sure all right folks let's get started we got everybody here good morning welcome to Glendale City Council budget Workshop session April 6 2021 this meeting is called to order uh roll call attendance is not necessary all members are present and accounted for if you take note of that please Workshop session uh Miss bow can you introduce uh the one and only item number one fiscal year 2021-22 budget Workshop good morning mayor members of the council today is our six budget workshop and also our first all day workshop on the operating budget for today's presentation we'll be covering the fiscal year 22 operating budget for the city court engineering budget and finance non- departmental Transportation City manager's office Code Compliance field operations city clerk Human Resources Innovation and technology and Community Services for today's presentation we'll cover the budget priorities and highlights of fiscal year 22 we'll go through what's in your book and also review the fiscal year 22 operating budget which includes the summary of personal changes operating budget by fund general fund operating budget by function and the department budgets with that I'll turn over the presentation to Mr Phelps good morning mayor members of the council uh we're very excited today to roll out our U proposed uh budget for FY 2122 I did submit to you uh kind of my overview letter in some detail uh on last week when we released the budget uh to you but I will just discover a couple of the uh key areas we built our budget around six critical priorities and U so it starts first and most was sustainability sustainability means different things to different people uh what I would say is first and foremost we wanted a budget that could sustain itself uh so that we weren't incurring costs that where we didn't have projected revenues down the road to be able to cover but it also covers uh environmental initiatives as well but when we say sustainability it really is focused on our ability to continue to deliver the services and and the quality of services to our citizens uh for the foreseeable future uh we obviously put a priority on public safety and you will see there are a couple new positions that we we've added into both law enforcement and into the the fire services and uh that will always remain a priority um I believe for this city and uh We've certainly addressed that in some of our um proposed changes uh project delivery this is critical uh from your city manager's perspective I don't believe that we have to um remind the Council of just really how busy this city has been over the last several years um through the good work of the entire team including Economic Development uh we're seeing a level of activity uh that has uh you know in not recent memory have we seen and so we are uh our proposed budget is starting to address our ability to deliver projects now it really happens on two ends we've got to deliver projects for our for our citizens and our customers and our clients and then we also because we have a very aggressive CIP coming up in the next several years we want to make sure that we have the internal capacity to also deliver on time and on budget um a very robust CIP we will continue to focus on economic development while we can always manage expenses um at the end of the day the The Sweet Spot is to make sure we align our um our our revenues with our priorities but we continue to focus on growing U our Revenue base and so that was continues to be a priority uh with this budget neighborhoods uh again we know that we have a lot of work to do to continue to strengthen and improve our neighborhoods and you will again see a number of uh of items throughout the course of the next uh two budget days uh talking about the neighborhoods and then finally the strategic planning we're still we're still internally focusing on that because as we meet new challenges as we uh work to go forward we still have to operate in a strategic Manner and we don't believe this is the time now just because we we have our tier one scorecard that we can put that on the back shelf so we are still going to focus very much on on doing the things that we can do to improve our internal capacity to make improvements and enhancements to our systems and processes uh that we continue to manage our resources in a physical responsible way and of course we we continue to address our citizens needs the um the but just a couple of the highlights I would like to call out um within our Public Safety uh um we we're proposing three new communication Specialists or or our 911 dispatchers uh we believe we're at a critically low uh uh area within our staffing that potentially has uh some could have some negative impacts if we don't address we're currently having to bring people in um to fill when somebody is out or uh on vacation and so we have um proposed three new uh 911 dispatchers we've also uh have in here a propose for eight new uh firefighters and the associated equipment to create a second uh Medical Response Unit these however as noted in my budget memo to you these are subject to grant funding but we are pursuing the grant uh funding and and believe that U that we have a good opportunity to secure those additional funds we've also added two additional detectives uh one for our violent crimes uh area and the other would be our crime uh against individuals um and so that would be things like assaults and other things and again we're just having uh you know to kind of address up what we really see is inability to to fully investigate everything that we want to be able to do uh again as you would expect the the budget is balanced um we're balancing a lot of it on projected continued projected strength in our retail sales and our construction sales tax and uh so we we continue to monitor forecast but this budget uh is certainly uh falling back on those two areas of strength you will also notice a significant increase in the budget addressing both our risk management fund and our workers compensation fund uh this is something that uh we've been engaged with the council over the past year or so there are a number of factors that are impacting that um obviously one of them on the workers comp is is we're starting to load in potential Li future liabilities regarding the presumptive cancer for Public Safety um and so we are proposing that we have to strengthen those funds to keep them sustainable in here you'll uh we will again we're proposing a 1% cost of living allowance for all uh non-contract employees we have another 1 and a half% increase uh for those uh who meet uh performance standards and then first uh that this year we are actually putting in place a um an incentive program uh based around both Innovation or excellence in service and so we hope to be rolling this out this fall this team's been working very very hard with our employees to come up with a um uh a a a program where we can reward individual employees uh based on uh things they're doing that's Innovative and uh and potentially uh moving the city forward in a substantial way or those who have demonstrated outstanding uh uh customer service or just service to other departments both internally or externally and so we're very excited about that and we'll have more detail this fall when the program comes together um again the the final uh item on the highlights is that the um that the uh this budget does address theou uh so we have M us with both our police and fire and those costs are built into here other things of note um we'll be opening opening uh likely uh in the next budget year um the new Heroes Lake Park uh and uh we were uh we're assuming that the were're on track to open up the new park at Glenn Lakes at the former golf course site and so we've built those operating cost into this budget because obviously we'll have to um expend more time and resources when those come online um you'll notice that we've in increased uh project managers uh and Engineers again this goes back to our project delivery uh we are really Beyond capacity in keeping up with the workload both this and our additional safe Building Safety inspectors uh uh programs are really designed to keep our proc our flow moving forward we worked really hard to really brand glendell as speed to the market that we can react quickly to Applications they come in we can meet the the dynamic need of a development community and we now have concerns that if we don't address some of our internal capacity that we would have to start pushing back uh timelines and that we've worked so hard to really differentiate oursel from the rest of the of the valley so we are adding both inspectors um and to kind of help us with our growth area and then finally uh We've we've added some additional resources in Our IT department mostly to uh add our enhanced security and cyber security initiatives um my I suspect that this will be not the last time we have to come back and and address through additional resources it's an everchanging environment for those wishing to uh do harm uh and I believe government uh systems are a prime target and we want to make sure we do our best job of keeping ahead of that and so with that I I will now turn it back over to our staff mayor members of the council I'll briefly go over what's in your operating budget binder if you um look at your binder you should have a tab for a summary by fund the first fund that you'll see is the general fund I do want to point out that if you go to the fifth column that is the fiscal year 22 budget request and the column next to that is the changes from fiscal year 21 to 22 new budget there should also be a tab for summary by department and Division and the first tab you'll see is for the budget for the mayor and Council the first page will summarize the budget for each division within the department again the fifth column is the fiscal year 22 request and the sixth column is the changes from fiscal year 21 to 22 if you turn a page you'll see the detail for this example on page 14 for the mayor's office the top portion of the report are the cost for salaries and benefits overtime and retirement then the middle section is your services and supplies and the bottom section is the internal charges it'll be the same format for the remaining tabs of the budget book um for each department and for each division within the department we also provided the city council handouts on the FTE schedule I'll give you a moment to um to pull up the FTE SK schedule the FTE schedule is organized by department so the first page that you'll see you should see audit and the budget and finance department so the next column will be the position description and then you'll will see the column for the actual FTE for fiscal year 2021 the next column to that is the um the changes of the FTE so if you see uh a one in Brackets or a negative one that means um that's a reduction in FTE and if you see a positive number that's an addition of an FTE and then the very last column will be the um the total FTE by position type then you'll also see highlighted in blue the total FTE for that department we also provided a approved supplementals list to the city council and a not approved supp supplemental list give you a moment to um pull up the approved supplementals list you should have two reports of the approved and not approved supplemental list the first report is by fund so the First Column will show the fund type or for example general fund then the department requesting the budget supplemental then also the type of supplemental whether it's um recommended regulatory or contractual and then the request description the next column should be the one-time cost the ongoing cost and the total cost of the supplemental the next report will have the same exact information but presented by department so the layout will be very dis will be very similar so you'll have the department name the request the ongoing cost the onetime cost and then the total cost for the supplemental we also provided city council A Change Report that summarizes the changes in the budget of each department from fiscal year 21 to 22 the next slide is a summary of personnel changes it's um presented by fund so you have the personel changes for general fund the total general fund additions of FTE is 22.5 FTE internal service funds um you have an innovation and Technology uh addition of three FTE for the prise funds it's a negative one so it's a reduction in one FTE in total for the special Revenue funds addition of 14 FTE for a total of 38.5 total FTE added Citywide each department will be presenting the FTE they re requested for the fiscal year 2122 budget in their presentations the next slide is the pie chart part of the operating budget by fund the total fiscal year 22 draft bu draft budget is about 488 million the largest component at almost 50% is general fund at 238 million the second largest is Enterprise funds at 18% and the third largest is the special Revenue funds and last the internal service funds this slide is the operating budget for the general fund it's the 238 million the largest component is police services that 44% or 106 million and the second largest is fire Services of 51.8 million or 22% this is the schedule for our budget presentation I won't call out the various departments but I do want to highlight that we do have breaks and lunch um built into the schedule so at 10:45 we will have a break and lunch is at 12:30 and another break in the afternoon at 300 p.m. with that I'll turn over the presentation to judge diat to go over the operating budget for the city court so go forward thank you good morning mayor and Council it's my privilege this morning to present the proposed budget for the city court for fiscal year 22 our first goal is to strive to achieve our mission every day our second goal is to achieve our mission within the budget the pandemic has had a huge impact on case management and in particular on failures to appear by defendants to mitigate this in the upcoming year we're going to improve information sharing with Glendale Police regarding warrants issued and warrants quashed in addition um this year we will be promoting participation by defendants in the C compliance assistance program and also in the tip tax intercept program uh to improve collections of delinquent fines fees and costs so far this season tip has been particularly effective um mayor I uh Mr DPA I know jokingly you said hold questions but going back to the previous Slide the one that you just covered um the performance measures fy2020 2021 estimate warrants issued 9,000 warrants quashed 4,000 estimated cost avoidance 225 and then for fiscal year 22 the numbers drop considerably would you take a moment to explain why there is such a stark difference between the 21 estimate and 22 projected I I think the answer in uh a word is is covid um in 21 we experienced uh a much higher number of of failures to appear many of them covid related but uh the reason is very often uncertain people just fail to appear um we're trying to deal with that in a number of ways uh and our expectation is in the upcoming year with covid being mitigated uh the number of warrants will be reduced and appearances will improve and and we're taking a number of steps to enhance um notifications to defendants for instance to give them reminders to uh coax them to come back to court okay thank you that explains it I appreciate it so as a follow-up uh we are also using innovative solutions to improve Court appearances uh we are texting customers in English and in Spanish to remind them of Court appearances so as their appearance date um approaches uh our customers will receive uh a notification from the court reminding them to come back and that's a a another way we're hoping to reduce that number of warrants in the future time standards were sub uh suspended by the Supreme Court due to the pandemic um time standards are are not being met right now it's it's a um an issue that's being struggled with by courts Nationwide this upcoming year we're going to work diligently to dig out of the backlog that all our courts are uh experiencing uh here in Glendo we're going to be implementing new data dashboards to improve case management and also to help increase our clearance rate the number of cases out versus the number of cases in uh we're hoping to clear that backlog within this next fiscal year in the first half of fiscal year 2021 uh the court implemented a number of Innovations uh courtroom helper um a point uh domestic violence portal uh we started a virtual court so that we could uh conduct proceedings remotely uh and we also implemented waight while to help manage visitors uh during this covid crisis since November we've implemented two additional Innovations first we moved from a treatment Court model to a Judicial monitoring model thus eliminating the um potential cost of adult um County Probation and saving us about $100,000 in the first year and whatever that number would be in followup years the second Innovation is and and we thought this very important uh we reestablished the criminal justice users group uh referred to as C jug in the past um and it's been over a year since cug meetings had been conducted uh in the past it included the court GPD and the city prosecutor um we're going to continue with those participants however we're also in including code enforcement and the public defenders to the group for the first time the idea the aim is to improve the administrative um sorry administration of justice in Glendale by better communication by the users of the court and collaboration among the parties um so that we could get a better result for the city and for all our customers the third thing that I want to bring to your attention is another Innovation that we plan to implement in the upcoming year and that's with your support will Implement a veterans court in October of 2021 anticipating that this is a possibility we've already uh submitted an application for a doj grant um part one has been submitted part two is due and will be submitted uh later this month I was very fortunate um to walk into a city court that has a very excellent staff it's not just a staff it is in fact a team they work together very very well uh they've welcomed me and um after reviewing the budget after reviewing what our goals are for the upcoming year um we we're not going to make any request for supplementals for fiscal fiscal year 2022 uh we're going to achieve our budget and we're going to do it within our budget thank you mayor and councel if there are any questions I'd be happy to address them questions thank you mayor uh thank you uh the veterans court I just have a couple questions about that so I'm there's a mental health court um and then I think is there a special court for um I don't know do there's there's a few special courts over there already is this just going to be take the place of anything that's existing happening or it's going to be in addition to what's already happening I'm just curious how the the veterans court is going to work okay thank you for the question uh mayor council member tachov we do have a mental health court and mental health court will continue um there'll be a change the changes will now accept input from the prosecutor's office with respect to people that will be admitted into mental health court um another change is there may be people that are in mental health court uh that don't belong there that perhaps should be in a different uh venue and and that's the void that will be filled by veterans court so I think there are people that are in veterans court that might shift over to to the veterans court with respect to the other treatment courts again we're moving away from a treatment Court model and moving to a judg monitored um model that is to say in instead of asking um adult probation to report back to us and say this person's doing fine we'll see you in a month um judges are going to Ru review the files review the reports from uh the various programs that these individuals are participating in and to the extent that they're good reports then a judge will say we'll see you in a month or whatever is appropriate to the extent that there's a problem then the judges will address it um that's going to negate the need to continue with adult probation uh and we're doing this because the cost of adult probation for the first time is going to be assessed to cities and in the first year it would have cost over $100,000 in ongoing years it's impossible to anticipate what that number would be and uh candidly we think that we could do it internally as well and we're going to give it a try in this first year yes ma'am I have a question yes mayor question or statement uh I I I'm one of the people that that uh had talked with you and uh highly encouraged that we start a veterans court uh mainly from my knowledge of other veterans courts in the State uh I do know that you have spent a lot of time talking with those other judges how their courts are run and the possibility of uh working with other cities in the West Valley that we wouldn't be carrying the entire burden at other CI could be helping us and and that's something that you know if it worked out the way that you had talked possibly it could you could just take 30 seconds or so and let the council know about that because it it's something that helps our veterans it allows uh it'll literally uh and I don't know if everybody understands how a veterans court works but uh it it's basically the veterans saying hey I screwed up they're admitting to it so right off the bat we've already solved half the problem but then it's uh over time them working working that out to where they're not repeat offenders and and and I know repeat offenders uh drops down considerably from people that have gone through the through the court if you could take just a few seconds and and and let the council know about how that works and and what you've heard from other judges I'd appreciate it thank you mayor mayor counsel um I have been looking at the U possibility of implementing a veterans court here in Glendale it is an item of special interest uh a full presentation will be made to you later this month but to give you a a quick sketch of what I've learned in uh my investigation so far is that veterans courts have been established throughout the nation they have been very successful the success is in reducing recidivism by veterans who come into the veterans court it's uh a program that um varies from court to court the expression that I've heard countless times from the various courts uh that I've looked at is if you've seen a veterans court you've seen a veterans court they're all different their approaches are all a little bit different uh there are individual veterans courts uh and in the valley there's a regional veterans court in the East Valley it has seven cities and towns that participate at we have a a number of options that are available to us uh we could of course go at alone or we could do a regional um veterans court that would serve the West Valley um with respect to how it works uh it requires a collaboration with the VA and I've been in touch with the VA they provide uh a representative that will appear in court uh initially they've committed that if we go forward uh they'll send a representative and it's a liazon uh to the court uh beginning once a month it's no charge uh the VA covers the cost and that leison person links each individual veteran with the services that he or she needs most of those services are provided through the VA and are at no cost to the veteran some of those may be um programs that are available from um other uh agencies uh not for profits with respect to that if there's a charge you know that charge will be uh to the individual veteran much as that charge for a program uh would go to the defendant in any other treatment Court um to the extent that we do go Regional uh the model that I looked at and seems to work very well and has for several years um is is a model that requires the participants to pay their own way or at least to cover their own um burden that is to say um in some of the courts uh the cities that participate in a regional or a Consolidated Court would send their prosecutor um their Clerk Court Clerk um and and what's shared is is the judge and that's generally a proem um and they share the cost of that protm the costs are all carefully um monitored and accounted for and then bills are sent to each of the participating um jurisdictions and and they reimburse the city for it so in in uh more than a few words you'll forgive me that's the way it works um I'll give you a more complete um review of of the program when I come back to you um in just a couple of weeks thank you any other questions thank you sir thank you very much mayor members of the council the next presentation is on the engineering budget we'll turn over the presentation to Mr Don Bessler thank you mayor members of council I'm Don besser I'm with the engineering department and I'm accompanied today by James melanes who's also with the engineering department he's our administrator of business operations and in that role James works very hard on our financial uh portfolio within the engineering department I want to pick up on a one of the near end comments that the judge just made about how he felt so fortunate to inherit an incredible staff coming into his new role and I would Echo that when I talk about the engineering department Department I'll do a little buildup here but I started with the engineering department as a temp employee back in 2019 and I couldn't have been more fortunate at this stage in my life to be affiliated with such a great group of people and a fine organization and so that's the preamble to what I want to share with you today for our budget request you may recall all of you were Seated on this Council back in 2018 and 2019 there was a group that the city commissioned to study from from with the engineering department called The Children's Group the children's group did a number of interviews they interviewed stakeholders people that were from the business Community they interviewed our elected officials yourselves they interviewed our city administrators some of our key department heads that were client departments to engineering and they interviewed the staff from the engineering department and it really was an attempt by the city manager to make sure that we go through systematically through the organization and try to take a really hard look at the way we do things the way we align ourselves are we doing the things that we say are important and are we getting the best bang for the buck that we have and it was a very comprehensive report and then when I came in in 2019 I started uh taking that report and trying to work with our stakeholders but as well as our staff to try to implement the recommendations and the observations that came out of that report we started that effort in June of 2019 and I will tell you and you will hear me say um pretty often that I believe in guiding principles they are that rock solid grounding that help us think our way through the most difficult and challenging situations and Engineering based on all of the things that we've had to come through all of us as an organization in the last Dozen Years really had had a lot of challenges in front of it I'm going to talk a little bit about those and how we've managed to work through those we believe that form follows function when we start St staing what that means is before we start just creating positions we have to have an idea of what the functionality need is for the department so that we're putting the right people in the right place with a bus is the right size and the seats are filled properly we want to make sure that our Solutions are aligned with the city's vision mission and values the balance scorecard which was the Strategic initiative that the city manager created a number of years ago and we want to have a Cadence of accountability and you'll see here in the performance metrics in a few minutes that the things that are important are the things that you measure and if you're not willing to put a measurement to it it becomes very difficult to talk about how important it is I want to say before I start going through the slides that our Focus really was in the following areas we had incredible employees that had a huge amount of talent we wanted to tap into that Talent so all of the things we did involved small work groups of employees across the department to make sure that we had their both their input but also their buyin we looked at our processes to make sure that they were sensible we had a number of processes that just weren't sensible and we'll talk a little bit about that in a minute back in 2019 we delivered about 65 to close to $70 million worth of a CIP with a fully fully um um we had no vacancies we had a fully aligned staff at that point this year with a couple of vacancies we were able to increase that delivery method by about 30% we're not where we need to be based on what the future is for delivering the CIP as the city man manager spoke to a few moments ago but it it demonstrates our willingness to look inward before we look outward asking for resources so with that I talked about the bus I'm going to switch slides here if I hit the right one yay um the big takeaway from this slide I engineering is a pretty small Department we have 34 employ employees we are flat one of our organizational imperatives our guiding principles I talked about form follows function was to flatten the organization we had a couple of levels that didn't need to exist we flatten the organization why did we do that because we wanted to drive responsibility excuse me and Authority down to the people that were certainly talented enough to make decisions on a day in day out basis we had bottlenecks where workflow whether it was in the way we process our bills or the way way we managed our projects we came to bottlenecks that added delays delays time time is money money time delays or frustration and so there was a high level of that if you Rec back prior to the last year or two we wanted to encourage Innovation I'm going to share with you an a marvelous example just one of many of how our staff stepped up and tried to innovate we wanted to nurture professional development we have a request today that I'm going to be very enthusiastic to share with you called our engineering associate initiative I'll talk about that in a few minutes and we wanted to improve morale and I think we really struck a chord with all of those um focus and initiatives and and I think as we go through the results here I think they really speak to that another set of guiding uh principles that deal with the way we staff is we staff for normal we supplement for Peak particularly in engineering where we have large influx of cash dollars like the a care money or the second round of covid funds we have to be able to be nimble on our feet have that capacity internally that we need to do the base work and then we Outsource work that we don't we're not sure it's going to be a sustained level I'm going to talk about that as it relates specifically to our staffing load and the request that we made for some supplemental positions I spoke a minute ago about Innovation and I would just give you this one example typically the way engineering departments build things and I'll just use streets as an example we go out and we hire either an outsourced engineer because most Municipal engineering uh departments I I wouldn't say all but almost all Outsource most of their design and when you do that you can add about 10% minimal to the cost of the project and that's just the way that business is done it's important to do that at times because sometimes you have to do it because of workload sometimes you want to Outsource risk but it doesn't mean that you have to over engineer every project and in this process by getting the right people in the right place on the right seat on the bus we were able to free up our city engineer to do design which is which is David Beard's incredible strong point and in that he started reevaluating our processes we've now been able to do some in-house design and not overdesign not over engineer things that don't need to be over engineered we worked with Jack freedline our assistant city manager to have a very robust Cadence of accountability for delivering our arterial reconstruct program and my colleague Trevor ibersol and his team and in that process we were able to save on one project one design one mile of arterial about $200,000 that proof of concept as we take it forward will yield hundreds of thousands of dollars of savings toore arterial program over the next five and 10 years actually millions of dollars it's a it's a incredible piece of innovation and it's made possible by taking a hard look at the way you do things and then structuring yourself accordingly this is our operating budget you can see that it's about $2.6 million um we have in addition to the operating budget it's actually our our spend is more than that but it's offset by a certain number of revenues I'm going to talk about something called engineering chargebacks they've been something that the city has had for a number of years haven't really done a great job of executing it and through a collaborative effort with finance and our client departments we were able to put together a very fair and Equitable engineering chargeback program that's in align with your adopted uh Financial policies so that the general fund is made whole by these capital projects when you provide Staffing for engineering to deliver projects for the different funds not all general fund then the general fund be is made whole by the chargeback and to give give you a sense of that it's about 3.8 of the cost of the 3.8% of the cost of the project and there's a cap on it so that no project pays more than a certain amount it's reviewed annually and I think it's fantastic and it really does what it's intended to do which was put the cost of the project where it needs to go and make sure the general fund remains whole we have a number of other sources of revenue totaling up close to $5 million in terms of utilities we have franch agreements you recall uh last fall the election approved the franchise agreement with epcor they've started paying funds in we've come before you a number of times to talk about uh use of the RightWay so there's a significant amount of Revenue that the city deres uh through the engineering department into the general fund talk about performance objectives this is the kind of thing that really excites us because it was something that came right out of that employee um effort engagement or Employee Engagement effort these are metrics that our employees came up that said they wanted to be um judged against these things so I'll start with the first one it's deliver the CI uh or Pro sorry process CIP invoices within seven days we were taking something in extreme examples dozens and dozens of days tens you know scores of days um but mostly we were within a few three weeks or so by St statute we're supposed to do it within 15 days we set a goal to say we want to beat that be within seven days we aren't at 100% of that but you can see we're making progress we're at 75% of our invoices are paid within the seven days last uh year we paid over 400 invoices within that 7-Day period so there's a few that still lag that caused our average to go down but we're on the right track we have the process in place we have the people committed to doing it and measuring it why does this even matter we want want competitive pricing when people do business with the city we want to be a client of choice for all of these General Contractors and small contractors that are out there many of our small and privately owned businesses they can't withstand 30 45 60 days worth of float on getting paid their bills because the city doesn't have a process in place to play them in a timely manner and so I want to thank James all of our team and finance for working with us to adopt that goal the next one is the um to deliver the CIP within time within budget and also to the specifications that our client departments have asked for that hasn't always been the case the game Cher for us this year and I really give the city management and the finance department an incredible amount of kudos for supporting us on this we instituted something called the project Charter the project Charter is a five question questionnaire that goes to our client departments for every project or almost every project that you adopt in a CIP then our Engineers sit down with that client department and work through all of the details as many as they know and you know sometime that's hard because you're months in advance but the time the budget what's the scope what are some unknown circumstances we might run into what are the risks is there anything else going on that might be impacted by this collateral whether it's our professional sports Seasons whether it's uh people that use our facilities whatever those things are and that project Charter has really helped us get back on track I want to go to the next um goals and objectives it's to ensure um that we have we have a huge amount of work that happens in our RightWay sometimes it's for infrastructure that the city will end up taking over typically Water and Sewer Extensions by private development or it could be utilities private utilities they're investing predominantly in either life essential utilities or Telecom we need to make sure that that work is done right the first time we inspect every single project whether it's City owned infrastructure not to make sure it's put in right it's cleaned up right and I know a number of you have had complaints from residents that see something that was done by a vendor and then we make we backtrack into that to figure out what's happened but we want to make sure that when we go back one year sometimes two years later and we do a warranty inspection 95% of the time we are passing inspection ction why does that matter because if we don't do our job right before it fails then it's all this makeup inconvenience to our residents what is that it demonstrates a level of empathy by the city that we know that working the RightWay is very hard for people to get past if they see Sloppy or lazy barricading they don't see good timely work they don't see good quality work those are things that all of us in this room hear about and they're not something that our residents are proud of so that's a great thing that we've done and and we're measuring that and then finally uh the one I want to uh talk about and it gets to the city managers um imperative about our and the council's uh policies on economic development we process a tremendous amount of economic uh development permits or I'm sorry development permits Land Development permits through the engineering department because we look at the public infrastructure the overlock grading the drainage those sorts of things and we we do that within a specified amount of time and you can see that we're hitting our Mark um about nine days is the average number of days that it takes us to turn one of those around and it's pretty amazing that we've been able to do that a because we had the systems in place and B because we had people that cared about the job that they did even when when the pandemic hit we were able to keep that up and keep it going just briefly um engineering accomplishments again I talked about the project Charters why that's important to rightsize the CIP so you don't have some big monster number in the CIP that can't possibly be delivered in any given year so we're getting better and better about that Jack's been a big cheerleader for us along with Vicki and her people to right size the CIP so we're getting better at that and we're going to continue to get better at that uh the chargebacks I mentioned we've increased our Effectiveness just with the staff we had by 30% and we've increased transparency I know you're used to seeing in the city managers by uh weekly message our bi-weekly updates on our major uh construction projects that give you just a snapshot of what's going on with that in case you get asked questions in Our Land Development and real estate we did over 400 reviews we completed on time our planning applications we average nine days our construction plans 11 days sometimes those construction plans have over 100 pages in them and our preo there's two people are going through it Page by Page to make sure there's not a break or a bust in in grade or a miss and they catch it engineering Administration as I mentioned James has done a great job coordinating one of the Innovations I know we went to a couple committees is we took a lowcost quick start solution in smart sheets it's a very very robust Excel spreadsheet combined with SharePoint more or less and we use that as a way to communicate with our clients and communicate with ourselves and process our work and then in the right away we've had over 2,000 inspections as I mentioned before our average pass rate is 95.5% I just got today's numbers for March they're 99% so our people are doing great work our request we have a number of requests we have a new FTE it's called a principal engineer what we will do if this is approved is we will actually recruit for an architect it will be comparable to a principal engineer we have over $135 million of facility projects in the next five years if the CIP is adopted that's the draft CIP that's been presented we over $215 million of facility related projects we have great Engineers but Engineers aren't Architects and that's not their stock and trade so we can build structures but you really want to have at least one architect on staff to have that inhouse capacity you have for the foreseeable future enough work to keep that architect busy focused and helping make sure that our buildings reflect the usability the durability and the efficiency that you all envision when you uh put a vision to your CIP so that's an Ask we have an engineering director position the position that I do right now you've heard that Mr Phelps refer to me as the chief Capital Improvement officer um that's the role that I've been doing basically on a temp basis since 2019 we're making a request to make that a regular position this department needs a leader needs a a ongoing day-to-day leader it needs that position I think the results will continue to pay dividends in terms of efficiency Effectiveness timeliness leadership and good management so that's a position we're asking for we have a temp we want to have a temporary contract analyst this person worked for James and we'll do the kind of work particularly with our large more complex projects putting out uh Sear's putting out uh large contracts for large projects trying to create our own in-house uh J list by working with our finance department but also our city attorney's office to make sure we do that right so we're not always looking to linking agreements their linking Agreements are good but we want to have we want to be the city where people link to us as well we have a temporary position a contract position called CIP project manager this person would be housed within our budget for the purpose of engineering chargebacks because they are focusing 100% of their time on the CIP if they are funded but they will be assigned On Assignment to the field operations department and Michelle wenko will use them to help do a number of things they'll focus on Public Safety projects which there is hundreds you know many many millions of dollars of those but she'll use them for Capital planning space programming construction leaon Asset Management programming for their construction projects and occupancy management all of this work that we have start moving people back and forth from buildings needs a person every day making sure those people have a continuity of operations and can do their job yeah I got one question for you the temporary contract analyst it seems to me that uh I guess I don't understand why you'd want temporary it seems like a fulltime would would do you a much better job overall I I can see that one person could make a huge difference a huge difference mayor thank you I I would tell you that if we were sitting here next year and things go as as expected we probably would ask for that but for now we wanted to as I said we're going to try to we recognize that FTE is a sacred decision that that the city manager has to make that you as elected officials have to make so we try to ease oursel in it to prove the workloads there but I take your comments to heart so this will be an opportunity to see if if they work out if they do high likelihood that you may be asking for an FTE on that position next year yeah and we will also we have some work to do with our colleagues in the finance department because they do a certain amount of procurement as well and we want to make sure where that overlap is and where The Sweet Spot is whether they be in engineering position or whatever they happen to be okay all right thank you thank you mayor and then uh my last second to the last slide here um we have temporary contract positions for inspectors these are recovered through either engineering chargebacks or fees that we have associated with the RightWay these are people that are out there and we need to make sure that they're funded so that we have the I think we have 14 inspectors we have the right number of inspectors out there to get ensure that we're make you know we're making our marks and we have people temporary out there right now but this is a request to put those temp positions into the budget and then I said earlier the big lead up and and I really am the most enthusiastic if you can believe this about the smallest dollar ask and it's called the engineering associate program and so let me draw a picture for you a little bit we have inspectors I just said we have 14 inspectors well we have eight um eight inspectors and then we have four senior inspectors and we have these two contract guys that are just sort of out there and the only way you can be a senior inspector if you're an inspector is is if one of those four people leaves employment with the city the reality is as this world has become more complicated these guys are working in a very similar equation almost on a daily basis with the work that they do so we worked with the staff to create an engineering associate program it is a it is a progression program where they have to get certifications from the American public works Association they have to be given job responsibilities that are commensurate with that level and then through time they can work their way up to that level so we've removed the ceiling that maybe made sense 15 years ago but doesn't make sense now so that we have the best people we can put on the jobs we can be more efficient so we're not taking two people to inspect one job which sometimes happens it doesn't happen all the time but it happens and we're building our Workforce capacity internally likewise we have senior inspectors that have tremendous amount of potential potential we as you all know we did Cardinal's way last year it was actually an external project but we owned it we assigned a senior inspector to be our project manager on that and it worked out fantastic and so we're proposing to create a position in between called an associate project manager and so basically it has a three-tier way to build vertical integration within the within the engineering department so we have the best people that we can taking on the most complicated work that's necessary so there and it will make incredible sense it's a cost of Labor Initiative for us rather than just say Throw Another FTE at it it's make sure we take the people we have in house build them up hold them responsible give them the authority and turn them loose and that's what that initiative is about so if this is funded what you will see over time is you may see a Jim Brown come in here at one of your monthly meetings and say we're asking to reclassify an inspector to a senior inspector that's what this program how it works so with that I believe I'm going to stop talking question thank you mayor um a similar question that the mayor had you had a temporary position for a project manager that can't be the only project manager you have how many that's it no okay how many project managers do you have mayor council member Alama in engineering we have four project managers okay and then you're asking can you can you explain why you need the the part-time project managers the workload is such that it's it's just you need more uh more individuals you said 70 million plus it's gone up 30% so that's quite a bit I'm just wondering why it's just part-time project manager I think we're maybe perhaps council member Alama confusing the temporary contract analyst is part-time the contract temporary position for the CIP project manager that would be assigned to uh field operations facilities that's that's full-time oh okay I I just can see is it full-time okay yeah then it I for some reason thought I se temporary I probably misspoke I thank you okay that Jack just clarified and then secondly this um this program you you're requesting on the engineering program I I think it's a great idea I brought this idea up to the city manager years ago but it wasn't with regard to engineering it was more of how do we prepare our employees for leadership roles within the organization um I haven't seen that yet but we have to I mean it's always great to hire outside of the organization because we bring in a different set of eyes different set of of knowledge and experience but how do we prepare those who have invested in this organization and I was speaking to with regard to leadership but what I'm listening to is more professional development so should this with the for the city manager should this be a program that's implemented organizational wide not just within engineering more of a holistic program yeah mayor members of the council Council marama you know certainly we're uh the amount of work that engineering has put into this kind of career development path uh we think is uh is very noteworthy and it's certainly something we would continue to look at other opportunities especially in those technical areas so often the only only way for a person who wants to stay with the city a long term is they sometimes have to jump up into a different job responsibility which maybe doesn't really suit their their professional desire but it's the only way to get compensation wise we felt this type of development program internally would be able to find the sweet spot for them at the same time make sure they feel like they're in a progression career-wise with the city we will uh certainly you know look at this and and look at other things uh in our especially in our technical areas where we think Career Development and where there's certifications that are required again they've laid out a very clear path that uh they have to go to class they have to pass certification and and then we want to be able to to make sure we could accommodate that but we'll we'll certainly have more conversation I think it's a very um um I think it is a challenge uh for uh many governmental organizations is how do we continue to develop our people internally to put them in a position for better leadership thank you mayor if I just may uh finish here don't want to go off in the tangent too much but just on that subject yes it's the the the the most the what you hear the most from employees and organizations like the city and public entities is that they they learn the trade or whatever is they're wanting to to the career but then they can't use it because HR says well you don't have actually the experience I know you learned it from somebody but so it sounds like you're going to look into it I'd like to see that that program expanded throughout the entire organization not just in engineering leadership and other roles but I I'm very supportive in what youve brought forward it that certainly does help uh the organization but the department thank you council member Alama I would just say that when we presented this to the city manager and the assistant city manager the first thing they said is hey let's get the Department of organizational performance because this could have impacts for other areas of the organization so Kayla Stanfield your new director in that department has been working with us thank you thank you mayor uh thank you for the presentation Mr Bessler um I I want to go back to the 7-Day um invoice issue uh is that about as fast as any I mean is that that makes us very competitive um as compared to other you know other government entities at least to do business with are we are we like the only one doing that or I'm just curious mayor council member Tom muchof I would tell you that my experience in municipal government which is I know I don't look very old but actually it's all in municipal government we're the only ones that are measuring it and taking it serious um I don't see you know I mean all good Finance departments care about that but it's not something I've ever seen as a as a metric that we're going to put out there and dashboard and and brag about so I would say it's probably unusual thank you may if I could continue um and you're not asking me if I think you look old are you because I I won't answer it if you don't want me to um I'll pass on that one I think it's really critical I think it's I love the the idea as as Supply decreases the supply Supply chains especially in you know construction of any kind are seriously constrained I just I have two home buyers uh new builds they both got letters from the Builder um saying that they're not going to be able to deliver not any not even close on time because of Supply so I mean Supply is already a problem and it's uh you know variety of reasons Co um that jam up in the Suez Canal has created a lot of havoc in the supply chain so I mean anything we can do to make us stand out so that we can you know get the supplies and get the contracts that we need I think is going to be really critical because getting projects done on time is going to become more and more difficult um I think over the next at least couple of years so um I'm happy to see that we're we're standing out in the market and hopefully they notice and that we're able to move forward with our CIP um are are we are we looking I mean are we keeping an eye on how we're going to be able to get these projects done on time and all of that with the with the CIP I'm just wondering you know you said you're right sizing the CIP um and I know you know we don't have any way of knowing exactly how the supply chains is going to affect us but it's a real world problem that we're going to be dealing with I'm sure mayor council member tomacha a couple of comments I mentioned earlier the project Charter that is the pivotal moment for us to sit down with the client department and with facilities in many cases and talk about long lead items that we know there's supply chain issues on and we identify those we work very collaborative with Michelle renko's Department to pre-order long items whenever we can that gets a little crazy for us it takes a lot of uh attention to detail and so we're but we're always committed to trying to do that so I would say that um right sizing the CIP you know a few things come at us $30 million for an a cares you know we didn't know we were going to have that so those are things that come on us we James came and gave you a a presentation a month and a half ago we are storming through that to try to get that up and queued up for you and we um will be doing the same thing with the next round that you have so our big thing is it's probably going to take us about three years to get it exactly right I mean an exact is a hard term because you know think about how the CIP is you have departments that are 18 months in advance putting together their plans and proposals that ultimately get to you and then get adopted and then July 1st we're supposed to hit the ground running well these project Charters are our way to hit the ground running before July 1st once it looks site Council has settled in to a CIP we start putting those project Charters together it's just all internal effort to try to get our projects and our people position properly you know we're not expert at it yet but we are expert at being committed to it Mr Mayor members of the council i' like to follow up on Council toman's question I think it's a what I think what you'll the council will see over the next two budget days is kind of a continual theme about internal capacity and you're Absolut I I like the way you referred to it as a supply chain because it's not any one area that helps deliver a project so obviously engineering is is laid out their plans for how they can do their role in making sure that supply chain moves forward in the CIP you're going to hear the same thing when uh jamid comes up in development services talking about the need for building inspectors because it only takes one pinch point if uh if our if our build building inspectors have inspected anything but we have a Slowdown in fire inspections it causes the same Log Jam and so everything from procurement making sure we can procure new contracts in an efficient quick manner how we do our engineering how we deliver from building safety from plans the the entire it really is a system as you kind of called out and so I think you're going to hear kind of a continual discussion that it all integrates together and it's all designed to make sure that we can deliver on the council's priori ities uh on the CIP thank you mayor members of the council the next presentation is the operating budget for the finance department the total budget for the finance department is about 9.6 million we have a total of 69.5 FTE in the department the the department includes the budget Administration which um prepares the 5year forecast the capital Improvement plan the operating budgets and the adoption of the um property taxes we also have accounting services um that that division is responsible for recording revenues and expenditures and the preparation of the comprehensive annual financial report um various external audits as well within the department we also have tax and license customer service and billing procurement and grants Administration the lease payments and other fees um that's where the credit card fees and also the investment advisor fees are budgeted and paid out of this is our operating budget again it's about 9.6 million and salaries are the largest component I will um go through some of the highlights for our goals objectives and performance measures we did maintain a Triple AAA Bond rating for General obligation bonds through fit the water and silver bonds um are rated double A minus for SNP um we are meeting our financial policies all seven of them in here I I do want to highlight that we are um we we did obtain the certificate of achievement for excellence for financial reporting for our comprehensive annual financial report and also the distinguished budget presentation award um the bottom of this slide you see the number of sales tax audits reviewed and completed um want to highlight that for fiscal year 21 we've increased it by almost 40% from 100 to 140 Audits and we expect to do another 140 audits in fiscal year 22 as far as the accomplishments of the Departments we did focus in systems and process imp improvements that have a positive impact on our customers the first thing that we implemented in fiscal year 21 is an online business licensing system which is the smartgov system with this system businesses can go online and apply and renew their business licenses they also have the ability to pay for their fees online and print the licenses online if they request to have a printed license mail to them we can certainly do that as well we also implemented um an online and digital payments um the software is called paymentus this allows for um more payment function functionality to our customers we now have the ability to um to take PayPal pay or digital wallets and we're also working in implementing um digit digiti digitizing cash from like the dollar stores and other um retail stores um we did Implement a cash kiosk it's outside of um the first floor um in the the main city hall building do want to share a story about the cash kiosk about a couple of weeks ago I was helping a customer um who did not speak English and she was actually waving me away because I did not speak Spanish I pointed her to the kiosk and the cash kiosk is both English and Spanish and you could have seen the relief in her face when we did have the Spanish functionality there so big benefit to a lot of our customers um and we're looking into for the cash kiosk may be implementing that Citywide at the libraries and other um locations that we own we've also implemented the monthly Financial reports it's a new report that we're posting out to um the city council and also it's posted in the uh City's external website and it's available to the public our our collections division collected about 3.6 million in delinquent sales tax returns and this is only for July 2020 through January 2021 so about half of the year so we expect this dollar amount um to go up at the end of the fiscal year we also um implemented the results driven Contracting in fiscal year 2020 and we've had um two contracts that we've run through this uh the RFB for the Citywide custodial services and the L Landscaping Services again we have the um the awards for the distinguished budget presentation in the Excellence and financial reporting we do have um a few supplemental requests the first one is moving the collection staff it's currently funded by the water department so it's moving the funding from water to general fund as you saw in one of our accomplishments our collection staff collects for um Citywide and the majority of um collections they do is on the sales tax so the highest volume the largest dollar amount their cost will also be included in the the charge facts that we do the admin charge facts to other funds we're also requesting to reclass uh administrative support assistance to a business analyst the support assistant the business needs of the city and the department has um outgrown the duties of the support assistant in the past and this is several years ago the support assistant was responsible for um opening mail sorry opening mail and um answering calls from our general line what we've done in customer service is trained our customer service reps to be able to do cash hearing answer any calls and um we're requesting to reclassify that to a business analyst um the business analyst would be responsible for um Utility Billing reports we're working with it and also the water department to implement electronic meter reading and also Daily billing so that's a a long-term project that we're working on but essentially we want to be able to have um the ability to read the meters or the the water reads um electronically so you don't have staff coming into all the meter boxes um also with the the daily meter um billing um what we'll be able to do is when a customer has a leak they'll be able to see that immediately in the daily billing versus is finding out that they have a leak when we do the monthly bills also we'll be assisting with um the response to covid with community services for example we have a large volume of delinquent water utility Accounts at this time being able to identify our customers and also work with Community Services which customers qualify to the various for the various covid funding that we've received through the federal and the state government so with that I'll pause here and open it up for any questions you may have thank you mayor um I don't have any questions uh with regard to the supplemental request uh I just want to say thank you for all the work that you've done for this city uh you've made me a much better council member making decisions with your guidance but what I really want to recognize is that your department of 69.5 employees led by three experienced very knowledge eligible women you guys have led that department and I recognize that and I want to thank you so much for all you do for our city the entire while your budget's only n not only but little over $9 million the entire city budget weighs on you and you guys have to go to bed with thinking about all those numbers but thank you so much you guys demonstrate extremely high leadership and again led by three women thank you so much thank you mayor thank you mayor thank you than you m Macho um I have two questions one do you have uh at least do do you believe you have adequate Staffing to do the amount of collections that you're with so many delinquent accounts mayor members of the council at this time we are looking at this and reviewing it um as far as the volume of the delinquent accounts we are seeing um accounts getting paid through our collections efforts so we do site visits and we're also um doing the debt offset program and what that means is um we if you have a delinquent account we do send that to the the do or um and garnish their their tax returns if they do have a refund and the same thing for the federal IRS we also do the lean process so at this time we we believe that we we have enough FTE but as the volume continues to increase it is something that we're looking at and then if there is a need for additional FTE that is something that will move forward in the future okay thank you mayor and I have one more question um the you you talked and I brought this up at the beginning and I know there's a meeting coming up in a few weeks about the customer service issue but um the employees are being trained uh to handle customer service on the phone and I guess that'll be whatever the result is when you know when we have that conversation and at some point I guess it'll be brought to back to the council whether they'll be um anticipating that they'll be doing face-to-face customer service deliver delivery um in that area especially with I think the kiosk is going to peel a lot of people off from even coming inside now um I mean I I I've noticed and I haven't even been here every day for you know I'm not coming in every day for almost a year now but when I do come in I notice a lot less people in the lobby there so um but I mean there are other customer service functions probably and then and like I said I know that discussion is going to happen um but I just wanted to put it out there that that is still something that I'm pretty committed to delivering for our residents is that there's somebody there's a customer service face Toof face opportunity at literally almost no cost to the city we already have the space it's we're already kind of directing traffic away from just literally bringing cash in there to pay their bills they can do it outside um so I just wanted to put that out there that I I'm looking forward to the conversation and I don't know when the right time to have that is I just wanted to let everybody else know that I that's kind of where I hope I see this going is freeing up those people and getting them trained to be able to deliver other services to our residents thank you mayor I just wanted to confirm that do you still have a person dedicated to collections for rental properties mayor members of the council yes we do we've actually trained all the collection staff to be able to do various types of collections okay uh my second question comment I do not expect an answer now and I would like to have a meeting with you or your staff on this issue and that is the great mystery of internal service charges and I and I will just give you an example that that puzzles me and I don't understand a what comprises internal service charges what are the various elements and B how they are arrived at for example um in Human Resources there are 23 people in the city manager's office there are 23 people yet the internal service charges for human resources are 146,147 it's almost double for the city manager's office it's 233,000 yet they have the same exactly the same number of personnel and I had always assumed or had been told that internal service charges were basically for things like PCS tablets cell phones um all the devices for either what went into that fund was a charge for their eventual replacement or on andm cost for those those devices so I would I I would would assume that there are probably the same number of devices or nearly identical number of devices used in both of those departments so I'm at a mystery to understand why one Department pays approximately half of what the other department pays so again I'm not asking for an explanation now it would probably take too long and involve a whole line of questioning that you're not prepared for today but I would like to schedule a meeting to get to the bottom of this so that I understand more fully what what comprises an internal service charge and how that charge is calculated thank you did you want to try to answer that or do you want to talk about later mayor members of the council council member Clark certainly we'd be happy to sit down with you I I will say that um the internal service charges are not only for um information or innovation and technology so you have Risk Management workers compensation um other other types of internal charges and each of them has a different type of model so yes it is complicated and we'd be happy to sit down with yes and I understand that but you've got two departments with 23 people each yeah why don't why don't we go ahead and and talk with that one later yeah yes because think it's much more involved it's much more complicated than that yes very good okay any other questions thank you the next budget is on the non- departmental and we'll do that presentation for this too the non- departmental the operating budget is about 11.2 million um the largest component is the operating budget in the non- departmental we have the sales tax rebates the arena management fee the the sales tax admin fees strategic initiatives unemployment insurance long-term disability and also we budget the Citywide memberships and subscriptions in this department we've listed the various memberships and subscriptions that we pay out of the department so you have the league of Arizona cities and towns the Maricopa Association of governments or mag National League of cities Alliance for Innovation West Mark and the Phoenix Business Journal we do have two supplemental requests um the Arizona Sports and tourism tourism sales tax rebate in anticipation of um events getting rescheduled from um fiscal year 2021 or 2020 due to the covid-19 cancellations we're requesting an increase of about 496 th000 and this um budget is rebated back to ASA the unemployment insurance increase of 100,000 again due to covid we've seen an increase in unemployment insurance claims and for fiscal year 2021 one we saw an increase of about 100,000 so that's the um the amount for the request leet on asked I I think council member Tom myself both went what if you could explain that a little bit better in fact I think all of us probably were thinking the same thing can you explain that a little bit better so for the sales tax rebates any um sales tax collected and just the general portion general fund portion within the stadium um we have an agreement with with AA that the sales tax collected will be um rebated back to to them so it's um the city collects it we didn't in turn pay it back to ASA thank you mayor so I'm still confused because I thought I mean I how is it I just don't understand how it's a supplemental when basically we're basically a pass through basic essentially we're a pass through for sales tax for anything in the stadium footprint so it's mayor members of the council the the sales tax collected comes into the city's Revenue and then we do pay it out to to them so we have to book the the expense of paying it to ASA and so we need the appropriation or the budget in order to process the um the the payment to ASA um mayor members of the council if I could help you it does have a revenue offset directly so we only pay equal to the amount of Revenue we receive but what we're saying is we have to have a budget in order to pay it and it's getting higher and so with covid-19 and different things it had been less but we're starting to see it go back up we need the budget appropriation in order to pay it but we won't pay it unless the revenue itself does come in so it is an in andout equal amount but we have to have a budget in order to pay anything out okay mayor if I so um what is the annual amount that that what goes to ask I thought it was substantially higher than this that's maybe why I'm confused I thought it was a lot more than just this almost a half a mill milon mayor uh Vice I mean excuse me council member Tom it is this is the increase in that amount that we are estimating for next year so the amount we're paying now um the budget is about 3 million so the the budget now is about 3.2 million so this would take it to 3.7 Million May and I I have another question if I could continue is I think traditionally under non-departmental the transfer to the Enterprise fund is usually housed here is if it's not here then where where is it mayor members of the council the transfer to the enter enter fund funds are recorded as a transfer out of general fund into the Enterprise funds it is um not recorded in this department it's a transfer out of the general fund not not looking um so how much are how much are we transferring um um for this fiscal year into the Enterprise fund and if you if you know off the top of your head I'd like to know what the interest rate because I know um and if you and if you know what the balance is that's owed to the total amount to the Enterprise fund and what the interest rate is but I think it's around usually around 800,000 does that sound about right mayor members of the council give us a minute and we can um answer that question thank you mayor members of the council C council member tof the amount that's budgeted for fiscal year 22 is approximately 1.7 million and do you happen to if I could mayor um do you happen to have the the balance and the I thought I thought I remembered it where the interest is 3% does that sound no how much is the interest mayor members of the council the balance at this time is about 38 million and will the interest usually um mirrors the interest that we're receiving on our investment rate of return so it fluctuates year to year and am is looking that up right now okay thank you I just want to make sure we're at least keeping up with the interest that we're paying or that the residents are paying on the that's my point so okay I guess in the past it was it did show up here in non departmental that's why I looked for it there but we're doing it different now thank you thank you um back to the previous Slide the sales tax rebate you state that you need to park it somewhere well this is the first year that I've seen a line item for as to sales tax rebate where did you park it prior to this year mayor members of the council the ASA rebate has always been budgeted in the non-departmental department and let me um point it out on in the book for you you should have a non- departmental tab yes do see it in non Department okay thank you question so somebody will get back to me on the interest rate once they have have that it's mayor members of the council it's about 1% there anything else mayor members of the council we do have a break scheduled um at 10:45 but if you'd like we can continue on and move on with the transportation department or I I'd like to push on right now because that's still another 15 minutes from now for told me he'd be done in five conditional on you okay thank you LTE mayor and members of the council uh thank you for allowing us to present our operating budget for you today I brought with me Ain stefa she's a management assistant with the transportation department and she's uh tasked with overseeing and providing the data input for the entire Transportation operating budget so she's here to help answer questions next oh I have it oh excellent thank you okay so uh transportation is currently comprised of 97.25% employees uh in this uh presentation I'll be requesting uh two supplementals uh for uh two additional um e full-time employees which would if approved by Council that'll take the full-time employee count to 99.25% we have a little over a $31 million operating budget and our mission is to uh ensure safety and efficiency of travel uh for the residents businesses and uh visitors of Glendale our budget is divided into three pieces here uh we have 133% of our budget going to the internal Services 30% is going towards salaries and our uh 57% is going towards the operational programming this slide and the next slide identify performance measures associated with programs within Transportation this particular slide represents our pavement Management program and arterial reconstruction program which you're you're all very familiar with and we are on target uh with all of these uh performance measures this slide of performance measures is representative of our traffic engineering division uh it com it's comprised of areas associated with the intelligent transportation system the uh traffic signals Division and our transportation mitigation uh Division and these are all on target to meet the objective mayor yes the flashing yellow AO installation program uh number of intersections updated 45 locations are those the total number of locations within the city or just updated locations mayor and Council we had uh programmed 45 locations signalized intersections to provide the Flash and yellow arrow indications at uh that has uh since been increased and at the the end of fy22 we actually anticipate having 48 because uh we're projecting to receive another Grant fund to add signals to this so what are the total number of intersections within our city uh mayor and Council the signalized intersections throughout the city of Glendale is 200 well it's actually now it's it's 2011 uh we just added 87th and Cardinals way plus we have 63rd and Northern Avenue coming online so that's going to be 202 um by the uh the end of 2022 um plus we have four Hawks or the high activated pedestrian beacons so if I might continue so is it our intent or the city's intent to eventually have all 202 signalized intersections with flashing yellow mayor and councel um that's not necessarily the intent we want to uh focus on the major intersections uh however uh they've been very successful and widely used Nationwide uh so it's it's feasible for all signalized intersections to receive the upgrade to the Flash and yellow arrows if I could ask a quick question I was told that if it's a double left turn lane that that they would not be put in is that has that changed since then mayor and Council yes that's that's changed there are dual left locations that have uh successfully been running the flashing yellow arrows okay great um I have one further question mayor um street signs we have I would imagine we have at least 200 street signs overhead as well and we're only doing between 16 and 20 a year how long before we've replace straight signs at that rate 10 years oh mayor and Council this is this is specific to illuminated street name signs um the the new street name or street signs are much have much higher retro reflectivity they're much uh more visible at nighttime they have a different different font uh and a just a uh kind of a diamond type plate sheeting so they're much more reflective so we're actually reducing the overall amount of our illuminated signs because they're a high maintenance item um to uh just focus on the major intersections the arterial arterial type intersections with the illuminated street name signs okay thank you very good answer okay Transportation like all the other departments have done a lot over the last year and I have uh five pages of accomplishments uh I'll just touch on a few per page with you um first off we installed uh school's own uh radar speed feedback signs at two of our high school locations uh at Ironwood High School and Cactus High School we also expanded uh or upgraded our uh 20 closed circuit television cameras along with 21 Network switches to provide more uh enhanced and digitized uh video uh system that we can use through our traffic Management Center as well as our uh police department can use um over the last year we've we've input or displayed over a hundred messages on our Dynamic message signs in coordination with our Police Department for Public Safety messages as well as uh coordination for special events our RightWay division has planted uh 600 trees and 3,000 shrubs in our RightWay over the last year and uh our barricade division this will be a a big one for you and you're going to hear more about this later in a supplemental um our barricade division has processed over, 1500 barricade permits and they're projected to collect about $780,000 in barricade Lane use fees this year preco the average um revenue generated from this program was about $250,000 This Is A Highway user Revenue fund and uh since covid we're on target to collect $780,000 so it gives you an idea of how much construction has picked up um over the last year and we're we anticipate that that's going to continue our graffiti team has eradicated nearly 15,000 graffiti tags out at our airport we are in the process of updating our automated weather observation system and we're also on target to complete our airport strategic plan this month over in transit they had a pretty exciting program called the microtransit on demand pilot program microtransit is basically Uber for buses uh it was a successful program horrible launch time it happened right before covid um so we had a plummet in our Riders ship but uh we had a great turnout for the microtransit uh pilot program so we're very excited about it and I'll be sharing more about microtransit with you in U Future workshops or Council meetings we also refurbished 18 bus shelters and their amenities um and all the while providing over a million trips uh for or throughout our public transit system moving on to our supplemental requests we have six supplemental requests in transportation and the first one is a full-time employee with a truck for the barricade program program that I just mentioned where we uh had 1,500 uh permit applications along with the 780,000 projected Revenue uh this this full-time employee uh will be funded out of the highway user Revenue fund and they will greatly assist the CIP specifically the arterial reconstruction program uh for inspection services there's a lot of traffic control um associated with the arterial reconstruction program this person will provide those Inspection Services needed for that the next supplemental request is a pole painting program this is also a highway user Revenue fund program the city has over 20,000 street lights Citywide 12,000 of those are painted they have a painted surface well we currently we currently don't have a program to go and maintain all the painted poles so this is a program uh if Council approves we'll be able to implement a an actual pole painting program for $60,000 a year and that will provide us the sustainability to uh maintain the 15-year life cycle for these painted poles the next supplemental request is um also a highway user Revenue funded program and it's a an enhancement to our utility cut program we're asking for an additional $90,000 year to provide uh the ability to keep up with our ongoing list of repairs for damaged Street uh excuse me damaged sidewalks as well as small Street repairs currently we're investing $450,000 a year on these Street and sidewalk repairs and we can't keep up with the list we get about 180 uh requests for repairs every year and each repair costs about $3,000 so we need we need uh an additional $90,000 to keep up with the request request excuse me request of repairs that we have annually the next supplemental request is uh this component of it is funded from the highway user Revenue fund and this is an illegal dumping mitigation team uh this impacts multiple departments Citywide this involves uh illegal dumping that's in the RightWay it's outside the RightWay it's in the washes it's on vacant Parcels it's on private property uh vacant Parcels it's on uh glendell Parcels uh we have illegal dumping everywhere uh throughout the city of Glendale as well as transient camps uh that need to be cleaned up so this this particular team or this illegal dumping impacts not only Transportation but it also impacts field operations the bulk trash team it also impacts Parks and Recreation down in the washes and it also impacts our Police Department on average twice a week the police department currently calls our RightWay team for assistance to come and help clean up Transit camps Citywide uh they may be at bus stops they may be at the parking rides they may be in the washes um they they move throughout the city so this team uh will be designated to uh mitigate all of the illegal dumping uh throughout the city as well as assist the police department with um providing transient camp cleanups this particular component of the the request is for the equipment purchase uh through the highway user Revenue fund this will purchase a truck a dump truck a tractor and a trailer um in the uh shortly after my presentation you'll you'll hear Michelle wenko get up here and uh she'll be pre presenting on the field operations uh department and she'll add on to this um uh supplemental request the next supplemental from transportation is for the regional Ada taxi program increase this is this is something that we're contractually obligated uh to perform it's through Valley Metro and and you've heard it in the past we started out about four years ago this program uh started out at about $255,000 a year to provide uh taxi service to U residents with certified Americans with Disabilities Act or or Ada um we we need to increase this U amount by $360,000 to pay our proportionate share uh for these services we started out at $215,000 uh four years ago we're now up to about $1.5 million if Council approves this supplemental um the ridership increases uh or continues to increase we don't know where the level is going to be uh but I can tell you that the region is actively discussing how we can improve this program and um assist everybody financially with it our final supplemental request is for a uh oh I'm sorry the regional Ada uh taxi increase is funded from the Transportation sales tax our final supplemental request is funded from the Transportation sales tax and it's for a full-time employee a service worker specifically for the airport operations currently we have six full-time employees um operating the the airport seven days a week the hours range from or run from 5 5:30 a.m. to 8:30 p.m. and we have uh an airport administrator and a management assistant so to maintain the facilities and the 570 acre property there's essentially three service workers and a supervisor so this will add one service worker to that that component or that team out at the airport with that mayor I'd be happy to answer any questions uh thank you mayor uh in in regards to our transportation um system have have you seen an increase or a decrease because of covid with uh with our rers ship mayor and uh Council are you councilman M are you specifically specifically referring to Transit ridership yes yes Transit ridership plummeted uh through through covid uh it went I I indicated that we we transferred or provided about a million trips this last year it's normally about 2 million that we do so we had about a 50% reduction ridership is back on the rise uh so it traffic is coming back uh and is is that including our uh all of our transportation systems uh what what is run by Valley Metro versus what we run ourselves mayor and CC yes that's that's our fixed route Service uh that's where we experienced a 50% reduction and our Gus program our Glen deler shuttle as well as our dial ride service also experienced declines in service but they're all back on the rise so they haven't gotten when when do you you expect those to get back up to where they were in previous like in this next fiscal year or what whatever your expectations mayor and councel I don't know the answer to that um I can tell you that there's been a steady increase so I don't know when the when we'll be back to what we considered normal um our our traffic overall experienced about a 30% reduction throughout the covid period and that's been steadily increasing back to now we're down the last numbers I saw where uh we were down about 10% from what our normal operations would be okay and leading if I may or if I may uh I I was leading into what our plans are for expansion of any of our transportation services both in gas and your other other ground transportation and and I knew that you know we've had a decline uh I didn't know to extend but uh is that part of your budgeting process for the next year or looking into any kind of expansion in any of our programs or is that further down the road mayor and Council we're we're always seeking improvements in our Transit division um we do in our in our CIP we have um the en enhancement of three routes across the next 10 years in our CIP program to bring back services that were that were reduced years back uh but we're also exploring what transit's going to look like in the upcoming years there's a lot of evolution going on uh with the autonomous vehicles and the connected vehicles and uh just smaller ride share kind of uh Transit uh suppliers so we're constantly seeking areas to improve thank you thank you mayor thank you mayor um Travis U before I ask my question thank you for all your accomplishments here you've served the entire city but I want to thank your team for that but I also want to uh just thank you for the uh uh RightWay enhancements you mention mentioned 600 trees 3,000 shrubs and 400 ft of rock and I think all that's been in the oo District uh and you're yet to get to uh the rest of the city but I'll tell you the residents have been very excited and your team I commend your team for keeping me updated on a regular basis photos phone calls and um emails so thank you both of you um I'm glad to hear that you are looking into the bus shelters they've become a uh shelter for uh transits for homelessness indiv homeless individuals they're just camping out there and I don't know how many are City or how many are Metro owned but you're asking for equipment I assume you have enough Staffing already FTE to operate that equipment to start cleaning those shelters mayor and Council so that particular uh supplemental request we currently we're we're we're intending to use two uh 40-hour temporary staff uh to run that program and Michelle w o with field operations will be coming forward to uh identify one of those positions uh as a supplemental we currently have one in the transportation RightWay division um so those two temporary positions will be running that program okay well thank you for that clarification and you know as as the ridership increases they're going to need those shelters and as we get into summer but there's some shelters uh there's folks living in them overnight days on in weeks on in so I don't know that this will help uh keeping them from living in there but you'll at least keep them clean so I'm glad to see you guys are addressing it thank you thank you mayor thank you mayor Mr Abol um you mentioned that you've refurbished 18 bus shelters in their amenities this year did we add new bus shelters mayor and counsel uh I don't know the I don't know I I I'll have to to get back to you on that I believe we added uh 10 locations but uh I need to double check my notes and get back to you on that good thank you and I was interested in the estimates of how much our traffic volume dropped off during Co and how much of it is coming back now and um I was excited a year ago when traffic dropped off as much as it did because I remember the presentation that you made to us probably a year and a half ago about what the future needs for our transportation department are going to be with Street widening intersection improvements and all of that and as I recall it was in the billions of dollars and I was hopeful that this working from home concept would be something that would have would would linger longer than it has and that we would see you know even even if we could sustain this current 10% reduction we might be experiencing now or if we could get to 20 or 25% reduction in traffic um it would be a huge savings to cities just unbelievable how much money how many billions of dollars cities our size would save and a bigger city would obviously save even more um it's just uh just as a note it's if there's any way that we can design our cities encourage our employers and employees to continue working from home or transition to working from home um the savings is phenomenal thank you sir okay thank you mayor and councel okay does the council want to take a break or do you want to keep pushing on why don't we take a 10-minute break uh it's 10:54 now so at 11:04 11:04 thank you [Music] okay let's go ahead and get going again good morning mayor and Council today Deputy city manager Rick John and I will be presenting the city manager's office budget approximately 3.7 million with 23 FTE it includes the city manager's office administration and the Code Compliance division uh one of the measures that I would like to highlight is our continued commitment to cascading our strategic plan down to the department level so we will be sending 20 employees from five different departments to a virtual balanced scorecard training those departments are organizational performance Water Services Community Services courts and human resources and then we anticipate sending an additional 20 employees the following fiscal year um after they've completed that training we do anticipate that those five departments will have their tier 2 scorecards completed um in fiscal year 2022 mayor members of the council for the Code Compliance division our goal is to open and close 10,000 cases per year uh and conduct neighborhood of 30,000 inspections as you can see covid had an impact on the Code Compliance division this year and so we're under the marks uh but we anticipated getting back up to those marks next year we can skip this um as you know we were not able to gather like we normally do for any employee events this year so our team created a week-long Employee Appreciation event and it was virtual so we held contests we sent out videos um we also had a wall of Kudos and a wall of Pride and we got such good feedback on those two features that we've actually kept them and extended them past the event we did complete our what works City certification site visit earlier this year and we anticipate um finding out the announcement on what certification tier we qualified for and as soon as we get that information we'll be sure to share that with the full Council and assistant city manager Vicky Rios was selected for ic's ketering institute on Race equity and inclusion and it's a cohort of Executives that are working together to increase equity and inclusion in local government on the code comp I'm sorry uh from the city manager's office we also ran our Incident Management team for City R response to covid-19 this year which took a great deal of time uh we have recently run two points of dispersal or pods for vaccines for our employees and we're running a third uh actually we ran our third yesterday I believe so we've run three uh we believe the overwhelming majority of our employees who who want to be vaccinated have now had an opportunity to be vaccinated and we are ready with a next pod to allow family members of employees to come in and get vaccinated uh which is something that the state and County have both moved to so that that that is a good thing uh for Code Compliance several accomplishments this last year despite the fact uh that our numbers look low uh there are some special projects that we were able to accomplish this year we put together a community tool trailer which is uh housed at the main State at the at the city hall and for use in neighborhood cleanup projects it has the insas of the Code Compliance division on it and then inside obviously it has the necessary tools for basic Landscaping repair things of that nature and we're working with Neighborhood Services and the community services department uh on utilizing that trailer a little bit more uh We've also ramped up commercial enforcement we've started on 59th Avenue from Camelback to glendell uh we are now on glendell Avenue from 51st to 67th uh we are also farther west on glendel Avenue doing some work on temporary signs uh based on complaints uh but it is ramping up uh on the commercial side and you're going to see a request on April 13th uh to reclass an inspector to a senior inspector so that we can even do more on the commercial front uh we did have a pre-notification letter pilot project that we ran this last year we selected two areas uh little less than a square square mile in each area we went through did an inspection looked at the number of violations that existed in that commun in those two communities I should say and then we sent a letter to the violators or the residences where violations were seen and in the hopes that just by receiving the letter we would see some corrections and we did we did see small Corrections 10 to 12% uh before we went back in for a second inspection 30 days later at which time we open cases and our compliance with open cases uh has been very successful in those areas and so we will continue to work on this pre-notification letter project and move it around the city in our I will say our most desperate areas first uh in addition to this pre-notification pilot project we did a special project so the Code Compliance division has eight grid inspectors one and a half inspectors that are dedicated to special projects our special project was in the marville Terrace this last uh fall where we enforced inoperable Vehicles front yard parking Landscaping items and public View those types of issues um we can we will continue to use that inspector and a part-time inspector to work special projects around our city and we'll just keep moving that around the same way that we do with the pre notification letter project uh it'll it'll it'll never stop we'll just keep it keep it running Non-Stop and uh we we have three senior inspectors that as I said work on Commercial and the um more delicate cases I'd say on the residential side two admin support people and two supervisors in that Division and with that uh we don't have any supplementals this year and we're happy to answer any questions you might have thank you mayor uh Mr St John thank you for your leadership in uh in this role of yours you've done very well um with regard to FTE um the size of Glendale and and the amount of um proactive work that's required out there I I'm not sure as an individual that we have enough Staffing so with that said are you working on any type of plan to Benchmark that to see if we do indeed and then maybe come next year with some supplementals that you're not asking for anything but I'm just I'm just wondering if you have a plan of action in place to start determining our needs mayor council member Alam I do I'm working with organizational performance to look at the day of an inspector and how they spend their time how many proactive cases how many response responses to complaints they can handle in a day while administratively supporting those uh cases that they're opening and investigating uh just like in the police department enforcement is kind of the same in both Realms you spend an amount of time actually investigating you spend an amount of time in your day support administratively supporting those investigations and you spend an amount of time uh on a lunch break or travel time is kind of big uh so we look at all three of those categories we try try to mitigate the administrative time as best we can so they have tablets in their vehicles they can do data entry through their tablets uh which is a fairly New Concept uh which gives them more time for the actual investigating um what I'd like to do over the next quarter is really work with organizational performance to understand how many new cases or open cases in inspector should have and that's a grid inspector that's also the senior inspectors senior inspector case as I said are a little more involved so that'll be a lower number than the grid inspectors but I need to understand what the day actually looks like and then we can set benchmarks that that are attainable but let us know that the employees are working hard to meet those benchmarks once I have that information I'll be able to come to council and tell the council if you give us two new grid inspectors this is what we can accomplish uh but without that information I'm not comfortable sitting before the council and just saying we believe we need two more inspectors we do believe we need two more inspectors but again I want to have the data that support that and I want to be able to demonstrate to the council exactly what can be accomplished with those inspectors before we we uh ask for it in the budget mayor if I may uh Mr uh St John thank you so much for uh doing that I I truly believe we do need more Staffing but you will have the opportunity to to bring that justification one thing I'd like for you to consider and you probably already know this a lot of offenders are and happen uh after 5:00 P p.m. when we're gone and during weekends both Saturday and Sunday not just Saturday um there's a lot of repeat offenders we just can't get to them and I know that previous to you there was some action taken to ensure we're doing some weekends can you tell me how much weekend work we're we're doing now and anything after 5:00 P p.m. mayor council member Alama through covid we ceased activities on Saturdays we only responded complaints uh we only sent inspectors on Saturdays in response to complaints uh in conversation with Mr bowling over the last week and a half or so since the governor has rescinded most of his or all of his executive orders now uh we are set to put that inspector back on on Saturdays and uh with the metrics that I'm looking at I'm really looking at 7-Day a week coverage uh because I I agree there are violations that only occur on the weekends when the entire family is home and we need to understand that better than we do today and then enforce thank you Mr s John Mayor my last uh uh comment is what you just said I strongly um support 7-Day operation and I'm glad you're getting back on the weekends because that's when a lot happens that we're not seeing so thank you thank you mayor thank you mayor I was going to ask that same question because I know um the council funded an additional position basically in order to um expedite weekend coverage because a lot of stuff only happens on the weekend as you said I just want to make sure I understand your about the additional FTE so would that be you're not requesting it but and so it's not would that be a a a last minute budget request or how would that if you find out at the first well at the beginning of the first quarter then it's not budgeted then how would that work mayor council member toml cha uh what we're going to do is the analytics in the first quarter we'll set benchmarks we'll make sure through second and third quarter that those are achievable benchmarks that we haven't miscalculated anything so by this time next year approaching fourth quarter we'll know exactly what our St the the right size of the Code Compliance division will be wondering if I could mayor if it's going to take us that long to find out if we actually need the people and if we should put a placeholder for the two FTE in here and that in the event where the the benchmarks we meet the benchmarks and say we need we need one more or we need two more whatever we need but if we don't put a placeholder in this year's budget then we can't fund the positions until till the next time we go through the budget cycle so I don't know whether I mean I know I know there's some PE most of us feel pretty strongly about code and if we realize you know by next I don't know by Christmas that we need more staff we're going to have to wait until we budget for it and then we're going to have to wait until we hire them I mean it's it's a long wait to get those people on boarded so I'm just curious whether they wouldn't be that we allocate funding we don't have to do it if we can't we can't determine that they're needed or not but it would be at least probably 18 months to get them on you know actually out in the field if we don't didn't have a placeholder for them I don't know how anybody else feels about it but may mayor thank you mayor council member toml chof uh the plan that I have uh the timing of that plan justifies asking for the supplemental next budget cycle I really need to understand in in more detail the analytics behind the work that they do so I understand the enforcement piece I understand how much time it takes to do an inspection to un to identify the violations and then to do the administrative support behind that we're going to a new new data entry system probably in August uh called smartgov and you saw a little bit in the Budget Finance presentation on that that is going to impact the administrative the amount of administrative time an inspector spends on active in open cases it will reduce it so it'll be a positive impact in the longer term anytime you switch to a new system you have that time where you need to learn it and so I really need two full quarters under these new bench benchmarks uh and with specific direction through Supervision in that division on what inspectors and how inspectors should be performing their duties and uh I really think that we're set today to be prepared to have a good conversation about the size of Code Compliance during our next budget cycle although I do understand everything that you're saying and and uh certainly don't disagree that code is very important I just want to have those analytics in place before I come before you and ask for any other employees in that division so I and you said the first two quarters which would put us at the end of 2021 so by then you said you would have enough data basically to at least make a decision so my point is then we'd have to wait until we adopted the budget the budget wouldn't start until July 1st 2022 and then you know it takes then it takes some time to acquire the employees and get them on boarded and all of that so you're talking you know I mean I'm not saying that we actually I'm just saying we can put a a placeholder that we wouldn't have to wait necessarily if we determine if you determine that even one more employee is needed then we have we have you know if we don't allocate the funding then we have to we for sure have to wait until the next budget cycle so that's all I'm suggesting is that we we allocate funding for or at least we discuss allocate funding for it and if you find out in January you know we need another person the money's in the budget and you can go ahead and move forward with that instead of waiting until the next until we adopt the next budget and who knows what's going to happen between now and then anyway mayor members of the council again I think our um uh we we certainly heard the message about accelerating this we think we'll have to tools to still do that with the way the budget is that's why we have contingency funds available and so we can monitor that really carefully and then my suggestion would be to come back to the council uh towards the start of the second quarter and and and give a report on and then we can lay out some ways we could accelerate the onboarding of additional staff I I think the I have to compliment you know uh Rick and the and the Code Compliance team it it becomes really easy sometimes just to add more Staffing but if you add more Staffing to an inefficient model or systems that you know aren't really efficient and so I think they really do want to dive down and look at capacity and try to make that efficient uh but to your point I think we will'll have options that we can we don't have to wait till July of 22 uh to bring more people on and and we'll uh we'll plan on coming back if that's your uh pleasure uh maybe towards the start of the second quarter of this uh next budget year thank you Mr Phelps and I'm not advocating that we do or don't need the employees I'm saying if if your as the result of your data con collection determines that we need more people I just I you know and we we know that in January I'd like to be able to not have to wait until the beginning of the next fiscal year where we even have any funding for the position so that's I'm not I'm not saying one way or the other I just if we need them I I think we're all of us feel that code is super important to the overall uh presentation of our city um it's important to our residents it's important to businesses locating here it's really important um and if we if we determine that it's needed um then we don't have to necessarily wait until the next budget go around which is what was being proposed that's why I was questioning it thank you and I and I understand what council member Tom chop saying but but at the same time if if you six months from now you said yeah use them people we could actually do contract for 6 months training that person until we until the following year I mean so it's not like we can't get the job done but really is going to come down to what what you decide if you have a need or can even utilize a person so I think there's a way of doing both um so anyway go ahead mayor thank you oh I don't care I'll thank you mayor I I agree with what you said I think there are alternate ways if it's deemed necessary prior to an authorization for next budget year in next next year's budget um but I have to say a couple of things Mr St John I finally see a glimmer of light at the end of the tunnel um the the Code Compliance tunnel it it's taken a long time but I I think you're getting a handle on code and its strengths and its weaknesses so I am in full support of your plan to further develop and enhance code enforcement I do have one comment and that is I I am very grateful for the idea of the pre-notification letters and focusing in on geographical areas within the city we used to do it you're starting to do it again and it was successful and I have no doubt that your success will continue I also like the idea of an inspector and a half being used for special events which in essence is another way to use Focus areas so I think those two models are the right way to go and will make a difference in the long term my one question is what is the difference in duties between a senior inspector and a just a plain inspector why why do we need to do that bump up mayor council member Clark a senior inspector uh helps with the supervision of the inspectors and answers questions technical questions on their cases they handle the more difficult or involved cases uh where there are different aspects of the law that apply uh and then on the commercial side uh the commercial code it can be very tricky at times as you well know and it requires a higher degree of knowledge and so the the trans the natural transitioning through the department would be inspector to senior to supervisor and that inspector or senior inspector is kind of like a Corporal I would say okay we have 14 inspectors currently we have nine and a half inspectors we have three senior inspectors and how many supervisors mayor council member Clark we have two supervisors and a manager we also have two admin support people okay thank you so where the rubber meets the road is really with the N9 and a half inspectors and and I would imagine after you've done the analytics that that will be the area that would benefit most greatly from additional Personnel but I will wait your analysis thank you thank you mayor thank you mayor um thank you Mr St John I couple areas I wanted to touch on one was also the pre uh notification letter project the pilot project I was encouraged to see you take that on and and I'm we have good I think good numbers back from it I thought they were a little higher but if they're at 10 to 12% in a department that has 9 and a half 10 inspectors a 10% resolution through a letter is almost the equivalent of a full-time employee so if we can increase that Effectiveness through the training of our residents and and all then that's uh that's money well spent and and in the long run money saved so I think that's a that's a a great thing for us to see more more of um as I do almost every year I ask about Volunteers in uh particularly in code but also in other departments but um I'm anxious to see whether or not we can utilize Volunteers in our Code Department we've used them off and on in the past for Wildcat signage and you know the you know lose 10 pounds in 10 days signs on the Billboards and uh um I don't think any of us need to be reminded about how to lose weight so anyway but the uh so the sign Edge um also on the letter program it seems to me that some of that and the followup to a letter um could be done perhaps with volunteers just checking to see whether or not the things the issues been resolved but also on yard sales um I think Co it kind of feels like maybe Co tamped down a little bit on the yard sales throughout the community but but uh regardless um I think residents need to know what the rules are around re yard sales and that volunteers uh particular particularly on the weekends when we don't have a full uh compliment of code staff uh volunteers could be used to notice where the yard sales are and have a a brochure mailed out to those individuals that have had a yard sale that say you know we hope it was successful here's the guidelines you know how many times you can have them over the course of the year you can't bring in uh merchandise from off your property to sell and and and that sort of thing and as a way of of addressing the Contin ual yard sale problem or the um having gone into business for themselves in a residential neighbor neighborhood yard sale problem so I'd like to see you have time when you have time let's explore whether or not volunteers can be used thank you thank you mayor um Mr St John I'm looking at um a report sent to me from your staff for March 2021 and I just want to narrow in on the web Q alert it's only 53 is there something we can do to increase our presence on the web for those who have the ability to submit code cases online 53 seems quite low and then the phone calls or Callins were 52 mayor council member Alama uh pushing Q alert is something that we do plan to attempt uh we'll go through uh Brent Stoddard's marketing team use use of social media uh to try to convince people to use Q alert or glendel one when they have complaints or concerns about their surrounding neighborhood if I may so uh with regard to volunteers I think we've all talked about that and we haven't seen it however there's your volunteers right there if people know they can do it and do it nomin usly they're probably going to we're going to increase and so I I'd like to ask that we we it sounds like you're doing it but Advance any campaigns for getting that out so people know they can do it okay thank you sir appr appreciate it thank you mayor mayor members of the council the next presentation is on the field operations operating budget morning Marin Council um happy to be here today to represent the field operations department and as Mr Bessler spoke earlier it's very important to have the right people on the bus and then find the right position for them and with that I'd like to introduce uh Charles Thomas to you um some of you may have already met him he has already made a difference in our facilities group and he's taken on a new role um in administrative he's truly picked up and helped us with the budget but the other thing he's really doing for the Department is giving that Focus back to facilities where we are truly a customer service oriented organization where we make sure that we serve the public and our customers so uh Charles put a great deal of effort into this budget and I'm happy to have him here today with us so um as you hopefully remember the field operations department has four pretty diverse divisions uh facilities of landfill solid waste and Fleet so we have an internal Focus as well as an external focus our operating budget is made up of um many different funds uh through solid waste landfill Enterprise fund the fleet chargeback fund as well as the general fund representing about $50 million annually I can address any uh performance measure you want to uh but I just want to focus on a couple here we are meeting um our measures but really when you look at that first one residential containers missed pickup uh we saw a substantial decrease last year um and really want to thank the solid waste group this is despite our huge increase in tonnage that we've seen over the past year which has been covid related bulk trash was up 40% curb Services what you what we pick up at the curb side to all our residential customers was up over 10% and during this time frame a lot of Staff worked seven days a week to make sure that bulk trash stayed on schedule and we were able to pick up people when we said we were going to the reason this metric is here is that each Miss costs approximately eight times more than when we pick up on a regular scheduled route so the more we drive this down towards zero the more we save the citizens so we're we're truly tracking this because this makes good fiscal sense for us uh this next group of metrics is associated with our Fleet and we have over the past year as council member tomacha brought up with the supply chain issue we've experienced part shortages shipping delays and yet we've been able to reduce the number of vehicles in our Fleet that are passed to for preventative maintenance and the more you do preventative maintenance on time the longer the life of the asset so that is really really good news um the last metric there our Fleet downtime rate less than 5% so we've been able to still meet all the needs of the operating division so if police needed 65 vehicles for patrol that day we had 65 vehicles um what really is missing on this page is is facilities and I I'll get to that here shortly um this is a list of accomplishments I asked staff tell tell me what you did this past year tell me what you did well and this is the list they came up with and it's a very humble group this is very short um and they missed a lot but the big thing really that's missing from here and and I'd be remiss if I didn't explain it was field operations ran logistics for the city and it was really facilities that did that for us about a year ago they found a way to make disinfectant because disinfectant was not available they found a way to move it from a 55 gallon drum to actual spray dispersal that you can see and then they took that process and they improved it and made it foolproof it's as simple as today is remember when you get that cup and you go to a soda fountain and you push against a dispenser it mixes carbonated water with a syrup that's the dispensing system they've got in place today to make make sure that our employees are safe both within facilities who mix the chemicals as well as our staff they did the same thing with hand sanitizer and then improved the process uh this this group has also responded to over 500 incidents across the city to sanitize and disinfect to make sure their fellow employees and the public were safe and we were helping prevent the spread they researched and procured things like face masks to make sure that the city resource were being spent prudently we weren't buying things that were fraud or would not protect people you know when you think of the facilities that have closed you might think that that has actually reduced the burden on facilities it did actually the opposite right now the Adult Center's closed and what that means to us in facilities is that there's not people there every day using it so our staff is going in there several times a week running the toilets the sinks to make sure that those flush valves and all the rubber in that stays um in good condition and will be able to open that facility as soon as possible the other thing we've done in facilities um as Miss kamacho said was the results driven Contracting we've implemented a new custodial vendor um there were some hiccups with that with the transition but essentially we're getting more service for less money with the exceptional landfill and you'll see that here shortly um but the last bullet there the implementation of facilities or Asset Management facilities that's really been an in-house um uh mandate this year they've worked hard on it um there's been training obstacles um but we have now implemented an asset management system and Charles has been a huge role in that developing what what it means and how we report on it so next year we'll be able to actually have good metrics to explain to the council what we're doing facilities and what we could improve upon um we implemented that January 11th and by the end of March we have 592 corrective work orders in the system with a 92% closure rate so just a just an awesome job within facilities but I look forward to U Better metrics going forward in facilities um with that here here's our list of supplemental requests uh this is the general fund the first one is a CIP project manager and you heard Mr Bessler speak earlier uh CIP project manager this is developing capacity such that we can plan and deliver the projects within the CIP that have been presented with INF field operations the CIP project manager acts as an owner's rep to make sure that what is built is built to the plans and specifications he coordinates with the trades to ensure that it's maintainable but it's more than that it's moving the people out of their existing space into the new space coordination with the using departments and most importantly making sure that the building is designed for its use the last thing we want to do is break a good process or not be able to serve the citizens appropriately and that's what this person does for us um and and what you'll you'll notice too Mr Bessler presented parts of it I've got another part and it's the same when I get to the other one we were very collaborative this year we talked amongst ourselves there was no silos and we tried to determine the best way and the best effort to come forward with these supplementals so this is a CIP project manager that would be be within field operations for our delivery of the CIP uh the second and third position are our trades um this one is an HVAC and the second one is a plumber these are the ongoing amounts uh with these positions and this uh represents our need to keep our critical Assets in good condition the next one is a Citywide key control program Charles was joking he should have brought his keychain with him which is a large ring probably weighs about 40 pounds this program over time gets us to an electronic system where we can control who goes in and who goes out and more importantly get rid of uh those keys that have been around for years and we we can't get into certain locations so it gives us much better control on those doors that are controlled today with an actual key so this is not access control it's but it is an electronic key system the next one is again building capacity this is reclassing a supervisor to an administrator uh within field operations and the general fund mainly facilities we do a lot of very specialized contracts and this upgrades that position to give them the additional technical requirements to be able to oversee some of those complex contracts and additional staff uh the final request on this page is ongoing vehicle onm for the CIP project managers last year uh public facilities Recreation special event reclass a position during the budget process this is the ongoing onm related to that position and one that field operations did during this fiscal year mayor good mayor uh Miss wenko just explain the different duties between your project manager and the project the CIP project manager and the one that is being requested by Mr Bessler's group mayor council members council member Clark um so straight off they are the same position they would have the same responsibilities uh but when you look at the amount of the CIP and Mr Bessler spoke of numbers uh in the millions of dollars we've gone from almost none to hundreds of millions of dollars a year we felt it was prudent that he get one and we get one the one in facilities act more is the owner's rep um to ensure that it's built same as if you're building a house or you're doing a construction project you want to make sure that it meets your needs the engineering project manager uh you know coordinates between the trades we coordinate internally within the city departments and the people that are going to maintain the building when it's complete they don't they work together collaboratively it's not a redundant type position it is very collaborative and we're building the capacity between the two departments to ensure that we can deliver uh thank you for that answer but it does sound redundant to me but what do I know but uh I'm not sure two project managers for the CIP are needed we're going from zero to two and we don't even know how well one will do and yet we're asking for two so I I'm just a little concerned about that thank you mayor mayor if I could just jump in on that a little bit uh one of the one of the things that are happening in the CIP starting uh this year is there's a huge Focus now on facilities you know we we've had and we're we're kind of in a catchup situation with facilities in a lot of different ways whether it's maintenance or if it's Capital we have a uh operations center that uh is over 20 million do we have so many things in the CIP addressing even uh Renovations and replacements of fire stations one of the things that we city council also approves is millions and millions of dollars every year in uh job order Contracting for facilities a lot of those projects are are heavy duty those are roof Replacements and things of that nature uh with in supplementing what engineering can do facilities currently has a CIP manager right Michelle uh he he has shown us how productive he is with reference to overseeing a lot of these projects like i' I've been up on the roof at gripstick with him walking it with the contractor we have a a roofing contractor that has a multi-million dollar contract with us that's doing many of our roofs catching up on things that we haven't done over the years this is going to work in concert with that uh especially uh simple things uh like the sign building where we had a engineering project manager working uh trying to uh manage more than one project there's a lot of things that are happening in the near future even City Court Rehab that's awfully important uh and Michelle talks about the collaboration that's true but the uh I think the most important part of how the facilities um CIP manager is working they're working in con ERT with facility maintenance to have a much better handoff with reference to rehabbing a building and leaving it in and and having the input with reference to even things as simple as equipment installation let's say it's an HVAC system where a facilities uh focused person is going to be looking at how the filters are replaced in the HVAC Unit H how how do you access them where sometimes uh an architect or an engineer is trying to put the facade on and before you know it there's no easy way to get to that filtration system so as as Michelle said it's it's more of a collaboration but certainly from a workload point of view I think that easily we have we'll we'll end up with three CIP U managers uh with probably a workload that is going to go up five and 10 fold over the years and it isn't going to go away especially with reference to all of the CIP facilities work that we see in the next 5 Years thank you mayor thank you we're uh we're going to go ahead and do you and then council member tomich and then if anyone else has questions let Michelle finish and then we're going to go to lunch lunch is here ready to go thank you mayor um yeah I disagree that we don't need to I I would advocate for more you don't have to right now if you don't want to but share the complexity of construction ruction projects to the size of projects we have and these I don't mean guys as in as gender but these guys eat and sleep these projects they live them day and night and I have experience in that and I can tell you right now that you absolutely are going to need two project managers um so I am very supportive of it uh these projects they're so complex if you miss a step that can cost us tons of money but if a step is missed in the construction process that could mean catastro catastrophic failure to a facility that we House people in and so very very complex work and I'm very supportive of of of your FTE for another project manager absolutely but a very very complex work thank you mayor thank you mayor uh so would this work would the would a a project manager also work I know um for example um a of a facility that's a PS prsd facility um and this some of sometimes these things happen but would they over I know I think they're still doing it the they scope the work they monitor the work and sometimes a step is missed that ends up costing money to take care of on the back end would this prevent that kind of thing where you're collaborating with the per I mean I understand using the person who's going to be responsible for the facility but they probably don't have the expertise to make sure that all the eyes are dotted and the t's are crossed on the project mayor council members council member Tom off you're exactly correct that's the need for these positions is is to ensure all that coordination is happening ensure none of that misses um and making sure that we get the top quality product that we pay for perfect I think it's I think it's needed thank you so moving on to uh the V vehicle replacement fund for these positions uh I talked about the plumber and the HVAC position on the on the prior slide uh these are the vehicles needed for this this is onetime money that would be in the vehicle replacement fund for it uh and then the two for the CIP project managers as Mr fredline said we we have one in now we're adding two more this gives us two project manager vehicles for three positions and we that's deliberate we're looking at sharing those vehicles that represents just a regular pickup truck uh the trades worker HVAC is a little bit more that's a service body truck and then the Plummer is again just a little bit bigger truck a service body uh with a lift gate on it um for the heavy equipment that they do carry around uh this slide represents uh the Glendale Regional Public Safety Training Facility um there is two requests here one is ongoing for contractual services that are critical Building Systems such as our elevator maintenance and our fire protection system uh the ongoing uh maintenance of that and then the monitoring Services the second request is a one-time for the video uh video and audio replacement um for the gate so when somebody pulls up to the gate the guard can interface with them find out who they are and access that remotely this next page is our landfill fund and so while it's labeled landfill it is the fund so this also represents the material recovery facility and our recycling program uh the first one Attorney Services is a one-time request um and to support uh litigation services within the landfill fund uh the next one is an increase in funding this is our third party temporary workers as you may remember our material recovery facility the operating model there is is to hire temporary workers from an agency um we have seen um ongoing minimum wage increases and this is needed to fund that contract to ensure that we have quality work workers and again this this goes across the three funds so there is some of that or the three divisions there is part of that in the landfill as well the next one's an increase in overtime budget um last year you well we picked up additional tonage in solid waste we also saw a tremendous increase in the number of residents that came to the landfill um and part of that uh we are serving now through overtime and we we need that it's it's funded by the increase in the tonnage and we also needed as we transition into the north cell thank uh I'm glad you brought that up and I think a lot of the increases was the fact that people were stuck at home and so they were doing home projects are you now seeing a decrease increase starting to happen because now people are starting to go back to work and starting to go back to school mayor and council members uh we we are seeing it uh level off in some services and decrease slightly to our prepandemic level and others uh the landfill is still seeing an increase um bulk trash is still seeing an increase and curb service has almost gone back to normal the pre pandemic level so so the increases could be attributed to possibly just an increase in our overall population and um mayor uh it it could be uh we are still seeing though people doing home remodel projects Landscaping projects it not it's not near as bad as it was a year ago but there is still what we think is a pandemic bump increase and we're still looking for it to reduce slightly we are watching we're part of a a valleywide group and other cities have already seen it reduce more we're we're we're not quite there yet and so we're we're anticipating still dropping somewhat for us FL fees still current or has that gone back to pre pandemic I'm I'm sorry Mar flat fees the the the onetime fee that everybody was paying is that the same mayor uh we are still charging the flat fee um and we are looking forward to coming to council to discuss that later this fiscal year the next uh request we have is for an increased budget for credit card fees uh when the pandemic started we stopped accepting cash at the scale house and we have now been talking to Residents and asking well residents are free but talking to people and seeing should we accept cash and none of them want to accept cash everybody's going to a credit card type system uh so it's it's actually our credit card processing fees we just need that additional appropriation to pay those fees um the next request is uh contract labor funding this is different than the the one above it this is actually a contract position so this would be a semiskilled position uh to do things like Tire disassembling spotting and signage um and it's also due to our increased number of people we are seeing and again we want to do this through a contract to determine is it a long-term position we need or is it something that might go away in several months or years and the final one while custodial Services went down most locations Citywide uh the the landfill and the material recovery facility are going up almost 20,000 a year um and we did find out that it is is you know it's a real Market they've they haven't changed the service level uh the prior contract so it's the one location where the custodial Services went up with it the next slide covers um our Solid Waste fund uh the first request is uh landfill charges and this is what we believe to be our Baseline increase we tried to back out what uh the increased landfill charges were associated with the pandemic and get us back to what we were we were running over before and if we bring it back to the Baseline level about $85,000 requested the next request is for TR truck washing services um we found that debris May hide mechanical issues so we we did a small pilot on it this year and the 51,00 is really a net because there's uh also a savings in overtime from having the equipment operator wash his truck to having a service to it um so this is actually going to be an efficiency there's just a need to add that money in that line item the next one um shop charges for solid waste this is due an increase in parts and contractual Services uh we did see a huge um increase in parts cost at the beginning of the pandemic um this goes goes to supply chain issues uh parts of parts and shipping and just the availability over the past couple weeks has has hit us again um so this is shop charges for the solid waste Fleet overall the next uh request is for an FTE and this is for a street sweeper position um the the good news here is uh we have been able to procure a street sweeper through grant funding and what this supplemental does is it takes our residential street sweeping program from six times per year to 12 times per year so once a month in residential neighborhoods to follow bulk trash so that neighborhoods are cleaned up right after the monthly bulk trash it does include the position and related landfill tonnage maintenance and fuel associated with it and I said the the sweeper the one time is Grant funded the next uh position is an equipment operator for curb service this is a growth related position over the past couple years we've seen 800 homes added and there's projected another 2500 and most of those are already in construction um so this is to add an additional truck person and all the related expenses associated with that growth the final one on this page is Mr ebersol with Transportation discussed earlier with the legal dumping mitigation team it's not a one Department issue it's a Citywide issue we really got together and collaborated and this is for the contract temporary funding for the position associated with it and it will be a team effort to make sure that we're addressing this appropriately the the final slide um so the first here in within Fleet Services this is a total vehicle replacement uh program within our vehicle replacement fund what we do currently is we have a fund for vehicle replacement if any of those vehicles are involved in an accident and total we we actually set money aside at the beginning of the year and then we wait for the insurance reimbursement but we don't have the appropriation to pay to replace that vehicle so what this does for us it sets up a program that when a vehicle is total we can then go ahead and order that vehicle immediately and then work with the insurance company on getting reimbursement so it doesn't add to it it just adds appropriation and allows us to replace the vehicle sooner than waiting for the insurance reimbursement the next next one is professional and contractual as I said within Solid Waste we're seeing the the parts increase in the cost um and shipping going up on parts parts availability being more um difficult for us to get and this is the corresponding increase allowing our Fleet division to actually procure those services and the parts uh the next next one is software maintenance on all our vehicles today they're much more computerized than they have been in the past this gives us the software to allow the technicians instant access to all those programs such that they can fix a vehicle much quicker so it's essentially online diagnostic tools um the GPS uh program we're requesting $30,000 um to put GPS tracking systems on all new vehicles as they come into the city with with the exception of of Public Safety we've had this in solid waste now for a while um we've seen other departments come over and view it and request it this really speaks to a lot of our our metrics and helps us track where a vehicle is how long is it sitting idling and you can we reduce the fleet so every unit we put on we we do get a payback for uh the next three are really you know it's new new tires Tire capping and vehicle supplies it's all associated with again the increase in parts cost Tire costs Tire capping costs and our our parts cost through the the parts operation um just over time all the contracts are going up slightly and this is a corresponding increase and mayor council with that uh be happy to answer any questions you might have thank you mayor just a comment um I noticed in one of your slides uh street sweeping and talk about something that really makes residents happy that's send a street sweeper out to their neighborhood and and get that done and so I'm glad to see that because talk about quality of life and it just excites everybody we we get phone calls in the office when uh street sweeper goes out so uh thank you for adding that very supportive of the FTE for that thank you mayor um You probably hopefully you see had a chance to look look through this uh Little P packet that I passed out prior to the meeting uh starting um and I'm I'm probably most of you are aware there was a monopole switched out uh at fire station 156 at 69th Avenue in Dear Valley Road and I know there's been a lot of discussion with the city manager's office with Mr St John with Don Bessler um the residents if you've seen the pictures that you can see why the residents are not happy about it um I mean this is literally planted in their backyard um no notification no anything our design guidelines say two things um which you have a copy of under C it says the tower should be located on a site in a manner which helps to minimize views from existing and future residences and nearby streets and then the next thing below that says trees with tall canopy Heights and other Landscaping should be used to help screen towers and related facilities from surrounding views so what I'm asking asking for there are as you can see no trees with tall canopies in and around this monopole that people I I've been inside a couple of these homes you can see this from inside some of these people's homes um I'm asking for this this generates Revenue I'm told 34,000 and I think it's going up uh generates Revenue to the city and I'm asking because it's under facilities I believe this is the appropriate place to ask for it is an allocation to do should have been done in my mind and in the resident's mind is plant some trees with tall canopies around it so it doesn't stick out like a sore thumb there there are no there I mean that's that's what it looks like to the people who live around it so I'm thinking I know trees with tall canopies are expensive but um I think as the city we we should be the best neighbors these people have um and and I know that the the we we we working on better policy and better Communications with the residents but one of the pictures in here shows that there was I didn't realize that it was being moved to the back of the fire station I knew it was being replaced but I didn't know and the somebody came home from work one day and that's what they saw um I I can say I wouldn't be happy with that if it was my home I'd be very upset that that if that was my home so I I don't feel like it's an unreasonable request to ask for an allocation of funding of maybe two years Revenue $70,000 somewhere in that neighborhood to park in the budget so that we can at least try to mitigate the views that these what these people see when they're inside their home and in their backyard thank you I'm not sure if this is exactly the right place to do it although uh I think we can address your concern I I just don't know if this is the right Department to do that in Mr Phelps um why don't we I'll huddle up with um during lunch break and we can come back and maybe provide you kind of next steps that we could U to work that's what the council wants to do thank you mayor I just wanted it has to be in the budget somewhere so um that's what I'm asking for is that I mean I don't think any of us would want this in our backyard I don't think anybody's disagreeing with you I just don't know if this is the right Department all right we we'll try to figure all right thank you any other questions okay with that we're going to recess for lunch but keep looking just keep looking for it okay we're back city clerk's office all right good afternoon mayor and counsel um the the city clerk's office has seven full-time employees our total operating budget is a little over a million dollars and I'm going to make this brief and go right to our accomplishments um I think one of our uh main accomplishments for this year was that we were able to maintain our level of service during the pandemic and keep our employees safe during that time we also um coordinated two City elections one was candidates and then one was the proposition election and then we also implemented the first phase of the econtract project so that instead of manually taking uh physical copies of contracts around for Signature we now do it electronically and it's it's really speeded up the process uh we have no supplemental requests uh we have a status quo budget um so if you have any questions I'd be happy to answer them that was great that was way too fast let's just do it all over again questions questions I uh I think you're doing an awesome job thank you thank you okay human resources just set the new standard on time it was already done okay uh well good afternoon mayor and councel and I'm here to present uh the budget for the human resources department um as you can see we've of course we have our five divisions nothing's changed there we do have 23 uh employees um as far as our our budget is concerned the bulk of our budget here um is made up of our uh our self-insured funds our risk management trust fund our workers comp trust fund and our benefits fund and again we're we're self-insured in all of those um as far as our performance measures are concerned um I'll go through a few of these here with you we do um have performance Mar area uh measures in the area of our strengthening Workforce culture uh we do engage a couple different employee groups uh in this area we've got our inclusion Network our employee inclusion Network um our Hispanic our glendell Hispanic Network and our uh glendell Employee Engagement committee so we do engage employees from across the organization uh to ensure that we have an inclusive um and a safe work environment for our employees um so you can see some of the things that uh we've done there we've we've been Limited in what we could do in Live Events uh for this last fiscal year just due to the pandemic but we have been able to do some virtual uh events and we've been able to impact about 280 employ 80 employees through that um this next slide will just show you our demographics uh over the last couple of years the first two bullets uh show you uh percentage wise our demographics in hiring for fiscal years 1819 and 1920 and then uh you can see the next two bullets show uh the ratio of our employees based on our community makeup uh and then that last bullet point gives you the latest information we have from fiscal year 19 and20 um we're we're right in there there's always things that we can do to improve and certainly we'll be working uh towards that through our recruitment process as well as our um development process okay in the area of uh of um our benefits uh we have a ongoing goal to stay below the medical Trend in terms of increases in our health care costs and we've been successful in doing that and uh the medical trend is around 7.2% for next fiscal year and we're going to be coming in below that uh for what we're asking so uh we've been doing a pretty good job there um and I know our wellness program has made a big impact organizationally we do have a benefits and wellness committee so we are working with our employees to find new ways um to incentivize our employees uh in the area of wellness and certainly it pays off thank you mayor um around what is the actual or if you have it the increase cost to the employer average I mean I know it's it varies but the percentage of increase uh that the employees are paying uh mayor and council member tomacha thank you yes um we're looking at uh again like we said the medical Trend was around 7.2% on average across all plans we're looking at just over 5% increase so but if you break those out by tiers we we looked at utilization from each plan and our highest utilized plan the increase to that is our EPO plan and it's going to be 6% for the new fiscal year our uh po plan which is the next highest in claims and utilization is going to be about 4% and then our high deductible plan will increase by about 2% okay so those are the percentages yes okay and as far as as our compensation programs again we um we monitor that on a regular basis uh every two years we do a full-blown Market study uh we're not going to be doing one uh we didn't do one this year but we will be doing one next year but we do work to maintain competitive pay ranges um and and we're doing that we're successful in doing that currently as far as accomplishments is that where we are yes okay uh so a lot of our time as you can imagine in human resources and risk was was spent um in managing through uh the pandemic and we were successful in doing that um we did have about half of our department coming back and forth working from home or or you know we staggered uh them between telecommuting and working in the office so that we had fewer people in our office um just to make sure that we stayed safe uh but through through the pandemic and and we continue to do this but uh we implemented and administered our Public Health Emergency leave for all glendell employees and basically um you know as as employees become um exposed um we did offer and and legally you know we did this through legislation but uh we did offer the 80 hours of Public Health Emergency leave for them so we did manage that uh we managed the Emergency Family Medical Leave Act which was something new based on the pandemic and that uh gave employees if if they uh had a you know family member who was severely impacted by Co and needed to be uh off of work for that then that this Leave Act covered them also it covered them if they had uh children that were impacted couldn't go to school didn't didn't have a daycare to go to uh they were eligible for this so we did manage through that uh we worked with it and all of our departments in trans transitioning over 300 employees to a telor status um and then also we assisted with uh as Rick St John said earlier we assisted with Emergency Operations and securing and providing the vaccine to our employees so we we managed through those things while continuing to do the day today things that we needed to do in HR and risk uh to service the organization appropriately and then also as you recall I came to you in a workshop earlier in the year to um and we've implemented the success factors uh that we discussed and so those are going going well so we were able to get that accomplished as well here thank you uh that was my question and I'm going to kind of ask you to focus on that for a minute with it looks like a lot of the Department's time was consumed with covid related activities obviously something had to Fall by the wayside to allow for the consumption of so much time on covid related um activities what perhaps did you not attend to this year that you plan on resuming in the coming fiscal year U mayor council member Clark uh thank you for that as we implement Ed the success factors one of the things that goes alongside with that is um increased amount of training and development for our employees uh with covid and with the preoccupation of that we weren't able to get as far along with that as we would have liked but we are certainly ramping up and we're ready to to tackle that in this in this new fiscal year okay now we'll move to the supplemental request s um along those lines uh one of the areas uh that we really need to focus on organizationally was bringing back our tuition reimbursement program um and getting back to something I think council member Adama alluded to earlier in terms of developing our employees allowing them you know career path development those types of things um tuition reimbursement would be a big part of that so we're asking for the 150,000 to uh reinstitute tuition reimbursement for our employees um we also um and uh let me stick with the training and development so I'll go down to the bottom to the 20,000 for training and development with success factors um we've identified by position what those what success factors are for each position within the organization so to be very successful in this position Beyond just the technical skill sets there are those um softer sets that folks need to to be competent in in order to be successful so the training and development dollars that we're asking for will help us uh to to implement curriculum and other training opportunities um to enhance career path growth for our employees uh but through the success factor program that we've we've uh we've already presented to you um now going back to the second thing there is the Citywide incentive program uh the city manager already uh brought this forward to you at the very beginning of the workshop and and also we did touch on this in the workshop that we had when we when we discussed success factors but um the Senate program is based on Innovation uh as well as excellence in service and so the the way this would function would be um in December of each year we would recognize those employees who um had outstanding uh service that's been recognized through a nomination program uh and then also those who have uh come up with innovative ideas that have saved the city time money brought efficiencies and enhanced service in some way so that uh we we be working with a group of of employees uh committee uh that will review um applications that come in for that or or folks that have been nominated for that um that'll go through a secondary committee and and by the end of the Fall early winter we'll be awarding um those folks who who've been successful and nominated for that mayor thank you mayor um so um I know you and I have discussed this previously and I I went I referred back to uh the The Memo from the city manager the the outlining the budget and it's showing a proposed 1% Cola and a performance pay of 1 and a half% available to employees so for the very highest performing employees of the city two and a half percent and I've said before I don't think that the have and organization should be I think the amount of of increase you should be able to get should be equal obviously the pay scales are are widely different but that that the playing field should be level we've got some you know very very well you just said the are the medical premium increases are are two and a half% doesn't even keep up with the increasing cost of medical for our employees so even if they get the two and a half percent raise if their medical goes up 5% they're they're still going to be making less money than than they were last year so unless that this uh this proposal is basically giving them a raise to get them to where they would be able to obtain a 4% increase is that how this is is this proposal going to work or is it just basically you know I'm not exactly sure how specifically the this is going to be rewarding employees is it just going to give them a check for 250 bucks or how do you envision this working mayor council member Tom Chan you're referring to the to the um incentive program correct th this will recognize those that have that have gone over and above what we would consider day-to-day um duties and responsibilities of their job um and and this these are things that they have done that that uh you know again um you know we may not have expected them to do in terms of of uh a service that they provided or even like like uh we had said earlier Innovation uh if they came up with a new uh process for getting something done and it saved the city money or or it's you know improved efficiencies there uh then you know we haven't settled on how much that's going to be but with $100,000 I would think you know we we would be looking at anything from $1,500 upwards uh in terms of what we could do for those folks that are really demonstrating that they've gone above and beyond in terms of their performance I understand how you're envisioning it working I guess my question is is would this program make a 4% increase achievable for an an employee mayor council member tomacha um it's possible it depends on what the the employees current salary was I mean you know and you'd have to combine the two and a half% if they got that uh with whatever bonus amount they may have gotten uh from from the uh the incentive program it's possible okay so this I'm just I'm just trying to understand so this would be basically like cutting a check this wouldn't be like an increase uh where we normally a merit increase you you have the the benefit of accumulation which also basically helps the employee cover ongoing increase in medical costs the accumulation of salary increases helps them keep up with other costs so but this is this is completely different this has nothing to do with the the proposed increase is two and a half% and that's that's it then mayor council member tomacha this would be a onetime sort of a bonus is how we would look at that for their performance so it wouldn't go to the basee um and if I could make one clarification on on premium so if there's let's say a a 6% increase in premium um I don't have the dollars in front of me but that that may be somewhere around you know 35 to $50 somewhere in that ballpark in terms of uh of what that might be so it it doesn't equate with a A 2 and a half% increase to a salary of say $60,000 so there is there's a bit of a difference there but it it does impact as as you've said so if I could continue the but you said the emplo I asked for the employee that would the is the total premium increase let's say 6% is that 3% on on on the city side and 3% on the employees side because I was looking for what the employees increases our are getting I just want to make sure that we're on the same page there mayor and council member Tom that's on both sides so that's the city and the employe both so that's my concern and I I was quite clear I felt I feel like the amount of achievable increase should be achievable by any High perform the highest performing not every employee but those that are highly performing because I can tell you I've talked to some other cities their increases are going to be more and there's a cost to us for recruiting people that leave and I I want to go back to the turnover slide um I think this is all related in my mind that the turnover let me find it it's a few slides back um it costs us money to lose people who feel like they're not being fairly compensated and you know or that they're underappreciated so I really would like to consider figuring out a way to um I mean I don't don't even think 4% for the very very highest performing employees is too much to ask it should be achievable if it's achievable for one person it should be achievable for all that's how I feel about it thank you if I could mayor I just wanted to go back through the turnover the turnover in 2019 was 88.6% 2020 13.7% estimated uh 10.6% turnover so I mean I believe that some of this is related to our our compensation increases are below our neighboring City cities so thank you help yes I think Jim actually did clarify that we've actually with our medical premium um done a really good job in fact we're going to have some programs when you if you've been vaccinated and with the wellness credit and with the vaccination credit uh actually we uh some people will actually see a slight decrease in in their premium share uh for the employee so we just want to make sure that uh that they the increas is on the overall amount on that um the other thing we've tried to do I know every I I do talk to other city managers and um in terms of what they're doing and it is kind of all over the board for the coming year but what just as a reminder uh the council kind of got committed to doing a market study every two years most cities that I city managers that I converse with uh don't have that kind of Med uh built into their their deal so sometimes they fall a little bit further behind which means the catchup has to be a little bit more so we do um so we had examples in our last um uh our last rate study where a number of employees received far more than a 4% increase because we're readjusting the base so our goal has been to try to you know not to have gigantic spikes so you can kind of plan it out more in the future and uh and so again as Jim said we'll start conducting in the next budget year another Market study which will also be U being factored into the increases um actually perk's next then your next um Mr Brown doesn't that turnover rate include the those people who retired or left the system for that reason mayor council member Clark it does it it includes all reasons why and it's only and that turnover rate is only incorporating uh the non-represented employees as well okay so so it it isn't just that people have jump Shi and went to another city it's it's we have a fairly we're beginning to get a younger Workforce but we have a lot lot of people who have been around for a long time too and who retire and so I think that has to be taken into consideration as well uh I wanted to get back to your training and development slide which is still up 20 uh with an Aline item of $20,000 exactly what kind of training and development are you doing for 20,000 because that doesn't seem very much to effectively train a lot of employees in the organization mayor and council member Clark um typically for purchasing curriculum or bringing an outside training it wouldn't be um but this 20,000 would be added to the existing funding that we have in there and ultimately we would be developing our own curriculum um I've tasked our uh organizational development manager with uh recruiting trainers strong supervisors within the organization that we can train to teach um they've got experience they know the glendell processes and getting working with them to help teach maybe you know two to four times a year in supervisory training courses so really uh using the resources that we have already within the city um pulling in folks that are interested in in being part of our training team and we would almost have a what we would call maybe a glendell faculty um and we would uh put the curriculum together around the success factors having folks that are strong in the area of customer service teaching those excellence and service programs um strong supervisors teaching other supervisors how they do it and how it's done the glendel way so that's what that those dollars are going to be incorporated uh to to do for us very good uh it's a good answer I have just one comment uh on the Citywide incentive program uh you know if I invent a new widget that Glendale uses and it saves the City $220,000 a year that's $20,000 a year for infinity or as long as that widget is used I personally would like to see us reimburse that or or award that employee the cost of the first year savings it could be a lot of money or it could be a little bit of money but but that's a real incentive to get people to innovate create or come up with a new way of doing something is if they realize that a cost saving to the city they should realize that as part of their paycheck for the first year thank you all right um the other piece in here one second yes sir thank you um I just wanted to make a comment again regarding the Citywide incentive program uh along with some of the comments that have been made I I I'm excited to see this program uh coming forth I think it's going to be a great opportunity I always been uh a promoter of this type of a program in any organization because I think it provides an opportunity for an employee to really look around and see what they can do to make things better in their department and make some suggestions and if those suggestions become Pro fruition to have some sort of reward for having thought outside the box so I'm very supportive of of a Citywide incentive program and I do hope it can grow in the future uh and I think as employees recognize that if we can come up with programs and ideas that are going to save money that are going to make us better as a city that that they should be rewarded and they will be rewarded so uh kudos for having brought forward this program thank you mayor um Mr Brown so just for just so I'm clear the cost of living adjustment that is being you're proposing be in the budget is 1% cost of living U mayor council member Turner that's correct and then the the pay for performance or the um the uh I forget the word we use for it but the Merit pay the Merit pay side of it is at a a percent and a half is that what you said correct so the max raise under normal circumstances that a high- performing employee would have available to them is 2 and a half per. that's correct yeah I'm I think I share the concerns of council member tomacha that we may not be able to stay competitive at that um and we've you know we put a lot of effort into you know tightening our belts and reaching our our fund reserve and and and all of that we've done it we're experiencing some great success at this time in um in development that brings Revenue to our city and I just I just feel like we're not perhaps showing enough love to our employees I I think we should think a little more seriously about I'm not sure that do you have a study that shows that 1% is the right number for a cola for instance and uh it it's it's a it's a approximately there yes um it's I think 1.3% somewhere in there is what is what we're seeing well then and I don't know if we've hit Cola in previous years either I you know so if it's 1.3 then we should do 1.3 or 1.5 in Cola we shouldn't cut the cola increase short of what the inflation and cost of living is for our employees and then feel like we're also giving giving them the opportunity for a percent and a half Merit because they aren't really getting that they're just you know so we should I think we should drill down on this number on both sides of this and as to make sure that our cost of living adjustment is truly objectively reflective out of fairness and that if you know if if a percent and a half is all we think we can do in Merit pay then you know I I I happen to think we might be able to do better better it doesn't mean every EMP employee will get 2% you know or or whatever number we choose but if we're trying to inspire and reward employees I think it might take a little bit more than that thank you Mr Brown uh if if you took all of our comparative cities where are we in the Spectrum as far as pay mayor and council members we're uh it depends on the position uh we don't NE necessarily do it collectively but it does depend on the position but we make uh we make certain and we just did this in our last comp and class study that we're um we're plus or minus right at the midpoint right at the 50th percentile so we're right in the middle some positions are a little bit higher and uh but but for the most part in general we're we're in the middle with our non-represented um pay ranges mayor um the most Val valuable asset we have as an organization as our employees we don't have anything more valuable of employees and a 1% Colo when Social Security Administration announced 1.3% we're not even keeping up we're not even keeping up with what Social Security Administration says is a what the cost of living adjustment most minimum basic cost of living adjustment that we should be giving to our employees and this I mean I I know you know the cost of food has gone up the cost of gas has gone up the cost of everything has gone up uh the we talked earlier about the supply chain the cost of goods and services is going to continue to increase and it's unnecessary strain on our employees and I I I and I feel strongly that not one person in the organization should make should be able to attain achieve a higher amount of an increase than anyone else um based on on you know the structure of the organization the playing field I believe should be level and and I feel really strongly about this I um it there's probably so few people who would be able to actually get a 4% increase I mean you would have to be knocking out of the park every single day in my mind to be able to actually achieve that but we have employees here that do that so and I think they should be rewarded um so like I said I mean we're not even keeping up with what Social Security says is the a cola should be so I I would ask that we at least you know sharpen the pencil and see if we can do better for our employees thank you Mr Hugh thank you mayor Jim while we talking about all this I don't have a complete understanding um what exactly are all the benefits that our employees en enjoy right now I mean from vacation time off sick sick what are all the the benefits sure it's it's a big list uh mayor council or vice mayor it's a it's a big list um certainly we've got we we offer medical benefits um dental vision life uh we offer uh an obviously through the asrs uh it's approximately 12% that the city matches on that um we also have a cap of 400 hours for vacation leave um they can also earn sick leave we we don't cap sick leave those two things are uh if an if an employee leaves the organization then those are converted to cash as a payout um so those those are some of the we also for those who who need to use a phone we do offer phone allowance so there there there are several things that we offer for out there well how many sick days a year can can they acquire I believe it's 114 hours so that calculates to however many days okay does vacation time the longer they're employed do they get added vacation time mayor and vice mayor yes um they do and I don't have the the chart in front of me but yes I think after a 10-year period Then you can earn the max in vacation time what is the max uh on an annual base I I don't have that number in front of me but I I believe it's around uh three weeks somewhere in there okay that would be good to know to get you know all the advantages of being a a city employee I like maybe you can get a list and send it out to all the council members sure thank you mayor yeah uh one one thing that was brought up I was sitting there thinking about it was being compared to 1% uh is less than or is equal to the same cost of the insurance being raised but insurance isn't based upon the salary it's based upon the cost of the insurance premium so 1% of the insurance premium is far less than a lot of times if somebody has a salary of 65 or 75 or $85,000 so you know we got to compare percentages evenly I I I just wanted to point that out um you know I I've I've owned multiple businesses for years my wife uh just ended a 32ye career with the company she was with and after 32 years uh she ended with still getting two weeks paid vacation uh half the holidays that the city pays our employees my wife had to go to work on so I don't think we're being unfair is there a way to make it better yeah I think there's always a way to make it better and I think that's what the incentive is designed to try to do but if we're in that in the middle somewhere of competing cities I don't know if somebody's going to quit us over $50 a month and if they do were they happy here to begin with I mean honestly it's a lot of times people will stay working as my wife did stay working for the same company because she just loved where she worked she loved the people she was with it was a family so uh you know I just caution everybody that we don't we don't get into a situ ation where we're giv so many pay raises that in the downturn uh and I believe that we will have one soon I just that's my that's my gut feeling that're all of a sudden we're not laying people off because we can't afford it that's that's my biggest concern go ahead thank you mayor um so kind of a similar story but I've worked for uh public sector all my life this is my 31st year in public sector it's it's all I know public sector and it is really frustrating as my time growing through the public sector when I'm outperforming my uh co-workers but yet year after year after year after a year we get the same equal pay rates and the elite employees are getting the same so we never get an incentive so it's really really frustrating I've served on a school board where I had to support our support staff just like I'm doing here uh and it is absolutely appropriate for there being an incentive much greater than just some can attain because that's how you make better employees in an organization but I'm I'm product of of outperforming some and there's others who outperform me but it is absolutely appropriate it really is and I I do want to comment on the organization here this is a absolute great place to work we are a great employer um one of the greatest things I look for in my employer is stability of the organization this city of Glendale has four strong legs on it and that's because of the leadership in this room right here and I want to make sure that I can pay my note I want to be able to go borrow to pay for a vehicle and have a job the next morning to pay that note and that is extremely important and you can quantify that Jim you can um I think uh rate salary increases for employees are absolutely important absolutely important but the but the but the structure of um or the stability of the organization is even greater because you can go back to your to your family and tell them I have a job for a long time but we do have great benefits as the vice mayor mentioned we have great uh vacation and we have great uh um Health U benefits so I think there's more than just a salary um but it is appropriate to have um salaries or um incentives that are greater than only a few can reach because that makes great employees thank you thank you mayor mayor thank you mayor um I just want to make sure that I'm being clear as to what I'm talking about 4% is not arbitrary and I did not pick the 4% 4% was put out there not by me but my point is is that it should be achievable for the highest performing employees that's all I'm saying is that it it and I I think it speaks to the organization is that our highest that the the playing field is for every single employee in the city that they can attain that and I didn't make that number up uh that number was brought up someplace else so that's not a number an arbitrary number that I picked but when those conversations were happening I was quite clear and that I thought that that should be achievable for our other high performing employees so this shouldn't be a surprise to anybody where I'm at on this thank you may uh Mr Brown when you said we were in the middle was that with regard to salaries or salaries Plus benefits mayor council member Clark um we're com we're competitive in both we're probably on the higher side when it comes to benefits uh with salaries again um I I don't want to blank it every single position in the organization is being in the middle we have some that are higher um it just depends on the position how difficult it is to feel to fill but in general our philosophy is we're looking uh to make sure we're at least at that midpoint of other uh organizations and and I think that's the point that has to be remembered as well is that each City designs their own benefit package and those are all over the place so it isn't just a matter of looking at the salary of the employee but also what kind of benefit package is offered by a particular uh governmental agency and I am comfortable that that we are where we need to be right now because I am concerned just like the mayor um I think inflation is going to go up I think tying it to the cola or inflation is the wrong thing to do right now because I think they're going to go through the roof over the next couple of years and we may be in a position where we cannot simply not afford to bch those things and setting a precedent or a policy that requires us to do so may portend worse things down the road um I am comfortable with what we're getting what we're giving to the employees this year I very much like the incentive program and we give tuition reimbursement you want to go higher in the organization you want to make more money you could go back to school and will pay at least a part of that cost of of return in you to school to be be even better educated than you are currently there are so many good things about Glendale in glendale's Employment Program um and I I just hate to mess with it right now I I'm bowing to staff their recommendations they know what we can afford they know what the trends are for the future and they are continually innovating and looking for new ways to recognize um outstanding employee performance thank you mayor thank you mayor um and I'm not advocating that we establish a new policy or we do anything precedent setting every year in this budget process we discuss what we feel is appropriate and available you know possible to do for our our um non-represented non-represented employees so I we do what we do this year doesn't mean we have to do the same or more or less next year the uh I think it is worth keeping in mind that if our Target is to be at the mid-range for non-represented employees among our peer cities here in the valley but at the same time for our represented employees we want to be in first second or third place why are we establishing that disparity we have the highest paid City Manager for our Pure cities and population here in the valley and yet we're not even offering a base raise that keeps our employees up with the cost of living and then the max raise that the high performing Merit raise earning employee can get is 2 and a half per. and if that's the case then I think what I hear council member tomacha saying is then that should be the max for any of our employees none of our employees should be able to get a bigger raise than our average or median or any other employee employee on a percentage basis now I'd be interested to see it's a number that we haven't seen that I'm aware of but for example where do our top 25 earning non-representative non-representative employees compared to the top 25 in other cities here in the valley I'm not saying we're paying higher we're I'm not saying we're paying lower I don't know are we paying higher at those ranges than other cities are and I know that there's a cost of there's a cost to the city when an employee leaves and we have to hire to fill their place so our turnover number um is certainly better than it was five years ago um when you know six years ago when some of us came on board but it's really not a number that we can make make a whole lot of comparison to if it's not distinguished between those who leave and are headed to retirement versus those that leave and are headed to other employment so I'd be interested in future studies if we could distinguish that number and uh as to you know what what's the true turnover um where we're losing skill trained employees elsewhere and then of course not every employee leaves because they want to and it shouldn't you know that's fair enough it's out should be but uh I hate to think that we're not that we're only giving lip service to our employees being our most valuable asset thank you beting this thing but I guess I will uh two years ago I think it was we had several employees that were way way behind scale and I know we gave some very Hefty raises to several people that was far far more than 6 7% is that correct mayor that's correct so with uh the logic that was just given a minute ago uh we wouldn't have been able to do that we would have had to maintain that nobody's over 4% that's the problem with it you you can't have one thing that fits everybody uh we have to adjust constantly year after year to what all the other cities are doing and that's just the nature of the Beast it just is go ahead thank you Mr Brown I think he's referring to Market adjustments and those are completely different than uh Merit and and cola increases aren't they and you bring somebody up to market then they're not then they're not even eligible that year for the for the if it puts them over they're not even eligible right mayor council member tomoff it depends on the amount of the adjustment but um what we're referring to yes is Market adjustments after the class andcome study correct right the whole purpose of the market adjustment is to try to get us back the employees back and for yeah the point I'm trying to make is not that we don't offer great benefits and that we don't offer a great work environment and that everything I'm not arguing any of that my point is very simple is that not one single person in the organization should be able to achieve a higher percent increase than anybody else that's it I'm not arguing about vacation or medical or any of that I'm just saying that and I believe that the cost it would end up saving us money I really believe it would end up saving us money in the long run because we'd be able to recruit better better or you know higher level employees it'd be more attractive to recruit people and we would be able to retain people I think it it in the in the long run I don't know if there's any kind of study that it would end up saving us money that's how I I believe because we don't have anything more valuable than the employee so it's not about whether or not we offer enough vacation and 400 hours bank and I agree with all of that I'm only talking about the amount of increase what's achievable for one should be achievable for all if you're non-represented that's my only point Thank you Mr philps uh mayor members of council again we appreciate the uh the input and the and the support for our staff uh that's um I know that means a lot to us just a a couple comments um one with regards to the Citywide incenting program again this was kind of born out of Prior comments during budget period with the council we started with a number knowing that the first year to implement the plan we were going to learn a lot of lessons um and so we it was really important for us to to to keep it scaled to where we thought we could implement it and uh and kind of learn the lessons but we see this as being U you know a number that will likely increase especially when we get a chance to kind of measure how successful the program managed and so this is really what in our mind is kind of almost like a pilot project to get going but that number can can certainly increase higher the city of ranchill Cordova just outside of Sacramento they they have worked their incentive and Innovation program up to where it actually represents 10% of the annual payroll every year year and so you know they grew into that amount and and were able to really put some good structure so you know again I know that um Jim and his team and our employees have been working on it are working really hard and uh so I would agree that the 100,000 probably doesn't move the ball um where we wanted to go but we didn't want to go out and have it be $2 million and and then really struggle with how we would um how we would implement it with regards to uh the turnover um again that's correct uh the two years preceding uh my arrival here we had one year of 20% turnover the next year of 19% turnover and that was uh was certainly something that uh during the interview process as I was going on boarding that a council really said we really need to to get that back down into single digits and so we I think we've done a good job of of doing that um the there's not an ideal number per se um from my experience an organization this size if you exclude uh retirements um or retirements for health issues 0% is not healthy it's not the right number uh because then you don't really get a chance to bring kind of new energy and new thoughts and and New Concepts to the deal so I I think that you know we'll come back with um where we think the number should be but really I think in the six to 9% range turnover when you include retirements and the other thing actually is is a good Target goal for us to try to achieve uh every year but again going back to the Citywide incentive program this really is in our mind is just a is a beginning placeholder and then we're really excited to work with the council and showed the results of the program so that when we're here next year during our budget time uh you know we can start um that number can be more reflective of the priorities for the council thank you and I'm sorry to beat the dead horse but this is my last comment I'm I'm wondering whether there would at least be a consensus of the council to have them bring us a number of what 4% would look like for the top I don't know maybe whatever 10% of employees I mean it's this is something that would be you know not achievable by every single employee and what what we might be talking about a very small dollar amount um but if we I would like to at least know like what would that look like uh as opposed to what's being proposed is two and a half that's a difference of one and a half% for maybe 10% of the employee population if nobody's willing to even look at that to see what that even looks like um then forget it but I just wanted to ask if anybody would at least be willing to look and see what what how much are we even talking about maybe maybe there's a compromise here that would work uh Mr bpon maybe you can help me out with this what what if we took the top 10% across across the city non-covered and instead of try to get them a 4% or an additional percent and a half what if we just gave him a $1,000 bonus that year I know that sounds pretty crazy but thousand bucks will get anybody's attention it did everybody he why it got in here mayor um I think you know we can certainly we have plenty of time within the budget process to to think about that and what the implications are at again the the the budget that's been presented is based on you know kind of maintaining fund balances and and how and you may decide there's a priority you want to kind of move off to the side and use those dollars to fund we could use existing fund balance to do it um that I I would c not say caution but one of the challenges is we we talk about nobody should make you know more than a set amount we obviously have um close to 800 employees that are represented by anou and um and so you know I I I I guess before trying to do it up here I need to think about the implication so it would may be are we taking the top 10% of those non representes what that would be um is that factoring in the 2 and a half% increase uh in those things but we can Circle back and and have some discussion that was exactly my thought non-covered employees and in uh even if they got the percent and the percent and a half the top 10% then an additional ,000 bonus the the the biggest challenge and this is what we've been trying to trying to focus on is we're trying to provide a structure where when we Define what the top 10% is that we that we have a a good model to use because if you're 10.1% and you're that one guy who or one person who just fell out of that 10 you know being eligible you know you may you know we got to make sure that you know who we determine is in that 10% you know is deserving of it and that's a real challenge I mean it's a because you get all types of individual perspectives and stuff so we again we can come back and prior in fact we could open up the next uh Workshop uh on Thursday morning we could spend a few minutes at the beginning just to have some more discussion on this thank you uh the other item up here that um I still need to cover it's it's the um legal fees for our psprs board um we do need to by legislation we have to have an outside attorney we can't use in-house attorney for that so that's what that $24,000 represents uh and we move to the supplementals for our riskmanagement trust fund um we're asking for an increase of 1.9 million uh for the trust fund itself and that's uh due to um the rise in things that we see out there now uh for example natural disasters uh catastrophic events uh property damage those types of things um are pushing the market higher and higher we've also seen uh increased uh lawsuits in the area of Public Safety those types of things so all of this um comes together to form sort of The Perfect Storm if you will for our risk management and and ensuring our property um uring for liability uh for lawsuits that type of thing so the market has hardened and and that's for risk management that's um all encompassed in the increases that we see here um and the the second item there is really it's a resource for us um organizationally to to utilize uh the employer Council membership it's $15,000 a year for that membership um but that provides us with um for example when when the laws uh were enhanced for covid um we could have used the council uh membership to go out and get just in time policies things that uh would cover the FFC which is the the the family's first Corona virus response act um we we would have ready too policies we would also have training for our for uh for our HR business partners so that they could then advise um departments and how to manage through it so that is just some of what the the employer Council membership gives us and and it also provides us um uh some protection uh in terms of some of liabilities with the training and the other things that they provided protects us from liability in the area of workers compensation um and again Mr Phelps alluded to this earlier uh but with the uh potential increase in costs from um presumptive cancer legislation uh there's also uh increase in PTSD and you can see down at the very bottom we're asking for additional dollars for that in terms of our Counseling Services Program but all of those things work together uh to increase our costs in the area of workers compensation um and again we've talked about the benefit fit Fitz trust fund increases the the 6% 4% 2% increases per plan so that's in here as well as the EAP traumatic event counseling services that we've seen um increase and that's due to the tiger act um that we're in compliance with now so that is the the budget presentation for risk and and HR and I'd be happy to answer any questions thank you mayor members of the council the next presentation is on the Innovation and Technology operating budget with that we'll turn over the presentation to Mr meria good afternoon mayor and council members my name is feros Mia I'm the new CIO joined last August and happy to be here and I think I'll take few minutes if you allow me to introduce myself and just to give you a little bit of an overview of uh what these eight months have been uh in terms of my observations uh first impression and where we are and then we'll get into the budget so I started my career um about U over 20 years ago with Oracle uh been in IT industry ever since uh in various Industries most recent work was with LA Metro uh focused on technology governance uh information security governance uh preparing them for 2028 uh Olympics uh as far as their uh security governance program is concerned and the last Focus area was around data governance overall both from the use of data in terms of becoming a datadriven organization and also from the perspective of security privacy U and other controls um in terms of uh uh academics uh completed my masters uh while I was in Pakistan in economics did my MBA here uh did my post-graduate studies in advanced project management uh at Stanford and uh professional certification in technology governance uh security risk and compliance and uh data privacy engineering so 8 months here now uh few observation uh started my uh Journey here at Glendale meeting with my peers just to kind of understand uh what their strategic objectives were um with the objective to support them uh as an IT leader and make sure that my team um and the technology that we have in the city uh enables them to perform and deliver uh their strategic objectives so we wanted to understand uh what their objectives were what we were doing from an IT perspective things that we can improve um things we should maintain and continue to do uh very positive response overall uh did the same thing with my team the first observation the team is phenomenal the amount of work that they are doing uh with the Manpower or resources uh available to them right now is exceptional and this is my unadulterated observation coming in from outside um looking at uh what LA Metro was doing a much larger organization and what we are able to do and deliver and you'll see this in the presentation and I'll point out uh some of those things to you um what we can do with this team like this we can do a lot uh if we right siize it uh sky is the limit and that's my observation so far with that we can move to the operational budget discussion oh pardon me okay so Information Technology organization 17.6 million in budget 35 FTE today our mission is to make sure that we enable the entire city to leverage technology to deliver Services uh to our citizens and our constituents uh make sure that we are operating in a mode of continuous Improvement uh technology changes process these changes and we want to be step ahead of those changes and make sure that we are pro active and not reactive uh from a budget perspective um we got about 4.6 million salaries um 832000 uh internal services and our operating budget is at 12.1 million next we're going to talk about some kpis so a perspective we have to keep in mind here is that these numbers that you see here are in the middle of Co every organization was stretched to the Limit and if you look at the trend we were able to not only meet but beat our slas across the board so whether uh tickets that were not reopen whether the SLA was met whether the customer satisfaction is concerned you look at all those kpis that that were met and exceeded and we continue to do that and we plan to maintain that going forward as well the important piece is if you look at industry data in terms of U how our support function Works how our slas are being handled and supported our Service Des today uh from a employee to Service Des ratio is 308 employees to one service desk resource uh a worst case scenario in the industry it's 200 to one so we are stretching the limits in terms of how we support the organization and now you compare and contrast the sla's attainment the kpis that we are delivering we're exceeding the limits of our capability and this is just one example and we we'll see other examples where uh you'll see the talent and skill of this team in terms of delivering innovative solutions so with that we come to accomplishments and this is a partial list but something that uh we feel as a team isimportant important that we highlight here so the first and foremost enabling the entire city Workforce to be mobile and work remote now this is one line item underneath that are several different initiatives and projects that we undertook uh you all experienced and use teams and zoom and then we continue to use that and it's become a new normal it required a lot of planning coordination and and technology and connectivity and this team here was able to produce that without creating any major disruption and you saw that in in our SLA numbers uh we enabled vdi capabilities enhanced our server capacity so people when they are remote connecting to our Network and environment and critical application they were able to do that in a seamless manner where there were cameras and and headphones were not available uh we talked about earlier about supply chain in this case the supply chain example was most pronounced everybody was ordering laptop we were ordering laptop as well and we were able to get those as efficiently as possible enable the workforce to work remotely without major disruption and finally uh when you talk about remote Workforce or any kind of Workforce cyber security is front and center today and it is a priority as as a nation for us and for everybody around the world so we enabled multifactor authentication to make sure that our critical Assets in terms of data and application is protected and all that was underneath that mobile Workforce or remote Workforce enablement the next we did and this was an innovation not in sense that broader Technology Innovation but innovation in the sense of us as an organization uh our previous cyber security program was an annual program that um we conducted the training once a year in this case we introduced a modular program to make sure that our employees are trained frequent and often and they are aware that cyber security is important and it is critical to all of us not just the folks in the technology area so we rolled that program out and it's been several months now and it is is successful and we see a high number of compliance uh with the program the next we did from an uh project and accomplishment perspective we rolled out smart uh go citizen portal early in January uh this allows uh our citizens and businesses to uh renew their licenses pay for their licenses without having to uh come in and do a paper based process um when you look at in in the world after covid uh this is much needed when you look at it from a city's perspective a younger population technology Savvy population this is a much needed capability that we should have in our environment and we do now moving to the next item which is uh paymentus and digital wallet this go hand inand with smart G we want to make sure that we are able to interact with our citizens and with our businesses the way they want to conduct business and and interact with us so digital wallet is another way of making sure that we are able to do that here we're able to not only accept credit card but we're able to accept Paypal Google pay Apple pay would have you and have the capability to address all these changing needs in terms of conducting a business transaction the next uh item is around cyber security and this is uh improving our infrastructure from the perspective of networks and what we have done here is uh there are layers of security U that is required to operate an environment that we conduct our business in and wide area network is the first piece of it and it's a foundational piece so what we have created we enhance the redundancy of that uh wide area network so both in case of plan down time unplanned time whether it's malicious or merely technical glitch we will be able to fail over and fail back and it creates resilience and redundancy and allow us to operate in a safe environment the next item that we um accomplished here was uh again continuing the theme of digital economy a digital City a tech forward city um we rolled out blue beam uh digital plan review now it's not fully enabled in a sense that it will be fully integrated once the smart go project is complete so you will see a seamless process uh but today we can receive a a plan digitally and review it and respond back to it um reduces the paper reduces the manual process significantly and it's going to further streamline as uh we roll forward with this uh smart G project GIS is critical to any city of any size today um and we have several different initiatives that um we are undertaking in terms of GIS and our use of GIS across the board um independently and with other applications and systems that we have in place here are a few examples and they fall under Innovation because uh this is something our team came up developed it showcased it to the leadership team here leveraged that um uh Concept in other areas so we can see the repeatability and reuse and the effectiveness of the solution we develop so this GIS dashboard was first developed for glendel PD to show them a on a 30-year rolling uh 30th 30-day rolling data to see where certain events were when how we responded what was the time to response how a squad car reached the destination what path they took all that detail seamlessly 21 million data points were represented on a chart in a e easy to use manner uh with our GIS dashboard we took the same concept applied it to sales tax so now you can look at the geography look at the businesses in that geography do your analysis around that uh we did the same thing with our library so you can see the repeat them so we created once and we reused it and it was a good Innovative idea in our environment all done in inhouse with our capable resources then another example of innovation so today if you search Market uh there is no application commercially available that will allow us to do what we do as far as our sales taxes concerned in terms of analyzing in terms of what we collected what was misapplied or or not uh recognize somehow uh where do we conduct audit how do we do enforcement and compliance this sales X application allows us to do that the data previously we were using was about 16% under 20% today with this application we will use 100% of the data we will be able to do the work that we were doing uh which taking us um about 2 to 3 hours now we'll be able to do that within minutes literally point and click moving the business user away from command line interface to point click that is the ease of use we are producing here and this is all internally developed this is the Innovation and not only for the city but even outside commercially not available the the last one um I want to talk about is origami risk management origami is a a a top tier product in the market Best in Class we implemented this product for our end to-end claims management uh for workers come and it will definitely introduce a lot of efficiency consistency D data reliability in our environment which is essential when you're dealing with claims so those are some of the accomplishments uh for this past year next we move on to uh supplemental request and every are so the first one is request for uh qsa uh qualified security assessor so city does uh credit card transaction in the range of about 6 million um plus or minus depending upon the year and therefore we are required by PCI DSS to follow a uh PCI compliance audit it and uh report uh the compliance uh file the compliance Report with the PCI DSS Council and uh so you need a qsa to come in and do that assessment and produce that report so that we stay compliant so we're recommending that we uh bring in a qsa to perform that uh activity on an annual basis and produce that report for us the next item is uh software maintenance so the number here um is related to U the software cost that has gone up we're adding few um additional licenses around software uh and these are mostly around U annual maintenance uh related items for the software the next one is conversion of desktop to laptops and this is again again in the spirit of making sure that U We Stand ready if there was another pandemic and we have to have Workforce mobile uh so we are moving away where possible from desktop to laptop this is uh this accounts for about 169 uh desktop that will be converted to laptops the next item in our supplemental request is cloud services so today we use cloud in various different forms um the use of cloud allows us to be more Nimble more flexible it allows elasticity in our environment so that we can address to the challenging needs and demands of technology and the way to do that is to not be in a reactive mode we want to use um this cloud services request to identify workload and use cases that are conducive for cloud test those out and then gracefully move them to the cloud so that we reduce our footprint in our data center for servers and other equipment that we are managing so that's cloud services the last item is uh subscription of uh Gartner advisory service Gartner is the number one um technology advisory and research fir in the world um they produce technology review analysis comparison uh customer uh feedback around various different Technologies it it is a important service to have as we evaluate different pieces of technology that we intend to introduce into our environment uh rather than us going and doing that in-depth analysis every time the service will allow us to leverage those resources uh use it to make our determination in terms of the most appropriate technology that we can use in our environment so that's what this services along with this what they also provide is some industry Benchmark in terms of how certain Technologies are being used how different um organizations are using technology where we fit in that scheme we can see that uh they also provide tools and templates of best practices that we can bring to bear and use in our environment so those are some of the services that will be part of this thank you mayor is is that an annual subscription for the G advisory Services it is an annual subscription yes okay and do they make um software recommendations and that type type of things too okay yeah all right thank you mayor follow-up question to council member tomov does Garder accept advertisements from any of the products that they rate um not to my knowledge no they don't okay thank you yeah next we're going to talk about uh the FTE request so the first one here is uh senior systems analyst today we have in our uh Team about six systems analysts we support about 142 different applications and these are the ones that I know about my team knows about we're no different than any other organization I'm sure there are some Shadow application that we have not uncovered yet uh we will eventually but that means that one resource supports about 24 applications right now so you can see we're stretching the limit in terms of capacity so what we requesting is introduce another systems analyst so that um the number will drop down to about 20 applications per analyst but it will allow us some capacity some redundancy uh and some room to efficiently support these applications as we are introducing more technology in our environment the next one is GIS administrator I talked earlier in terms of what we are doing with GIS what we can do with GIS there are ton of capability available literally you can create a digital twin of this city that will allow us to do various kind of analysis and planning uh as far as city is concerned so in order to achieve that goal and create a center of excellence uh leveraging GIS we need an administrator to organize and structure our work that we are doing around GIS and how we can leverage it U the last one is uh sorry the second last here is uh IT project manager so today we have three project manager two FTE one contracted if you look at industry data in terms of uh technology projects and how they should be allocated to different resources uh a good practice recommendation is one and a half project per project manager so that they can dedicate their time and efficiently do those uh deliver those projects in a timely fashion the three project managers we have they all have about four projects per person right now so we desperately need a project manager and you'll see we have several projects that are uh planned for next year so we need that capacity to be able to deliver these projects effectively I talked about um our service TK earlier uh what our ratios were we introduced a temporary service TK person uh in the middle of Co created a front desk where employees can come in uh drop off their laptop their equipment collect their laptop uh this person becomes the Frontline of our help desk answer question three AR them solve those problems so this is a temporary staffing we have some capacity in the budget and we're asking for 55k uh up there we have question sure I I could have waited but uh when you talk about project manager yes what kinds of projects are they big projects little projects complicated not so complicated I can provide you the details in terms of the projects that are upcoming I mean when I hear things like well the industry standard is that's great but what the industry standard is may not apply to Glendale I I want to know you know rather than the industry standard what what Glendale needs and and what it can get by without for the time being okay so we have like any other organization of our sides any other city of our sides we we have highly complex projects and we have smaller projects that are simpler that are single System project don't require any integration whereas other project that requires significant integration careful planning and requires time so give me an example of a significant project and an insignificant project let's go through the chair okay please I'm sorry did I do something I just saying let's go through the chair both of you please I'm sorry mayor yes okay my apologies mayor council member let me just look through and I can give you some precise examples so mayor council member uh the projects that we we have planned for this coming year and I'll point out the ones that are complex in nature versus relatively simple we have a case management system that's coming in um for our FMLA and employee relations uh this would be a medium complexity project employee notification system which would be uh fully implemented would be a complex project it's a large deployment data Lake Project which is um predominantly around data as far as cities concerned involving all our systems and Technologies uh this would be a complex project uh mobile device management uh again enabling and and protecting all our mobile devices this is also a complex project neogov it is an existing technology we're uh intro introducing the modules of performance and learn this would be a medium complexity project and one big one is a visualon project which is uh our security camera system this is a city-wide project and this I would consider is is highly complex and large project it involves a lot of network connectivity planning and uh scheduling and coordination along with Motorola uh as they deploy their technology the F further complexity in this project is that it has dependency on some of the construction work that is going on so the scheduling planning around all those activities so it has uh interdependency with other projects so those are some of the examples just from yeah thank you mayor thank you mayor thank you mayor while we're on this page I have question maybe I'm too far from it the gis administrator yeah so I I think that do we have one in another department or I know we recently it might be engineering I don't know where where that lives but is these going to be basically collaborative or how's that going to work so mayor council member um what we are building here is a core GIS technical team within it organization and there will be GIS resources within each department so they follow the same architectural structure format um in terms of how we leverage the technology so the administrator I don't think there is a role currently in existence in any Department uh this is a new role and this is somebody who will device the overall strategy in terms of how our investment in GIS is utilized across the organization okay mayor if I could and so so probably I guess what we have is an an employee somewhere that did some GIS work for us then is that and and that you're going to basically create a a format for to be used Citywide wherever GIS can apply mayor council member yes that is correct okay thank you I just wanted to understand it yes so next we're going to talk about the projects I briefly touched on it um so the first project here is technology enable build conference rooms uh what that means most of our technology now uh is dated as far as our conference rooms are concerned uh the audio equipment uh the screens cameras um they were implemented before these collaboration Technologies came into being and and uh the heavy use of those collaboration Technologies so what we are proposing here is that we would introduce this technology in select few conference room test it out and gradually in a non-disruptive manner roll it out across different um facilities within the city to make sure that uh people are able to utilize this and then collaborate effectively uh so this is a small footprint deployment for fewer conference rooms uh to start with the next I talked about uh case management um this is for our risk Department uh employee relations and FMLA um this is again leveraging uh top tier origami application U using another module which addresses the case management need for HR U so that's our next one uh after that employee notification um this solution will allow us to notify our employees and other stakeholders uh for various events uh and emergencies and we don't have current capability uh of of this level available to us and I think for a city of our size uh this is an essential capability that we should have uh question yes uh it's with regard to notification system don't we have a uh current notification system I know I get alerts on my phone and my t taet when for example There's A disruption to the system so we have some kind of notification system is this to update and upgrade what we've already got or or what thank you mayor so mayor council member U yes we do have um again the the system that currently exists is limited in capacity it's it's not multi- Channel and this will allow us to have that multi- channel capability and and our reach and our access would be much broader and bigger compared to what we have today mayor I don't know who just said it's me sorry I just I wanted to clarify something about that so um the notification system that we have now is primarily dependent upon email so for example how do we get a hold of people to tell them about something when the email system is down so this type of technology is the type that they use uh other campuses for example uh Glendale Community College ASU use it larger organizations it's it's text based for the most part or multi- Channel as Mr Mera is saying so that when one mechanism such as email is out we can let people know and this would be used uh across the organization um it's a very efficient way to get uh a hold of people for example to let them know that um there's an accident a road has been blocked and their Ingress and egress into City Hall may be impacted or we had a situation last year where we had a chiller go out I think on one of the floors of City Hall and we have to have all those employees come to work and then you know they're here and we have to send them home so this is a way to proactively get a hold of our employees and let them know for example if we had a shutdown for some reason or if something changed it's selective so we can collect a smaller group or the entire population depending on what the type of notification is and uh again for uh an entity our size and also with some of the large events that we have coming um it would be very it's a very important and very useful system I hope that clarifies a little bit everything except for the one thing that I was hoping that you'd say that I didn't hear you say uh would gripstick have that available to them Emergency Management uh yes it would would be deployed Citywide so so any any group within the city we can we can create a group for that group we can we it can work for gripstick it can work uh Citywide that that's all because I I think that would be a big part of it is is having it available to gripstick yes and the the system or capability that we are looking at is the kind of uh systems and capability that FEMA uses it and other agencies use it so so so next project here is data Lake project uh this is essentially uh a data repository that will allow us to collect data from various different systems um and be able to produce um analytics and reports reps both for internal consumption and external consumption without encumbering uh the operational systems that are being used by users to conduct their uh day-to-day operation this also allows us to uh put data governance structures around it from a technology perspective so we can do these things in much more efficient manner um Beyond just doing it through a manual processes and this is this project um initially will look at few systems and bring in the data and as we establish the infrastructure uh for this we will gradually increase the use of it uh bring in more data uh create uh repositories for curated data reference data uh and all kinds of analytics including um machine learning and AI uh as we move forward in our maturity the next one is uh mobile device management so this project one second just I had a question on the data Lake though so yes so I'm because I'm not all that Savvy about this so bear with me um I mean I know basically what a data Lake but it basically how do you integrate that into the rest of what we're what we have in the city is that or is that what is that what the idea of this is so mayor council member uh yes so establishing a data Lake involves in talking to various different system that exist on our environment where the data is being created so U whether it's glendel 1 whether it's uh lucity whether it is uh uh munus Tyler munus Simplicity various different areas where data is being created if you were to run Advanced analytics on on those systems what it would do is it would uh put unnecessary strain on those systems that may impact performance so what this allows us to do is bring that data in to this data Lake which is a repository and then run your reports run your Advanced analytics uh cross reference different data from different sources to see if you can gain different types of insights out of it so that's basically what it allows you to do so for example I as far as um collecting the data is concerned this project will allow us to set up those connections and then we can gradually bring in data from one source system and then grow as we mature in our maturity bring in uh data from other source systems also okay thank you I just wanted to understand how it worked so the next project is uh mobile device management so we have this technology in use today we're expanding the use because we are introducing more mobile devices and this will allow us to manage those devices effectively U and monitor them as needed for performance and availability the next one is uh neogov perform and learn uh this is um again EX existing technology it will allow us to do Performance Management for uh our HR team uh also Learning Management we talked about training and development this will allow us to maintain uh a record of curriculum and training um that each employee is required to or is planning to do that so you can create those things effectively um the next two are um resilience and Disaster Recovery assessment and cyber security assessment they uh kind of go hand in hand hand um this is uh dhs's highest priority next year it was highest priority last year also uh we are part of critical infrastructure and this is required uh this helps us set up a Dr plan uh the security assessment allows us to gain an insight and understanding in terms of what exists in our environment as far as technology is concerned and allow us to architect a solution accordingly yes yes next thing is question thank you mayor and I think this question is more for Senior Management it's my understanding that supplementals that come before this Council are critical needs and and so for instance I would like to know how technology enabled conf conference rooms are considered to be critical needs that that need to be met essentially this year through a supplemental um mayor if I may members of the council I I did want to say one more thing about this really briefly and it uh I hope in part answers your question but um all of these projects were vetted through an internal group we call like an IT steering committee it's a smaller group of the upper management to look at what projects we um that were proposed from various departments that we felt should be moving forward um this is a direct this technology enabled conference room um is more or less of a pilot program it is where an outside entity comes in puts this technology within the conference room and then they maintain it so we don't have well this this isn't working with this camera camera we don't have the angle for this correctly uh the phone system went down we can't all see each other or hear each other and different problems they troubleshoot it they maintain it and um and so it's a pilot program to try that in a couple of conference rooms to see how people like it how people can interact with it especially with all of the um changes to some of the remote uh remote working and people being in different places it's a way to connect people together in those conference rooms without them all having to be in the conference room so again it's more or less of a pilot program to see how it works for us and then in the future if it's something that we think um should be moving forward we'd have a a bigger discussion about well where does it belong and how many conference rooms and all of that kind of thing thank you mayor if I might continue would you consider it a critical need Worthy you have a supplemental uh mayor members of the council if we didn't consider it to be a critical need we wouldn't have proposed it onto this list so I then mobile device management is also a critical need mayor members of the council again these are all of the um all of the requests that were that did come through the steering committee and they were uh collectively deemed to be worthy of of being uh critical and being proposed to the council we are using more and more mobile devices in our uh workplace that includes mobile devices of different kinds um both tablets iPads phones everyone um I think you know we mentioned code earlier in the discussion having tablets in their vehicles to um do some of their work to be more efficient so they're not having to come back to the office and upload and download and things like that we have the Glendale one application which has mobile um uh Mob Mobility I guess is the right word for it and so as we see this uh in the community and more and more uh applications and things going mobile yes that's a critical need for the organization mayor I I would respectfully disagree but I'll go on to another one um when we when you first brought Neo go to us were was perform and learn two of the original modules that you represented to us that we absolutely had to have when we rolled out Neo mayor members of the council I I'm not certain that I can answer that because I wasn't here I don't think when we first rolled out neogov uh what I can tell you is that uh perform is for Performance Management for um employees so we still use a per a paper based performance management system as opposed to an electronic based um it allows you to um do performance as an ongoing basis instead of just uh looking at a person's performance you know once or twice a year it allows both the employee and the supervisor or manager to enter information about performance on an ongoing basis and is a a key part of being able to uh identify for the organization those top performers that we were talking about earlier thank you uh mayor once again I would disagree with thank you for the information thank you mayor uh thank you mayor uh first of all I'd like to uh applaud the department um your presentation today for me was uh very very well presented uh I I saw the detail of thought and planning that went into preparing uh these thoughts for us today um I I uh having some background in it um I know what it takes to keep things running and what changes in technology required uh and so uh I appreciated also your expertise uh and your background and bringing that to the city because I see that as a very important factor for making these recommendations also I recognize that I have yet I don't recall having had a discussion in this Council uh where we went into as much recommended change or additions and it's it's it's it's long overdue in my opinion yes um we as you stated in your early comments the uh technology is changing and and you evaluated it since you've been here and you basically stated let me tell you what I think and I appreciated that approach because it let me know that that you really thoroughly went through this process and thought through it and you're looking for the best interest of the city what we really need and you know things are changing rapidly uh technology continually changes every day and we really need to make sure that we uh can provide the best service for our citizens and so even though we have a lot of recommendations here I can support all of them because I I I get a sense from you what you did to come up with these recommendations it wasn't just oh I think we should do this or I think we should that do that no you went through a very thoughtful process I can tell from the way you presented it that you did that so I appreciate that very much we we need to invest in technology in this city I think this is uh well over uh long overdue and I think we need to uh invest in all the recommendations that you have put forward here today and that we do it expeditiously thank you mayor thank you mayor um is the cyber security review assessment also a annual subscription that's going to be an ongoing process it's uh mayor council member council member thank you for your uh kind comments and uh council member to answer your question um cyber security assessment um is not a subscription but it's a annual assessment that we need to perform um as council member made a comment earlier the technology changes every day so when the technology changes are threat landscape changes the actors come up with new ideas of uh attacking us uh breaching our defenses so we need to be vigilant they have to be right once we have to be right all the time and in order to do that we have to make sure that we know what exists in our environment what state that technology is in our environment and then only we can architect Solutions and defenses for it so this is an annual activity that we should on an ongoing basis perform but this is for this year if I could so this is an internal uh is it a risk assessment or um uh this this is not an internal we will engage specialized um IT services firm to come in and and look at our uh uh technology ecosystem and make an assessment in terms of uh what we need to do where we are and how we should should architect a a security posture based on that thank you yeah no I I agree with council member melar it's money well spent um there was recently uh quite a few cities that with the Microsoft um issue recently and now NLC was sending out lots of emails uh no the city of Kingman I think is the only one in Arizona that I'm aware of anyway um but this is way less expensive than having your system breach so um we need to be we need to be on top of this and I I think it's money well spent so and I haven't had a chance but welcome thank you thank you that said we have just one to go Community Services thank you good afternoon mayor and councel I took off my mask today because I want you to see how excited I am when I talk to you about um our community services department so thank you again for be for having me today um Community Services was selected as one of the detail budget departments this year so you'll find that within your budget packet you'll see all of the detail about all of our line items um and I would be happy to entertain questions once we get through this preliminary part of the recommendation or the preliminary part of the the presentation um I want to start out like several other departments to say you know I couldn't be here today without the support of my leadership team um in community services not only have they onboarded a new director this year and taught me all things HUD and about their programs and services but they have also leaned in to some very significant operational changes that we've had to Implement because of covid but also because we knew we needed to implement to deliver better service for our community so Community Services uh total budget is about $48 million we have 95 a half FTE and it encompasses five divisions so all four library branches community revitalization that oversees uh our cdbg programs Housing Authority which runs 155 units of public housing in addition to our housing Choice Voucher Program our community action program which has been the highlight this year as a result of covid and the delivering of our crisis assistance programs as well as Community engagement um who manages and oversees our volunteer programs but as well as has taken up some new initiatives this year as well which we'll talk about a little bit later so the city manager's office uh presentation earlier today talked a little bit about tier 2 strategies and and the balance scorecard um and Community Services um was you know after I became the permanent director we got to work right away actually on talking about our department strategy one of the things when you're in the thick of operations is it's very easy to just get focused on the day-to-day um and there will never be enough time for strategy so we actually started that process last fall and have done some work already um and here today you'll see the the refined mission and vision for our department which we've rolled out to the department as well um so our mission is that we create positive imp for our community and our vision is that we are the National model for Innovative Community Services here's just the pie chart that shows the breakdown of our overall operating budget you can see that about 77% of our budget goes to um actual operations and about 21% to um salaries so there's two slides here of goals and objectives and performance measures um these are um pretty standard some of these things we have to report regulatory uh to our regulatory oversight um organizations such as HUD Etc um obviously a couple of key points um on this particular slide this is the one that's focused around innovative solutions optimizing processes and services and then ultimately improving our community experience um obviously with covid it has impacted our library operations and our turnover rate on physical items um obviously we are very excited about reopening um on April 19th so we expect to to see that come back as well um but we've also seen a pretty significant increase in digital programming which we think will actually probably um continue in that regard the next slide really talks about some of the performance measures around um our stakeholder engagement um and improving communication both internally and externally but also improving our resource alignment and so this encompasses things like our volunteer programs um and our Partnerships with external agencies we expect that as we go through the process of developing a tier 2 scorecard that some of these measures will be either changed or enhanced potentially replaced as we start looking at other ways to measure what we're delivering to the community and that value over time but what I'd really like to focus on today is our accomplishments this year so it's incredible that a whole year has gone by um in this role and I'm I am very humbled to serve in this position for our community um Co has has been um very difficult for a lot of people um not only you know in our community but around the world um but I am very proud of our staff so Community um our community action program has delivered over $9 million in emergency crisis assistance to a little over it's it's those numbers are a little bit low um now but it's about 200 households that's very significant with when you look at the context of what we were dealing with and when I talk about my budget supplementals um in just a little bit you'll understand um why I why I'm making some of those requests additionally we've received a significant amount of of funding through HUD for Community programs um and we've allocated about 14 A5 million um in uh car's act funding um to 57 new activities um so it's been a very significant undertaking I've been in front of you multiple times to get direction and so I'm very proud of the work that the team has done I think most importantly is that we throughout this process have really rethought how we're delivering these services so specifically with our community action program as an example um we moved away from a very inperson focused service um you had to call in on a specific day of the week we now have online services you can access our applications um 24/7 if you don't have the ability to apply online we will do a telephone intake for you so we've made a significant improvements um and it creates a continuous flow so we're able to um continue to accept new applications because we're continuing to receive new funding um additionally we've rolled out um we've completely re-envisioned our our Grant application process which again I've been in front of council um with Mr hus discussing uh multiple times and that has proven to be very successful um and it has enabled the city to strategically um select partners and make those Investments for the betterment of the community and to get those those programed dollars out into the community as quickly as possible so we've implemented several new programs that are shown here on the slide as well um tenant-based rental assistants or homeless Master Services agreement and more additional um accomplishments that we've had this year um so obviously our library was um dramatically impacted and I'm proud to report that because of the Innovative model that they came up with with their walkthrough services that is something that we were the first out there to do that and um that was actually adopted by some other communities they are very creative and um were able to do that with existing resources just moving some things around um we are moving forward again like I said with the reopening we're excited about that and you can expect to see some changes in um the service delivery which I'll share with the council um in the next couple of weeks and then in addition um it's also given us an opportunity to explore new programs so our community engagement division has been working with an organization that runs what they call a care portal so it's allowed us to connect with our faith-based uh organizations to help connect them with needs in the communities uh done a couple of other things but it's also allowed us to really kind of rethink what do we want that program to be and how do we want to enhance that moving into the future so we've been very busy this year um but it's all been been very exciting and very rewarding work um and again um you know I couldn't have done it without the team and the support um that I have not only from um you know the leadership team and Community Services but every single person in the department because they've all been touched in one way or another with uh addressing new initiatives or coming up with new ideas to deliver creative and Innovative Services thank you mayor Miss Moreno uh in your list of accomplishments you say that over 9 million in emergency crisis assistance provided for almost 2,000 households and then you said the figure might be more like 2500 what does that come to per household because when I multi divide 2500 into 9 million it's an astronomical figure so what do you estimate was provided on average to each of those 2,000 or 2500 households mayor and council member Clark I would have to follow up and get you some more specific detailed information on that one of the things that we look at is um the amount of assistance that's provided to any particular individual household may not be the same as you know their neighbor because it depends upon how far behind they were so what we look at a lot is not just the um the individual household serve but we also look at the number of services so as an example if someone came in today and they were six months behind on rent we would count those as six services so that we have a better understanding so it's probably a better way to look at it per service but I can follow up with you and get you some more information all right because even and my math is not good and I will be the first one to acknowledge that it was either 35,000 per household or 350 no you'll tell me what the real number is I I 3600 thank you thank you mayor that answers my question what's a zero here and a zero there okay thank you um so the the the um primary discussion today as far as my B budget supplementals goes is related to the cap um the Community Action Program Staffing model so one of my very first observations when I um became the interim director was really understanding the C processes and programs and the services that we delivered how could we improve them because of covid um but ultimately what it led me to understand is that even under regular circumstances with the amount of funding and the number of um households they would touch on an annual basis and the amount of phone calls that they would field that we um likely did not have the right Staffing model pre-o so this is the Staffing model that we currently have this does not include temporary covid staffing we have added um a significant number of of Staff members because of covid um a total of 12 two that are on loan from other departments and 10 temporary staff but essentially what you'll see here is that um the general fund contribution to support the Community Action Program currently is a is really only it's very nominal it's a couple thousand doll But it includes five authorized FTE um and the one and a half temporary positions but you can see what I have outlined there in red in those boxes those are our direct Service delivery positions so basically these are the individual positions that are responsible for delivering the services directly we have an administrator and then a management assistant that provide program operations and and sort of the background so what we've looked what we looked to do was look across the department not just within cab to identify were there any opportunities where we could realign our existing general fund resources to provide additional support for the Community Action Program office and so what you can see here and it's reflected in the budget supplementals is we are requesting a $30,000 general fund annual ongoing increase and I'll talk a little bit more about that in just a just a couple other slides and then a $166,000 transfer from the general fund Library um temporary payline item and then $31,000 transfer from revitalization general fund Grant Match Light item the reason we're able to do these things in terms of the transfers from the other divisions um is because with the library operations as an example Mr Beck and um his team have really looked at the service delivery model within the libraries and as you know we opened the heroes Branch about two years ago and the model for Service delivery there is very different than the traditional Li Library model but it's proven to be very effective and that model is utilizing um Public Service assistance as your primary customer service agents so they are there to to greet um Library patrons when they come in offer them directions um you know within the library they can help them check out books and and Etc and so it is actually providing a higher level of service and so what we're looking at doing and we've already um repurposed one position last fall or excuse me last spring um the city council approved a reclassification um to take a vacant position and transition it to a volunteer coordinator so that's the other piece there's a a lot of individuals and organizations out there in the community that enjoy volunteering at our libraries the challenge that we had before having the volunteer coordinator position was that it was very decentralized so each branch was responsible for recruiting training attracting their own volunteers so by centralizing it and creating a comprehensive program program and hiring a professional to do that um we have already seen significant success in our Outreach to um volunteer organizations um that are looking for these types of opportunities whether it's high school kids senior organizations um benevolent groups Etc and so we are expanding that volunteer program it provides a couple of things for us one um it helps us with an engagement opportunity within our community it does help organizations s um who need to fulfill customer service hours or volunteer hours but it also helps us provide better service to our patrons who are coming in and so because of that we do have the ability to reduce the paid temporary positions they won't be completely eliminated um but we can significantly reduce them and repurpose those funds um Additionally the community revitalization um Grant match that is something that's been in uh the general fund as a general fund match for many many years but because of the home Grant funds we typically use subrecipients for those funds and so we pass along that match requirement to those sub recipients and that has not created any issues for us so that funding um just hasn't been fully leveraged over the last several years so what we're proposing here with the new um Staffing model is essentially to fund the non-direct service delivery positions which are critical functions because they help with our regulatory reporting and management of staff and the programs um but moving them to the general fund and so you'll see that this would equate to with those other two transfers a $230,000 in general fund which is fairly commensurate with the other divisions that uh receive Grant funds in the community services department typically you have the administrator um and some supervisory staff uh funded out of the general fund so this will um provide a total of eight authorized FTE we will still continue to utilize the um temporary positions as needed um those positions are obviously dependent upon the amount of administrative funding we get for our grants but what this does is that all of our grant funding that we receive from through the various grants contracts that we have um will be for direct Service delivery which is really what they're intended for so it can be for the vouchers but also to pay for the staff um the actual salary of the staff um to deliver those Services May thank you mayor M Moreno that's what I'm trying to remember these federal grants all allow for administrative costs to be paid out of that Federal grant but there's a cap on the amount that may be used and I I forget but I think it's a percent percentage if I were could you first fill that information in for me mayor and council member Clark the percentage of admin sometimes varies be depending on which funding source you're looking at and we do within the community action program a majority of our funding comes from Dees but within that funding within that contract there's multiple line items um it it's roughly around 20% for most of our grants mayor if I might continue yes I remembered it was something like that now would this new Staffing model bring you over that 20% yeah mayor and council member Clark we built this new Staffing model based on our preco normal grants that we have been receiving for several years um so no um the the purpose is to ensure that we can um sustain our programs and sustain the um the staff um even with without all of this additional funding that we that we're receiving if I could continue so I would like to better understand the rationale why you would like to move the funding source away from the federally Grant uh allocated programs that allow for administration to a certain level and move it into the general fund you said to ensure sustainability and to allow more direct funding to go to people I understand that but this is a whole new philosophy that has never been adopted by the city before we always relied upon the federal funding to cover these salaries and you're talking about a lot of money uh 200 over $200,000 that you want the general fund to absorb when previously it was absorbed by federal funding so can you explain to me the rationale for changing the philosophy uh mayor and council member Clark I apologize because I clearly did not state that eloquently the stopping model allows us to fully leverage the administrative funding to add staff um moving those to direct Service delivery position out of basically what we're doing is we're saying instead of using our administrative federal funds to pay for two non-direct Service delivery positions we want to move those to the general fund so that we can pay for additional direct Service delivery positions so that we can continue to expand our programs to provide Case Management Services because right now we're not able to do that with the existing resources so essentially what you're seeing here in this recommendation is fully leveraging the maximum amount that we can on our administrative funding and adding additional staff without adding this without doing this I wouldn't be able to add the additional case management positions uh if I could continue I understand partially but I don't understand completely by moving those two positions to the general fund in the amount of $23,170 for two positions is that correct mayor and um council member Clark what the $230,000 dollarars represents is the ability to add two program coordinators and one administrative service specialist we will be taking the program administrator and the um administrative the port supervisor and moving their salaries into the into the general fund so um I will follow up with you and get you the exact amount of the salaries and um the general fund contributions but that's what we're transferring into the general fund in order to make these proposed Staffing model changes but it basically allows us to have two Staffing positions paid out of the general fund but add three direct Service delivery positions okay if I could continue okay I I kind of understand what you're trying to do but if you can't do it within the federal funding allocation so that it's supported by Federal grant resources without shifting it over to the general fund in the amount of almost a quarter of a million dollars I I'm not supportive of of this at this time thank you mayor mayor excuse me mayor uh councel I did want to go back could you go back a slide I think Miss Marino just wanted to point out that um not withstanding all of the um you know um details of it the net impact here to the general fund is only the $330,000 in ongoing costs because we're taking some of the funding from the library and changing that business model as well as um in the way that Miss Moreno described um this change adds those people with a minimal impact on the general fund it as she says leverages the most of the federal funding that we have available for those types of costs to have them best benefit directly to the community and then the general fund was subsidizing or paying for part of uh those uh those Personnel costs many of these grants also have a matching requirement so this is the way in which we can continue to match what we need have a minimal impact on the general fund and leverage as Miss Marino has said uh the maximum use of the Federal grant dollar so hopefully that maybe helps summarize uh what is occurring or what is being proposed thank you mayor if I might um thank you so you want about the same exact thing yeah same responding to VI same thing also yes I'm responding to Vicky's so you want to transfer 166,000 from the general fund Library temp pay to cap general fund is that correct mayor and council member clerk that's correct okay and this transfer did it pay for the library volunteer coordinator mayor and c m Claret did not the library volunteer coordinator was a position that was reclassified last spring all right thank you that clears that up I I still am not comfortable with what I'm hearing thank you mayor so uh it seems to me that that if all this played out right that actually it's it's it's actually a gain not not a $32,000 loss but a gain you said the new herold's library uh is is very efficient model and it's actually saving labor correct mayor that's correct so is is there an intention or a plan on the other three remaining libraries to move to that same model May uh yes that is correct so you will actually see that as part of um one of our budget supplemental requests that I'll get to on the later Pages um we have a vacancy currently in the in the library and we are proposing that we repurpose that into three halftime positions to transition to that model as well so as we're seeing turnover within the libraries this model has become very efficient it is a cost saving to the city you get a one and a half um FTE out of you know an existing FTE now it's not that we're changing everybody to that but it is a model that we're pursuing okay well and you're getting a little bit ahead of me so is it safe to say that you believe that we could save per Library the three remaining 101,000 per library in in new savings that we realize because of what Hero's Parks doing for year uh mayor what I can tell you is that the savings of of moving to like taking one FTE and transitioning it to three part-time positions is saving us significantly in benefits um they are benefited positions but it still cost us less because they're halftime positions and then I can also say that it's providing a higher level of customer service as we continue to move and transition to this model it's it's a fine balance um and I believe that Mike and his team definitely have a good handle on that I would um I will continue to monitor it um you know as far as the continued ongoing savings um we're going to continue to look at this model um for customer service delivery and make sure that we we hit that um we may end up asking for a reclassification of additional vacancies in the future to support that as well um one of the other things that I did want to add is what I'm proposing here as it relates to having positions for the Community Action Program funded out of general fund is not inconsistent with some other divisions within my department as an example Community revitalization has two positions that are funded out of the general fund well yeah and hold on because I still wasn't done with the other thing you're you're kind of getting ahead of me again my my point was is if we can realize a savings of of 10 ,000 on the remaining three libraries it's a break even it's a break even I mean to me it seems like either Break Even or I think it could possibly be a net gain uh and so I I do support that I think it's a good idea uh although it does sound a little confusing when when you first say it there's no doubt that it sounds like we're adding more but in in in essence it looks like it's going to be a savings and and a benefit to our citizens so with that I just wanted to get that point out now go ahead and finish up your part okay so the what I just proposed there is the realignment of the Community Action Program again that's a $33,000 request um annual ongoing um to support those uh three additional FTE in the community action program the balance of our requests relate to um the additional grant funding that we have received um all of the these are things that we've talked to the council about but having them in our bud budget gives us the appropriation to spend them in the appropriate amounts instead of having to rely on um appropriation from other areas so you'll see the $2 million of cdbg um cv3 Grant funds and then cv1 um the fiscal year 2122 IT project that you see there at 290,000 um that project was discussed with the council last May as a placeholder we have been working with um with feros and his team regarding selecting the right software for um Community revitalization with the hope that we can utilize the same platform to um Implement new software for a community action program which is also um in significant need that is a big dollar amount we don't expect that the based on what we know today um we think that the project will come in um lower than that um and if it does we would again those are um Grant funds so we would come back to the council to repurpose those if needed and then um down below you'll see the um US Treasury which again is something that we um already have um brought to the council and this is just ensuring that we have the appropriation Authority within our department the same goes with those next three line items and then the discussion about the cap um and the repositioning there those are those three positions that I referenced that we would be adding so two program coordinator positions to serve as case management you know ultimately case management is a critical function of any kind of a community action organization the goal is to help people end the cycle of poverty not just you know provide uh assistance critical assistance when they need it but to help provide them and equip them with the tools that they need um to hopefully you know change their circumstances and so that's the purpose of having those two positions so that we can Implement comprehensive case management and then finally um a new intake position um I've been in that cap office I understand the type of walk-in traffic that they deal with in the telephones it's very difficult to man with one person we've been heavily Reliant upon um Lizette and her team to help us with our phone intake right now even with adding the additional temporary staff so a minimum of two positions um on intake is is definitely critical and so with that um oh I apologize emergency shelter grant again these are funds that the council has already seen and we've allocated These funds this just gives us the appropriation within our department and with that I would be happy to take any additional questions thank you mayor I don't have any questions I just want to say thank you Jean um I don't know what honestly I can say I don't know what we would have done without you literally I mean you were a godsend for residents of Glendale and I know you were have been drinking from the fire fire hose for an entire year um and I appreciate I appreciate how hard you work and I appreciate your commitment to our community so thank you you're very welcome thank you it's an honor uh yes mayor thank you um Echo what council member tomov said it's um I feel a lot better sleep better at night knowing that you're leading that department and our residents have the benefit of your vision your point of view on how to do things and by vision um each of the Departments today that have presented have had a mission statement your department went farther and that's a vision to be the national model for Innovative community services and I admire anybody who leads from a point of wanting to be a national model a model to others to be the best and um this makes me proud to know that we have some leaders on our team that that lead from that point of view thank you thank you anyone else yes May thank you mayor um M Moro yeah uh thank you so much for all you've done I I really appreciate you you're uh in the cap office that's you you've shed there you and your team so thank you hey question for you um currently the library hours are Monday through Saturday correct and and there's there's no um there's no request to open it on Sundays we're going to keep closed on Sunday is that correct mayor and council member Alama um I actually am working right now with Mr Beck on um looking at those Library hours and I expect to get some information out to the council um before we open to inform the Council of some potential changes I just have a couple of final tweaks that I need to look at in terms of the data but what Mr Beck and I um and his team have done is we've looked at circulation across the branches across the system and the different days of the week to see if we could identify and understand what those migration patterns are it's not um unusual in the library system to where you see Heavy use days Monday Tuesday Wednesday and then it drops off Thursday Friday and then picks up Saturday Sunday um so I will have some information to share with the council regarding um our opening the hours that will be open um effective on the 19th but I still have a couple of tweaks that I need to look at mayor if I may uh thank you for that and taking consideration because I'm not advocating to be open on Sunday and here's the thing not all libraries and the demographics around those libraries libraries operate the same I will tell you here by experience at valma we we get a lot of transient traffic in the building so I'm not sure and I'm I don't know at all because I don't have the data but but the data hopefully you have supports remaining closed for now for the health of our employees but if the data shows a lot of um people coming and going um I hope you would identify if they're actual um very sensitive here um not just individuals wanting to use the facility but yet sitting down and and using the library for its resources because if it's not then we're going to open Sunday that could be a loss of Revenue and then the second question is did we lose any employees during the during the pandemic that have not returned or will not be returning uh mayor and council member Alama so the only employees that um we are not bringing back fully are the temporary staff at the libraries because of our ability to implement this new Service delivery model um with our existing part-time and full-time staff okay and then just again consider the opening on Sundays if we have less tempor and I I I I too support the plan but if we're not going to hire back those and then uh I don't know if there's a proposal to open Sunday or not I just don't see it um the right thing to do here for valma at this point just based on what I've seen out there but thank you very much thank you mayor thank you mayor Jean just because we Bud heads which we do from time to time I I think that you are a terrific administrator very smart lady very passionate no matter what project you Undertake and I do admire your work product and what you're doing but just every once in a while and I want you to know that it does not reflect on you personally or on your abilities as as a leader and administrator you do an excellent job thank you council member Clark don't see anything else uh and my comment was very similar to I think what I said last year uh I think I think when you were appointed that position uh you actually smiled and and that I I found that amazing uh knowing all the difficulties all the challenges that are going on right now and uh and you seem to have done done different than most you've actually excelled it seemed like the bigger the challenge for you the the better you do at it so uh good job I'm really proud that uh that you're in that position with that uh there being no further business before this Council we're jour for