it and your alley rates go up then you have a less amount of hours available for you to pull your required overtime so that's what this 90 thousand dollars is for next one uh sewer funds same thing on chemicals this one here is a hydrogen peroxide adjustment that we need in our chemical for the sewer system because we put this chemical in there holds the hydrogen sulfide gasses and it doesn't let them go into atmosphere and holds them into liquid form and it keeps the odors down in the sewer system and they're raising their rates on us the 91st avenue wastewater treatment plant which is our third plant which we're a 6.8 percent owner in they're raising their operating costs and so 6.8 of that is the 380 000. the increase for the west area uh plant is the 156 is for uh we're going to be taking when luke comes on we're taking their their flow we're going to take that flow into west area and that's going to increase that's going to be an added increase to west area so the base for west area for that that plant or that lift station is going to be 156 000 so we want to adjust the base to bring that in line uh with that and last wins the overtime in the overtime is basically the same for the sewer as it is for the the water for the same reasons what's next scada servers this is a this is our scada server replacement we have eight servers that need to be replaced and they are past their use and it is working with us and it's put it into their into their program but we're showing it here because it's going to be a part of the program that we're responsible for so these are very important for us because as you all know all of our plants and and most of our lift stations and pumps stations are all automatic all scada so the programming is very important and having good servers to store all that information and also expandable for future storage are very key so that's 275 000 to for that upgrade and with that i'll answer questions good thank you mayor i'm glad you look at me you know i'm gonna have questions uh i'll begin with yeah um your slide 112 under goals objectives and performance measures yes ma'am and i i think you explain this as being weather related or covet related but i just want to revisit it cap water recharge per acre foot in 2020 we were over 2 000 acre feet and the target for this year is 500 acre feet why that major disparity between what we were doing two years ago and and what you're projecting for next fiscal year a couple of things our growth we're using more water the other part is our cholla water treatment plant and our oasis water treatment plants down here they use srp water but every year those two plants go in to dry up because srp dries up their system when they dry up their system they bring everything down and from cap we bring our water from pyramid peak all the way down into the city and we use that to offset those costs um but we do that every year it's it's not an aberration we every year the canal dries up we do that every year but we also have ex enjoy it we've had extended outages because we work on we're working a big construction project on that so you're gonna see that's why we're down to 500 now because the amount of with our growth and with the amount of work we're doing with all of our plants here their srp plants we expect that that's about what we'll be able to put away okay then on slide 113 also under goals and objectives [Music] there's out of the four measurements three are going up but the amount of sewage treated in billion gallons remains constant yet you just referred to population growth why are we not seeing that number in greece uh mayor councilmember clark the the fiscal year 2021 is what you're probably referring to well it's the 6.0 zero sixty six three during that covert period we had a lot of uh extra water going into the communities and a lot of that water was going on to the landscaping and wasn't going into the sewer system so that basically we equated that to about a 6.0 use for treatment and so basically we were just reacting to what was going on with covet and all the additional uh household and commercial water use and then some businesses actually closed which cut down on our sewer also okay so you're saying that business closures might account for increase in population yep yes ma'am all right let me see if i could continue mayor please do oh vice mayor sorry i didn't realize he was gone slide 117 under your supplemental requests you have an increase for west area wrf costs and you said that 156 000 is mostly attributable to luke air force base yes do they reimburse us for that 150 cents we will be being reimbursed yes we will but the base the base use of that's going to go up and we'll be operating west area at a higher level because of their flow going into west area and then they will be paying for that but this is to get us set up for the base okay next if i might continue vice mayor yes ma'am um your budget is increasing about 5.6 million dollars year over year from from 23 baseline to 23 requests out of that 63 million total little over 63 million total how much of that is covered by rate payers how much of that is covered by the general fund we have mayor council member clark we have no funding from the general fund okay so that 63 million is covered by rate payers yeah mayor councilmember clark correct that's good to know thank you continuing under this would be page 167 of your budget the line item budget page 167. you have water services division public service representative and that baseline budget is decreasing by almost a quarter of a million dollars can you tell me why that is being reduced so much uh mayor councilmember clark yeah we're we're moving that division into consoling it into our central system control so if you look at so wouldn't the whole so we're moving out we're combining the two divisions so you'll see an increase in the central system control division from closing out the public service rep division they're just we're just moving that organization into central system control all right then on page 179 this would be division central system maintenance under utilities and landfill you're reducing that budget item by seven thousand dollars seventy percent can you tell me why that is occurring okay let me look it up utilities in landfill on page 179 unless one of you know the direct answer is a rise in charges verizon chargers that's that's that's the end what is that come on up here dan mayor council uh member it's we moved put the mic down by you we moved the money from central maintenance over to uh information services for the verizon connection charges for our eye tablets that we have now for our lucidity asset management program all right uh you might want to stay there i don't know if you want to stay there or if somebody else will answer this one page 183 oasis surface water treatment plant page 183 under supplies it's a realignment yes million four is the request that's down 40 000 and yet i thought the cost of supplies was going up so why would there be a reduction of 40 000 on that line item you would answer that mayor council member it's we have uh using a little bit of excess budget in the oasis treatment plant plus we changed out some equipment that we make our own chlorine gas and so we're able to shift that budget off to uh pyramid peak controlla very good can we make our chlorine in-house gas all over the place or just at that one facility uh mayor councilmember clark that's in the plan uh to look at it for uh choi water treatment plant and for pyramid peak okay thank you vice mayor those are all the questions i had thank you mayor way down there thank you mayor um councilmember had a question regarding the decrease in the amount of water we're going to cap water we're going to be recharging is that also related to is it the 500 plus agreement that what that was where cities are voluntarily leaving water in uh yeah 350 acre feet we uh briefed you on before right yes that's related to that that water that we are leaving would have been water we would have recharged the mayor council member turner yes that's correct thank you thank you mayor any other questions and our final one that brings us to our final presentation of the day the engineering department this is one of the two departments that will be doing a detail budget presentation and with that i'll turn it over to mr kessler good day mayor mr phelps happy to be here don bessler director of engineering i have with me john murphy he's our engineering administrator for our budget and rcip so if we go deep into a line item type question i'm probably going to defer to john for that i appreciate my colleague from water yielding the balance of his time so i have an extra hour to speak with you today but i won't use that um i really wanted to start because we were a deep dive department to really keep it at least for the remarks that i wanted to make at that strategic level the high level the level that the city manager talks to us about every day and talks to us and challenges us to take these strategic concepts and then actualize them into the way we serve people the services that we offer the projects that we build the collaborations that we engage with so you're going to hear me get pretty excited we've done some really great things and you'll hear me talk a little bit about that today we'll go to the next slide engineering is a very flat organization unlike most engineering departments that you might find across other municipalities we only have a couple of levels within engineering three levels you're going to see in a typical engineering department four or five levels i'm going to talk to you strategically why we think that's the really good model for us here so we we're sleek we also don't have a lot of an overabundance of staff some of the requests that we've made today but we also fight above our weight class and i'm very proud of that and i'll give you some examples of how we do that our mission statement all of my colleagues they got up here and talked about their mission statement and and i'm not going to read this to you but i would tell you that the most important word in that mission statement is partner we are an internal service department largely not exclusively but largely like finance like fleet like budget like the city attorney's office the clerk's office so we do most of our work for other departments and the word partner really matters because words matter as we all know because it it connotes a level of engagement where nobody succeeds unless we all succeed so we're not looking to ever leave anybody behind or even be left behind but work collaboratively to do the work that you expect of us you may recall about two and a half years ago we completed a reorganization a deep dive into the structure of our department and we completely restructured it what came out of that was this flatter organization the reason it came out of that is because we want to push responsibility to the level that it's best served at we have an incredibly talented staff who are more than capable of making good day in day out decisions and we want to make sure that they're empowered to do so we it's not that we could never make a mistake but we're certainly going to work with our employees to make sure that when we do make mistakes we learn from them we're different than most of the engineering departments i've ever managed in my uh career we're really innovative and i'm going to give you an example of that and we really think about our processes and why those matter as opposed to let's just do it the way it kind of normally gets done and we'll be okay with that innovation wise you all know that in the last two and a half years you've put an incredible amount of resources back into your pavement management programs your arterial reconstruction program um earlier today we talked about the excellence awards here the excellence in service and excellence and innovation awards i think it was in the miss camacho's budget presentation but we had a number of engineering employees that received awards and i will tell you that was it was i wouldn't say life changing but it was notable the amount of pride for having been acknowledged in that manner was incredible if you recall the bell road project we had we took an entirely different approach to that our city engineer david beard took a different approach and at the end of that what happened was we probably saved about four hundred thousand dollars on the cost of that project for not over engineering and not over investigating something that was relatively straightforward and we cut about i want to say at least three months off of the construction disturbance that would have otherwise happened along one of our busiest retail corridors on bell road we submitted an award for that an innovation award we had members from across the water department the transportation apart department and the engineering department that we're all acknowledged for that and those are the kinds of innovations that happen when you put decision making into the hands of the people that deserve to have it we're flat and linear because the way we do it is we do design i'm oversimplifying but we do design we do construction we do inspection we have other things we do but we do it in that order previously we were in a pyramid and everything bottlenecked at the top of the pyramid and because of the amount of growth and the amount of projects and reinvestment that we're able to make in our city that bottleneck became very obvious and it became a point of failure for us that's why we flatten the organization it allows us to move stepwise through a progression to make sure we get projects out the door and it allows us to have people that focus specifically on the things that they need to be focused on and it really has paid dividends i'll show you that in a few more minutes slide this is our entire operating budget broken down i will say this that 100 actually in excess of 100 of your engineering department's budget is recovered through either internal fees that are assigned as engineering chargebacks to capital projects so that your capital program reflects the actual costs of delivering a capital program or through various other fees and licenses and agreements that you have for people that use your right-of-way either in the form of permits or franchise agreements etc this is something this slide john murphy wanted to make sure we got this in here because it really tells you how important it is for us to be thinking about the world around us regionally and nationally and even globally especially with the work that we do delivering capital projects so you can see here the market conditions there's been a number of people today talk about inflation so we look at these inflationary factors and try to make you know we're certainly not economists but we make assumptions based on that for the cost of the cip cost of the services that we're expecting to get in this specific slide lumber plywood steel mill products that would be like your window casings copper brass those sorts of things are things that will affect the prices of our projects and so we take that into consideration slide i want to talk a little bit over the next three slides i believe about our performance metrics you've had a number of people come up here today and talk about the performance metrics that they have we have a department of organizational performance we partner with all the time to help figure out the nuances of some of our performance metrics but also think big and see small and those are things that are important for us so here's specifically one in land development we've got a performance metric that we want to be able to do all of our reviews on either the planning side or the construction document review side within 50 days our goal is to be at 100 percent we're not at 100 percent i would argue that 100 is probably unattainable and it's probably not even necessary for the amount of time that we actually take to do it because we're already beating most of our competitors by at least a week to begin with so the 15 days we hit 90 percent of the time we rarely have a long delay sometimes it would be related to a resubmittal where somebody's come in with a project and then we have to mark up their plans and send it back but and that counts on our clock too so we're always trying to make sure we work forward but we have two people that work on this really one and a half people and they really just grind it out you see jamie chapin up here often in front of you on voting meetings talking about right-of-ways and other agreements she leads this area she's a dynamo and she's doing a great i will just say in each of these areas we've processed in excess of 300 applications or 300 plan reviews in each of those categories so we'll be looking next year if we don't start to see it level off or even a slight decline then we'll be requesting staff in the future but we weren't ready to do that at this time go to the next one engineering performance for the right of way many of you may know mark gibson he manages our right-of-way program he's been around the city for many years and he does a fantastic job with the staff that he has to get out there and inspect licenses that we've permitted for working the of way or capital projects that are being done by the private sector for property that or infrastructure that will end up taking over like water lines sewer lines storm sewer lines if they're being put in by the private sector we'll also be inspecting those what this is this is an unusual kind of a performance metric it's not one that you would see but if you sort of take it apart and deconstruct it it makes perfect sense to us we want to make sure that the percentage of warranty inspections is a hundred percent that we never fail a warranty inspection and so that's easy to just say hey you go out there and don't fail the warranty inspection but what it really means is there's a minimum of three and maybe 30 inspections that happen prior to that warranty inspection and the quality of work and the quality of effort that we put into those inspections leading up to the one or two year warranty inspection is reflected in our pass fail rate by checking this it tells us exactly how we're doing it puts the onus back on the decision-making for the people that we talked about at the level doing it and it also when we have a blemish we see the blemish and we go out and we make sure while the contractor's still on board or under the warranty period they get it repaired at no cost to the city the other reason we do this besides inheriting broken infrastructure is the disruption almost all of this work happens in the right-of-way i know you all appreciate that anytime we have a lane restriction or a lane closure in the right-of-way it causes angst among our traveling public or cut through traffic through neighborhoods or whatever it might be so getting it right the first time matters and that's what this performance metric is all about last year we did 5690 utility inspections we did 9201 development related inspections and 7743 cip related inspections so it's a lot of inspections that go behind those numbers that you see up there and the next slide i'm particularly proud of this one because it's not something that you would normally see maybe government in general but definitely not engineering adopt and it's how fast we process our invoices it's a it's a really exciting metric for us to have when we first decided to start tracking it we had some invoices that were very long and delayed in the 45 55 60 days we had a requirement where you had to come to the window if you were a contractor and you had to sign in front of us your invoice that was part of our process and so the reason we adopted this is a couple of reasons it was part of a process improvement exercise that led by our employees to try to reduce the amount of touch points that were unnecessary in the middle of the process excuse me but also we recognize that especially today we have general contractors but most general contractors hire small subcontractors they cannot be reliant on floating their payroll for 30 days 45 days 60 days because government isn't willing to get them paid on time we want to be the client of choice we want more vendors bidding for our work and proposing for our work and submitting qualifications for our work because we're known as the city that gets their bills paid on time and i think that you know we'll see over time how that happens but it's everybody that we talk to in the industry just is kind of blown away by the fact that we have a metric in that way go to the next slide this is a slide that just shows the last couple of years and where we are year to date with invoices on the cip we started out by measuring this in 2020 about 70 000 was a pretty normal year sometimes it was lower than that for the years leading up to our department reorganization last year we were slinging it we really went through projects but we had a very intensive capital project here and we did a record or probably what would be a record of over 100 about 109 million i think is what it ended up at at the close of the year of of spend on our see implementing your cip obviously that's important it's important for our partners in finance so they can right-size the cip so they can manage money in a way that's efficient and beneficial for the council it helps make sure that we're staying to schedules and expectations around service delivery for our partner departments for your residents i will tell you this if you think about a cip in general and you think about this metric about 90 percent of any project funding is spent during construction i'll i'll be a little more general i'll say 80 and about 20 to spend during either design um or close out or or post design construction services so you're going to see this it's never going to just be flat one year because you just aren't always that you don't always have that many projects under construction you're doing a lot of projects in design and you're balancing that with construction in some instances as it relates particularly to our street network you can't afford to have you can't you wouldn't want to have that many streets torn up with water lines sewer lines storm sewer lines repaving or you just run into nothing i wouldn't say gridlock but you'd have a lot of unhappy travelers so you're going to see that fluctuate a little bit but generally that's a good rule of thumb the 90 10 80 20 spin again the process improvements is what led to this here are some of our engineering projects at a glance i want to talk a little bit about um the ones with the check marks that can note that they're done and i we sort of picked uh work with john and the team to pick a variety of different projects because they had different elements to them different parameters so the sign building you'll recall it was hey let's we've made a decision let's get those uh get our attorneys prosecutors in there and if you recall we went basically from the summer of last year and we were done by the first of the year with design and construction that was get in and get it done right quickly effort and we were very lucky to be able to do that there's an example we hired a small architecture firm that was nimble and able to be able to get in there and work with us and we were their primary and principal client the pavement management program you've heard a lot about it many times you'll recall that our base funding for pavement management was about 5.2 million when jack friedline came in he made sure that the council knew that you know that wasn't nearly enough and you were generous and double that to 10 and then when you've got cares money arpa money fund balance money last year you threw an additional 5 million and so we had a 15 million dollar spend last year and we got every penny of it spent so again touched a lot of streets last year so that's an example because all of a sudden not only was it doubled in size from the previous year but we added 30 percent more project scope in the middle of the budget year the o'neill splash pad anytime you touch a public aquatics facility you have extra layer of public health issues that you have to satisfy our client our partner department and parks worked with us closely to make sure that that happened that was a great little project had a nice little opening camelback had a number of projects on it there's two there the reason we brought that one in is because while it's an arterial reconstruct it also had some utility work that we did but we also had multiple jurisdictions we were working with the city of phoenix we were working with adot to make sure we were coordinating work they were doing work we were doing i believe srp had something that they had to do and it was one where there was just a lot of things that had to collide and it collide perfectly bell road i mentioned that that was an intense commercial corridor we expedited the design process we saved 41 days and around 400 000 by the way we approach that project as a team across departments but also in the innovation that we put at it the performance spec is how we did it it eliminated unnecessarily doing numerous potholes because all we were doing was taking out 18 inches of fill and then rebuilding it we knew we were staying curb to curb we weren't adding anything we weren't changing turn lanes we weren't doing anything out of the ordinary but the good old way of doing it always is to over over investigate over explore and over design and so we i wouldn't say we took a chance but we took charge of that situation and it turned out very well for us and i give david beard our city engineer lots of credit for that glendale avenue the water and sewer that preceded the glendale avenue concrete project that we did and uh craig was up here a few minutes ago but he'll be able to shake his head if he's still behind me that there's a lot of unknown conditions that you can imagine have occurred over the years in those intersections and along that roadway we ran into a lot of unmarked unknown utilities things that weren't put on as built and as we went we were continually having to engine our engineer our way out of new found information and so you can't pothole enough to discover every possible thing that might be out there but i give our staff a lot of credit for doing that it came in under budget i think you just saw i believe last week or a couple of weeks ago the last change order on the project but again it came in under budget and then the last one i'll mention is heroes park lake uh you know 22 years in the making uh eight and a half months in the delivery so you know do the math on that but it was extensive uh it seems like it's simple you dig a hole you put water in it but as we all know it's not that we worked with our sister department water to make sure that you had the water to fill it and that you didn't have an issue with your water rights and your water exchange with srp we did a lot of one of the things that was great there we did sight balancing of the earth so for future phases of hero park we helped save dirt that way for you know and not have to haul it off site not have to go place it somewhere not have to truck it and all of that so we're just about to wrap that up with the final bills that came in but that's a great example currently we have 27 projects in design that's a lot of projects in design 29 projects in construction so you can see their balance at about 50 percent 6 or an rfq nine have some sort of a study three are in bid and 50 are of the projects um as it says there are in design phase get into our supplemental requests we've got a number of positions here i'm going to start by saying there's most of these positions have been budgeted all but one really have been budgeted in previous years as a temporary salary so what we're asking based on the previous five years worth of work history and what we see on the five to ten year forecast that that's not going away and so we asked to modify positions from temps to fte because we have the work in front of us and it's the fair and equitable thing to do as they're working side by side with their teammates so i'll start with the top item engineering external engineering services this allows us to buy external services exactly what it sounds like for small little design things that we may be doing one of the things we need to do is to update our engineering standards and guidelines and specifications i believe perab from transportation made a response to a question about updating the standard because the standards were old the last time our engineering standards were updated was 2015 we need to go back through them and update them they're not out of date in that way but you need to continue to be updating them about every five years so that they accurately reflect the infrastructure that you expect us to build and the infrastructure you would expect the private sector to build on our behalf that's included in there so any of the requests we made for first consultant services that we would need to do that would be found in 150 000. we have a thousand dollars for software licenses we found during our department reorganization a few years ago a very quick start low-cost solution it's called smartsheets it's sort of a excel spreadsheet on steroids and it allows us to do active project management it allows us to do real-time project management meaning we can put data into it our partner departments can look at it and see what's going on whether it's an email that we need to attach to it photos whatever it happens to be most engineering firms and departments would have a software that would be elaborate and very expensive software we don't have that i'm not saying that we may never need that but for now this suits us just fine and we have money in there for licenses so more people have access to it last year i was sort of beaming ear to ear about a program that we were starting proposing to start that you funded it was taking our 14 engineering inspectors 10 of them were inspectors and four of them were senior inspectors and we developed a career ladder for them to be able to move uh laterally and and uh across across and up in the organization to build their skill set it was based initially on a strengthened workforce capacity tied to the city manager scorecard it was also based on the city manager scorecard for the balanced scorecard for fiscal responsibility our cost of labor model can't be the more projects you add just keep throwing some exponential number of people at it you have to be able to work with a core group of people and know that you're going to outsource some of your work to private engineering firms private architecture firms but that you're largely going to have a core group of people that help you manage that and what you want especially in this marketplace we don't want those people leaving because somebody else is willing to pay a little more money at least in the time being so we created a career ladder based on certifications they have to get cross training right now we have four people that are in the certified professional infrastructure inspection program that weren't in it a year ago when we were talking we've got eight people that are signed up for one of the other classes i have it written down here but i don't have it on the top of my head and then four others that are engaged in our stormwater class so again how this works is they take these classes they are good performers they don't have any disciplinary actions against them and they move across so they can go from an inspector to a senior inspector only now we call them engineering associates because we want this to be viewed as a career progression not just a job so engineering associate senior engineer associate and we created a bridge position called an assistant project manager last year and we have people that are working towards that and then right now you have in your in our system cip project manager so very happy about that so this is money just to make sure we have continuing education dollars available for that team for positions we are this is a new fte we're asking for a senior architect many of you have had the opportunity to either see or work with or discuss with eddie garcia he's our principal architect that we hired last year eddie is amazing he's already brought a vision and a perspective to the constructability of the way we are looking at all of the vertical projects we work very closely with michelle roytenko and her team they have about 250 million dollars worth of vertical projects in the cip and we need to make sure that we have that expertise that skill set that's different than engineering but it's as licensed professional in the form of an architect to work with it eddie has come on and just she's been with us since last july and in the nine months that he's been here he's just added exponential value to conversation to decision making to constructability review to a perspective of of building and i would say the thing that i've really appreciated about eddie besides his years of experience and expertise is he doesn't come to his engineering solution in the pure i guess the best way i would describe it is i've worked with engineers that sometimes come to an engineering solution as a tribute to uh longevity and i and i don't know that i have not seen eddie do that and he certainly has taste in panache so that's not lost on him but that's he's more practical he understands the environment in which he works so this is to help balance the workload there's just so many big big projects we have going with our downtown campus reinvestment with our fire station remodels with our uh crime lab study we're doing as well as the police evidence storage building courthouse remodel there's a lot of work that's going on and eddie needs somebody to work with them so that person would work under eddie's leadership we have an fte called a management analyst that position previously had been a half-time ongoing position for many years it wasn't called that and but what they helped us do was procure our request for through requests for proposals and requests for qualifications our cmr contractors our jlc contractors to make sure that we don't run afoul of title 34. and i will tell you that we have a number of times at a voting meeting we have a linking agreement that comes before you and linking agreements are great but that is exclusively what glendale uh relies on with our joc contracts we have no joc program of our own we need to have a joc program of our own this position will work to help establish the glendale joc program i've heard a number of council members say well how do we know i'll just make up another entity pima county when they negotiated this linking agreement had you know had the same things in mind that we have in mind and certainly pima county would have done a great job but it's not like and we will continue to use lincoln agreements but having our own jocs makes us nimble makes us really reassures us that we're getting you the best work or the best value for your money and it just allows us to take more control over how we deliver our capital projects so right now we've been working with our attorney's office they've given us their blessing you're going to see something come before you for a joc program for streets then we're going to move right into the water infrastructure and then into facilities so we'll have at least three really good lines of jlc lists for the kinds of work that we need to do through jlc this person will manage that cip project manager last year you approved a temp cip project manager it was split with myself and michelle boytinko we were unable to fill that position because nobody who works at that level was willing to leave their existing employment to come for a temp job so this is a request to make it an ongoing job we have the work to do and then the last line is the construction inspector and has two these are two people that are construction inspectors have been here for five years or longer they're working side by side with their counterparts they've always been budgeted as temp labor the right thing to do is to make them an fte they're certainly carrying the exact same workload and they're good employees and we would want to work through that that way i believe that is the end of our presentation yeah thank you man let me turn that on because i'm extremely impressed by your presentation uh mr i was gonna say dr bester because man that's how good you were today well i'll tell you what man you did really well i am impressed i mean the many procurement methods you guys have to use you talked about some of those the projects that are that are being completed the ones you done last year today our staff every one of our staff our directors carried themselves well so did our staff but you guys have done so much more with less staff i can imagine how much you're going to do going forward if all of this is approved i'll tell you what it's approved by me today but i'm only one council member i'm not all of them but i'm i've been i'm impressed with every one of you but you today sir boy because we share the fill my profession is what you do at a smaller scale just just incredible amount of work and in your spotlights here some of the projects the splash pad at the o'neill park is just incredible project delivery project management inspections wow hit it out of the ballpark you guys are incredible thank you but you all have demonstrated how much you can do with the staffing you have and i know that this council here is going to invest in the ftes that you guys need and we're going to even be even better thank you so much thank you mayor vice mayor i did tell jean marino that if it came down to it i would assist her with ending poverty that's awesome thank you so much where are you appearing this weekend [Laughter] don you know i'm a big fan of yours i do have a question though i'm looking at the supplemental requests not recommended and engineering requested um some additional temp pay in the amount of 30 000 and then 75 000 in professional services and just if you could enlighten us on what those two things were intended to be used for so uh thank you mayor councilmember tom lechoff those two specific items if i remember one was 30 and maybe one was 75 000. the 30 was a transitional amount of time for the tech person that's in that management position to do some training we're able to cover that so that's fine that it wasn't funded and i would say the 75 000 was this is a great idea that eddie had but we also have a way to pay for this and it was to just have the ability to go outside and ask for some third-party cost opinions on things where it's a little odd thing that we're being asked to look at it's not something we do every day and we want to make sure that our assumptions on cost are good so that when we put the cip together we have a good cost that's counted now in that 150 so we feel we feel pretty good that we should be covered okay mayor so you're saying that that could be covered under the external um engineering services mayor yes all right very good those are my only questions great job thank you don thank you thank you mayor uh if you would refer to slide 124 applications on time percentage your favorite subject one of your favorite subjects i uh mayor council member i apologize you said page 120 124 of the goals and objectives section it's got the graphs uh the blue and red graphs it's up on the screen oh thank you and and you know this is something even when i was on the business committee we talked about were especially plan review planning documents and at what point are we going to get better stats on delivery especially what seems to happen is the small business customer falls through the cracks if it's a major project it's done in 48 hours but if a little guy who's doing a remodel or a small addition he may wait a couple weeks before he gets taken care of are you addressing that issue at all uh mayor council member as soon as i sit here and say yes we do there's going to be an exception to that response but i would say this we don't discriminate between whether it's a large project we certainly certainly understand priority and complexity but the small guy how we deal with a small guy different than the big guy is they come to the window where the big guy generally doesn't and we sit down with them and we walk through what we think is really the best thing we just had i'll give you an example we had an engineering inspector who was sitting down talking to me anthony encino and he was talking about how he had a small project he was looking at and the developer was really a small local guy i think it was maybe a duplex and was a little lost and anthony helped walk you know there's a line between overstepping and overreach and then helping and he sat down with a guy and helped so i'm comfortable that we don't have people falling through the cracks i asked jamie if she needed help she said i'd like to go one more year and see where we're at if i need help i'll ask for it okay all right if i could move on mayor um yeah on page 251 of your budget line item budget it says engineering 30 at the top excuse me americans remember all i can't see the page numbers on mine i apologize but if can you pull that out well you can have my glasses if you'd like is that it oh yeah thank you it's the roll-up of the engineering uh division jeff yeah property management looks like it's going away yeah that's a great question and anticipation of your question john was prepared with an answer that he just handed me so we talk a lot about doing our core work and doing things that we really are good at and then doing them great so this is an example where this really isn't our core work this is the property management of the parking garage that used to be with the b of a building and the promenade that really is a facilities type project and so michelle and i agreed and worked through the organization to transfer it over so it's just a transfer all right uh good answer and and your answer may account for this too i don't know this would be page 254 if you're looking up the sheets for it i found it thank you mayor under salaries what's going on there yeah on line one on salaries that's a nearly a 50 percent change in the budget on salaries can you explain please yes mayor council member clark so we talked about engineering chargebacks so these should i'm guessing and i could be corrected here that these are credits against expenses and that's why they show up as a negative because those monies are recovered through capital projects your line item and you may have just explained this your line item budget page 259 next to your budget detail report it's got a blue banner across the top dark blue banner mayor councilmember i see it okay you have work order credits salary continued fyi 23 salary and benefits baseline and i don't understand this because it shows unit cost of 441 522 and then the next line a minus of 4 41 522 can you explain that to me uh mayor council member i'm just looking at it quickly again i think it's a credit against an expense but i think okay budget could answer that more directly mayor members of the council it's related again to the engineering charges that's getting charged to the capital projects all right um yeah then on page 261 uh next year budget detail report you have it looks like quantity one unit cost for a pc replacement forty five thousand that can't be a mayor council member we don't have one pc that's 45 000. so again i'm guessing that's a roll-up of a replacement schedule we can look into that well it says quantity one understood or members of the council again those are internal service charges and so there's one the reason it says quantity one is there's one charge but that charge encompasses many things and it is not only it's mislabeled as pc replacement when in fact it's the engineering share of the cost of the entire network for the city all of their computers all of their software etc etc you should say so thank you um i think that's all i had right now mayor thank you all right any other questions perfect thank you thank you mayor thank you all city manager anything else you need to add i think uh lissette's gonna wrap up for what to expect for the rest of the week another long day exactly so that concludes our presentations for today we'll we'll reconvene on thursday april 7th and the schedule that's on the screen now is the departments that we'll be presenting on thursday we will also follow up with any follow-up items from today at the beginning of that presentation all right very good okay no further business for this council this meeting is adjourned thank you you