all right can we get started all right good afternoon welcome to the Glendale city council Workshop session of October 27th 2020 meeting is called to order uh I'll conduct a attendance roll call please signify uh that you're here by saying present council member old dama present council member Clark council member Hugh here council member tomasov here council member Turner present vice mayor present I'm present uh council member clerk didn't have her microphone on but she is here uh here yeah now got it on so we uh we have a a quorum and everyone's present uh Miss Bower would you take us into item number one please employee performance management mayor members of the council here to provide uh the first staff report for today is presented by Chim Brown our director human resources and risk management thank you Kevin good afternoon mayor members of the council um the purpose of uh the presentation that I'm going to provide for you today is uh really to give information on where the city has been uh with our employee performance and um what we've done then to align that with our um balance scorecard our our U organizational strategic uh plan and then uh what to expect as we move forward uh with our Performance Management process so uh we'll go through those things today and then certainly um we'll be taking your feedback and and answering any questions that you've got um so uh for starters I just kind of want to re uh revisit where we've been as an organiz ation with regard to Performance Management um the we had a performance management process that had been in place uh I know since before I I came here but my understanding is it was prior to 2000 um and so that uh that performance review process uh Incorporated for for the city uh for that time the city's competencies and some other items goal setting and other items that uh the city found uh necessary again for for the time that that was in place um and as far as as uh pay for performance was concerned the city did have pay for performance up until uh 2008 um and at that time with the downturn uh the city went through five years uh of the recession there were no um there were no pay adjustments in that 5-year period and then around 2014 we conducted a compensation study and uh then we went about the the work of trying to bring uh our pay scale and our employee pay up to to to the market and that's when we saw the 2 and a half% increases implemented um as well as as the market study process so that's kind of where we've been and historically with our Performance Management System what we had in that process we had essentially four performance ratings for employees we had a a does not meet expectations a needs Improvement a meets expectations and an exceeds expectations and so when Merit pay was in fact and again this is prior to 2008 um it was based on the perform uh where the the employee landed in terms of their performance expectations so there were those four categories um essentially as far as the um as far as the process was concerned in terms of how did that um uh materialize throughout the course of the fiscal year uh basically on July 1st is when the bulk of the work is was done in the performance management process um about 80% of the work is done at the very beginning in July August um time frame where the go where the supervisors would meet with the employees um set the goals and the competency expectations um and again that you know we had encouraged and still do employ uh supervisors to meet with their employees on a regular basis but then there's a formal midpoint check-in um and that's done around December January uh of each year where the supervisor reviews performance with the employee to determine if they're on track or if they're areas that they need to to improve um and then of course then mid June uh Springtime is when the annual review is completed and then if there were any pay increases uh those were handled through the budget process and applied on July 1st um so that was essentially the process that was being followed now uh with the implementation of the balance scorecard what that's bringing into our organization or what it's brought into our organization is uh the ability now to align our performance management system with our City's balance scorecard um we implemented the balance scorecard just a few years ago um and we've been working to align our our um processes internally uh with that plan and with that scorecard and what it's bringing again is that organizational alignment with our processes um more measurable results um and also linking it into resources the things that we need to move forward as an organization and to be successful and those resources come to the to the council via the budget process and again are linked to the overall organizational strategy and then certainly the council had worked through the revision of the mission values and and and the vision of the city um and the balance score card also has those key results areas uh and I'll talk about those here in just a second I'll talk about them right now um so there you see the the balance scorecard for the city theate the strategy map that we've created for the city and specifically you see see the four perspectives that are in there our community our finances our processes and our organization right in the middle um now the focus of this presentation is really going to be on the fourth perspective and that's the organizational perspective and essentially as you look at those little bubbles that that are in that um that column there you see the very end one there strengthen Workforce Development and that's the the Strategic objective that we're going to be focusing on when we talk about Performance Management so so so what we did um was uh essentially um began the work of aligning our Performance Management um system again with with the the values and the things that you see in in this particular scorecard so uh basically what I what uh what was done at this point is we went out uh and chief Terry Garrison and myself um were responsible for that strengthening the Workforce Development strategic objective Ive and um so we put together uh what was called basically a theme team um and that team was made up of other uh employees within the organization um specifically those that were a part of that theme team and I'll name them and some of them I think may be here with us uh in the audience but uh certainly uh Chief Garrison and I were the owners of that strategic objective and then we had uh me as members of that were Kyle white from um from uh public facilities Recreation and special events Department we had Michelle Yates uh who's I believe with us from Community Services we had Simon Lara from field operations who was on that uh Team we had Carrie shuart and Shannon Rodriguez from the human resources risk management department they were also part of that uh that theme team uh to focus on strengthening Workforce Development and the initiatives as we worked with that team the initiatives that came out of that that were critical to to this particular objective were one uh that our employee skills and competencies matched the needs of the organization and two that employees have opportunities for development and again the development the the first initiative went uh direct directly alignment with the second ini initiative we had to identify those key competencies um before we could develop opportunities for development for the employees so we went about the job uh with this group to really uh go through that first initiative and I'll take you through the results of that as we go into the next slide um so um you know with regard to developing uh this the the competency piece which is really the key piece of this uh that matched the organizational needs um we knew that as we as we discussed this and we went through a process with with this group um we knew that the the technical skill sets uh were pretty much already there for a lot of our employees in other words if I'm an equipment operator um the technical pieces of that I've got to be able to operate you know a forklift thebco th those kind of things that are technical in nature um we know that they come with those skill sets um the piece that that we uh work to develop were those competency pieces those softer skills um for example you know can they work well together you know with with uh with the team um are their communication skills honed in um do they understand who their customer is I mean those kind of things are the are the things that we discussed when it came to the competencies and those were the things that we worked on then as a team to develop so again uh what the process that we came up with was to build that competency model um and then to incorporate those competencies and then to assess where the gaps in the organization were so the process that we use used to come up with that competency model uh that we just discussed um was uh we we went out and we put together a team of facilitators we trained them on facilitation basic facilitation and then we deployed them out into the organization and uh they encountered over a 100 employees and focus groups that participated with this um and they went through and asked them series of questions got their feedback in terms of what are the the the competencies that are critical for this organization to be successful and uh again we engaged or this group these facilitators engaged our focus groups uh employees at at all levels and you can see in the picture here these are some of the actual um flip chart uh writings that you see on here that our facilitators uh created that you know they've got all the different colors the circles all the things that they were trained on in terms of how to facilitate these sessions and we have a few I I know we have some of our facilitators with us uh in this presentation right now but those facilitators I want to name them they're they were Kyle white um from uh Parks facilities uh Recreation and special events it was Michelle Yates again from Community Services uh we also from W from excuse me from water services we had Carrie Logan Joanne Toms and Andrew rufalo that were part of that facilitation team we had from fire uh Liz Cortez and Kyle zider uh that were representing that department but going out and helping facilitate we had Jay O'Neal that was a facilitator from police we had Ernie Ruiz uh from field Ops we had Chris Phelps from the court we had James millanes from engineering department and we had uh again from HR we had Carrie shuer and Shannon Rodriguez so so these folks uh put a lot of time and effort into this they they um not only did they have to balance their own jobs on a day-to-day basis and keep up with that but then they also had to go through training to be a facilitator and then go out and each of them did multiple groups in terms multiple focus groups and uh came out with the results that we're going to be sharing with you here in just a second mayor I have a question um you indicate over 100 employees and participated and you read the names of some of them and they all tend to be from what I could recognize either supervisory or administrative how out of that 100 how many sanitation truck drivers were included or someone who goes out and repairs a pothole on a street how many of the line Personnel out of that 100 were represented mayor and uh council member Clark um we've got a list of everyone who participated in those focus groups and unfortunately I don't have it in front of me but there were multiple um employees from that level that you're just talking about right now from that foundational level that we're involved in um in these focus groups and in participating I would say probably a larger percentage of those we also touched base with supervisors and others and we had a separate group of Supervisors that we talked with but this was really going out to the masses to to the line level and and uh employees in every uh Department within the organization I I would appreciate seeing that list and identification of those who who represent line employees and those who did not thank you absolutely so um after engaging the focus groups and then coming back and uh and working through the results of that again um and I'll I'll reiterate this I think we kind of just talked about it but but they went out these levels that focus groups the levels of focus groups included are field Frontline employees which were equipment operators customer service Representatives Park Rangers firefighters police officers it included our supervisors our Frontline supervisors and leads um it included our Technical and professional groups which were our program managers management assistants Specialists that type type of position and included managers and also the executive management team so we also did a specific group with all of uh the directors and above as well so we touched every single um level ofy employee within the organization in this process um and the results of that um we were able to pull out um eight key competencies that were deemed to be very critical to the success of the organization and and based on the discussions that we had the team um wanted to call these uh factors success factors instead of competencies which to them made a whole lot more sense in terms of what do we need to do to be successful as an organization our employ employees need to have these eight things so I'll go through these and then we'll talk about some examples and what it looks like at different levels within the organization but the eight success factors that were um that we come up with in this process personal accountability and integrity uh Team Building SL collaborative uh relationship building um effective communication continuous Learning and Development commitment to service excellent uh Innovation leadership and organizational awareness now these eight success factors were um taken and then applied to you know what is what do what do they look like for somebody in a very foundational position and what do they look like for somebody that might be in a management level role so we we went through further and broke that down uh for it to um be a little bit more meaningful and there's a highlight under that um in the middle column there in the second slot and that doesn't mean anything I don't know why it's there so just ignore it um but let's for example um here's here's what some examples of these uh success factors would look like so if I'm in a found let's say a foundational position you seen the red across the top these represent the type of position you may be in so if I'm you know if I'm um a customer service representative or if I'm an equipment operator or you know if I'm doing a job like that that's a considered a foundational level so in those jobs it if I have one of those jobs throughout the organization these are the common things that uh would be expected of me to for me to be able to be successful and again it goes beyond my technical skills but this is into to more of the softer skill sets first I I have to represent the city in a highly professional and positive manner um so it's it's that personal accountability and integrity so I understand my job I'm doing my job well I'm representing in in a professional manner um I have a positive attitude those types of things um I if I have to to incorporate team building and collaborative Rel relationships and for me as a foundational employee what does that look like well it looks like you know having an open and approachable manner um it it looks like me treating others fairly and respectfully within the workplace um and then you go on down to the effective Communicator what does that look like um I actively listen uh with an intent to understand the other person's point of view uh I have to be again coachable and uh I'm slipping to the next slide there but um also have to be committed to service excellence in other words um you know I'm responding to all the customer needs I know who my customer is I'm responding to the needs in a seamless manner um and seamless means that I'm not sending them off to to another person to get help if they come to me I'm going to be working to get answers for them and I'm going to do that in a timely matters so that commitment to service excellence and also we expect all of our employees to be in innovative um they're actively looking for ways to improve processes and practices um as they exist today U making them better and better um and then identifying those areas where we can take new approaches so with a foundational level employee so again you know this is as I first come into the organization um these aren't folks that are supervising people they're you know they're responsible for their what's in their job description they're doing on a day in and day out basis across the organization regardless of what department I'm in these these are the things that um will be in my job description these are the things that'll be in my performance review these are the things that I'll develop and grow in and then I'll be assessed on and they're critical for me to be successful in the role that I play now that's that's uh hopefully that's understandable that that's a foundational level position right we talked about um customer service reps or you know that type of of level of position well let's you know if if I'm in a in a higher level position let's say I'm a manager so let's skip two boxes over to the manager um block there column so um if I'm a manager uh with these eight success factors um not only under personal accountability and integrity do I have to exhibit what's in the foundational area I also have to exhibit what's in the professional and supervisory area so I have to you know obviously represent the city in a highly professional manner I have to hold myself accountable and others but then I also have to demonstrate the highest level of Ethics um and act as a role model so what does that mean that means if somebody I supervise is struggling with an ethical dilemma I should be able to guide that person into the right decision that's my responsibility as a manager I have uh to have that level of Competency in the area of personal accountability and integrity to be able to be successful in the job that I do um so that's um hopefully that makes sense it just Cascades up with all of these different uh factors that you see here so another example under team building and collaborative relationships um as a manager I'll have to enlist um active employee participation from everybody so that means I'm inclusive that means I'm including everybody I'm holding them accountable I'm I'm bringing them in I'm I'm making sure they understand what it is that they need to do I'm a good team Builder not only that but I have to do the other I have to demonstrate the other two um examples of what you see in that with a foundational and and professional supervisory as well so it so it just goes down the list and with managers obviously we're I'll go to that next slide they have all eight so you get into leadership and organizational awareness they're going to have to demonstrate those uh success factor competencies components as well and um an example again in leadership would be that they Empower their staff um they give employees latitude to make decisions um and they make sure first that they understand their job and they're they're trained but they give them that Latitude uh to operate and then they're able also with organizational awareness they're able to link uh the city's Mission Vision Values to the everyday work that their employees are doing so they have that understanding uh that what they do today impacts the organization as a whole and makes a difference mayor go ahead two more questions one has to do with bias I think one of the problems that why there has always been reluctance to have um supervisors perhaps rate those under them is that there are times when there is quite frankly maybe personality bias might have nothing to do with race color creed gender but for some reason two people don't get along and one super vises the other how does all of this compensate for the any built-in bias that a supervisor might have toward an employee that's question one question two in everything I have seen in the past four years we always value innovation very highly and I too value innovation but if we value innovation so highly one of the best ways that I know to stimulate innov Innovation is to offer a monetary reward why does the city not offer a monetary reward if an employee especially if it's an align employee comes up with a new widget or a new way to do something that saves the city maybe $10,000 why wouldn't we award that employee 10% $1,000 that we're saving I mean those are the two questions I have why do we not offer any monetary reward for Innovation and how do we ensure that there is no bias in the evaluation of people under a supervisor so mayor members of the council so council member Clark you're kind of jumping ahead of where we're at right this second we were going to talk about about um our our reviews and our incentive packages so that's coming up later in this what we're really talking about here and the takeaway for the council should be that we looked at what those competencies should be instilled at every level of the organization for us to achieve the outcomes we want to have and it's different for every level and so maybe by way of example I know Jim gave some but if we just take one if we looked at continuous learning and let's say you're a uh you drive one of our Solid Waste uh trucks we don't expect our drivers to be out there doing you know go looking for Innovative new technologies for example what we want of our drivers is to be coachable so we can find more efficiency in terms of how we operate the vehicles how we operate our vehicles more safely and more economically so that core competency at that level is strictly just we want them to be coachable the manager has to be obviously coachable because he has a supervisor as well but the supervisor has to come in and to be able to be a good communicator we don't necessarily need tremendous communication skills for the driver they've got a lot of things they're paying attention to while they're doing their job but the minute you go into a supervisory position you need to also start adding in the communication skill set and to be able to be and to be a good trainer oddly enough people who have lots of knowledge don't always make good trainers uh so we want that to be a core competency that when you elevate to a level of a supervisor that we that we're working with that person on their communication skills and that we're working on how they train people then when you get into the managers part it says remove obstacles this is where the critical thinking starts coming in this is where we want our managers really looking at and I'll use Solid Waste again looking at are there new technologies out there new types of equipment new types of routes new routing software could be a whole host of things that we want them to look at at um because that's as you get it to be a manager we want a certain amount of your core competency to be seeing the big picture uh again I you know we don't want a driver necessarily seeing the big picture when they're operating a 50,000 pound truck in neighborhoods where there are children playing and where there are you know uh cars parked so the manager that's a little bit different situation we want that manager now not only to be coachable not only to be able to be good a good community unic Ator and to be able to be a good trainer we want them also spending time and having a skill set that starts looking forward into the organization to see how we can improve the organization so what we're the phase we're in right here is just really talking about the core competencies at each level because once we understand these competencies we can then put individual initiatives in place to help moving our employees so they're all fitting into these correctly we will be talking a little bit here uh about Innovation about ways we can incent our employees and that is kind of coming up here in a few minutes thank you um at some point and so I will ask you at some point you will delve into the question of how do you remove bias well I i' I'd mayor if I could um so I understand your question and and I absolutely have seen that as the HR Director here I have seen those things occur now one of the things that um I would say is too our managers and supervisors need to be held accountable um and and that's part of this so if you look for example under Executives uh the very far right and then you go down to leadership um we expect all of our executive level director level to create a positive work culture where all staff are motivated where they're all empowered to do a good job now I can tell you if I'm an employee and a supervisor has bias against me in my performance review I'm probably not going to be very motivated I'm probably not going to be very empowered to do positive work so that is the that is the the responsibility of every single director within this organization to look down into their organization and ensure that those types of things if if they're happening um we're able to go in and correct those now um the employees in the process of a Performance Management um let's say they're getting a performance evaluation they have an opportunity to write a rebuttal to that evaluation they certainly have an opportunity to speak to the you know we would hope and I and I and I do know all of our directors have an open door policy and they can go in and and employees can speak to to to them as well um and it's their responsibility to to make sure that if there is an issue that it's dealt with um and you know is it perfect it it's I don't know of a of a performance management system that I've ever seen that's perfect um but we're trying to make this as as good as we can possibly make it for the city to make sure our employees are motivated they're empowered and if they're doing excellent work it's recognized and it's rewarded I uh I'm going to since you said that I wasn't going to um bring up anything else mayor but if I might um it's been my experience over the years that with line employees when they are in such a situation it might be through intimidation or fear or reprisal that they will not take it to the next level okay so I I guess my question would be or or my suggestion would be I I would like to see the creation someday of an utsman an employee utsman that could act as that intermediary or mediator or whatever but somebody that line employees could trust to help them in creating resolution for their situation has the organization ever considered such an animal mayor and council member Clark um we haven't had an ombudsman uh as as far as I know within the city what we do have we have each department is assigned um a human resources business partner and that's someone that's there to help employees through any employee relations issues they're there to help uh with restructuring if we need to do that they're they're there to help with benefits and compensation and all those things that you would um relate to a human resources issue um so they're there and we do have employees come in and talk to their HR business partner frequently about maybe a pay issue or you know might be an employee relation issue and then we're able B to come in and in the past we've done um mediation and we've had good results from that we have an individual within our department in HR that can come in as a neutral party and do mediation and get folks to a resolution so we do have that in place and that's been successful but as far as an ombudsman we haven't had a specific designated Ombudsman for for the purposes that you're talking about mayor if I could follow up with one request um I didn't know that that was available to the line employee but um I don't need to know specifics but I would be curious to see how much it was used in the last fiscal year and were the outcomes generally satisfactory to that line employee thank you absolutely mayor thank you mayor uh to those comments um it'll end up being a yes or no but for example if an employee is called in by his direct his or her direct supervisor whether that's a supervisor director or above um and that director or supervisor is going to speak to the employee with regard to perhaps violating policies or job performance doesn't that employee have the right to representation to have someone in the room with them that's knowledgeable with the organization's policies um is is is that afforded you don't have to be in an association any employee can say HR I need somebody to be with me or somebody else that's knowledgeable of their choice is that correct mayor council member Alama that's correct if if there's an employee relations issue they have the right to have somebody in there with them and it could even be um their HR business partner if they wanted but they can select who that is whomever they want and so um kind of what the councilwoman is is mentioning I I don't know that I've been my employers the public sector as well so I'm not sure in within this organization all employees know that is afforded to them some will just go into that meeting and it is what it is U I'm not here to announce it but if if that's afforded to them I think they should know that mayor and council member Alama it it it's covered I know it's covered in employee orientation but it's also in our um in our policies so anytime you know uh employee wants to go through and take a look at that it's in it's it's on the grid and it's and it's available but um it is something that we can you know do a better job of communicating thank you mayor thank you okay um so basically you can see how the success factors work um and and we've gone through a process with our business partners and with our our directors and and our departments where we've identified where each position within the city resides whether it's in the foundational whether it's in professional and supervisory manager or executive so we've gone through and identified that and we're in the process of updating our our job descriptions for all positions that incorporate these success factors that we're talking about today so I'd like to talk a little bit about what what is that going to look like with regard to to the organization's Performance Management and so when we talk about an employee a lot of times I like to you know in human resources we talk about the employee life cycle um from from you know from onboarding them getting them recruited and onboarded to their retirement so you know all the things that go on with that employee life cycle so um when we uh we're taking these success factors and we've crafted What's um we call behavioral related questions we can look at a resume and see or an application and see the technical skill sets those are simple to find and those aren't hard necessarily to train people on what's a little more difficult is those softer pieces can they come in and get along with others can they come in and are they good communicators um are they a team player you know those kind of things that we've gone through with these eight success factors are a little bit more difficult um so how do we attract or bring in employees that have those um success factors already with them when they come um and we do that through modifying our questions the interview questions that we ask and the things that we look for uh when we go do reference checks and other things that align with the success factors that are critical for that position um so those are incor are being incorporated into our recruitment process into our new higher orientation when we train employees as they're coming in and onboarding them um and they understand that it's important to the organization it's important to their position and it should be important to them um and so then as as we bring them in as we onboard them then we have that opportunity to develop and grow them um and so the what we see in the success factors are the things also that will help Drive the organization's um employee development plan as well and we'll be training to those success factors we'll be providing resources and development with regard to those success factors and then also we've built these into our um performance assessments so when I'm um when I set my goals in July or August at the beginning of the year um they're based on those success factors among other things but those success factors are incorporated into those and um I'm expected to um successfully achieve those goals as I go through um the fiscal year um so uh and then at the end of the fiscal year obviously I'm assessed on those how did I do um did I you know did I achieve those goals that were set for me am I demonstrating um excellence in service am I demonstrating um you know the Innovation component as I look at the things that I do on a day-to-day basis so those things will be uh have been incorporated into our Performance Management process mayor members of council I think if there's one of the really major fundamental change from when I arrived five years ago to we're at today is really around the competencies that we're seeking and uh and I think this is a a problem both on the private sector in government although I think it's it's more on the government side where we get so focused on minimum qualifications experience and specific skills and we we haven't always done a good job of looking at somebody's what we refer to as the soft skill size and so part of this competency model whether how we recruit and and the kinds of questions we're asking is we're getting better all the time working really on the soft skill side here here's the reality when we have an employee that's not a good fit for the organization it is rarely and I mean rarely because they don't have the skill to do the job more times than not it is they either you know it could be anything from they do not get along with their colleagues they don't respect people within the organization they don't see the big picture they don't put the goal the organization it's always those soft skill sides and yet we we always hire on the skill side so what Jim and the team and what they really have focused on here through this process is that it starts with who we bring on board making sure we get people that that that get the picture I I I tell the story that when I own my own companies I found out in about over 15 20 years that I was a complete failure at training somebody to be respectful to people if they came into the organization and they did not respect they had the bias or the the the the Prejudice or just they just didn't have respect I could do everything I wanted as an owner and I continually failed to move them to be a respectful person if they came in they didn't have a strong work ethic I couldn't find a way to get them to migrate into a strong work ethic and so part of this is really what we talk about we believe we can teach skills and we've demonstrated we can teach those kind of hard skills very effectively but if the person comes in and can't respect people people uh can't respect because of gender or race can't respect authority or supervisory there's very little we will ever do to move that person along the Continuum this is the change what we're starting to uh into uh put in place on the hiring and then as we do our employee development we're going to focus more and more attention on the soft skill side because you can make a difference uh sometimes they just haven't been given a lot of good input but by and large it starts off in my opinion by having the right mindset of employees coming onard board and this is really the work that the team has done that I was most excited about was really starting to focus on the hiring process and the onboarding process to align with our organizational goals and and to to top off that employee life cycle as we're talking through this um it it ends with the separation and the opportunity to talk to that employee to see how we did in terms of uh meeting the success factor objectives uh providing the resources um um you know how did we do and it's their opportunity to grade the organization um and to give us the feedback that we need to then put it back into the cycle and improve the overall process mayor thank you mayor um so what has changed with the onboarding process to make sure that we're onboarding people with the skills that you mentioned Mr Phelps mayor council member tomoff um we've revamped the the orientation process to educate our employees on not only do we do we incorporate those into the hiring process in other words those the questions that we ask are behavioral based questions that are focused on the success factors for the job but then also when they're in orientation um they're being trained over those eight success factors and they understand what they look like what the expectations are how it's incorporated as you see here into the life cycle of of of them as an employee as they go through this and then along the way as we um and again this is a process as we incorporate this into these into our our or our employee development um there'll be more and more resources available to our employees in terms of training and development in these areas as well mayor if I could um so that's what I was curious about as if we're doing some sort of Personality or or you know something that really where you're able to determine a little bit more about somebody's soft skills before you're to the point of actually bringing them to an orientation when you find out there that the person's not a good fit so I was just curious if we had added something like that into mayor and council member Toma it's not really a personality it basically it's it's revamping the the interview process the the um background checking and the the reference checking to see if um if what they're telling us is in alignment with um who they really are and you know sometime it's sometimes you miss sometimes you miss but then uh We've Incorporated this into the performance management process that if we do miss we can work those individuals out of the organization um in a short in a short amount of time mayor members of council maybe it's a followup so then then in the first year when we have our probationary period in place we're also now focused a lot more on whether or not they they're exhibiting especially on the soft skill side that they're exhibiting those traits because they'll it'll come out relatively quickly in terms of how they work together with other other people I I think you do bring up an interesting uh question and it' be something I'll I think I'm going to follow up with the HR department the team on is that maybe at certain levels maybe we start there is an investment in personality profiling there's a lot of people that kind of are on both sides of whether it's valuable or not but I think it's I think it's worth while us looking to see if we can uh if there's some tools out there that we can effectively use to try to drill down better but we do have better uh I think far more effective questions the the qu the types of questions we're asking during the interview process are are fundamentally different than they would have been asked three years ago thank you mayor mayor can I just absolutely um because I I know I mean I'm sure you know all the directors and managers are acutely aware that um managing uh an an employee who's become a problem is way more timec consuming than managing the good employees so um it you know anything we can do to find that out and I know people don't always see themselves you know PE if you ask people you know are you tolerant are you this are you that but there's a lot of uh data and things out there where you can extract things from people that they really are a little more care you may find something out that they don't even know about themselves but in the long run it would probably save us a lot of a lot of time and money to rule those people out in the beginning rather than bring them in and then have to deal with it thank you thank you mayor uh to that point that's uh precisely where I was going equally important as what the council woman mentioned um what are we doing specifically for those employees who exist today that demonstrate those behaviors you just described and defined um because what happens in organizations this large um supervisors allow those behaviors to manifest and then when it's time that the supervisor is no longer welcoming that behavior you can't get rid of that employee so how are we how are we correcting those employees because I I've I've heard it twice already that you know get rid of them it's easier to get rid of them no how do we fix those employees that a problem has manifested over years because a supervisor or multiple supervisors allowed it to manifest so what are we doing to correct that behavior and build good employees out of the ones we already have mayor and council member Alama um part part of this is um is going to be incorporated obviously as we said into our development how do we train our supervisors what are the expectations that are laid out for them but then also as we go forward and again this is you know this is something that's that's new organizationally that's going to take a couple of years for it to really set within the foundation of this organization but but as we look to uh we really want to focus more on internally promoting our employees and as we do that we want those employees who are exhibiting those success factors that we're talking about to be the ones that you know as they grow and as they develop to to be able to get uh those promotions into those types of of positions so that we are really systemic um it's systemic within all of our processes including um you know how we promote um and certainly we would expect uh our supervisors to understand that and to be able to uh to go through a performance evaluation in a way that um captures those issues and and deals with them and and if if they're if they're not meeting expectations in these areas areas of performance that we're discussing today then uh you know we do have an opportunity for them then to be put on a probationary period and if they don't clear that probationary period then they're moved out of the organization so that's how that works now um you know again we've got to have accountability for supervisors to make sure that we're getting that done so that's part of this process and part of the revision of the uh Performance Management plan May if I may just uh finish up here um I don't know if that answered the question completely I I I just I'm looking to find out what we're doing for those Problem Child that exist in the organization that just been Let Go by the wayside how are we rehabilitating an employee who just got away with something for so long and they don't even know it's it's happening anymore how do we fix those employees uh but that's probably for a longer conversation but secondly I just want to add and it's not a question just a comment and then there's we really have to support the supervisors because supervising is very difficult very complex so um being supportive of those supervisors who are disciplining employees checking to make sure they're following the process and then supporting them and saying yes you followed the process there is disciplinary action required we we're supportive of it so that makes better supervisor so the first question was how do we resolve some of those employees well mayor members of the council just a couple thoughts on as we move on is one I think one of the issues I found when we came here is that we set different expectations or there were there not that we said them but there were different expectation levels of appropriate behavior depending on what level the organization you were in one of the things that we have said is that just because you work in a rough and tumble shop with that uses the you know the dirt and the shovels and the does it mean that the standard for language changes there that we expect out of a out of a senior supervisor manager or a leader of the organization so one we're trying to we're trying to weed some of this out because it there was just a culture that it was okay to use this type of language it could be it could be gender biased it could be a variety of things it seemed maybe anoculus 10 or 15 years ago but today is just unacceptable so we've tried to make it very clear throughout the organization that that we're going to hold the same standard in terms of our values and how we treat people that is not moved up through the progression we want everybody in the organization to maintain those values what what we have to do a better job and you kind of hit it I think is the supervisory and manager roles we have to and we're moving away from this many organizations and I would I would actually say not many I would say most in government that I've been there promote based on skill set so if you are a if you are a foundational worker and you do your foundational worker better than anybody else you then become the supervisor but if you look at the if you look at the elements that we've identified for core competency nothing in there says you have to do your skill skill set better it talks about communication the ability to train other people and so we have to get out of the mentality that just because you exceed as a planner two maybe you are the best planner two uh in the department but a planner three takes on supervisory roles and has to take on more engagement with the client and and look at the bigger picture it has nothing to do with how good of a planner two you were and I'll just end with this in my experience in the private sector a failure of many private seor companies is they take their best salesperson and make them sales manager and 75% of the time that is a gigantic disaster because the skill set to be a great sales manager is different than the skill set for being a Salesman so we're trying to really pay more attention on who we promote up through the the areas and that's why these core competencies that we have established give us a framework now for how we decide who gets promoted to supervisory not just because you've been here the longest or just because you do your core skill set but can you be a good trainer are you a good communicator and as you move up through the lines so you you've hit I think on a both of you touched on issues that we're that we're working towards with this new model that we think we can overcome uh if implemented over the next few years and and then a couple things I'd like to point out the city for I guess quite some time and and and we stopped doing it that we had a program called glad I I don't know where the D came from but it was Glendale leadership Academy and and and everything you just said I completely agree with you I've owned multiple businesses but if we don't have a way to train those people to be good leaders I mean you can be a natural born leader that's pretty rare but you can have the ability to if somebody teaches you how to become a better leader do we have any anything in the in the future where we can make available to employees that want to work their way up the ladder that we can give them some sort of classes some sort of uh leadership some Academy college courses something to become good leaders mayor uh yes as a matter of fact we've we've brought in um supervisory training courses over the last few years and we've had numerous supervisors go through those courses um but those have come in from the outside we're um and we did have glad glad was a successful program um and as we went through downturn and and we had some some layoffs and we had some other issues we we we we lost that but uh we did bring it we have since brought in supervisory training from the outside and we're working to develop um our training based on these success factors that we've seen here um for all of our employees so again um as I had mentioned to um council member Al dama um it's critical that we train and we we um get all of this language the success factors the the the things it takes to be a successful supervisor in particular get those systemic within the organization so that we can promote from within they understand the glendel way they understand um you know what the expectations are of a foundational employee and Beyond and so those things I think you'll see as we we we talked part of at the beginning of this presentation we talked about resources being aligned with the overall strategic plan well the resources that we'll bring forward for those training opportunities will be directly aligned with what we're talking about right now and that's developing those supervisors I'd like to be clear though so we've had outside sources is that something where employees would pay for that training or did the city pay for that no uh mayor the city provided that uh training for employees to go through okay so do we have any kind of programs if if somebody wanted to take a couple uh credit hours uh in in some particular field to to be uh in more in leadership is there a way if they prove their themselves that the city has some sort of policy where they can refund certain amount of money or well you know no I'm I'm just trying to figure out what else do we do the Glad sound like it was a good program sound like maybe we need to figure out a way to try to get it back uh you know military is better than anybody as far as uh teaching people and they have a program called uh you know train the trainer uh so everybody does it the same way all the time there's no doubt where you go in the world it's the same procedure same policy mayor uh we we do uh departments have uh development funds within their Department budget but then we also have um our uh degree reimbursement program it's not as robust as it was in the past uh but employees can get some uh reimbursement monies for degrees for a two-year uh four-year and a master's degree so that is built in so we do uh provide some funding for that um and again you know department heads do also a fairly good job of putting U development monies in their budget and they send uh their people to training as well so we have those typ YP of things have they been doing that I mean is there is there a lot of money a little money you have any idea where that's at uh I don't know individ from the individual departments how much funding is available I think we've had about $10,000 in the HR budget for it uh over the years um but it's again it's you know it's something that um that we use for we've brought in uh and and I can't think of the individual's name I think the council may be familiar with them but uh we brought in um different entities from the outside to come in and do supervisory training with those dollars too so once you finally get that really good person hired that's the person you want to hang on to I I know how costal it is just finding the right person to begin with right mayor go ahead um I I too am familiar with glad and I think that's an excellent idea I I would like to look at you perhaps reinstituting a a glad or program similar to that because the way it's structured now what is available is not available to everyone if we start something like a glad over again that's every year we're going to be turning over employees who will be able to benefit and the organization in turn benefits so um I think the mayor's suggestion about glad is a good one and I'd like to see it reinstituted thank you and and with the model that we put in here that's exactly I think what we'll be bringing forward to you in the near future so thank you um as as we so so we've talked about the life cycle and how the success factors will be incorporated into each you know each phase I guess of an employee life cycle um so you know I want to specifically talk a little bit more about Performance Management what we did with this too once we we developed these eight success factors we went out and we pulled in supervisors from across the organization and asked them about our existing process what they'd like to see you know what's working what's not and so essentially um we just pulled the top recommendations from the that group I think there were over 30 supervisors that we were able to talk to um and and get feedback from and they said essentially you know they'd like to see this process taken online it's it's a paper-driven process so what that means is um you know an employees got a copy of their performance review the supervisor has a copy of every performance review they do year after year after year they have to maintain that HR has copies of every single performance review so it's all paper driven and it's not as accessible uh and easily accessible to the employees as it as we could make it so they wanted to see that um they wanted to streamline the rating levels which as when I initially presented this to you you saw four uh levels of performance that an employee could be rated on um and so since we've discussed with this focus group or these supervisors we've streamlined that down to three that was the recommendation so we've done that um and then they want to see written feedback mandatory and in the past with this this process that had previously been developed I think there was just uh feedback that would be either in if they didn't meet the expectations the of the supervisor or if if they exceeded we required that but now we're requiring it for everything so the that means the supervisor really has to take the time and really has to um comment on their thoughts in terms of the the and the facts with regard to that employees uh performance which gives that employee more information to then obviously improve or keep doing what they're doing mayor thank you mayor are you requiring also feedback from the employee being evaluated or comments I mean I know it's it's usually it's optional but um is that also being required mayor and council member tomov part of this is a self- evaluation so the employee goes in and part of the process is they do a self- evaluation prior to their evaluation with their employee so they they write up their self- evaluation they provide that to the the supervisor and then they go through that process um with the supervisor's feedback as well so yes they they also can uh you know I and and they also have an opportunity to provide um comments after the fact too if they disagreed with something if they felt they did more and it wasn't reflected in that review they also can can put that information into it as well okay um and I I don't supervise anybody anymore it's been quite a while for me but a poor performance evaluation should never be a surprise really to anyone I mean it really shouldn't if somebody knows they're not performing they should be pretty well aware that they're not performing so I've always thought that you know I mean if you if if it's a surprise to the employee the super ADV viser probably hasn't done a good enough job letting the employee know that they're not meeting expectations prior to you getting to the performance evaluation stage so thank you yes absolutely mayor thank you mayor Mr Brown um so typically when we're discussing uh performance reviews they're more of a top- Down uh type of a a process do we hear in Glendale have a a 360 for instance type uh perspective where line employees are um asked for input on how effectively they're supervised how supervisors are asked for input on how effectively they're being managed managers how effectively their uh directors are for them uphill as well as just the traditional downhill mayor council member Turner um it's a a great a great question I we have done 360s at the highest level but only on rare occasions we don't have 360s organizationally so we've not done that it's not a part of the process as we've as we've talked about it today um the the the employee does have uh an opportunity to comment on their own performance but as far as peers and others within the organization that's not a part of the process at this time mayor Mr Brown and and perhaps Mr Phelps do you think that that could possibly be something that would be useful in our organization y mayor members members of the council Council M Turner we've used it where we've identified potential issues so I can I can speak of in the last uh say year and a half um where I've used a three we've used a 360 on two directors uh because we had we had in been indicated some issues that had come up so it's a tool we can use when we think there's a problem there's a lot of work a lot of people have to touch at 360 to say to do that throughout the full 2,000 employees would be I think would be somewhat owner onerous and and would be would come at a price but I but we it is a tool we can use and we have used uh since I've been here mayor thank you Mr Phelps and I I threw out 360 I'm not I don't have uh great deal of experience with it my business management has typically been small business not larger organizations like this so I'm not saying exactly 360 and that and that process but just wondering if we get enough feedback up the chain of command um to make us really as as effective as we can be so that's just a question and a concern I have and mayor and council member Turner one of the things that we did Institute um and I know Gene Marino had worked on this was our Employee Engagement survey so that that survey tool has been helpful from for me from an HR standpoint to look at and see where some of the challenges are uh you know whether it be at the supervisory level or some other areas in order to make improvements organizationally so that's not the three that's not what you're talking about but it does give a similar type of of feedback to us that we can use um to improve organizationally um mayor Mr uh Brown are the is the data from from that survey is that available to the council mayor uh council member Turner I don't believe it's available at this yet uh I'm not sure when that's going to be available I don't know a few few weeks yeah okay mayor members of council again we participate in in the survey that's done both in private sector and large organizations and and we're waiting they were supposed to have the results up the most recent one last week they had to delay it for two weeks so it's right right around the corner and yes that data then breaks down there's a host of questions that every organization has to ask and um I I'll double check with with G Marino but I believe that we get that data in some granular detail so we can then compare our organization a across the board to other organizations thank you not in your head yes so all right look forward to it thank you okay uh so so again that that was the feedback that we got from our supervisors and we have implemented some of those things in our performance review plans already um so we've talked about Performance Management and I I want to shift gears a little bit here and talk about um how we associate that with pay so so let's we'll talk about that um and and it's important because we want to retain our our good employees and we want to incentivize high performance and I know that's something that's been important to the council as well um but essentially when we talk about this we're going to talk about a couple things um some of it is more static and when I say static it's it's on the organization to maintain competitiveness with our pay plans and some of it's more Dynamic which is on the employee um as they're um performing um to to uh to achieve higher uh ratings so so let's talk about that it's we'll talk about market-based options uh Performance Management Programs and and to council member Clark's Point earlier incentive programs so if we if we focus just basically on the that on the more static parts of our compensation um these are things that are incumbent on any organization to make sure your pay plans are competitive to make sure your employees are staying up with cost of living um we have two pieces in place that we're doing now um one of them as you saw in the last budget cycle is a cola or the cost of living adjustment and staying on top of that so our employees can keep up with just the basic cost of living um and the other piece is something that we do every uh two years now and that's um essentially a market study or a compensation study and that's based on our our Market data and we look at that we compare that to where our pay ranges are and then we make determinations if those pay ranges need to be adjusted usted or not and that's done by position it's not done you know holistically but it's done as the positions need to be adjusted we make those adjustments based on the market now our last Market study was um done this past fiscal year uh and then our next one won't be until uh fiscal year 2223 so again that's that's every two years so those are the more static that that's how we as an organization stay responsible in terms of keeping our our pay uh competitive it helps us attract uh employees it helps us to retain good employees um and and it helps us pre prevent High turnover rates which can be very costly uh the other so that's the the the static piece the dynamic the more Dynamic piece is is um something that we implemented last fiscal year and are going to be doing more of as we go forward and that's the pay for performance piece and that is going to be based on an employees annual performance so this is the static piece that they have control over as they as they perform um the better they perform the more opportunity for increase they have and that's again we determine what percentages are of that uh pay for performance through the annual budget process so as we we come to council with that this spring um we'll be working through uh what that pay for performance amount should be and what I'd like to do is and again I'm going to show you the next slide and and this is a very conservative slide but it's an example of what the the dynamic and the static components working together might look like and again this would be in a very um conservative year fiscally so you know I'd ask you not to get too caught up on the numbers but just sort of the concept is really what we're looking at here so so let's say we're in a year where we're going to be making Market adjustments so we've done the market reviews uh we're going to be making Market adjustments to our employees pay ranges um so so it's in a year we're doing that um and we've determined we worked with Council determined there's a 1% Cola so let's you know we're assuming that and we're assuming that if you meet expectations as an employee you're going to get a 1% and if you exceed expectations you're going to get a 2% so again a conservative year just this is just for uh exercise purposes so for an example of that would look like employee a um we've we've viewed the market and we found that employee A's pay range is fine it doesn't need to be adjusted um it's in they're in a good position from a market standpoint so that employee if they meet expectations they'll get a 1% for their Cola and they're they'll get a 1% for um meeting expectations for their performance so they get an overall 2% and I've started down below and in this scenario um the max amount for Cola and performance for an employee who meets is 2% um now keep in mind if they're if they got a market adjustment and it's more than the 2% they get the market adjustment and they wouldn't get anything else that's that's what they get they get the market adjustment so that's an example of employee a now let's take a look at employee B so in this scenario this employee meets expectations um they were low in the market they were adjusted 2% or more could be higher based on how however low they were but again in for this scenario it's 2% so in this case they if they meet expectations they can't exceed 2% and increase so they've really gotten their 2% so they wouldn't get anything in performance or Cola in this situation and then an employee C this is an employee who exceeds expectations their Market is found to be fine they don't need an adjustment there so they got a 1% in Cola for cost of living and then they got a 2% for exceeding expectations um again very conservative model but it gives you an idea of how pay for performance can work um and particularly as as we come in in the spring to talk more about about this we'll know more what these numbers could look like and again it won't be uh there won't be any Market adjustments for this budget cycle it'll only be we'll look at Cola and we're going to look at performance as we roll into the spring and come back to you with with um some some models mayor mayor thank you council member um Mr Brown so let's say we had an employee d uh that was deserving or entitled to a market adjustment uh they were exactly like employee C but they deserved a market adjustment could you walk us through that um so an employee D that was entitled to a market adjustment and what was the the other and otherwise otherwise they were just like employee C oh okay they exceeded expectations they exceeded expectations right so if you look at the aster Below in this model and again you know this is what we similar to what we did last fiscal year okay so that's what this is based on um but if let's say they got a a 5% Market adjustment and then at that point they wouldn't we wouldn't put them over um anything more than that so so so the max they could get for Cola and performance is 3% if they've already gotten a 5% Market adjustment then that's what they would get for that fiscal year is that market adjustment amount and again this isn't a fiscally conservative year and this would be driven by Council policy or how would that be we would bring this forward to the council and the council would have input in terms of what that's going to look like yes okay so this is these are simply examples they're not policies strictly examples of what how the dynamic piece the which is the coal in the market adjustment and the perform performance piece work together as we go forward with with managing compensation so okay so it could look vastly different than this but I just wanted to give a conservative example so you could kind of see what it might look like okay and it just occurred you know as I was looking at this it occurs to me that if if we had an employee who was was being paid below market and yet they were still working at a performance level that exceeded our expectations that perhaps we should still re reward the fact that they're awfully hard workers even though they've been undercompensated we shouldn't take that away from them and and mayor and council member Turner we do take that into consideration as we make Market adjustments if we see an employee that's that's dramatically low in the pay range uh we look to see their experience and all the other factors to see where should they be based on the market where should they be and then we try to place them there appropriately so it could be you know if they're if they're if they're far lower than what they should be you know it could be a significantly higher Market adjustment up to maybe 8% or something along those lines we've seen that in the past but again the goal is to make sure they're positioned appropriately in their pay range for the work that they're doing for the city and if I could then absolutely we do want our employees way to be appropriately positioned in their pay range uh as compared to the market but if the council's um objective is to reward performance high performance then then that would be something you know that the seven of us would need to look at and see do we want to make sure that regardless of whatever the the market and the cost of living adjustments would be if they're a high performer they should be rewarded for it but that's that's something for us to discuss further down the road thank you sure mayor thank you um I just want to back up really quick because I I didn't and I want to back up and just say thank you for the staff members that Mr Brown you mentioned earlier who worked with your team to to create this really really good work and outstanding and so thank you for being here today and I know it's difficult to hear the council um Weighing on this hard work you you put forth and it's really difficult for me because um we kind of find myself getting into the weeds that's really the city manager's job but but thank you for bringing it to us and and thank you for your hard work um I my question is if I'm an employee of the city and we have this new system now based on performance and my supervisor is now going to determine whether or not I get a 1% if I meet or a 2% if I exceed I'm going to want to know and be comfortable that my supervisor is a qualified evaluator that he or she has received a apprpriate training that allows them to determine whether or not I am worthy of that raise or I'm not so I want to be comfortable that Mr freeline is my supervisor that I know he's been through regular training on how to evaluate people we can get into a point we can get to what the councilman uh Clark was mentioned earlier the bias becomes uh the determining Factor whether or not someone gets their increase or not and so I want to know that freeline has regular training and knows what to look for when he's determining whether or not I receive that salary increase or not so will there be any training and is it regular training for for those supervisors who evaluate employees because that is a very complex part of someone's job duties uh evaluating people so is there training and will it be regular training mayor council member Alama yes uh as we've Incorporated these success factors um training goes along with that and is associated with that so we will be training uh our employees um as we move forward prior to getting into the the performance review cycle so yes thank you Mr Brown so specific to supervisors who have that dut training yes okay thank you sir I appreciate it thank you mayor so so this talks about um again the performance uh management piece and that's and the the dynamic and the static but I also um council member Clark bought up earlier um incentive and so uh let's talk about that for just a minute um so incentive programs are important they they help to drive the culture of an organization and they should be focused on our organizational values so so we took a look at the organizational values and in a couple of areas um that are really ripe for incentive programs uh are the following the one uh is um excellence in service and the other is innovation so uh to to break this down for you a little bit um what we're proposing here and what we would be bringing um in the budget cycle to the council would be um to have these two areas focused um for incentive reward and uh the first excellence in service would be focused on um employees who make um Excellence a habit not a goal um and they're doing things exceptional things that are outside the scope of their uh day-to-day jobs so um W with regard to that um we would um we would have um basically we would run this on a on a uh where nominations people could be employees could be nominated for this award for this incentive and there are employees that would demonstrate a combination of behaviors that are related to things such as you know willingness to go above and beyond the Norms or the Norms of the expectations for their job um they're providing outstanding service uh to their department or organizationally um they're sacrificing of their time and energy for the good of their co-workers um and and thatp type of thing is or some of the criteria that we'd be looking at um with regard to Innovation so what are the things that we would look at for an incentive program for that um nominees for this award and this could also be individual or it could be teams that could be nominated for Innovation award um but they would demonstrate a combination of behaviors that um are related to taking proactive and Innovative uh approaches to finding viable solutions for their departmental or organizational challenges um working towards effective and successful implementation of new Services programs or systems uh participating in collaborative problem solving break down B boundaries and creating new relationships to provide a new way to get the work done so those are some criteria that we're looking at for that brown yes uh so I'll tell you an experience that I had experienced probably 40 years ago uh and and it's one problem I have with with what uh you're suggesting only because what happened to me 40 plus years ago uh with what you're wanting to do could never get fixed and and and the example was uh company I worked for at the time uh started all their drivers at 7:00 in the morning everybody would show up at 7:00 all the drivers would go out they'd get their trucks in line they would get fuel and if you happened to be towards the end it'd be an hour and a half before you'd finally get fuel on your truck before you actually started Ed your day and I kept trying to get the supervisor to let me come in earlier so I could start before everybody else and their start time was 7 not 659 not 630 and I was trying to explain to them if you would stagger it and and let people start coming in at 6 o'cl everybody would be out on the road we'd get a lot done we' save a lot of money for the company and would' give better service to our customers and yet the supervisor didn't want any part of that so my question is if a person has a really in you know Innovative idea and the supervisor isn't receptive to that how can that person get that idea brought forward to be looked at mayor and um members of the council so this this nomination doesn't have to come from the supervisor again um but but but I understand what you're you're saying is the employee had a great idea that couldn't be implemented because the supervisor wouldn't let it happen is that correct in my case that's um well um they didn't want to change that was the problem right and and it's interesting that the conversations that we're having seem to focus so much on the supervisor it's such a Lynch pen role it's such a critical role in this organization and and I think that's that's why we need this is because we need to develop and grow our supervisors so that you know so that they're doing the things that are engaging that are Innovative that are empowering employees to do better work um and if we don't have that then we have a a dysfunctional supervisor needs to be dealt with I would say I would say on the whole um I I don't see that you know we we may see some of it here and there but we don't see that on the whole and um in in these types of situations um certainly we would hope our from our director's standpoint especially and and I can speak for most of them they're going to be looking for employees to provide better ways to get things done um ways that might save money ways that might improve the enhance the services that we're providing um but again I think uh this is going to require a lot of training and and a lot of investment in our supervisory uh area as we promote supervisors as we train them as we hold them accountable to do the the very important work that they have to do okay so so uh to interrupt you and I brought this up a long time ago and it's been talked about over the last few years since uh council member Hugh and I have been here and probably long before that but again if a person has a good idea how how can they be protected that that that's their idea know and that's something I brought up a long time ago I I thought maybe if if they uh submitted to their supervisor and to maybe the city manager to where there's two ways of you know making sure that and I'm not saying that we have supervisors that would do it but we're human so there's always that potential how would we protect that that that maybe that on you know inline employee that you know they they tend to understand understand how things could be done better and almost everybody in every field if you say is there a better way of doing your job almost everybody has a better way of doing it so how can we protect that person and know that if they have an idea that it actually can get looked at and that they would get credit for it well mayor I know in the past we've had uh something called the idea Garden uh which ideas were submitted to that and were forwarded on to to the appropriate people um I certainly we we could come up with a process on the front end this uh reward program is really looking at the back end but on the front end how do those ideas uh come to fruition in the first place and I think that's something that we can work with our directors on and we can we could come up with um you know whether it's through a submission um to a certain entity maybe to the city manager's office maybe to Human Resources maybe somewhere else um to where that person could submit an idea and then that could you know there could be a committee formed around that and and work through it um certainly we could do do that may thank you mayor um that's kind of along the lines I was thinking as does does the supervisor have to submit uh for this award or can the person just submit their own idea um you know or whatever the Innovation or ex and I mean I I it's it would be a little maybe unusual to submit yourself for excellence and service that probably would need to come from a supervisor but the Innovation um one for sure that you know I'm just curious is there have you laid out a path of how an employee would would be able to submit that on their own and not have to go share the idea with their supervisor or if they thought their supervisor may not be receptive to it mayor council M Tom chop anyone could nominate anyone for one of these uh and and and I'll get through the what I'm going to do here in a minute is go through kind of the detail of how that might work so I'll I'll kind ofun run through that um these are the the categories that um and these can can change over time depending on you know where we are as an organization but but for right now these are uh again excellence in service and Innovation and then uh the detail in terms of how those nominations get submitted again they can be submitted by the employee they can be submitted by others who've seen that employee or that team of employees do their work they can be submitted by a supervisor a director it doesn't you know there's no limit on who can do that mayor thank you excellence in service um making Excellence a habit not a goal isn't that exactly what exceeds performance and the possibility of a greater salary increase addresses that whole concept of excellence and service so would the employee basically be recognized for excellence and service by meeting a standard that exceeds their performance their usual performance question one and I know you're going to get into the weeds in a minute with Innovation but I think uh and this may be crashed but I think the only way to get to people's minds and hearts is with cold hard cash and I I would excellence and service if they're exceeding and they should be exceeding performance standards so they'll be recognized paywise for having exceeded performance I mean how could you nominate someone for excellence and service and they not have exceeded performance levels and gotten some extra bonus money for that but for Innovation I I really I think if an employee is saving this organization money they're entitled to a cut of that savings and I'm really going to push for that because it's long overdue uh I can remember when Jean presented she had an innovation group and Jee Moreno presented slides of people who had saved the organization money and they got their 15 minutes of fame and that's it that's no incentive the real incentive is to reward people financially thank thank you mayor council member Clark to your point on excellence and service this this would be something that it's outside the normal scope of what we would see them do in their regular duties so that that was a criteria that was laid out then let me do a followup question if it's outside so a person could meet performance standards and be appointed for ex or be nominated for excellence and service they it mayor council member Clark it would have to to be something above and beyond what we would normally expect them to do in their day-to-day job then they would be exceeding their performance level correct they could they either have to meet or exceed their performance levels in their reg in their daily job yes and an example I mean we we have employees that we've we've uh pulled in we've trained them on facilitation we put them out in focus group they' they've G it that's not their normal day-to-day job they're still doing that but they've gone out and done more uh to provide um service to the organization so things along those lines are things that may be you know nominations we get all kinds of nominations sure I'm just gonna follow up and I don't mean to interrupt you so so excellence and service would go to people who perform in an exemplary manner above and beyond their regular job scope mayor and council member Clark they could be nominated yes and then that nomination I'm going to go through that process with you in a second in terms of how people can get Awards through this but they can be nominated they have to they have to perform uh at least meet the performance standards to be nominated now who gets selected for those Awards um is going to go through a couple of different uh committees that we that we'll talk about here in just a second but that's what I'm trying to wrap my head around if you're just meeting performance standards why in Heaven's name would you even be nominated for excellence and service that's where I'm I'm having the problem I would think your pool for excellence and service would come from people who exceed their performance standards uh so just sort that out for me mayor and council member mclark again um you know the expectation would be they at a minimum again and the criteria that was set was that a minimum they have to they have to meet meet their their their performance standards um if they were doing something outside the scope of their normal day-to-day duties that uh made a big difference in terms of service with the organization um you know that then they would be certainly they could be nominated and and they could they could be selected for this now I wouldn't I would anticipate if if they're doing that they're probably going to be exceeding expectations already you know I would anticipate that so so for for the scenario that you're talking about to occur would be a little surprising to me but in terms of the criteria um and let me get to that real quick um so the incentive program rules you can see you can see the rules that have been uh developed up here um one uh the annual program nominations are accepted in the fall so this doesn't run on a fiscal year it runs uh basically the award would be given probably November December somewhere in there um which offsets you know the Merit increases that would be July 1 um there'll be an electronic submission process for that so there'll be certain criteria that's filled out and submitted and it could be submitted by anyone it doesn't have to be the supervisor could be the employee could be uh somebody else that's recognized uh the the extra that this employee has done and they're submitting that um the eligibility is for regular status employees that have no performance issues in the past year um so again back to your point um you know we would have to look at the performance review from the previous fiscal year because you know and somebody could be exceeding in the new fiscal year so so it's July 1 it's a new fiscal year they haven't had their overall performance rating yet so it's certainly somebody you know that we wouldn't really know what their performance review is is going to say for that fiscal year um but certainly we would know what what it was for the previous fiscal year um Mr Brown let me let me thr a hyp hypothetical out to you you've got two sanitation drivers uh picking up trash uh one of them picks up all the trash he's on time he doesn't get into any accidents no tickets don't hit any cars don't run any kids over um and he does it on time and he's reliable that's excellence in service the exceptional would be the driver that shows up that does all those same things and maybe he knows that there's a handicapped person that can't take their trash can back to the house he stops his truck gets out takes it back up to the house for that person that's to me that's the difference they both are doing a great job but one is exceptional he's doing something over and above what the normal would be or even what's expected of him because he's trying to make a difference with the people that we serve mayor that's correct and I can give you a real example um from a previous place where I worked in Kansas it was a particularly windy day it's the same situation of a sanitation driver he's in a culdesac area he's picking up trash uh you know automatically with with his with his vehicle he there's loose trash blowing all over the culdesac he stops his truck he gets out of the truck he runs around and picks up all the loose trash takes him about 15 minutes to get it all done a a neighbor saw him doing that they submitted him for an Excellence of service award because he took the time to get out and do that extra um that you know just really wasn't expected so those types of things are the things that we're talking about that you know would would be exactly to your point exceeding mayor what I see here are rules for process for how someone gets nominated and the example you just gave where a citizen nominated someone isn't apparently included in the rules for process for nomination of someone so that seems to be an element that's lacking but where is the criteria for what is considered exceptional service and and where you articulate that so people can say hm Mr Jones has been doing a uh you know an exceptional um job in his or her in in his field so while I appreciate the process part where's the criteria part mayor members of the council again you know we're putting the program together I think it would be unrealistic to come up with a set of criteria that handles every situation um so that's why we have a committee looking at it and and be able to present it in the example by the way of the uh Refuge driver I actually received a call about a driver who my office was called because an elderly lady had forgotten to take her can to the street he stopped went and got the can emptied it and put it back never said a word but she knew it had to be done because when she went out the next day her trash had been emptied and she called the office so we do take that in and that would be a reason uh to acknowledge somebody um on this I I will I just want to say one thing on incentive I know we we keep saying um you know pay somebody to do good work and the term I like to use when it comes to customer service is outrageous customer service customer service should be good inherently I mean it should be excellent inherently that's what customer service means um I like the idea of outrageous and so what this guy did for example stopping his truck knowing that the elderly person was home and yet had forgotten to take to take the trash out uh that is what I would kind of Define as outrageous customer service um but we have to be careful that that this is not going to be the end all to how we incentivize our our employees there's and you know we talk about being a datadriven organization so what I'd like to do is push back uh council member Clark a little bit on the only way to incent people is to pay them because actually there's great research and I've read I've done a lot of studying on this at my prior organization that actually when you look at the top 10 reasons what people like about their job bonuses are seventh um what number one uh that is out there is recognition just being recognized for what they do and our incentive program a big part of it is just recognizing people who have gone over and above what they do challenge of the job is number two Believe It or Not people want to be challenged when they come to work they don't want to keep doing the same repetitive thing and not and not be growing in their position number three is advancement people want to be in an organization where they can advance number four is they want to be able to contribute outside of their job they want to be asked to participate in other kinds of things one thing that g Marino has done a phenomenal job in putting together our our uh strategic plan is we've reached down and we intentionally try to get new other people who've never been involved with this city manager's office or with their director to get them involved and that 100 people that we did on this deal many of them had never really been engaged but people want that and this research shows that and then actually number five is just the quality of the people they work with so we're we're dealing with a number of these things here I do believe we should incent I do believe we should you know provide Financial or other types of recognition for people who do it but I want to be clear just paying somebody an extra stipan for doing good work generally is not what most researchers will tell you is the best and most effective way to motivate your employees to excellent it's just part of the Continuum and and that's what I think that they've done a great job uh with this uh with this effort is we're trying to approach it from a variety of perspectives uh which I believe will really will result in very good uh results when it's done mayor if I might I'm I'm just going to reut that a little bit I bet if you ask a 100 employees would you like to receive a certificate of recognition for excellence in your work or receive I'll just pick a number out of the thin air an extra th000 a year in your paycheck I would think logically that there is not a person who wouldn't say oh I'd rather have the $1,000 a year than a certificate to put on my wall um and I appreciate the fact that surveys have been done um from experts and and and experts can be defined in the dictionary and I will not tell you how they are defined in the dictionary but um to to me especially while while recognition may be important to I guess I'm going to be discriminatory for a minute to an an executive employee who is already making um a substantial salary but to the line employee I I would bet that recognition in the form of extra money in the paycheck would be far more appreciated I'm I'm sorry I disagree with you on that sir El member tomcho thank you mayor um I I think that it depends on the recognition if if if you just hand somebody a certificate then of course they're going to prefer I mean the recognition the key and how they're recognized I think is the key there whether they're recognized throughout the organization you know however many times a year we do this even I mean I'm not exactly sure what what you but that that does matter handing somebody a certificate absolutely is not really recognizing somebody we've all been handed all kinds of certificates in our career but if they're really recognized for their performance and and value to the organization I think that the type of recognition can matter and I think that's what Mr Phelps was talking about is not just saying here you know here you go here's a certificate for you to stick in a drawer or are we going to put all of them in the connection once a year and have a special something that we give you know give out to the community these are the employees that we recognize this year for excellence and recognize them you know throughout the community that would be meaningful I think to people so it's you know recognition just in my mind anyway it depends on what type of recognition you're you're talking about thank you thank you mayor um I am going to uh agree 100% with uh the city manager um I know of an employer a fairly large public employer who on an annual basis has a call for Innovation to all employees um departments so each any Department can answer that call of innovation so let's just take that Mr freed frein's Department says we have an idea that will move the organization forward uh by doing X his he submits that other departments submit theirs and then there's a committee who goes over those and says Mr Freel Line's idea moves this organization forward there's a budget implication for that implementation they are that department is awarded the budget to implement that and then they're also not monetary compensation but they're awarded through the all employee meeting at the end of the year saying you were in inated your department was innovated we provide you the budget you implemented it you move the the you move the organization forward there's no money in anyone's pocket it's back into the organization it's an organization you belong to you're proud of and you moved it forward and so I agree with you and I do agree with the council member that that compensation is a motivator cash motivates people but if you're trying to move I'm okay not getting that compensation but moving my organization forward and it gives me more longev in the job or the company I work with so I agree with you it's not always compensation to the individual it's compensation to the department and you get recognized in front of all your peers and you move the organ I tell you go home you tell your spouse I moved the organization forward today my whole department and we did it together and so I agree with you absolutely thank you mayor and I uh I actually agree with everybody because compensation does make a difference but look at what the council theselves do for the pay that we get I mean you know would extra money be great absolutely but we do this because we love doing it we like making a difference so uh I I do think it it all of it can can make a difference uh one thing I know for sure is ever since all of us have been young um parents telling you you did a good job patting you on the back things like that makes a difference and and uh it's so critical to so many people that they are recognized for a good job thank you mayor I'm sorry before you move on from that slide if I could Mr Brown um uh elected staff are not eligible does that mean the council office staff and the mayor staff is not eligible for for the for this program I'm not mayor council member tomu no um that would be directors and above essentially wouldn't be eligible but Council staff members mayor the mayor staff members those those members would be mayor if I could what is meant by elected staff then in the slide I I yeah I I wouldn't get caught up on staff and really elected officials is what it should say okay so it's not our staff thank you sorry you you all are not eligible all right but I I would like to be clear uh so our staff is eligible mayor yes absolutely okay very good Yad you brought that up thank you and and essentially the the again the nominations would be submitted in the fall they would go through two levels of committee review um and the final committee review could also be made up of community members is what has been recommended as well um so as we we'll as as um the city manager had indicated that's in development we'll have that probably well before we present this in a in a budget session to come to council but essentially um we've already talked about this I don't know that I need to go through it it in terms of what are the rewards that you receive certainly there's there's all different kinds but again you know it's going to come through Council and depend upon the budget uh the budget situation and what we can do um so we'll move on so for successful implementation you know some of the things that have been recommended that have come out our of our focus groups and other areas would be to be successful of course in the Performance Management piece um and and again this is um you know the the revamp of our Performance Management System having uh you see in the screen that's in the background there you see uh all the performance reviews that we get into our office um that that come on an annual basis so so HR has uh it's all paper-driven right now um we need to work to move that to an electronic process and we're doing that and we'll have more discussion on that as we as we move forward but we do need to move that to an electronic management system um creating individual development plans for employees as they have gaps in those success factors what do we need to fill those gaps what are the resources from a development standpoint training standpoint that we need to incorporate organizationally to fill those gaps those are things that uh we'll need and we're working on now to be successful um and again you know the training resources are going to be critical we had a good conversation on on how important our supervisors are and how critical is to make sure they're trained on on this performance management process and uh if they're successful then then this is successful so it's it's it's critical that we we make sure that we get them trained and up and running uh on on the process and again um this is basically going back to the uh City's um vision mission and values um this is what we've talked about today in the performance management process in the incentive program is directly related to an in alignment with uh you know the U the mission to improve the lives of the people we serve every day ultimately um and incorporating the values that you see on this slide so at with that I'll I'll leave that with you and if there are any questions I'd certainly be happy to answer thank you thank you okay moving on to item number two power a cares fund and Community investment strategy mayor members of the council um first just want to say we're the staff and the team are are really um excited today to come and have this discussion they've worked uh incredibly hard over the last three to four weeks to get prepared for today so we hope this will be something of value to the council and and we think there's a some great opportunities we're going to cover three areas today uh first um uh LTE was going to provide us an update on where we're at financially um and uh so she'll be making a presentation uh Jee Marino will be talking about our Community Planning and Development investment strategy uh through community services and then the third element is the um uh we're going to lay out some strategies and some recommendations uh for uh what we can do with what's going to be good news which is the fact that we have um a very positive fund balance uh situation and um and we have some recommendations we'll be looking for the council to provide uh kind of a consensus along the way um I want to under um underline that this that our recommendations are just that there are recommendations uh but this in the day um especially in the area of the capital Improvement plan it's your Capital Improvement plan and we really want you to feel like that you can support uh the recommendations that are coming forward so uh we'll start off with uh really an update of where we closed out the fy1 1920 budget and also where we're at for the first two months of the new budget year um and then that once we're done there we'll move on to Jean's presentation ation good afternoon mayor members of the council I will be providing an update on the end of the year revenues for the last fiscal year that's fiscal year 2019 2020 I will also provide an update on revenues through August for the current fiscal year or fiscal year 2020 2021 the slide that you're seeing on the screen right now are the um revenues for fiscal year 2019 2020 for General fund as you can see revenues came in total revenues came in at 240 million which is 10.1 million or 4.4 million higher than last year the two largest component of general fund revenues are City sales tax and state shared revenues City sales tax came in at 121.5 million this is 5.7 million or four almost 5% higher than last year year State shared revenues came in at 68.9 mil million this is 3.6 million or about 5.5% higher than last year license permits and Arena fees came in about 1.9 lower than last year this is due to budgeted revenues in fiscal year 2020 that will be received in fiscal year 2021 other revenues came in at 30.9 million or 2 .7 million higher than last year the next table that you see at the bottom of this slide are the sales tax revenues broken out by the various business categories we saw some categories um be impacted by the the pandemic and we also saw some sales sales tax categories that remain strong during the fiscal year retail sales the large largest component of the city sales tax came in at 61.3 million um this is 3.6 million or about 6.2% higher than the prior year construction also came in strong at 9.2 million it increased almost double 94% over last year and that's about 4.5 million the categories that were impacted by the pandemic are restaurant and bar hotels and amusement and as you can see restaurant and bar came in 1 million lower than last year at 15.5 million hotels and Amusements are a smaller portion of the overall sales tax revenues hotels came in 395,000 lower than last year at 3.2 million and amusement came in at 1.4 million lower than last year at about 1.9 million mayor sorry mayor yelling there um really loud here um can just for those who are watching on the top spreadsheet there under other revenues can you just give a quip synopsis of what's in other revenues just a few items mayor members of the council council member Al dama the other revenues um include you know let me get back to you on that um I was going to say the arena fees but the arena fees are actually included in in the second category below if you'll provide that for us not um some of us may know what those are but those who are watching uh would not know what other revenues are and so I I can wait for that information and then I want to go to um right above that fees license permits and Arena what part of the Arena was less than um in the mayor members of the council Council memb Alama for fiscal year 2019 the revenue sharing from the arena was about 1.7 million so for this year we um received um their financial report and we expect that Revenue to be about $836,000 significant and uh good to know exactly and good to have a separate line item but we know now 836 th000 versus 1.7 Million last year mayor members of the council yes that's correct thank you thank you mayor the next slide is on the fiscal year 2021 general fund revenues through August 2020 total revenues are up by 6.2% or about 2.3 million over last year City sales tax is about the same as last year but slightly down at 20.7 million it's about 252,000 lower than last year State shared revenues are coming in strong at 12.8 million it's about 1.3 million higher than last year or 11.5% higher permits um license permits and Arena fees are 281,000 lower than last year or about 133% lower than last year and the reason for that is that we have some facilities so um Recreation facilities are down due to close in our city owned facilities and also due to Arena Arena revenues like Securities because um there are no events at the arena again the next chart below is the city sales tax by category City sales tax are about 253,000 or 1 1.2% lower than last year as you can see retail sales and construction remain strong retail sales is up by almost 5 % at about 482,000 it came in at 10.6 million again construction is up by about 94% it's 1 million higher than last year it came in at 2.1 million in August um you can also see that restaurant and bar hotels and amusement continue to to struggle restaurant and bar is down by almost 16% um that equates to about 425,000 hotel and amusement are also down hotel is down by 63,000 and amusement by about 1.1 million do I also want to point out that retail over 5,000 you can see that it's down 22% over last year by about 242,000 mayor thank you um Mr kro thank you um questions regarding the construction ction sales tax um it's up significantly over last year how does it compare to what we projected for our budget year mayor members of the council I will have to get back to you and for that information I don't have the Breakout by categories for our budget but I mean I have the total amount for City sales tax but not for construction okay thank you um as you saw in the previous slides you retail and construction are driving the growth in sales tax for retail a new R rule on online retail sales took effect in October of 2019 the new rule requires any person or business selling or shipping products to Arizona even though they don't have a physical presence to file TPT or sales tax returns um and that equates to about 275,000 in revenues per month new revenues for the general fund or 3.3 million per year for construction sales tax as you can see from fiscal year 2017 to 2018 construction sales tax more than doubled from 2.1 million to about 4.5 million you can also see that construction sales sa increased almost doubled again from 2019 to 2020 from 4.7 million to about 9.2 million as you saw in the previous slides revenues are coming in on Target in some categories they're coming in higher or above Target and in some categories they're coming in lower than than budgeted we um there are still a lot of risks we don't know um what's going on with the economy with the pandemic there's a lot of unknowns so as far as the general fund revenues we are continuing to be conservative with our forecast for revenues um as you saw restaurant and bar amusement and hotels continue to struggle goal um if there are continued restrictions and activities and lack of travel to an within Arizona those categories will continue to struggle the additional unemployment in unemployment insurance payments um also expired in the summer in July and the pay paycheck Protection Program or the PPP also expired in August of 2020 with all that in mind we did revise our forecast for City sales tax revenues for fiscal year 2021 what you see for fiscal year 17 18 19 and 20 are the actual revenues and you see revenues continuing to outperform an increase year-over-year with the exception of fiscal year 2021 to give you an idea on where we were back in December of 2019 so at that time when um we don't know we didn't know anything about the pandemic it was unexpected at in December 2019 we did forecast sales tax revenues to be at 125.75 and if you recall we presented back to council back in May and revised that forecast and we dropped that to 113.5 million and the new revised forecast today is the 1177 million um and that's because of the continued strength in retail and construction and based on the information we received from the economic development we expect construction sales taxs to continue to be strong for the next 2 to three years but obviously it won't be at the 9 million level in years um four and five we'll expect that to be closer to the 2 to four million revenues in construction sales tax the next two few slides are on the special Revenue funds we're going to go over revenues for herf or Highway user Revenue fund and transportation sales tax Transportation sales tax is dependent on sales tax revenues herf is dependent on fuel sales and both funds are legally restricted and both are capital intensive the highway user Revenue fund or herf um as you can see it was impacted by the pandemic and the reduced um ridership um overall revenues are 423,000 lower than last year it came in at 17.4 million the herf revenues are 200 79,000 or about 2% lower than last year the the license permits and Arena fees are up by 287,000 over last year and that's due to an increase in barricade permit fees through August of 2020 overall fiscal year 2021 revenues are 39,000 lower or 1.3% lower than the same time last year as you can see perf revenues are still down down by about 52,000 over last year and you can also see that the FI the license permits and Arena Arena fees are also down by about 36,000 other revenues are up by 49,000 over the same time last year mayor mayor thank you mayor um I was going to wait till the end of the presentation but since she brought up Arena again and I don't know about for the rest of the council but um that's a significant dollar amount we talked about it earlier when I asked the question about how much was the loss was about $864,000 that's a significant dollar amount so going forward we probably won't have that significant dip hopefully Co goes away one day and we won't have this anymore but I would rather see the arena line ited out with its own line on how much is less than does that make sense rather than lump it in with permits and uh other items does that make sense is that something we can do mayor members of the council we can certainly um break that out in its online in future reports and then having that dollar amount prepared that U we were less than would be helpful thank you thank you mayor the next slide is on the transportation sales tax fiscal year 2019 20120 total revenues for the transportation sales tax are 12 million High higher than last year it came in at 45 million City sales tax um very similar Trend to the general fund sales tax it's up by 1.7 million uh it came in at at a total of 30 point almost 31 million the other revenues as you can see it's about 10.4 million higher than last year that's due to um an FAA grant that that the transportation department received they received 8.9 million in um Federal Aviation Grant in fiscal year 2020 mayor would it Miss kamacho is my mic on yeah would it be fair to say for the general public that basically even though we are seeing a decline in certain revenues that the overall health of the construction sales tax has basically mitigated the losses that we're seeing in other areas would that be a fair statement mayor council member Clark members of the council yes that is correct okay um a and I think that's due to council's policies um that encourage the development of industrial commercial Manufacturing in the loop Loop 303 area began with white claw Rous and ball and it has continued with projects such as Park 303 and Park West and so on that a lot of these Mega industrial projects are earning considerable sales uh considerable construction sales tax and it couldn't have come at a better time for the city um that that we will whether the results of covid in terms of Revenue generation far better than than many other Valley Cities thank you through August fiscal year 2021 revenues are 52,000 lower than last year the total revenues came in at 5.5 [Music] million again what are the risk for the special Revenue funds for the highway user Revenue fund the lack of travel to and within AR resona due to school closures and work from home Transportation sales tax again very similar to general fund restaurant and bar amusement and hotels continue to struggle and the expiration of the additional unemployment insurance payments and the payment protection Pro the paycheck Protection Program the next slides are on the Enterprise funds Water and Sewer Solid Waste landfill Enterprise funds are primarily supported from user fees or user charges the funds operate much like a business and um and they are also more capital in intensive operations for the water and wastewater for fiscal year 2019 2020 total revenues are $874,000 or about 1% lower than the last fiscal year as you can see water and sewer revenues are 1.5 million or about 2% higher than last year at 88.7 million fees licens permits and Arena that came in at 2.5 million or 531 th000 higher than last year other revenues are 2.9 Million or about 50% lower than last year the reason for that is in the prior years fiscal year 2018 and fiscal year 2019 the water and wastewater fund um received some proceeds from the sale of land for fiscal year 2021 through August revenues are coming in very strong um total revenues are at 1.5 million higher or 8% higher than the same time last year um the summer was very dry with record highs so Water and Sewer r revenues are up 1.6 million over last year for solid Wass fiscal year 2019 2020 total revenues are 987 th000 or 5.5% higher than last year total revenues came in at 19 million residential sanitation revenues were 977 th000 higher than last year at 14.7 million commercial sanitation revenues came in at 3.9 million and that is 121,000 higher than last year through August of 2021 revenues are about 4% higher or 121,000 higher than last year residential and Commercial revenues are higher than the same time last year for the landfill fisc fiscal year 2019 2020 total Reven revenues were up by 6% or 648,000 over last year so that total revenues came in at about 11 million tipping fees were up by 79,000 over last year or 12% total tipping fees revenues came in at 6.5 million as you can see recycling sales are down compared to the prior year that's due to the continued um decline of the recycling Commodities Market through August fiscal year 2021 revenues for the landfill are 231,000 or 133% higher than last year that's primarily due to tipping fees being Higher by about 124,000 over the same time recycling sales is also Higher by about 78,000 over the same time last year again what are the risk for the Enterprise funds for water and wastewater um increase in the unemployment rates which could lead to an increase in delinquent accounts the same thing for the solid waste and for landfill a contined decline of the recycling Commodities Market oh just to to summarize um as I mentioned earlier we're continuing with our conservative approach with our revenue forecast for all major funds the economic conditions have a lot of uncertainty at this time and you as you saw the construction sales tax Contin to be strong but it is considered to be a one-time Revenue we are on track to meet cap the capital Improvement plan we'll continue to monitor the actual revenues for all the for all the funds um we have a new monthly revenue and expenditure reports we're publishing so we'll continue to um to send those reports to the city council and moving forward with the um the other part of the presentation I just wanted to highlight that there are no recommended changes for the transportation sales tax or the Enterprise funds and um I'll open it up for questions and feedback here if there aren't any questions I'll turn it over to miss Moreno on the update on can you tell us uh the $32 flat fee out at the landfill how long that you're planning on keeping that uh mayor members of the council I may defer that question to miss white Teno mayor members of the council we implemented the flat fee um to help process transactions at the landfill so we only had to see the customers once instead of twice and we will be while we're still experiencing that volume at the landfill our plan was to come back to council later this fall with uh a recommendation and get Council um feedback on that thank you Miss kamacho good afternoon mayor and councel so I will be Pro providing an update on the community Planning and Development investment strategy just as a reminder for the public um those funds include the Community Development block grant funds mergency solution grants and home programs so HUD requires that these Investments be based on a community needs assessment and so the city council adopted our 2020 to 2024 Consolidated plan this last fall or excuse me this last spring which included these six goals so you can see that these goals are based on that Community needs assessment um designed to advance Community investment um in the areas to to address low to moderate income uh households and populations so decent affordable housing uh homeless Services Public Services for vulnerable populations um educational programs um enhancing neighborhood livability and then also furthering fair housing mayor who asking I would like to ask Miss Moreno a question with regard to item six on your Consolidated plan goals would you explain to me what you mean by affirmatively further fair housing regulations what what exactly does that entail mayor members of the council and council member Clark this is a HUD requirement that the city makes uh an affirmative statement that we will further fair housing practices one of the ways in which we do this is by supporting investments in uh public services for Community Legal Services as an example so one of the things that we're seeing and I'll be talking about later on in the presentation is um the influx of evictions within the community and the number of people that may need legal assistance um but are low to moderate income persons so how the city invests in supporting free Community Legal Services is one of the ways in which we affirmatively affirmatively further F fair housing regulations oh let me follow up does this have any basis or Reliance upon the 2013 executive order of President Obama uh called the affirmatively affirmatively furthering Fair Housing Act does it have any relationship to that act at all mayor members of the council and council member Clark I believe that it does I can follow up with you with the exact information there you you don't have to follow up with me um President Obama issued that Executive Order in 2013 president Trump rescinded it in 2018 it is no longer um a federal mandate now under this affirmatively F furthering Fair Housing Act I I really research this because this is one as an elected official that upsets me greatly if it preempts the ability of local communities to zone property in other words it affects our general plan and what it does uh and Senator Corey Booker has added another element to this what they call AF afha is to withhold a city's ability to receive community Community block grant funds or Surface Transportation block grant funds if they do not um provide an appropriate plan to the federal government to the housing Administration now keep in mind this has been rescinded but what concerns me is that the federal government would like to use blackmail would like to hold our block gr money back if we do not comply with what they Envision this Fair Housing Act should be now what this means is and I'm sure each of us as a council member has a parcel that is currently zon for residential development a housing a standard housing project under this Fair Housing Act it may and most likely would force this city to change that zoning to be compatible with the goals of the fair housing act by turning it into a an affordable or lwh housing apartment complex project that nobody had any idea was coming down the pike and if you did not comply you would lose your block grant Community block grant money or your surface Transportation block grant community I want no part of this affirmatively further Fair Housing Act especially since it was rended in 2018 and until it is reinstituted we have no business attempting to comply with these Federal Regulations I just want to put that on the record that I am no way will cooperate with item six thank you mayor and member M of the council council member Clark you you are correct and I actually participated in a um in a meeting with the HUD secretary earlier this year I I believe it's in August where they talked about the repeal of uh this particular regulation we had already adopted this in our Consolidated plan as one of the Consolidated plan goals um I can give you the exact language that's included in our Consolidated plan um I don't have that in front of me um but I do recall that doesn't get specific into that level of detail obviously we always have to comply with whatever the the federal requirements are um and that's part of what we will always continue to do um our main our main concern here is supporting um individuals that are low to moderate income to ensure that they have rights to access to um fair housing that they are informed and educated on what their rights are around fair housing and that they have access to free legal resources should they need assist related to um tenant issues and those types of things so that's really what we're referencing here mayor if I could follow up I have no objection to any of those statements that you made Miss Moreno I I am um more than willing to comply with with all of the uh goals that you identified I just want us to be aware that this act that was rescinded and does not comply us or Force us at this point as a local community to follow the the guidance or preemptions within that federal fair housing act uh the affirmatively furthering Fair Housing Act um and and I would ask that if at some point it is reenacted again I would like to see a workshop on just that one issue because I don't believe anybody realized the implications of what that could do to not just Glendale but to any other small City within the United States thank you okay so just a very high level overview of all of our community programs um and from a funding perspective so you can see there on the left hand side of the screen our city funded programs um about $15.4 million has been received between the fiscal year 2122 the additional cares act funding and then what we're anticipating for this next funding cycle which normally we would have begun um an open Grant process I'm going to talk to you a little bit about that and so this is showing basically two years worth of funding including that cares act funding so just as a reminder to council our normal allocation is about one5 of this and so this is a lot of money to get out into the community that we're working really hard to do so the rest of the presentation is really going to be talking about what we've already done what we've got in progress what's left to allocate and then what that plan is so again we have about 5.8 million in process and about 9.5 million that's unallocated I'm going to talk to you about how that breaks down because there are certain programs that it's allocated to and there's certain spending requirements around those those um as well on the um right hand side of the slides there you can see we also have some intergovernmental agreements with the county and the state related to covid relief funding that amount to about $7.5 million for rent assistance and utility assistance and all of that funding is in progress um currently so this slide here really just shows the funding by source so again the fiscal year 2021 about 3.4 million the cares act funding 7.2 um we have identified through really carefully reviewing um unspent fund balances from from old projects and old project years and have uh identified about 1.3 million that needs to be reprogrammed and that's what we're referring to as Remnant funding and then again we need to start planning for the next funding cycle for fiscal year 2021 2022 so how that breaks down that $15 million breaks breaks down in into Community Development block grant funding it's about $9 million emergency Solutions grant funding about 4.1 million and I'll just make a note here on emergency Solutions grant funding again those are the program funds that are really designed for homelessness prevention and treatment and under normal circumstances we only get about 200,000 in a plan year for emergency Solutions grant funding so this is a significant opportunity um to do a lot of good with that funding um and then home funds 2.2 uh million so our current investment status by program prog we have about 3.9 million in cdbg that's been invested 392 for ESG and about 1.5 for home so I'll call attention to the bottom of the slide there about 3.1 million of that is in subrecipient contracts and about 2.7 million in City programs and then here's how those Investments break out by the plan goals that I had previously shown you so we have about 2 and A5 million for public service assistance those are things like the rent assistance utility assistance senior and youth services Etc affordable housing projects so those could be modernization projects ADA requirements um emergency home repair Etc 731 th000 in small business uh Grant that's our pandemic uh Grant response Workforce Development youth education um that we talked to the council about last spring and then uh 524,000 for homeless Services 248 for neighborhood livability and then that $5,000 for Community Legal Services to um assist with furthering fair housing so the covid-19 programs for residents outside of the city's funding again I referenced earlier in the slide presentation that $7 million so there's 4.8 million of it that's set aside for rent assistance and about 2.2 million for utility assistance we are working diligently um through our community action program to get that money out into the community you've been seeing those regular uh performance updates through the city manager's weekly report and then here are some additional programs um that are offered for businesses in re response to the pandemic um they vary federal state and county level a lot of them also include counseling and guidance for businesses um to help them you know be be flexible and adaptable in this uh Co environment so what we have left to do this is a big nut to crack there's about $9.5 million that we still have left to spend um 5.6 million of it is from the cares Act and the reason why I call attention to that is because it does need to um provide a a response to the pandemic um so though that that money is not ideal for construction projects and those types of things um then we have uh some additional Remnant funding or a portion of that Remnant funding um $550,000 um that needs to be allocated and then again we're planning for the next funding cycle so unallocated funds um that are specific to the covid response include $2 million for Community Development block grants uh 3 and A5 million for emergency Solutions grants um again totaling that 5.6 million um our expenditure timeline um is for the Community Development block grants we do have a little bit bit longer to spend those 80% of our entire allocation of car's act funds needs to be spent within 3 years 100% of that within six years and then on the emergency Solutions Grant 100% of all of that money um must be expended within two years so again it's not ideal for construction projects so some of the investment considerations to make as we start talking about um the additional Investments we need to make obviously they must align with the Consolidated plan goals and the emergency Solutions grants um is limited to homeless response so and again not conducive to construction um the Community Development block grant is designed specifically for Community Development so 70% of that investment must benefit low to moderate income persons um the remaining 30% can be for slum blet elimination or urgent Community need so we do have to really monitor those Investments carefully to make sure we meet those ratios which is something that Mr H and his team do a really good job of monitoring and then mayor this is with regard to the remaining 30% can be used for slum light elimination or urgent Community need we used to have a neighbor neighborhood partnership program where neighborhoods could apply for uh funds for the for an improvement in their in their neighborhood and that has since disappeared it disappeared during the economic recession have we ever considered opening up that 30% for slum and blight to those census tracks that meet the criteria for expenditure of that 30% and offered neighborhoods an opportunity to offer ideas for projects that could eliminate slum or blight in a neighborhood do we do anything like that and have we considered it and could we consider it mayor council members and council member Clark um I do recall that program from many years back under normal circumstances we don't normally have this kind of money to spend um it's certainly something that we can look into um and and discuss some uh recommendations and I'm going to talk to you a little bit more about some of the recommendations that we're making but um yes we could absolutely do that there are a couple of nuances that we just have to really think about in terms of those neighborhood grants um Grant compliance so if we're talking about a neighborhood group that may not have the sophistication or the resources necessary to manage Grant compliance that may be an issue that's certainly something that we can provide some assistance technical assistance for um but I I do I do think that that's something that we can look at and we can can talk about how we could scope that as an RFQ or or some sort of a process like that um thank you because I think that this would be a um the use of 30% to combat slum and blight would be most helpful for zip code 85301 most of which um contains census tracks that meet the criteria for the allocation of this kind of funding and I would Envision some kind of program like this where neighborhoods organically come up with a project but obviously they don't have the expertise to to acquire the um those organizations capable of actually performing the project and they certainly don't have the capability of managing such a project and that's where it would fall to the city but I think every every time we can get a neighborhood that organically comes to the city and says look we really could use this money to fix up a X Y and Z it's a slum and a blight in our neighborhood can you help us I think that would be a an excellent way to to combat organic slum and blight within neighborhoods thank you and then finally um you know with moving forward this is a lot of money to move and get out into the community in a short period of time and so we are looking to ensure that we have on the administration s some very flexible and targeted allocation process which we've kind of discussed in previous workshops so what we did when we started talking about these program efficiencies and how could we um get this money out into the commun community in a faster more expedient way um that's easier to manage from an administrative perspective we started that work with our community development um advisory committee over the summer at their Retreat um to talk about what were some of the things that they you know enjoyed and and maybe didn't enjoy so much um about the work that they do and so ultimately what they ended up um deciding to do is developing some subcommittees one of those subcommittees was specifically to look at our grant allocation process so HUD offers flexibility to communities as to how they administer their Grant programs um the grant the the way that we have been is an acceptable way which is just an open call Grant process um but also equally acceptable is to implement a a request for qualifications type of process the goal behind Community Planning and Development funding is that you use that funding to leverage um as a catalyst and to create Partnerships within the within the community with your nonprofit organizations and sometimes even for-profit organizations that can help you address a community need and so we discussed this with the um the subcommittee who we ultimately discussed it with the full Committee of the Community Development advisory committee and so these recommendations are supported by them um most of them are are administrative so really switching a majority of the uh Grant allocation process to that request for qualifications process where we're specifically looking for a specific partner to do a specific thing um looking at multiple year contracts so one of the things that really bogs not only um staff down and and doesn't give us the opportunity to do creative programs like a neighborhood a grant program is the administration of all of those subcontracts and so what we're looking at is creating longer term Partnerships it does two things one it helps with the administration of that Grant it also helps build up the capacity of those nonprofits that we're partnering with because now they have um the ability to take that that contract and really leverage that to get other resources as well so what we're looking at is um the potential for awarding multi-year contracts for those request for qualification types projects obviously we'd be looking at two to four years maximum depending on what the project is and it would always be contingent upon um receiving the funding um that's necessary to support those programs mayor with specific regard to what you're you're just talking about doesn't that also reduce the amount of funding capacity because all of these nonprofits have X amount of dollars that they funnel toward administration of their organization so are you going to look very carefully at how much of the dollars will go for administration and how much will go for the actual project I think that's very important because there are some nonprofits who basically live off funding sources for to pay their administrative bills and I don't think that's right thank you mayor and council members and council member Clark um one of the things that we're working with that sedak subcommittee on is developing a framework for a for reviewing those request for qualification responses and what some of those metrics would be and that may very well be one of them you know what percentage is uh being used for administration um additionally um what we're talking about is Master Services agreements for complex programs and so this could be something to where uh a grantee could receive a contract um that includes both cdbg and ESG funding to address a specific issue so homelessness and homeless response could be one of those um and then also looking at uh set aside for shovel ready City physical Improvement projects for Council to prioritize so in the past departments have come before sedak to request funding for various projects um you know the at the time of requesting those funds they're not necessarily fully vetted and don't really understand the cost they're just kind of saying hey I think this is about how much it would be then that Grant gets awarded and it takes a little bit longer maybe it costs more maybe it costs less so what we're actually looking at is instead of requiring departments to come to sedak to request funding to say set aside a specific amount of the cdbg funding specifically for those projects they have to be kind of shovel ready like ready to go not just con Concepts and so we think that that will help improve our ability to spend faster and to get these projects done um quicker um we would look to um the sedak subcommittee and sedak to um develop a a way to rank those projects similar to way the way that we rank our regular CIP projects and that would come to council um and then uh fund performing City delivered services so one of the things that we've that we've been saying is you know when we are delivering a program or a service that's performing we should fund that program with the money that we have available and so that's another um thing that we're looking at so specifically things like rent assistance and supporting the community services block grant funding that we receive through Dees and then um rapid rehousing programs and then obviously you know home repair and those other things and then the last piece of it is um using our open application process specifically to seek out the public services for vulnerable populations and just as a reminder to the council under normal circumstances for um Community Development block grants we can only spend 15% of our grant award on those vulnerable services so we would open that up and use that as the the way to use that open Grant process so there would still be an open Grant process but it would but it would be um utilized specific specifically to seek service providers for those vulnerable populations so things like food food delivery Meals on Wheels senior programs and services those types of things so in summary we have um taken a few actions to date to sort of get the ball rolling um I mentioned we needed to be very flexible and adaptable so we're working very hard to get these things done so we did already uh def uh prepare um and test an RFQ process um and it's actually worked very well we engaged sedak in the evaluation of um those applications and so it was a it was a very successful um project and that contract should be coming forward to council within the next couple of weeks um Master Services agreement development is underway that'll be a template agreement that we can use um we've begun working with departments to collect information on shovel ready small projects um things like maybe areas where we're missing Street gutter sidewalks street lights those those types of things um we are assessing our ESG and covid-19 service needs with service providers um also working with other City departments on that Parks PD Etc um and then assessing what our city program needs are and then um continuing that work with the sedak subcommittees and they're very engaged and very excited to do this work they were very excited about these proposed changes the preliminary direction that we really need from the council today is really Rel ated to um moving forward with um opening our grant process for the for the next funding cycle so for the 2122 so that's item number two here on this list which is um you know making sure that we have concurrence from the council to use that open Grant process specifically to solicit applications for vulnerable uh or population or services for vulnerable populations and then item one there is a recommendation to so you know last year we when we initially went through our grant allocation process of course there there's never enough money to meet everyone's requests and so we did have about $300,000 of unfunded requests from the fiscal year 2021 uh Grant cycle and we are recommending that we move forward with um allocating that funding for those applications that had already been received so those are the two pieces of direction that uh we're requesting from the council today good mayor who's going to be evaluating that list Miss Moreno because I know one of the things that was brought to us wasn't it put to put solar on um and we had decided that we didn't want to do that and I still don't want to do that with this money so um I'd like to see and I I believe we didn't fund Habitat for Humanity at all um but I'm I'm not I just want to make sure we're not just going to fund programs that the council didn't even agree with when we went through this the first time so what's the process for that mayor council members council member tomman chop we would take this back to sedak um to make sure that there was concurrence there and then bring it forward as an amendment to the action plan I'm looking at the list here and I I apologize that I didn't include this as an attachment to the council item um it looks like there's one two three about four of five of the um requests there's a total of nine of them five of them were partially funded so initially the the Grant application was requesting I'm just going to throw out a number here $40,000 we only funded 21,000 and so we're recommending funding the the rest of that um and then there are um one two three four six that were not funded that we would ask um sedak to review and and uh provide some recommendations on any any changes that we make do have to be adopted as an amendment to the fiscal year 2021 action plan um what we're doing with that because HUD wants to really see see all of those changes at one time um so we would once we have concurrence then uh we would bring that forward to a future Workshop just to to get the council's concurrence on that and then we would bring all of those changes because we've already talked about a couple of those changes that need to be made and we' bring all of that to forward for Council action so that would come back to the council as long as we get a chance to look at it again I I personally have no problem with this at all uh do we have a consensus with what she just said for both item one and two mayor uh I concur with council member tomacha I I would not like to see the solar roof project come back we had already um declined to move forward on that so I would hope that uh when sedak presents the new recommendations to us they don't take up things that that Council obviously um decid not to fund thank you but yeah I can support this here goad uh thank you um a couple of things um council member Clark had raised uh points about in almost a previous lifetime here at the city prior to the Great Recession when we uh had cdbg money um uh in greater numbers than of late and we had our commission on neighborhoods I forget the specific name it was called the neighborhood partnership program and we had a commission that was specifically related to the neighborhoods and neighborhood Improvement and that sort of thing which we have since um set aside seeing as there wasn't money available coming through for them so my point being that we have some excess funds and if we're looking for shovel ready projects we might look at that time frame because I do recall that there were projects that had been approved and in the pipeline but because the money dried up so quickly that they were left uncompleted so they're probably I would think shovel ready I know there was a streetcape and street light a historic street light program in the downtown area here in the uh Catlin Court neighborhood that was partly done but uh several blocks of it have not been completed so there's like two or three blocks are done and then it it just uh Peters out so that might be one that uh and there may be other I'm not that's one I'm familiar with there may be others as well um and then I have a um I have a a concept that I want to bring up and I beginning to feel like it belongs more in this part of the conversation than in the the CIP uh portion that's on our uh slides here in a few minutes but um I trust that all of you have received a communication from our Chamber of Commerce that um that uh discusses a an ad hoc committee made up of um the uh our president at the Glendo Community College and our Superintendent at both the Glendale Elementary School district and the Glendo Union High School District and one of the things that covid related issues that they're struggling with on is their students with uh with schools being closed and so much homeschooling being done um through the internet that many families do not have internet access and U they're scrambling um among themselves with internet providers and they've asked the city for assistance um that if we have any uh available funding that could help uh to bridge the gap for families with students that don't have internet access now Cox Communication which is probably the largest internet provider in the area um has created a special um subscription and again this is internet this is not the full cable package with showtime and all of the rest of that stuff it's just very much a basic internet uh program Cox has developed a special in essence where they've cut the price down to 9.95 for households that do not have service but have a uh Elementary or high school age student home in essence under 18 year old student or more that they have a $9.95 in essence $10 a month service so that those students can participate over the Internet with their classrooms and online instruction um the uh um they also have a program that is the basic is at $40 a month this would be for students over 18 so you're primarily talking your community college level or college students um and that's at $40 a month so Glendo Community College has been able to set aside $100,000 to help um with their students but that um that's really the project is only going to cover perhaps 40 no 14% of the households that they've identified where there is a student in the household this would be a a community college student in the household but no Cox internet service now there may be other internet service so I there's I think that this is a real problem it's a CO related problem it cuts across our community in many different ways if we have money available I would like to request that the council look at providing some funding for this and I would suggest that there's probably three different ways we could look at this one would be to make a contribution or to help support whatever the community college is doing and what the two school districts the elementary and the high school district or any of the other school districts you know to set aside some money that if they're doing a internet support type program for uh students of need that we would would have some money we could share with them to to stretch how much farther their dollars would go that would we be one opportunity there's also another which sounds very ambitious uh option and that would be to provide um in essence a a internet umbrella um public internet umbrella over the our uh cdbg neighborhoods and this would be one that would be throttled back to where again you're not downloading movies or gam playing or that kind of spe needs and you could also throttle the uh available websites to those that are authorized by the school districts and perhaps the Ci's website would be accessible in those neighborhoods and then another that would be another option and then the third one and probably fits into what kind of what we've already been doing is to take the basic internet programs that I just describe the student internet um level programs that are available through Cox and if if others Prov provided as well but uh to uh fold those into our utility assistance program we provide utility assistance for Southwest Gas for Arizona public service for the city of Glendale and in real in reality internet service has become a necessary um utility in in most households nowadays and again I'm not talking about high-speed you know downloading movies and you know playing games online and that sort ort of thing but just that level of Internet service that would allow a student to participate in their their classroom instruction um and uh is primarily the need so if uh I would like to put forward to the council um a request to match GCC is already putting 100,000 available for their students if we were to put another 100,000 available for for students Citywide not just for GCC but for students Citywide that we could um and I think the first priority would be to see about underwriting or providing that basic 995 student level um internet service for students that don't have it um and we we just deal with it like we do our regular utility assistance so $100,000 would at $10 a month for for say the next 10 months or something like that if we are looking forward you know to get us through the next school year and summer school uh would be able to provide internet to a thousand student households um if they're high school or elementary students they're you or if they were all college age then there'd be 250 households that we could help provide and I think it's I think I see it as being a very valid use of these um Co related uh monies that we've been getting and I think it's a very very real need in our community so I'd like to encourage the council to consider doing may council member thank you mayor I'd like to respond to that if I could um first of all I spoke to one of the the superintendent of one of the school districts that you mentioned um about this a couple of times and he said that there are no students in the district that are not connected that this that they the district they've taken care of that at the district level to make sure that their students have devices and have access ACC to the internet I was aware of the Cox Program um the first time we heard heard about this from the from the chamber um but the thing is especially with the community college is I wanted to look at some of these numbers here the the county received $399 million they got a direct allocation from the federal government the state received $1.86 billion direct funding and they've got quite a bit of money left that they need to spend um I uh you know I I understand there's a lot of need but after speaking with specifically one superintendent from one of those schools that said there is no need I think some of the other PE people were here were involved in that conversation that they don't have a need um I'm I'm a little concerned about doing something that's I've been told specifically wasn't a need um as far as the Maricopa County community colleges the County's got uh let me look at the amount here $175 million for future needs I think that that in my opinion anyway as you know I'm not saying that the need's not out there what I'm saying is is that that doesn't really fall under I think the city responsibility and there's money available there's finances available out there for this kind of thing and there's I mean we just talked about all this cdbg there's plenty of other need within our community I would probably be open to paying uh the the the cable bill maybe shortterm 9.95 a month those any student that that qualifies for the free lunch program qualifies for that um but the $40 a month for somebody who's actually attending a at the college level has the ability to work and pay the $40 a month so I wouldn't be my my opinion is I wouldn't be open that may sound a little bit coldhearted but these are cold-hearted facts and we're in a we're in a we're in a recession already I mean we we literally are in the middle of a recession and we don't know what the future is going to hold how much longer the numbers are increasing this pandemic is not over and we don't know when it's going to be over so as much as I'd like to help everybody and I believe we'd all like to help everybody I don't feel like this falls under our purview as um city responsibility and like there's I mean we had you know if we have money left over maybe but um I just keep going back to the fact that I spoke to a superintendent who said every student is connected and they all have a device Mr pH yeah mayor maybe it'd be helpful to the council because this question did come forth and and Gene Marino is has uh can can bring up to speed on a number of programs that we actually have on on underway regarding this uh Wi-Fi connectivity so maybe it might be helpful to hear what we are doing through the through our community services side of the of the house thank you Mr philps mayor council members council member Turner and council member tomov um a couple of things that I just wanted to point out I I brought us back to the slide of unallocated funds by source um because there's $5.6 million that needs to be allocated it has to be for a covid related response so to address uh council member Turner's uh initial question about some of those neighborhood Improvement projects again I mentioned that car act funding is not necessarily conducive to construction projects so I it would be very difficult to do a program and meet the spend requirements related to that the other piece of it um is you the two pieces I mentioned early on that we have to very carefully watch ratios so 70% of that funding has to go to people who meet the low to moderate income uh threshold requirements established by the federal government 30% can be used for slim and blade or urgent Community need and we are already operating a couple of projects under urgent Community need those ratio requirements also apply to the cares act funding however we recognize that we do have um low to moderate income families in our community that may not have internet access and it is important um so there's two things that we were looking at as it relates to the car's act funding one is uh public wi or not public Wi-Fi but Wi-Fi and internet access at our public housing facilities so they we don't do not currently provide that at our three public housing facilities that's 155 units 53% of those units have families with small children um we don't know right now what their internet access is but we do have a survey out to them right now to ascertain that information um so we've already kind of started talking um through our intergovernmental programs with um local service providers to determine what type of uh what type of a scope that would look like we do need to kind of understand what an aark would need to be for a project like that the other one that we were talking about is very conceptual but it's something that we would need to work with the school districts on um and it's what we're kind of calling hot spots for kids um so kids that are free and reduced lunch could redeem a voucher for this a hot spot and 12 months worth of service um at to address the needs related to covid again very conceptual but we needed to get in front of council today to talk about the some of the administrative changes that we were making make sure that we were all on the same page on that before we started exploring those um scopes of work um moving forward and addressing those um having sedak V them and then bringing those back to the council um for consideration so we we do under we we have that um we also have members from our low-income uh School District that are on our board um and so we do utilize them um to gain insights and understanding into what the community needs are so that those are on our radar for consideration of investment we just have to be careful because we do need to focus on that 70% that are in that load of moderate income range mayor I would also add that there are uh private programs that are also looking to the need of especially Elementary School students can't remember right now if it's Cox or Verizon but one of those two recently awarded uh tablets and internet access to two elementary schools within the Glendale Elementary School District they're both on Orange Wood I think one is Desert Spirit and the other is desert something else but each of those schools has about 8800 students so there is right there 1,600 students Elementary School students who have not only internet access but they've been been provided with tablets so that they can get on the internet um so we we don't want to offer a duplication of what many in the private sector are already doing thank you if uh if I could uh we have two hours before our regular meeting we still have an exec meeting we still have to finish all this so we shorten this conversation up go mayor thank you I so I I think what the council member is asking and I'm part of the um the ad hoc committee with with the schools um is really a small fraction of an Ask compared to some of the cities that are doing exactly what the councilman Brass City of Phoenix has put forth $5 million for to Gap the digital divide between between uh students who are at a disadvantage uh city of Mesa uh put uh federal act uh Federal cares money $7 million towards a program we're asking for $100,000 that that's that's just that's a insignificant amount that'll help some children I get it we're not going to be able to help every single children child in in in um the college and within the high school and Elementary School District um I too met uh online with the superintendent from the Glendale Elementary School District and Glendale Union High School District and I don't know where this information is coming from but I was told is there is a significant Gap and council member I believe you and I I trust you but the man was in is right in my view here with the other superintendent uh superintendent seata Jones mentioned that they were awarded $1.9 million uh to uh for cares act funding and they used all of the 1.9 for devices and the is still not enough for the children and so I think we are the Big Brother of this community and our schools need help and $100,000 is very insignificant to ask to help our local school children um and I I don't know how we're going to if we do this um uh hand out those dollars over the internet but surely $100,000 guys is not a lot compared to some of these cities who put out 5 million and 7 million and there's other school dist or other cities that are doing it I think it's a great opportunity I think it's a great um act for us to lead in this city and so I I would ask for us to support the $100,000 and maybe have a further discussion on it okay thank you mayor so I'm going to ask again do we have a consensus for the two questions that they asked us to approve already Yes okay so you have both questions one and two thank you thank you and I'll turn the presentation over to miss kamacho and Mr Fred I I cannot hear what you're saying sorry I said thank you and I'll turn the rest of the presentation over to Mr Phelps and miss kamacho and Mr freand thank you okay so um we'll go to this is now slide 33 which is in front of you here what we want to now show you is uh we're going to be asking for some consensus at a number of different points So based on the information that lazette was able to provide you earlier in the presentation we we believe that our current fund balance uh is 77597 million and and then as you know you have a policy of 50 million so we're going to ask for three recommendations on this on this slide um as LTE mentioned uh while we're doing well uh in our sales tax collection there are certain areas that that still uh are under stress and uh we don't believe that we're necessarily Out of the Woods entirely and and so we think a good prudent Financial policy would be to Take 5 million and uh and to set aside as what we're really uh referring to as TPT Revenue stabilization this will allow things like our food and beverage allow our hotel revenues to catch up so that we still know we'll be on track uh ending the fisical year with at least a minimum $50 million fund balance uh the second is similar for herf we know that herf due to the uh situations that was explained earlier uh the fund is not 100% where we had projected and so we're recommending that we put 2 million into a herf stabilization fund the final uh item there then that we're asking for consensus would be to um we know we've got a number of Mega events coming the Super Bowl coming in 23 uh we're we're asking to go ahead and and to put one million of our excess fund balance as a set aside so that we can start addressing the the various costs that will be associated with the Super Bowl and so Mr Mayor the first um uh what we're looking for here would be a u consensus from the council as to whether they agree with setting aside of the of the amount that's there uh setting aside 8 million into those three funds uh Mr Phelps I I have no problem with the first two the third one the mega events uh if I'm not mistaken last Super Bowl we did we were two two and a half years out when with City actually had to start getting engaged in the Super Bowl so we were spending money for if if I'm not mistaken two two and a half years before the Super Bowl actually got here I actually think that uh I actually think that's a really good idea not knowing what what's going to happen in the future in the short future anyway uh I certainly have no problem with this at all no problem I support it okay you have consensus on on that okay then based on those we're going to walk through a number of uh of recommendations and so we're going to try to kind of keep you uh you know kind of where we're at I'd like to talk just real quickly about the the philosophy that we're recommending to the council as in terms of what to do with the uh the fund balance over and above the 50 million and what we're going to run you through is a series of of recommendations from our team to the Council on our Capital Improvement program we think that one of the the best ways that we can uh we can that the council can expend the the excess fund balance is really is in our capital Improvement plan and we think there are two benefits uh for doing that first and foremost is that our citizens will be able to benefit from the improvements that we're making we're going to talk about primarily our streets and Roads and our parks and and those are all areas that we've recognized the council has recognized publicly the need to uh to make significant Capital Improvements on and so we believe the first benefit is that we'll be able to accelerate work on and repair and improvements to our parks and to our our streets rather than waiting into out years but the probably the biggest benefit of doing that is the fact that at least 95% of the money that we're going to recommend to be expended will be done back through the private sector which means we will we will contract with the private sector to perform those Capital Improvements the private sector then will be they'll be then spending money to buy uh materials and supplies and resources they will be hiring people putting them on the the payroll and paying them a salary to to perform their work so we think we get the benefit of those dollars will recirculate back into our local economy it'll be people getting a paycheck from their contractor or their boss uh that can go and support uh restaurants can and retailers and other areas so our policy recommendation is to really to focus on the capital Improvement plan by setting aside the 8 million and and reserving the 50 million uh that you've stated as your goal We Believe now that there there is roughly uh 19 million5 would be kind of I'm going to say in play or available for consideration so if we if we can go to the uh so again if we have consensus there mayor then we're going to walk you through some other recommendations and and you did item uh it's uh page 36 right correct okay the second area I'm going to let uh Jack freedline uh walk through here but we're recommending that we uh set aside and we or not set aside but we uh make available $5 million this in the current budget for our pavement Management program now this is different than the herf money we put in the herf 2 million stabilization was to keep the herf fund um stable to regardless of what happens with the economy here over the next year year and a half the five million will actually be able to go into our program so Mr freedline will walk you through what we think uh we can do with that $5 million thank you Mr Phelps and Council I'll I'll review uh this slide and the next slide this this specifically really fast tracks our payment Management program and this is very close to U about 45% of the funding that is allocated for uh this year and then and the coming years so basically we're going to add another approximate 50 miles on to give or take about 115 miles of Street uh Street miles that we were expected to do that's very easy for us to do with the contractors that we have it'll also increase the amount that the contractors will be U putting out on the street and it ought to uh also increase the unit excuse me decrease the unit pricing such that we can get a better deal Mr fre uh and basically this would be spread out through the entire city it's not in one District over another it's pretty much spread out across the district mayor city council it it is very much spread out actually very good and mayor one follow-up question we do have the capacity uh in terms of personnel because I remember when we doubled it the last time we ran into a snafu that that presented problems so there is the capacity to manage with these extra dollars is there not mayor council member Clark city council absolutely okay okay did you need a consensus on that portion yes I think we do okay we have consensus on that yes okay very good the the next slide uh introduces the beginning of uh a lot of the capital projects that we would like uh to recommend to you and before we do that um uh we're we're continuing to create a a remaining fund balance with reference to uh the unassigned fund balance that we we showed you earlier um there are going to be a lot of projects in the next 10 slides that we haven't definitively scoped uh secondly as we begin to scope and program uh these projects there'll certainly be uh probably added add-ons if you will things that we find out as we're looking into this so we we propose that we would create a $1.45 n million uh contingency that allows us the latitude when we look at each and every project to be able to do some add-ons or cover some unexpected uh issues that were unforeseen so we'd like to have a consensus on that also yes yeah there you go mayor the ne the next uh project now we're going to get down and kind of more specific projects is um we're making a recommendation to the council that uh we we we include include an additional $5 million into our Capital Improvement budget for this year so we can immediately begin uh working on the three of our community centers that being roslane Glendale and O'Neal uh these are facilities that are really important in our community uh due to the variety of uh Financial uh constraints that the city has had over the past 5 to 10 years we've not been able to really maintain and keep those up I think at the level that we should and uh so this budget really allows us to go in and to give the each of these facilities a much longer uh useful lifespan and what we're we're anticipating is that we would be looking at everything from our our our roofs our HVAC flooring Electrical Plumbing it'll be a little bit different for each of the three uh centers um but we're looking at Landscaping exterior lighting um you know get consistent signage uh that Brands this as part of the the city of Glendale uh we just think this is the time to do it um our centers are somewhat closed down now uh because of the covid pandemic it's a great time to uh to move into the the work in these areas the $5 million we think will really make a significant difference and uh from a staff level this came in is really our highest priority from a staff perspective uh that we think is is needed and so we are looking to see whether there's concurrence with the council that we would invest the F additional $5 million into the capital plan for Rose LAN glendell and O'Neal community centers Mr Phelps question for you uh all these were scheduled to be opening in the early part of January is is this going to delay that opening or or because a lot of these things don't require you uh to be closed mayor members of the council I think it'd be premature for us to be able to really look at the schedule in detail obviously what we would try to do is to um is a renovate these facilities in a way that was as least disruptive to the programming uh that's there but that'll be one of the things we'll have to jump into really quickly identify the scope for each of the three and then start talking with how we're going to uh begin working on that uh my guess is you know it could carry over obviously into the next budget year but we can at least get the contracts going and and identify the scope all right yeah is there support for this I just have a question mayor if I could The increased public Wi-Fi bandwidth is the intention for that to be just inside the facility or the surrounding area or what was the the intention there with a uh increased bandwidth for Wi-Fi mayor members of the council councilman Tom chop thank you for bringing that up no we we're going to be making a recommendation for our facilities especially those that are used by the public we need to be able to greatly increase both the speed and bandwidth of those facilities community centers more and more our Afterschool programs are reliant on uh connectivity uh we have to move away from and I'll use the Foothills Aquatic Center as an example is that we kind of had a he household wi-fi system set up and that might have worked for the first couple years but with the demand of devices and the programming uh requirements we want to take in a number of our facilities and really uh put in a safe secure uh uh public Wi-Fi uh that has the bandwidth that we can really do robust after school programs mentoring programs Etc and so I appreciate you bringing that up yeah that is that's a big part of all these facilities is bringing them technology-wise up to how we envision the programming will be able to utilize going forward I'm happy to hear that thank you mayor thank you mayor um one of these centers is in council member Hughes so I I can't speak to his members of the community but may you have a good point but I I think that if the community knew that they were city was going to invest $5 million into the centers I think they would be okay with keeping them closed until that investment was put into the buildings and then reopened i i as a representative I think that would be okay Council have to answer that sure in my in my point there's a lot of the stuff wouldn't even require being closed so I I was just curious if if initially if we have any idea as far as the dates are going to change I guess you can give us that information later so we have consensus on this yes yes okay well first of all on behalf of the staff thank you we think this is an exciting thing for us to start moving into uh Mr freedline is going to now talk about the next uh the next two um proposed um recommendations Mr freeline yeah thank you thank you again mayor and councel uh just as a point of reference uh as we make these capital u improvements we'll be working hand inand with u our parks and recx people with reference to uh how we how they continue to operate and how we try to develop the uh improvements in the in the in the facilities this next slide addresses Saro Ranch Park three major elements that we think are really important uh is the replace of the park lighting there's well over 600 light poles there that are old falling apart and the underground wiring uh is uh long overdue it for replacement or consideration for solar so we're going to take a look at both of those and make the best but your lighting would be led no matter what Mar absolutely would be led yes also uh you know we I think we've had discussions about the ratas before these these aren't Ty local ratas these are superstructures that are have very historical significance and uh we like to address those structurally uh it's it's it's an issue right now and not only is it a rata but it has Electrical Plumbing and some beautiful historic tables too that need to be rebuilt so that would be another uh there's uh four uh historic uh historical uh buildings there one is the fruit Packing Shed we have the foran's house and we have what they call the main house and I think there's a guest house all of those uh for the most part had some uh uh window I'll call them window air conditioning systems that uh that were put in what we'd like to do is replace those with modern efficient hva uh HVAC systems that take nothing away from the historical significance of the building question on that also and I'm not opposed to any of these I'm just trying to clarify uh those buildings you just mentioned are they not on a separate uh budget as far as the historical portion of it would that would that fall under swore Ranch Park or the historical part anybody know Michelle Michelle does Mayor members of the council um as part of the operating agreement uh the city is still responsible for all Capital Improvements to those buildings okay so any replacement so we're both correct yeah okay right yeah I I I don't know why anybody would oppose any of these uh they certainly are needed um so one other question for you on the lighting if uh if you did the lighting uh do we have the opportunity to get any sort of rebate on that like we did on our street lights mayor city council uh I'm not sure of that but we'll certainly review it uh to ensure that if there is any opportunities we'll take advantage of it great great all right we have a consensus on this one yes okay very good our next next slide addresses uh uh Foothills Recreation Aquatics upgrades uh we partnered uh with uh director Jim Burke and our director Michelle whiteo to to put together uh an upgrade program with a lot of the U interior of the building with reference a good example is the folding wall replacement uh skylight replacement and then u a large part uh with reference to upgrading the uh the aquatics part of uh Frack that includes a lot of the Aged pumps and filters and things of that nature and also uh pretty b a pretty big U slice of that those dollars is to do a major upgrade of the parking lot maintenance that hasn't been attended to in quite a while and that's about $1.9 million that we're looking for and and i' I've been told that that Skylight leaked from the day they put it in that's what I've been told so it'd be nice to to stop that uh consensus on this one yes yeah okay very good um mayor me members of the council the next item is um some of you may recall if you jog your memory that council member Clark has a project for Heroes Park that involves a lake I know you probably had forgotten about that um but I say that somewhat jokingly as you know this has been a big project uh that has been in our CIP what we're recommending is is putting 1.25 million and it really going to do two things it allow us to accelerate um and begin construction we've already gone through the engineering and design we've been well under ourway uh with uh with our team doing that this allows us uh we believe to start construction sometime in the uh late March early April but also uh when we designed the the lake you know because of our constraints on our budget we really weren't able to put um in my mind a lot of the kind of the the the public friendly amenities around the lake that really should have been there and so part of the 1.25 million allows us to put in more sod grass areas more shade structures uh add more money to the uh to the uh Landscaping plan uh we want to be able to put two or three peers uh out into the for fishing peers and so we we're looking at how we can do that um instead of maybe just doing water ariation to keep the the lake healthy we may do some type of a of a moderate water feature that can kind of highlight this um as a as a park and so we again this is something that uh we were in looking at it and as I learned more about the budget we probably were a little bit uh too thin on the budget I think this allows us to add in extra amenities and really when we build this Lake I think it'll be a great statement to the community and it'll be something that will be will attract people from throughout the uh throughout the city so we are recommending 1.25 million uh to go into the heroes uh Park Lake Project consensus yes yes very good uh mayor council the next uh slide uh addresses uh what we think is a pretty important uh safety issue with reference to the adult center in the front ENT entryway uh it's u a lot a lot of the entryway is glazed Windows uh the uh the distor there's a distortion with reference to the frames of those windows over time probably had to do with uh the different expansion coefficient between the framework and the windows uh in any event over the years uh we're concerned over how it's warped Bode and uh we'd like to allocate $250,000 to that to uh replace that and ensure that we have the right uh Expansion Joints with reference to that whole system so it stays and lasts for for a very long time census yes there you go mayor members of the council the next item is the um is is Rose Lane um and if you recall uh we had some major leaks that we've had to repair this year in the last calendar year because we had significant water draining out of the pool we've been able to with our contractor come in and stabilize that and to and to make the repairs but the reality of it is that the the pool needs the the three pools that are there they're far past their timeline for being replastered uh like with the Foothills Aquatic Center it's time to replace our chlorine system and our filter systems for anybody owns a pool you know these things don't last forever and so uh we we really think that it to only go halfway there and just and to kind of plug the leak um and not maybe take it to the next step and and go ahead while we have the opportunity and replace uh the filtration and chlorine systems and do there's some painting and some other things there's a water feature that hasn't worked for some time um again when we piggyback that with the improvements to the Rose Lane Community Center again I think we'll we'll be able to do some ribbon cutting here in the next year really uh messaging to our community that they've got a that they need to they haven't been there for a while they should come and they're going to see a a greatly improved Park and so uh we estimate that to be $450,000 and and uh we we just believe that would be a good project in timely with the pool being closed to be able to start addressing uh and so before I ask for a consensus on that on this particular one one of the things that that I know is a is a fairly large problem uh is the fencing surrounding it uh the only thing seems like it's holding the fence up right now is the rust uh it's in it's in pretty bad shape is that I don't know if that was included in your Capital project replacing some of that fencing good afternoon mayor members of the council yes it is included fantastic okay consensus all right very good thank you uh mayor councel the next slide addresses uh Park restroom Replacements uh uh in in discussing um the infrastructure needs in our Parks a b one of the biggest issues we have is restroom maintenance and upkeep um Jim Burke is um is a starter for if nothing else to to begin to replace our restrooms with more modern modular units so we'd like to start with three of those uh that the estimate is U around 400,000 per each which includes in installation and any demolition that would need to be done so we would like to start with three uh three units about $1.2 million mayor members of the council if I can maybe add on this is uh for us is kind of a a little bit of a shift in philosophies on restrooms uh it'll give us an opportunity to see how well it works uh as you know we've had kind of a communal approach to our public park restrooms where you have U men's on one side women's on the other but in doing that you also then have uh you know people there's a privacy issue you're often times you know having children go in when there could be adults or other people that aren that aren't known to them and so this really creates a a four uh a 4 unit restroom facility that is unisex can be used by anybody that's there provides the privacy and um and so you know again I think our past practice has been to go in we're looking at these as being at bonsel O'Neal and B Thunderbird um that we'd go in and just try to freshen the restroom but the reality is all three of those restrooms are in dire need of really being leveled and starting from scratch we think this is a great opportunity to see how this works a lot of other Park systems across the country have done these kinds of modular approaches and so uh we'll you know our recommendation would be to fund these we'll get them put in place uh new water lines new sewer lines new new uh foundations we can move them to a different location based on the parks Master planning that's taking place and then give us a chance to see how they work operationally um and then it may be something that we move forward in the future or maybe we learn some lessons and we go a different direction but that is our recommendation mayor good I have a question so is is the intention to demo the existing restrooms in these Parks or um I'm not sure did these Parks not have restrooms or because Mr fredine said something about demoing so yeah yeah mayor members of the council so again what I would say is that in the case of bonso O'Neal and uh the Thunderbird they all have restroom facilities there now but they may not stay there so we're doing you know you know we're doing the park Master planning and so this would give us the ability either to let yeah and we probably would level and just go to one restroom uh although I don't know if that decision's been made 100% um maybe I'll invite Jim to come up but I think the thought being is we will look at what's the best place to site the restrooms knowing how we're going to reprogram these Parks going forward members of council yes that's correct Mr Phelps the bonsel south is a classic example because the utility run for that is about 600 feet according to our evaluation and it's a very flat sewer line so Michelle's group's recommending that we modify that and we think perhaps a different location in the park would help with some of the other issues that are happening in the park so we're going to visit where we put it in that Park so mayor if I could so the intention would be for the time being to just close down the existing restrooms and and move to these and then deal with the existing restrooms later or well mayor members of council no we would go into them as a project and then demo with them and build a new one and that's that's incl that those costs are included then yes they have okay thank you mayor thank you um Mr Burke uh just for clarification these restrooms would be um fully plumbed um they're not temporary restrooms per se or glorified um porta johns these are fully plumed individual stalls Ada accessible um all of that right mayor members of the council Mr attorney s okay thank you all right we have a consensus yes yes okay very good uh mayor members of the council I've got this slide this is safety cameras for those facilities in the city that are not yet connected into the realtime crime Center as you know the realtime crime Center provides an opportunity for the police department to monitor with almost 247 accuracy the facilities within our city uh we currently use traffic cameras to monitor our roadways and those businesses that are on the arterials and then we have some business partners and some Partners in residential areas we're we're able to do some uh 247 monior in those areas as well however none of our not many of our city facilities have the camera systems that are connected into the realtime crime Center as they should be and so this $250,000 gets all four of our libraries it gets our skate park it gets the city court the police facility our city hall all connected into the realtime crime Center and then my hope would be that within the budget that you've approved so far for other parks for other facilities like the Foothills Recreation and Aquatic Center for less than one half% of what you've allocated we could easily build a camera system integrate that into the real time crime Center and this amount of money would would enable us to do that mayor yes with the money available I would hope that in our newly approved restrooms you could stick some cameras too on the outside of the restrooms mayor members of the council where wherever they're most appropriate but but we do tend to have a lot of criminal activity in I'll need to speak to you after the meeting council member okay [Music] consensus okay we have consensus on that and mayor the final item we have uh will be presented by Mr Fred line uh mayor and city council the last item is um uh deals with Murphy Park and what we call City Hall campus uh uh I don't know if you've noticed it if you've been around downtown but we just upgraded and painted our U pedestrian street light poles they look and they look great and what it does it shows uh the lack of attention to some of the metal work throughout but we'd like to at least uh spend estimated $60,000 to take some of the poles the ballards that are uh down Glendale Avenue perhaps swipe at our uh metal clock our clock at the corner of Murphy Park and we have a Gateway uh I think it's the 57th Avenue just to touch it up and get as much done as possible with $60,000 I and I I noticed this morning that the clock's not working so I hope I hope that you'll wind it up again um change the battery okay do we have a consensus on that yes all right uh and then if uh so so then mayor what we have if with those approvals again thank you to the Council on behalf of the staff uh for the support of these projects uh you know we're excited about moving forward it'll be a lot of work for the team but we are uh will be of and running first thinging tomorrow morning but with that uh still maintaining your $50 million fund balance there's there's roughly about 400,000 378,000 to be exact that's been unallocated and so uh we you know you can you can leave it in fund balance you can identify additional projects uh either today or later that you want to do um but that's kind of what we're envisioning is having a discussion about what you'd want to do with that remaining 378,000 all right Mr Phelps and and then there's two things that I'd like to quickly talk about U one of them is is uh this council's already approved uh I think they're I think they're called Cafe lights for a couple blocks in downtown Glendale if there's a way that maybe we could expedite that with some of this money I know that we've already uh allocated the money for it but if there's a way that we could sort of make it happen quicker I I think that would be just absolute benefit to the city and we're not really spending any more money um on the other part of it uh at the adult center we have that second floor that uh has an elevator that that basically takes you up to a very large cavernous area that's not finished and uh I I would like the council uh to support me that we spend some money find out what it would take to get that operational because if we ever do decide to start remodeling City Hall we're going to need spaces temporarily uh to move the different floors and once that's done that gives us a a whole new opportunity to where we could maybe put other offices as the city grows possibly use it for the adult center or uh even rent it out to local businesses so uh that would be my request is not not to remodel the upstairs but at least to take a a portion of that 378,000 and use it so we can at least find out what the cost would be to remodel uh the up shares of the adult center so mayor let me uh address the first one first um the the cafe lighting we are fully funded uh through cdbg and so um I I believe that we can we can actually U move forward without necessarily needing additional dollars on that so we are we are going forward uh with regards to your second one would be just um uh we need to just work on what a uh what the right scope of work would need to be and and some costs with that we're not 100% prepared right now you could certainly put an amount not to exceed if you wanted to to move forward with it or we can get back to you at later time with what we think would be an appropriate budget uh you know to to do and I I don't I don't even know what the request would be you know if we could set aside 200,000 to to get that and if we find out it's less then obviously drop it if it's more then come back to the council for that approval thank you mayor um I'd like i' I'd like to in my one-on-one uh last one-onone with the city manager we were discussing um you know the dis disposition of these funds and we had a pretty robust discussion about my feelings on something that I think we should do um is a new position a new person of business support services program manager um I think some of this money should go to support our business Community um and so Mr Phelps was good enough to go and speak with the economic development staff and they've actually come up with with a job description and i' just like to highlight a few things in here where I think this would be really important to the business Community um they would they would the they would plan and organize and develop opportunities including connecting businesses with existing resources there's a lot of resources out there to help our businesses that are struggling right now but they don't have anybody to go to to direct them to it um they would seek engagement and Outreach opportunities to connect businesses with resources and this is really important to me communicate information to attract new businesses to available space I think we're all experiencing new vacancies in our district with businesses that are no longer there and provide recommendations to City it's a long much longer job description I'm not going to go all the way through it um but provide recommendations to existing City businesses needing assistances with City processes ordinances and regulations also would be a sort of an omnibud men in the economic development department and they could certainly use another body in Economic Development too but to have a point person there that's a business business support service program manager who's versed in supporting businesses and will be able to hopefully maybe keep an inventory keep at least a pulse on vacant spaces and try to direct uh relocations into those I think I think it would be a a big value to not just the business Community but to the city and our Economic Development Department and that would be to fund the program through the end of the fiscal year and then it would be part of next year's budget so the dollar amount um I know he's that they've got a salary range on here but the Mr Phelps do you know the dollar amount that that would take to fund that through the end of the fiscal year mayor members of the council there's kind of a couple components there is going to be the actual salaries and benefits and then we need to do a little bit of facilities work uh to create an office space the good thing is is that we've just recently expanded uh to allow uh our arts department if you recall is now part of econ development so uh we're thinking that a good number to be for the year including our our onetime cost and our salary benefits would be approximately $100,000 okay so let me let me Repose my question uh uh $278,000 $169 not to exceed for the upstairs of the adult center and the remaining 100,000 for this this new le on for business development mayor yes I think those are both great ideas but I'm not prepared to run with either one of them right at this minute this is the first time I'm hearing about both of them I would like to think about him and if you come back in two weeks at our next Workshop I think you'll probably G gain support but I'm not going to support either one this afternoon all right and and I I have talked about the adult center over the last eight years about three different times because it just we never had the money to do it and and and now as we start growing uh we're going to need that upstairs I understand mayor but it's it's just been broached today and I'm just not prepared to move thank you mayor uh what would that $200,000 go for specifically in the center is it just for design no Ren only to figure out what it's going to cost what we' have to do to make it where we could start doing these other things and we wouldn't it wouldn't be lost we still have the preliminary planning that has to be done that's what it would basically be tell us what it's going to cost to actually do it then yeah and not to exceed it is what I'm saying it you know right so it could even be less then um I think this is the time that we use those additional dollars for a space like that that's been vacant for years I mean from the Inception um I think if we create a great idea then we could it'll be a budget implication the following year but um I think it'd probably be less than 200,000 I could be supportive of that I would like I do I think I think the position is a great idea I'd like to learn more about it um if that means setting aside those dollars now and not put them anywhere else until we study it I I could support that too mayor good um would it be maybe probably would everybody like and they literally this has been a very short conversation um we haven't had time and obviously because this can only be presented as something we're going to be voting on I can only present this to you all in an open meeting so my apologies for springing this on you but there's no other legal way for me to do this so um but I I think we could probably share the job description um maybe speak to Mr Phelps or the economic development staff folks on on how they thought this would actually benefit the business Community um I I see a lot of benefit my personally in this and I I was pretty pretty headstrong about thinking that this was an important thing for us to provide I think it kind of fits into also with the business subcommittee having literally a person at a point person in the in the city who will is available to help people who may be struggling and looking for some sort of assistance that's aail out there you done m m I'm not opposed to either idea Mr Turner's next oh I'm sorry go ahead thank you council member thank you mayor um I think both are very interesting um I'm not sure how we figure out how we're going to design and finish out a space without knowing what it is we want to do with the space which where we're going with it um the uh as far as the business person proposal I know um we have talked in the past and I've always have supported the concept of an ombudsman and if this can help fill that my concern about it is that we're taking one-time money and creating an ongoing position so we have to be concerned um about future budget years unless this is just designed to be a a a one-year attemp type position that we don't continue but I do think that we would look at something further with that um the mayor had brought up something uh earlier that uh fits in with some of my things thinking and he had mentioned the fencing at uh Rose Lane Park and the need there but I think that's in all of our parks around the city that we have fencing that needs simply to be painted repaired um and brought up visually I noticed I had driven past the skate park up at uh Foothills recently and noticed that how nice it looked with the uh the fresh paint job that it's had recently and I know I appreciate what the council's agreed to do for uh S Ranch Park that's very significant but also the great big entryway into SAR Ranch Park needs painting badly and if we don't keep things painted then we're they're going to rust and deteriorate so I would like to suggest that we take a good hard look at our painting needs throughout the city particularly in our our our parks and that sort of thing and see if we can't do that I think paint goes a long way a little bit of money on paint goes a long way as they say it covers a multitude of sins but it also protects and uh you know from rust and deterioration so I'd like us to see about putting some money towards that thank you well mayor me members of the council let me provide you some information that might be helpful during your deliberation um first with regards to the adult center um I think what we could do is come back um at the next uh workshop and provide a more narrower scope I think to address council member Turner was much along the questioning that I initially had is uh probably the most likely uh best use and initially would be to provide us if if we do a major renovation which the council's been talking about uh doing with City Hall that would give us uh the kind of space that we could move an entire floor for uh while we worked on one floor that'll be a fairly easy design uh we'd probably do some programming how many fixed offices would you need and then probably just create a lot of open space that could be cubicles easily reconfigured um but we could come back in relatively short order I think with a scope of work that's a little bit more narrowed in in with regards to the econ development uh position let me start by saying first uh uh when council member Toma and I had the discussion I she will probably attest I I push back quite a bit one as was mentioned by council member Turner U my thought is use one-time money for one-time projects use ongoing money for ongoing projects um and I wasn't sure to be honest whether our econ Development Department could see value in adding another person they're very Thrifty in our econ development they're very hardworking um I've pushed them since the day I've been here about do you have enough resources to do this but I told Council M tomacha that I would reach out to uh to our director and assistant director Jesse Peterson and um I will tell you just the exact opposite they said this was a position that they were were going to be coming during the next budget year uh with a a need to be able to fill this position and um and so they believe it will provide tremendous benefit and we can get the benefit of it now especially with the really the business assistant side of it so I you know I to be honest I I was surprised uh by their excitement level for it and they quickly put together a scope of work because they'd already been working on it uh getting prepared for the budget uh year so um the last thing I'll say is that you know that some of these things we can we still have a little bit of time to come back and to get consensus on um you know in terms of the scope but we can certainly uh do that here in very short order so you wouldn't necessarily have to make a decision today um on this uh but the main just remember like and I Council attorney you mentioned all the fences every project that we've recommended to the council thus far we're already kind of have an idea where the need is at because we knew that if the council said yes we needed to start yesterday on making these things happen so you it remember in about a 100 days we'll be sitting down with the council to talk about our our Capital Improvement plan for the FY 2122 budget that's not very far down the road and so if we can't get it here uh what we've just done is freed up a tremendous amount of capacity that was budgeted for our next two years in our Capital Improvement plan and we've taken that off which means we can accelerate other plans coming on board so I would just remind you that even though you may not you know we may not be able to get everything done today we're going to be having a great conversation we think in in four less than four months to talk about how we can continue this priority of capital Improvement mayor I I never expressed opposition to either concept that was offered I just want more time to think about it and I don't think it's unreasonable to ask that that it come forward in two weeks yeah so do we have a consensus to put it on for two weeks yeah there you go yes thank you okay next steps next steps we'll have um you'll be seeing budget transfers to move appropriation to the projects that Council had consensus on and we will continue to monitor the performance of the major funds we will have our five-year forecast in December and we'll continue to to do the monthly revenue and expenditure reports that concludes our presentation all right very good thank you been a long day okay city manager report I'll be brief but I have three quick items I want to update the um the Council on this week on Monday we kicked off for the first time our glendell employee gratitude week and uh this is something our team has put a lot of effort in over the last four months getting ready to this one week and um and so we're real excited about it it's it's our way for our management and Leadership to show appreciation to our almost 2,000 employees that we have here and um and so we've got a number of things things that are taking place uh for example we have different contests going on uh we have a message wall where people can kind of post uh to uh kind of accolades for people they work with um we have a series of videos that we're sending out from from individuals um but really the continual message is for us to say that how much we appreciate and how grateful we are for our employees we do have a great team of employees you know we just came out of a pandemic and I you know there was not a um a critical service that we provide and we provide a lot of them as you know we did not miss a beat and our employees stepped up in a very big way to do that we felt uh stepping up and and showing our gratitude gratitude is a little bit different than thankfulness because gratitude is really a more of a mindset and it's a heart that you have for your employees so we're real excited about it and if you want more details we each day they're getting something different so we have uh we've used some some of our uh budget that that I have through the council contract to buy uh things like uh branded water bottles and things for our employees and so each day they're going to get something different from uh through their director and through their manager to reinforce about how grateful we are for the work that they do uh each and every day and I think they truly do live out our mission statement in a very full way uh regarding uh our fire academy uh we we will be graduating on Friday uh in a covid friendly um ceremony 15 Glendale firefighters that'll be um that'll be coming out of there I note this we have acmis all the time but within those 15 people also is we will have the firefighters that will represent our first Medical Response Unit that the council funded in the current budget so we're excited about that and so they've been in training and so this is we're well on our way to implementing uh a Medical Response Unit uh that was a council priority in the prior budget or in this current budget um also then good news financially um again our water and sewer ratings have been updated um from here and uh we just received word that standard and pores uh standard and pores Global which is their new name has upheld our doublea rating um for our senior lean um and they've also assigned a doublea rating to our subordinate lean funds and um we're expecting a similar uh even though they use different numbers a similar stock rating from Fitch which will be happening we think later this week and um if I want to just remind you that um we approved the refunding back in May the council did um but what we told them we would hold off until we were able to see that the market has stabilized and we believe this rating now will kick off that process to go through the refunding we believe the conditions are right so Vicki and her team have been working with our with our consultants and our uh Financial experts to uh move that forward and with that that does conclude my report thank you city attorney's report no report tonight thank you Council item special interest each council member has the opportunity to indicate topics they'd like to have discussed by this council at a future Workshop Mr Alama n mares to comment I want to thank our city manager and our staff for bringing to fruition your observations of the needs of our parks and other buildings and items you brought forth today thank you very much very thoughtful Pro um projects and I feel like they hit every District to some degree very very good work my hats off to commend you all thank you thank you mayor clar yes mayor um I would like to offer um Council item of special interest and ask staff to look at the creation of an ordinance uh directly related to special event parking I'm looking at the creation of portable no event parking signs that can be utilized throughout the City when we have major events and there is parking pressure put on adjacent residential streets and neighborhoods thank you mayor council member Hugh um I'd like to add on to what council member Clark said and also um like Jamie I'm very pleased with the hard work the staff has put into and come up with some great ideas for our Parks thank you council member tomacha I think today mayor council member Turner um just to Echo the thoughts of other council members great Workshop today very exciting I appreciate staff's work and you know really got hit the nails all of them right on the head I think and uh I'm excited about uh what we're going to be able to do with uh this windfall and other than that nothing thank you man vice mayor uh nothing additional mayor and uh me I'm really hungry I'm not going to do anything so can I get a motion to go into executive session second I have a motion from council member clerk second member tomich to go into executive session any discussion on a motion hearing none all in favor vote I I any opposed vote you guys have it do have it we are recessed for executive session