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Home My WebLink AboutAGENDApacket__02-28-23_0653_449 NOTICE OF MEETING RETREAT FOUNTAIN HILLS TOWN COUNCIL Mayor Ginny Dickey Vice Mayor Peggy McMahon Councilmember Sharron Grzybowski Councilmember Hannah Toth Councilmember Gerry Friedel Councilmember Brenda J. Kalivianakis Councilmember Allen Skillicorn TIME:8:30 AM – RETREAT WHEN:TUESDAY, FEBRUARY 28, 2023 WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the Town’s various Commission, Committee or Board members may be in attendance at the Council meeting. Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Town Council are audio and/or video recorded and, as a result, proceedings in which children are present may be subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made, the Town will assume that the rights afforded to parents pursuant to A.R.S. §1-602.A.9 have been waived. AGENDA 1.CALL TO ORDER – Mayor Ginny Dickey 2.ROLL CALL – Mayor Dickey 3.Councilmember Brenda Kalivianakis is proposing a new program, Stellar Teachers of the Month. 4.Review, discuss, and provide comments regarding possible modifications to the Zoning Ordinance, Chapter 6, Sign Regulations. 5.The Citizen Streets Committee will be providing an update to the Mayor and Council. 6.Councilmember Allen Skillicorn is proposing a new initiative, Streets First, for Council discussion at 6.Councilmember Allen Skillicorn is proposing a new initiative, Streets First, for Council discussion at the Town Council Retreat. 7.Fire Department Transition Plan Update 8.MCSO Intergovernmental Agreement Renewal Update 9.Councilmember Allen Skillicorn has requested a review of town efforts to date to address homelessness in Fountain Hills as well as to discuss new measures for future Council consideration. 10.Staff will be presenting its short- and long-term progress report and next steps related to water/moisture intrusion issues at the Community Center. 11.Preview of the FY23-24 Operating Budget 12.The Town Engineer will present a summary of existing and potential Capital projects over the next five years for the Community Services and Public Works Departments. 13.Review and discuss possible updates to the Council Rules of Procedure. A.Section 4 - Notice and Agenda B.Section 5 - Order of Business C.Section 6 - Procedures for Conducting the Meeting 14.Request for Columbarium 15.ADJOURNMENT CERTIFICATE OF POSTING OF NOTICE The undersigned hereby certifies that a copy of the foregoing notice was duly posted in accordance with the statement filed by the Town Council with the Town Clerk. Dated this ______ day of ____________________, 2023. _____________________________________________ Linda G. Mendenhall, MMC, Town Clerk The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5199 (voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in the meeting or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Council with this agenda are available for review in the Clerk's Office. Town Council Work Session of February 28, 2023 2 of 2 ITEM 3. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Council Discussion Submitting Department: Administration Prepared by: Grady E. Miller, Town Manager Staff Contact Information: Grady E. Miller, Town Manager Request to Town Council Retreat (Agenda Language): Councilmember Brenda Kalivianakis is proposing a new program, Stellar Teachers of the Month. Staff Summary (Background) Recently, Councilmember Brenda Kalivianakis proposed a new program to recognize educators at the Fountain Hills Unified School District who go over and above teaching students in the classroom. She has proposed that the Stellar Teachers Program be similar to the Stellar Students Award Program, which recognizes students on a monthly basis at Town Council meetings. She met with the school district superintendent to discuss the proposal and he was in support of the recognition program. If the Town Council is supportive of the Stellar Teachers Program, staff will work with the school district on further developing the program parameters so it can be implemented in September of the next school year. Form Review Inbox Reviewed By Date Finance Director David Pock 02/13/2023 06:58 AM Town Attorney Aaron D. Arnson 02/13/2023 07:05 AM Town Manager (Originator)Grady E. Miller 02/13/2023 07:22 AM Form Started By: Grady E. Miller Started On: 02/11/2023 07:52 AM Final Approval Date: 02/13/2023 ITEM 4. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Council Discussion Submitting Department: Development Services Prepared by: John Wesley, Development Services Director Staff Contact Information: John Wesley, Development Services Director Request to Town Council Retreat (Agenda Language): Review, discuss, and provide comments regarding possible modifications to the Zoning Ordinance, Chapter 6, Sign Regulations. Staff Summary (Background) The Town Council has directed staff, working through the public hearing process with the Planning Commission, to prepare amendments to the Towns sign regulations. This agenda item is to allow the Council the opportunity to provide staff with their concerns with the existing regulations. The concerns raised by the Council will be used to start the discussion of possible modifications at the Planning and Zoning Commission public hearing set for March 13, 2023. Attachments Sign Regulations Form Review Inbox Reviewed By Date Town Manager Grady E. Miller 02/15/2023 03:46 PM Form Started By: John Wesley Started On: 02/15/2023 12:22 PM Final Approval Date: 02/15/2023 TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Sign Regulations John D. Wesley, AICP February 28, 2023 WWW.FOUNTAINHILLSAZ.GOV Background •Staff has been directed to work with the Planning and Zoning Commission to prepare modifications to the Sign Regulations •Staff is seeking direction on the types of modifications desired by the Council •A public hearing has been set for the March 13 P&Z meeting to receive public comments and consider the suggestions made by the Council •This agenda topic reviews suggestions received thus far and seeks concurrence from the Council on these suggestions and any other possible modifications. WWW.FOUNTAINHILLSAZ.GOV Suggested Possible Changes •Section 6.02, add reference in each sign definition to the section with standards •“Awning” or “canopy” means a permanent sign that is applied to, placed on, affixed to, or painted on an awning or canopy.(See Section 6.08 A 2 for allowances and standards.) •Section 6.07 B Sign Locations, Prohibited Locations •Clarify and simplify the location restrictions •Provide a plain English introduction •Allow temporary signs on Shea WWW.FOUNTAINHILLSAZ.GOV Suggested Possible Changes •Section 6.08 A 1, A-frame and T-frame signs •Allow in the Town Center ROW without a permit •Reduce clearance around a sign on a sidewalk from 6’ to 3’ •Reduce distance from curb from 3’ to 1’ WWW.FOUNTAINHILLSAZ.GOV Suggested Possible Changes •Section 6.08 A 1, A-frame and T-frame signs •Allow more than one per business, maybe set a maximum total sign allocation that can be divided between multiple signs •Maximum total sign area of 8 sq. ft.; could be two 4 sq. ft. signs, a 6 sq. ft. and a 2 sq. ft. •Sign for each entry •Allow one sign to be placed within X’ of the business •Goal to be able to place a sign at a more visible corner WWW.FOUNTAINHILLSAZ.GOV Suggested Possible Changes •Section 6.08 A 4, Banner signs •For non-residential uses in a residential zoning district (e.g. a church), add a provision to allow application for a seasonal waiver for three months •Allow all banners to be displayed for up to 90 days •Allow banners for new businesses to be permitted for •180 days •One year WWW.FOUNTAINHILLSAZ.GOV Suggested Possible Changes •Section 6.08 A 17, Yard signs •Increase from 1 per lot to 2 per lot •Allow more than one per business, •Allow one sign to be placed within X’ of the business •Goal to be able to place a sign at a more visible corner WWW.FOUNTAINHILLSAZ.GOV Suggested Possible Changes •Section 6.08 B, Electronic Message Centers •Decrease the minimum display time from 8 seconds to 4 seconds •Change from requiring static message when a business is closed to allow messages to change on the weekend for businesses that are closed •A concern that these defeat dark sky goals and should be eliminated WWW.FOUNTAINHILLSAZ.GOV Additional Possible Changes •Are there other items Councilmembers would like to discuss and pass along to staff and the P&Z Commission for consideration? •Sign types to allow or not allow? •Additional size, number, or location changes? •Other suggestions or goals for modifications? WWW.FOUNTAINHILLSAZ.GOV Next Steps •Public hearing at P&Z on March 13 •Anticipate at least one more P&Z hearing to finalize recommendations •Is there a desire for other public input opportunities? •Earliest date back to Council will be May 16 WWW.FOUNTAINHILLSAZ.GOV QUESTIONS AND DIRECTION WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •A-frame/T-frame •Non-residential, commercial, industrial •Max. 6 sq. ft., 3’ tall •1 per business •On-site except Town Center and weekend directional WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •Balloons •Non-residential, commercial, industrial •24” diameter, 6’ above ground •Within business area WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •Banner •Non-residential, apartments, commercial, industrial •32 sq. ft. •1 per occupancy •Within business area WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •Post and Board •All districts •Developed property –6 sq. ft.; 5’ tall in residential, 8’ in non- residential; undeveloped property 32 sq. ft., 8’ tall •1 per street front •On lot with exceptions WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •Wire or Yard •All zoning districts •6 sq. ft./3’ tall residential, 8 sq. ft./5’ tall all other •1 per lot •On lot except weekend directional WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •Flag •All zoning districts •Max. 24’ sq. ft. in residential, 60 sq. ft. all others; height allowed for buildings in the zoning district •2 flags per pole •On a building, 1 per tenant space, national or state holidays WWW.FOUNTAINHILLSAZ.GOV Temporary Sign Types •Window •All zoning districts •Max. 24’ sq. ft. in residential, 60 sq. ft. all others; height allowed for buildings in the zoning district •2 flags per pole •On a building, 1 per tenant space, national or state holidays WWW.FOUNTAINHILLSAZ.GOV Permanent Sign Types •Awning •Building Wall WWW.FOUNTAINHILLSAZ.GOV Permanent Sign Types •Drive-through •Freestanding Wall/Fence WWW.FOUNTAINHILLSAZ.GOV Permanent Sign Types •Hanging •Monument WWW.FOUNTAINHILLSAZ.GOV Permanent Sign Types •On-site Directional •Projecting WWW.FOUNTAINHILLSAZ.GOV Material Ordinance provides the following as to acceptable materials for temporary signs •General definition: “Temporary sign means a sign constructed of fabric, canvas, vinyl, foam-core, plywood, sheet metal, or plastic…” •A-frame: “…durable, nonpliant material such as wood, sheet metal or plastic…” •Banner: “…made of canvas, plastic, vinyl, or other pliable material…” •Post and Board: “…constructed of plywood, sheet metal, thick plastic or similar material…” Repealed section included a design guideline:“Temporary signs shall be made of durable materials and properly maintained.” WWW.FOUNTAINHILLSAZ.GOV Key Elements Needed for New Regulations Type Y/N Zone/Use Size/Height Number Location A frame Air Balloon Banner Feather Pennant Post Yard Flag Window WWW.FOUNTAINHILLSAZ.GOV Summary Regulations –Temporary Signs Type Y/N Zone/Use Size/Height Number Location A frame Y Com./Ind.6/3’1/bus.1. Air N N/A N/A N/A N/A Balloon Y Non-res 24”/6’No limit On sign or lot Banner Y Non-res 32 1/bus.On lot Feather N N/A N/A N/A N/A Pennant N N/A N/A N/A N/A Post Y All 6/5’-8’1/street 2. Yard Y All 6/3’ 8/5’1/lot 1. Flag Y All 24 60 2/pole On lot Window Y Com./Ind.50%No limit On lot 1.On lot, except with approval in Town Center and as weekend directional may be in ROW 2.On lot, except allowed in ROW in non-residential when on lot not available WWW.FOUNTAINHILLSAZ.GOV Summary Regulations –Permanent Signs Type Y/N Zone/Use Size/Height Number Location Awning Y Apt./Non-res.25% of face 1/1 on top 1/bus. Building Y Apt./Non-res.1.5/1 Min. 24 Max. 100 1/50’ of bus. frontage Fence Y All 24/6’One per entry Perimeter wall Hanging Y Non-res 24” x 12” Min 8’ above ground 1/bus.In front of business WWW.FOUNTAINHILLSAZ.GOV Summary Regulations –Permanent Signs Type Y/N Zone/Use Size/Height Number Location Monument Y Apt./Non-res.SF –32/6’ MF –32/8’ C/I –50/12’ 1/300’ frontage On-site Y Non-res.4/5’As needed 20’ from street, 5’ of drive aisle Pole N N/A N/A N/A N/A Projecting Y Non-res 3.5’ x 6’1/building At tenant space Electronic Message Center* Y Non-res.N/A N/A N/A * Ordinance provides regulations on light, transitions, motion, and time of use WWW.FOUNTAINHILLSAZ.GOV Summary Regulations –Permanent Signs Type Y/N Zone/Use Size/Height Number Location Awning Y Apt./Non-res.25% of face 1/1 on top 1/bus. Building Y Apt./Non-res.1.5/1 Min. 24 Max. 100 1/50’ of bus. frontage N/A Fence Y Non-res 24”/6’No limit On sign or lot Banner Y Non-res 32 1/bus.On lot Feather N N/A N/A N/A N/A Pennant N N/A N/A N/A N/A Post Y All 6/5’-8’1/street 2. Yard Y All 6/3’ 8/5’1/lot 1. Flag Y All 24 60 2/pole On lot Window Y Com./Indust.50%No limit On lot1.On lot, except with approval in Town Center and as weekend directional may be in ROW 2.On lot, except allowed in ROW in non-residential when on lot not available WWW.FOUNTAINHILLSAZ.GOV Time •Based on sign type and zoning district/land use can regulate time •Previous ordinance: •Flag hung on building during national or state holidays •Weekend directional –Friday, Saturday, Sunday, holidays, sunrise to sunset •Banners –30 days/calendar year WWW.FOUNTAINHILLSAZ.GOV Residential Directional Signs •Cannot directly regulate garage sale, open house, etc. type signs •Previous ordinance: •Allowed use of A-frames and Yard signs for this purpose •One on-site, three additional •Not on Shea •Other ROW –Friday, Saturday, Sunday, holidays, sunrise to sunset WWW.FOUNTAINHILLSAZ.GOV Next Steps •February 21 Council meeting –review of •Permanent sign regulations •General sign regulations •March 13 Planning and Zoning Commission –public hearing and review of possible sign code regulations •Return to Council when P&Z makes a recommendation ITEM 5. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Reports Submitting Department: Public Works Prepared by: Justin Weldy, Public Works Director Staff Contact Information: Justin Weldy, Public Works Director Request to Town Council Retreat (Agenda Language): The Citizen Streets Committee will be providing an update to the Mayor and Council. Staff Summary (Background) Roadway Asset Services, LLC Roadway Asset Services completed the data collection on street conditions in December 2022, and has been coordinating with town staff and the Citizen Streets Committee to develop pavement repair and restoration scenarios based upon current and potential funding sources. Committee member and designated spokesperson, Mark Graham, will be providing an update on the process at the Town Council during its meeting on February 28, 2023. The committee is about four weeks to six weeks away from having RAS complete its different scenarios. Once this has been completed, the committee will develop and present a report to the Town Council that includes its findings, recommendations, funding options, and strategies for addressing the Town's long-term streets needs. Staff believes that this will be ready to present to the Town Council in April. The town is very fortunate to have such a high caliber of residents serving on the citizen streets committee on streets. The committee is comprised of residents who have backgrounds in streets, public works, engineering, business, human resources, marketing, local government, and other areas that have positively contributed to the process. The committee members are as follows: Buck Haworth, Kim Colenso, Karl Manthe, Gregg Dudash, Christopher Plumb, Jerry Butler, Dean Hughson, George Mitchell, Bernie Hoenle, Gary Salavitch, Jeffrey Kerr, Joe Mueller, and Mark Graham. Attachments Streets Committee Presentation Form Review Inbox Reviewed By Date Town Manager Grady E. Miller 02/23/2023 09:57 AM Form Started By: Justin Weldy Started On: 02/21/2023 04:14 PM Final Approval Date: 02/23/2023 TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV STATUS REPORT FOUNTAIN HILLS TOWN COUNCIL CITIZEN ADVISORY COMMITTEE ON STREETS 3 rd UPDATE Council Retreat FEBRUARY 28, 2023 WWW.FOUNTAINHILLSAZ.GOV Background •Citizen Streets Committee formed in Fall, 2021 to study and evaluate condition of streets and formulate long-term plan to address the streets, along with recommendations on financing •Previously reported to Council on May 17 and Oct 18, 2022 •Provided status report on the Citizen Streets Committee Activities •Discussed previous analyses and forecasted current conditions WWW.FOUNTAINHILLSAZ.GOV Background •Since last update, Town’s Asphalt Consultant completed Town-wide data collection of current asphalt condition on 160.9 centerline miles of street during December, 2022 •Arterial Roads •Collector Roads •Local Roads •Alleys •Primary goal of the assessment is to provide pavement management services which will assist the Town in maintaining its pavement network at an acceptable level of service in the most cost-effective manner WWW.FOUNTAINHILLSAZ.GOV Road Categorizations •The Asphalt Pavement on Town roads are split into two categories: •Pre-Incorporation Roads –constructed prior to Town incorporation – pavement section did not meet current subdivision roadway standards when constructed –more expensive to reconstruct •Post-Incorporation Roads –constructed after Town incorporation –met subdivision standards at time of construction TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Entire Network TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Post-Incorporation Roads TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Pre-Incorporated Roads WWW.FOUNTAINHILLSAZ.GOV Local Road Analysis Results •Current Average PCI of the local streets is 68 •Current backlog (streets below a PCI of 40 requiring full reconstruction) is 10.5% of the local streets •$10M of ARPA Funds to be invested in local streets in FY23 and FY24 •Will reconstruct approximately 4 miles per year of local streets on average WWW.FOUNTAINHILLSAZ.GOV Panorama Drive Kiwanis Dr Enterprise Dr Colony Dr Ibsen Dr Sterling Way Sherwood Dr Jacklin Dr Firebrick Dr Ashbrook Dr FY23 Local Road Selections WWW.FOUNTAINHILLSAZ.GOV Local Road Analysis Results •After investing the $10M: •the local street condition is forecast at a PCI of 69 and backlog of 7.1% (a reduction of nearly 3.5% in the backlog) •There will still be an additional $8.4M of local street reconstruction to complete (90% representing pre-incorporation roads) •Town is coordinating with contractor to begin roadwork in April 2023 WWW.FOUNTAINHILLSAZ.GOV Next Steps •Following the scenario modeling and prioritization of road projects, the Citizen Street Committee will return to Council with results and multi-year budgetary recommendations to address pavement management of the Town’s entire street network •Town will begin reconstruction of Local Roads identified for FY23 and FY24 •Committee will focus on Public Outreach efforts to both educate citizens on pavement management needs and to support the funding necessary to address our street network TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Questions/Comments? ITEM 6. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Council Discussion Submitting Department: Administration Prepared by: Grady E. Miller, Town Manager Staff Contact Information: Grady E. Miller, Town Manager Request to Town Council Retreat (Agenda Language): Councilmember Allen Skillicorn is proposing a new initiative, Streets First, for Council discussion at the Town Council Retreat. Staff Summary (Background) Councilmember Allen Skillicorn has requested that a proposed initiative, Streets First, be discussed at the Council Retreat. This initiative would demonstrate to residents that one of the highest priorities of the Town Council are streets and will help guide Council's future actions for budget and policy decisions. Form Review Inbox Reviewed By Date Finance Director David Pock 02/16/2023 05:17 AM Town Attorney Aaron D. Arnson 02/16/2023 06:47 AM Town Manager (Originator)Grady E. Miller 02/20/2023 07:35 AM Form Started By: Grady E. Miller Started On: 02/11/2023 08:03 AM Final Approval Date: 02/20/2023 ITEM 7. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Public Appearances/Presentations Submitting Department: Administration Prepared by: David Pock, Finance Director Staff Contact Information: David Pock, Finance Director Request to Town Council Retreat (Agenda Language): Fire Department Transition Plan Update Staff Summary (Background) Staff will provide an update regarding the transition from the Rural Metro contract to an in-town fire department. Attachments Fire Department Transition Plan Form Review Inbox Reviewed By Date Finance Director (Originator)David Pock 02/16/2023 07:52 AM Town Attorney Aaron D. Arnson 02/16/2023 08:47 AM Town Manager Grady E. Miller 02/20/2023 07:37 AM Form Started By: David Pock Started On: 02/16/2023 07:27 AM Final Approval Date: 02/20/2023 WWW.FOUNTAINHILLSAZ.GOV Presented by: Fire Chief Dave Ott WWW.FOUNTAINHILLSAZ.GOV Comparative Costs FY 24 FY 25 FY 26 RM $4,579,837 FHFD $4,720,731 RM $4,705,501 FHFD $4,684,042 RM $4,834,936 FHFD $4,799,643 One-time Start Up $396,450 FHFD Total $5,117,181 $4,684,042 $4,799,643 Cancel RM Contract and start the request process for dispatch from Mesa FY 2 3 FY 2 4 Q 1 & Q 2 FY 2 4 Q 3 & Q 4 Identify long lead items, RM equipment and start budget process Cost estimates from MRDC and TRWC and associated equipment Hire Admin Assistant and Fire Chief. Start hiring process for Staff. •Order and install G2 station package. Test MRDC equipment Go Live with FHFD on 1/1/2024 •Start work on Ambulance RFP. Develop Job Descriptions and pay scales Hire staff, order uniforms and PPE. Develop SOP’s/Handbook •Select Ambulance Provider and start service 12/1 •Apply for membership in Auto Aid through the Life Safety Council. Fountain Hills Fire Timeline Dispatch Process Request services from the City of Mesa Mesa Regional Dispatch Center (MRDC) Direction from Mesa City Manager to the MRDC MRDC evaluates call volume MRDC cost for service estimate MRDC Tech staff preliminary coverage study MRDC recommen dation to City Manager Approval from City of Mesa and MRDC Topaz Regional Wireless Coop TRWC Apply for Membership in TRWC Formal coverage and signal strength report G2 station package request MRDC and TRWC Dispatch for FHFD Membership Approval City and Town Managers ITEM 8. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Public Appearances/Presentations Submitting Department: Administration Prepared by: David Pock, Finance Director Staff Contact Information: David Pock, Finance Director Request to Town Council Retreat (Agenda Language): MCSO Intergovernmental Agreement Renewal Update Staff Summary (Background) Staff will provide an update regarding the renewal of the intergovernmental agreement with the Maricopa County Sheriff's Office. Attachments MCSO IGA Form Review Inbox Reviewed By Date Finance Director (Originator)David Pock 02/16/2023 07:52 AM Town Attorney Aaron D. Arnson 02/16/2023 08:46 AM Town Manager Grady E. Miller 02/20/2023 07:36 AM Form Started By: David Pock Started On: 02/16/2023 07:34 AM Final Approval Date: 02/20/2023 TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV/BUDGET Update on MCSO Intergovernmental Agreement Grady Miller, Town Manager David Pock, Finance Director February 28, 2023 WWW.FOUNTAINHILLSAZ.GOV/BUDGET Background •Current agreement began in July 2012 •Initial term was 5 years (FY13-FY17) •After initial term, allowed for automatic renewal for each of the next 5 years (FY18-FY22) •In FY20, Amendment 1 updated the staffing ratio for Sergeants, charges for ammunition, and replaced the Indirect Cost Recovery with a 3% administrative service charge •In FY22, Amendment 2 extended the agreement for 1 additional year (FY23), now set to expire on June 30, 2023 WWW.FOUNTAINHILLSAZ.GOV/BUDGET Contract Review & Law Enforcement Analysis •A review of the contract was conducted by Heinfeld, Meech & Co, an independent auditing firm •The review covered FY16-FY20, and the final report was issued in July 2022 •A Law Enforcement Feasibility and Financial Report was issued by Matrix Consulting in November 2022 with recommendations regarding staffing and operations •Based on these reports, Town staff presented a list of items to include in the new agreement to MCSO command staff on January 26, 2023 WWW.FOUNTAINHILLSAZ.GOV/BUDGET FY24 IGA Considerations •Staffing levels will need to be established early in the process •New IGA will need to be approved by the County Board of Supervisors (timing issue) •MCSO has approved a couple of pay increases and added bonuses/incentives over the past year to improve recruiting and increase retention •FY23 contract costs increased 6% over FY22 •Considering the increase in MCSO’s staffing costs, a double-digit increase over FY23 costs is anticipated WWW.FOUNTAINHILLSAZ.GOV/BUDGET Recommended Contract Changes •Annual credit/offset mechanism to reconcile annual charges •Since annual charges are “forecasted” using prior year data, this would reconcile differences to actuals at the end of the year •Dedicate all of District 7 to Fountain Hills •Currently Rio Verde and Fountain Hills are assigned to District 7 •Change would increase transparency in staffing and billing •Implement monthly reports to increase visibility and allow comparisons of staffing, calls for service, and investigation clearance rates WWW.FOUNTAINHILLSAZ.GOV/BUDGET Recommended Contract Changes •Improve existing performance measures •Response time is the only measure in the current IGA •Opportunity to develop other performance measures such as clearance rate on crimes and other meaningful measures •Measures will be easier to track/report with dedicated District 7 •Possible staffing changes •Add another School Resource Officer •Officially add Deputy Service Aides •Offset against number of patrol deputies? WWW.FOUNTAINHILLSAZ.GOV/BUDGET Staffing Levels 3.8 Beats*Current FTE Patrol Deputies 19 Sergeants 3 Detectives 2.55 Lieutenants 1.25 School Resource Officers 1 Clerical/Office Assistant 1 Captain .75 Deputy Service Aides - *1 Beat = 24 hour, 7 day/week, 52 week post TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV/BUDGET Questions ITEM 9. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Council Discussion Submitting Department: Administration Prepared by: Grady E. Miller, Town Manager Staff Contact Information: Grady E. Miller, Town Manager Request to Town Council Retreat (Agenda Language): Councilmember Allen Skillicorn has requested a review of town efforts to date to address homelessness in Fountain Hills as well as to discuss new measures for future Council consideration. Staff Summary (Background) Town Efforts Unlike larger cities in the Valley that provide some level of human services such as subsidized housing and other services to serve the homeless population, the town has neither the capacity nor resources to do so. Despite this, the town has done its share to participate with the region in working to solve the homelessness issue as well as put measures in place to help minimize the impact on the community. The Town has taken the following actions to help address homelessness: Installed signs at major intersections on Shea advising residents and visitors not to give to panhandlers Fountain Hills has participated with MAG and the region in development and support of the MAG Pathways Home, the Regional Homelessness Action Plan for Local and Tribal Governments, to reduce homelessness and increase shelters and affordable housing Town financial contributions of $50,000 in FY 2022 and $40,000 in FY 2023 to A New Leaf in Mesa, a nonprofit operator of homeless shelters; the contributions were made as part of the MAG regional homelessness plan rather than the town creating shelters or providing other human services to homeless individuals The town annually contributes to Extended Hands Food Bank in Fountain Hills which A number of churches in town provide various types of temporary or emergency assistance such as housing, money, or referrals to organizations that can provide higher levels of assistance Passed Ordinance 21-16 which prohibits trespassing in town-owned washes to help prevent encampments, fires, and illegal dumping MCSO enforcement of no overnight parking in town-owned parking lots Active enforcement by MCSO of park operating hours to discourage overnight camping and sleeping in town parks MCSO has trespassed individuals as requested by business owners on private properties and advised large shopping centers that they may trespass individuals or overnight parking by requesting MCSO's assistance MCSO has trespassed individuals for overly aggressive behavior exhibited towards the public and staff at the Community Center and Town Hall as requested by town management Regional Efforts Regional Efforts Since December 2021, local and tribal governments have supported a regional plan to respond to homelessness in their own jurisdictions and the region. “Pathways Home, the Regional Homelessness Action Plan for Local and Tribal Governments,” was unanimously approved on December 8, 2021, by the Maricopa Association of Governments (MAG) Regional Council. The plan, which has a target goal of reducing homelessness by 25 percent by 2027. Arizona has the fastest growth in homelessness of anywhere in the country. The plan calls for a range of options to create a balanced housing portfolio. This includes temporary housing, permanent housing with supportive services, and attainable housing. This range will ensure that people have access to housing at all income and ability levels. Attached is the Pathways plan document as well as a fact sheet about the plan. Conclusion Councilmember Allen Skillicorn wishes to address the general topic of homelessness and for the Council to discuss possible strategies for our community. Attachments MAG Pathways Fact Sheet MAG Pathways Regional Plan 3rd Quarter 2022 Report on Homelessness Form Review Inbox Reviewed By Date Finance Director David Pock 02/16/2023 05:20 AM Town Attorney Aaron D. Arnson 02/16/2023 06:48 AM Town Manager (Originator)Grady E. Miller 02/20/2023 07:35 AM Form Started By: Grady E. Miller Started On: 02/15/2023 03:50 PM Final Approval Date: 02/20/2023 Pathways Home Our region is facing a crisis in homelessness.• The number of people experiencing homelessness has increased for the last four years in Maricopa County. • From 2019 to 2020, the region experienced a 12% increase in homelessness and an 18% increase in unsheltered homelessness.• Arizona ranks highest in the country for percentage increases in homelessness overall (9.7%) and among single individuals (9.8%).• Arizona ranks fifth highest in the country for percentage increases among families (9.3%). Local and tribal governments are rallying together to address homelessness.• In May 2021, the MAG Regional Council adopted 14 strategies to strengthen the regional response to homelessness.• A team representing local and tribal governments prioritized the strategies and created three action steps to support the regional infrastructure to address homelessness. – These action steps include building a regional governance model, providing an array of safe housing options, and working with diverse sectors to comprehensively address homelessness. – The overall goal of the action plan is to reduce homelessness by 25% by 2027 and ensure people can get help throughout the region. • In December 2021, the MAG Regional Council approved Pathways Home, the Regional Homelessness Action Plan for Local and Tribal Governments. • The plan represents a $133 million investment with $109 million in confirmed funding from public and private sources. The additional $24 million needed to fully implement the plan will be raised from a variety of public and private sources. Everyone has a role to play in addressing homelessness.• Strong community partners supported the development of the plan and will continue their aid through implementation. – This includes the Regional Collaborative on Homelessness, a partnership among six regional entities, including the Arizona Housing Coalition, Arizona State University’s Action Nexus on Homelessness, Maricopa Association of Governments, Maricopa County, Valley of the Sun United Way, and the Vitalyst Health Foundation. – MAG is partnering with funders convened through the Arizona Department of Housing to create a tool and forum to coordinate public and private funding sources. Strategic coordination will help to maximize the resources available. – Every community is contributing to these regional efforts through financial and/or in-kind contributions in ways that align with their access to resources and their priorities.• Individuals can assist by donating in healthy, sustainable ways; volunteering; and supporting a full range of housing options in communities throughout the region. Pathways Home A Regional Homelessness Action Plan for Local and Tribal Governments Revised October 28, 2021 The Maricopa Association of Governments (MAG) hereby gives public notice that it is the policy of the agency to assure full compliance with Title VI of the Civil Rights Act of 1964, the Civil Rights Restoration Act of 1987, Executive Order 12898 on Environmental Justice, and related statutes and regulations in all programs and activities. Title VI requires that no person in the United States of America shall, on the basis of actual or perceived race, color, or national origin, be excluded from the participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity for which MAG receives federal financial assistance. Additional protections are provided in other federal and state statutes for discrimination based on religion, sex, disability, age, gender identity (as defined in paragraph 249(c)(4) of title 18, United States Code) or sexual orientation. Any person who believes they have experienced discrimination under Title VI has a right to file a formal complaint with MAG. Any such complaint must be filed with MAG’s Title VI Coordinator within 180 days following the date of the alleged discriminatory occurrence. [Complaints should, at a minimum, include the following information: • Your name and address, and a number at which you can be reached during business hours • A general description of the person(s) injured by the alleged discriminatory acts • A description of the alleged discriminatory act(s) in sufficient detail to enable the Title VI Coordinator to understand what occurred, when it occurred, and the basis of the alleged discrimination complaint (race, color, national origin, etc.) • The letter must be signed and dated by the person filing the complaint or by someone authorized to do so on his or her behalf.] For more information, or to file a complaint, please contact the Title VI Coordinator at 602-254-6300. Title VI Notice to the Public Maricopa Association of Governments Table of Contents Executive Summary ................................................................................................................................................1 Introduction ..............................................................................................................................................................3 Current Context .................................................................................................................................................5 Taking Action Together .................................................................................................................................11 Action Steps ............................................................................................................................................................13 Action Step #1: Commit to work regionally to reduce homelessness........................................15 Action Step #2: Increase safe housing options ...................................................................................19 Action Step #3: Support diverse partnerships to address homelessness .................................22 Conclusion ...............................................................................................................................................................26 Appendices Appendix A: Acknowledgments ................................................................................................................27 Appendix B: Community Highlights.........................................................................................................28 Appendix C: Regional Profile ......................................................................................................................30 Appendix D: Checklist for Local and Tribal Governments ...............................................................32 Appendix E: Glossary of Terms ...................................................................................................................34 Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 1 Regional Collaborative on Homelessness Regional Collaborative on Homelessness Increasing rates of homelessness, decreasing supplies of affordable housing, emerging crises like the pandemic, and persistent challenges such as mental health issues and substance use have all contributed to the sense of urgency felt throughout the region to intensify collective action to address homelessness. Through an unprecedented rallying of support and coordination, local and tribal governments have worked through the Maricopa Association of Governments (MAG) to develop this action plan. The plan identifies how the regional strategies adopted by the MAG Regional Council in May 2021 will be implemented. This represents a starting point for local and tribal governments to address homelessness regionally. Continued coordination will build a strong, sustainable foundation for increasingly impactful, collective action in the near future. The development of the regional strategies was deeply informed by extensive community outreach, with input from more than 1,500 people, including nonprofit leaders, the business community, philanthropy, academic institutions, the faith community, housing experts, and people with lived experience of homelessness. Partners such as the Regional Collaborative on Homelessness1 lent considerable expertise and guidance. Key stakeholders, such as the Maricopa Regional Continuum of Care, have indelibly shaped the action steps offered in this plan. Executive Summary ___________________ 1 Members of the Regional Collaborative include the Arizona Housing Coalition, Arizona State University’s Action Nexus on Homelessness, MAG, Maricopa County, Valley of the Sun United Way, and Vitalyst Health Foundation. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 2 The Regional Homelessness Coordination Team, comprising local and tribal governments, met through the summer of 2021 to develop the following broad action steps. These represent the region’s most viable opportunity to take action now while building a sustainable foundation for long-term impact. Additional details on the specific actions are provided within this plan. • Commit to work regionally to reduce homelessness. • Increase safe housing options. • Support diverse partnerships to address homelessness. This plan represents the first time local and tribal governments of all sizes have come together to address homelessness with a robust, regional approach. This represents a strong commitment among all communities to be part of the solution. This participation may take different forms from one community to the next, just as homelessness manifests differently from one community to the next. Each local and tribal government has varying levels of needs, population, priorities, and access to resources. This plan identifies multiple pathways for communities to contribute in meaningful ways to this regional effort. This inaugural year of the action plan also represents a starting point for the region. Progress will be closely tracked with mid-course adjustments being made to keep the work moving forward to ensure we reduce homelessness by 25 percent by 2027. As the action steps are implemented over time, capacity will be built to take this work even further. Communities taking small steps today will be able to take bigger steps tomorrow. As we deepen the data and resources to support the action plan, our work will be more efficient and effective, allowing for greater innovations and impact in the future. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 3 Homelessness can most effectively be addressed when communities actively support a regional approach. Immediate actions and concrete progress are needed, combined with a long- term commitment to sustained progress in creating pathways home. Local and tribal governments created this action plan with community partners to build a stronger regional infrastructure to address homelessness. This plan represents a starting point to build a strong foundation for impactful change throughout the region on an ongoing basis. We will be able to achieve increasingly greater success in the future by starting to work together now. As a result of this strategic, coordinated activity, current homelessness levels will decrease by 25 percent by July 2027. Ongoing evaluations of progress will identify new actions to further reduce homelessness through a concerted regional approach. This plan reflects what needs to be done now to build the infrastructure to address homelessness regionally, as well as the milestones that will be achieved over time. Local and tribal governments participated in a Regional Homelessness Coordination Team to develop the following action steps. Nonprofit agencies, the Maricopa Regional Continuum of Care, and the Regional Collaborative on Homelessness lent their expertise to this effort, providing important insights and context. Together, the region is rallying to implement the following action steps with a commitment to measure progress and make adjustments as needed to ensure successful implementation. Additional detail regarding the leads, partners, timelines and next steps will follow later in the plan. Introduction Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 4 Action Step #1: Commit to work regionally to reduce homelessness. • Develop ongoing financial and/or in-kind regional resources from local and tribal governments, as well as partners. • Improve access to data on homelessness (example: enhancing the Homeless Management Information System (HMIS). • Develop a regional public education campaign to reduce stigma of homelessness and increase support for affordable housing. • Track progress on the Regional Homelessness Action Plan. Action Step #2: Increase safe housing options. • Add 770 units of temporary housing. • Add 1,225 units of permanent housing (rapid re-housing and permanent supportive housing). • Increase access to and maintain existing rental units. • Assess and enhance the Coordinated Entry System. • Support eviction prevention by expanding and creating new diversion programs. Action #3: Support diverse partnerships to address homelessness. • Increase regional support for homelessness interventions through the emergency response and criminal justice system. • Increase access to local services, such as medical, behavioral health, and substance use treatment programs. • Expand employment opportunities through public/private partnerships. • Form interdepartmental teams. • Increase coordination among levels of government. The following section offers the context within which this important work is taking place. Details on the action steps will be provided in the section after that. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 5 Current Context The context for this work is important. Our region, like many throughout the country, is facing unprecedented opportunities and challenges. These dramatically shape the way we work together and the priorities that compel us to action. These challenges include increasing rates of homelessness and the deep impacts of the COVID-19 pandemic on our physical, emotional, and economic health. These impacts have increased attention to systemic racial inequities that exist in our region. Partners in this region are building on years of intentional work in racial equity to further much-needed progress. The following will describe this context in more detail. Recent statistics show homelessness in Arizona is growing faster than anywhere else in the country. According to the 2020 Annual Homelessness Assessment Report developed by the U.S. Department of Housing and Urban Development, the percentage increase in homelessness grew faster in Arizona than anywhere else in the country. The overall percentage increase from 2019 to 2020 in Arizona was 9.7 percent, the highest in the country. The percentage increase among single individuals was 9.8 percent, also the fastest growth. Homelessness among families in Arizona had the fifth highest percentage increase, at 9.3 percent. These increasing rates of homelessness drives a sense of urgency to create a more effective, regional approach. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 6 While the statewide increases outpace the rest of the country, homelessness in the area served by the Maricopa Association of Governments is increasing even faster. Data comparing results from the region’s Point in Time (PIT) follow to illustrate this trend. Work is underway to develop a system performance dashboard that will make detailed data regarding the numbers of people experiencing homelessness on an ongoing basis. The dashboard will include data on subpopulations with homelessness, such as older adults, veterans, youth on their own, and families. The chart below is offered as an example of the data that will be available to local and tribal governments, the Maricopa Regional Continuum of Care, and other partners.Figure 6. Number of Actively Homeless Households by Subpopulation Source: Maricopa Homeless Management Information System (HMIS) Note: “Active” is defined as a client who has an enrollment that meets the following: (i) enrolled prior to the end of the reporting month, (ii) exited after the start of the reporting month OR is still enrolled. 708 481 432 0 100 200 300 400 500 600 700 800 Sep 2020 Oct 2020 Nov 2020 Dec 2020 Jan 2021 Feb 2021 Mar 2021 Apr 2021 May 2021 Jun 2021 Jul 2021 Aug 2021 Sep 2021 Number of Active Households by Subpopulation Elderly Veterans Youth Number of Active Households by Subpopulation Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 7 While the region includes 27 cities and towns, two counties, and three Native nations, the majority of homeless services, shelter, and temporary/ permanent supportive housing are concentrated in a few communities. The concentration of services in only parts of the region overburdens some communities while leaving others without resources to assist members of their community experiencing housing instability or homelessness. The Homelessness Assets and Needs Data for Unified Planning (HAND- UP) interactive web tool was developed to identify these pockets of need and opportunity for additional program development. The tool reflects the location of homelessness assistance programs and corresponding community services, as well as layers reflecting demographics and need, such as the population in poverty and locations of evictions. The pandemic has exacerbated the problems that our communities face, presenting a regional challenge that requires regional strategies and solutions. The federal eviction moratorium, which ended in August 2021, kept thousands of our region’s households from housing instability. According to Arizona State University and the University of Arizona, 20 percent of renters are at risk of homelessness as a result of the moratorium being lifted.2 ___________________ 2 https://news.asu.edu/20210211-post-moratorium-evictions-surge-expected-compound-health-housing-crises Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 8 The following map indicates the population facing evictions, demonstrating that housing insecurity is present throughout the region. Figure 2. Maricopa County Evictions, January-September 2021 Numbers show Total Evictions by Zip Code Source: Maricopa County Justice Courts Note: Unknown locations excluded from this analysis Maricopa County Evictions, January-September 2021 Numbers Show Total Evictions by Zip Code Source: Maricopa County Justice CourtsNote: Unknown locations excluded from this analysis As many as 1-in-5 rental households – 80,000 households in the area served by MAG – are at risk of losing their homes as the eviction moratorium ends. The economic impact of the pandemic has affected people at risk of homelessness disproportionately. The number of jobs available to low wage workers (making less than $27,000 a year) has decreased by 30 percent Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 9 Source: Opportunity Insights Economic Tracker, tracktherecovery.org April 2021 * Change in employment rates (not seasonally adjusted), indexed to January 4-31, 2020. This series is based on payroll data from Paychex and Intuit, worker-level data on employment and earnings from Earning, and timesheet data from Kronos. February 12, 2021 +6% High Wage >$60k) +5.1% Middle Wage ($27K-$60K) -30% Low Wage (<$27K) Percent Change in Employment*, Phoenix/Mesa Metro during the pandemic, while jobs for higher wage workers (making more than $60,000 a year) have increased by six percent. The following chart indicates the change in employment during the pandemic across high, medium and low wage jobs. The pandemic and recent social unrest brought much needed attention to the racial inequities that exist in our shared systems. These inequities prolong the time and increase the frequency for which minority populations experience homelessness. Local research demonstrates that Black people experience homelessness at a rate that is almost four times greater than their share of the general population. Native Americans experience homelessness at a rate that is twice their share of the general population.3 ___________________ 3 Source: Race and Homelessness in Maricopa County, Arizona: Examining the Intersections, February 2021, Maricopa County Continuum of Care and Racial Equity Partners. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 10 The Maricopa Association of Governments and the Maricopa Regional Continuum of Care have been leading efforts to create a more equitable system since March 2020. These efforts have resulted in the development of a Racial Equity Plan which guides strategic action in four main areas: • Improving coordinated entry, the screening process that brings people into homelessness assistance programs. • Including people with lived experience in decision- making roles in the homelessness response system. • Examining data to understand and respond to racial disparities. • Developing and sustaining a homeless service workforce and organizations that are diverse, inclusive, and committed to antiracism. All four areas are embedded in the action steps within this plan, as the principles of racial equity are deeply integrated within all activity related to the plan and its implementation. Ongoing trainings and coordination meetings have resulted in hundreds of people engaging in this critical work. This includes the development of an advisory council of people with lived experience to guide regional homelessness planning. To address the challenges brought about by increasing rates of homelessness, racial inequity, and the impacts of the pandemic, stakeholders from across the region have undertaken a robust process to develop strategies and an action plan to support our diverse communities in meaningfully responding to the crisis of homelessness. This Regional Homelessness Action Plan provides a variety of impactful opportunities and next steps that can guide effective, coordinated and sustainable action by our region’s many partners and stakeholders. In particular, the action plan is focused on the crucial role of local and tribal governments in the regional homeless response, acting both individually and collectively with the shared purpose of responding to immediate needs while building a sustainable system and lasting change in significantly reducing the impacts of homelessness on our community. RACE AND HOMELESSNESS IN MARICOPA COUNTY, ARIZONA: EXAMINING THE INTERSECTIONS FEBRUARY 2021 Maricopa Regional Continuum of Care & Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 11 Taking Action Together Our region’s diversity is tremendous, with communities ranging dramatically in size, demographics, and resources. Like people, our communities have dif- ferent capacities and needs. The strategies and action steps described in this plan will resonate differently with different communities, with an array of op- portunities to contribute and participate. This is the initial year of the regional action plan. It is implemented with the intent that each year, the region will continue to enhance its efforts to address homelessness and that communi- ties will continue to initiate new activities in support of the regional efforts. The action plan focuses on the areas of consensus, identifying activities and next steps where a collaborative, regional approach would be most effective. While the focus is on regional action, communities are encouraged also to select additional action steps of particular relevance to their residents that reflect local strengths, challenges, and resources. The action plan provides a backbone for regional collaboration and impact by: • Building capacity and a range of opportunities for local and tribal governments to support an effective regional response to homelessness. • Fostering impactful partnerships across governments and other key stakeholders, including nonprofit providers, academic institutions, philanthropy and the business community. • Cultivating collective ownership of the regional homelessness crisis and its solutions to reflect the regional nature of its impacts and solutions. Numerous community partners, nonprofits, and direct service agencies are doing crucial work every day to address homelessness across our region. Driven by stakeholder feedback, local analysis, and national best practices, this action plan aligns with the many initiatives and strategic processes underway. While this action plan focuses on opportunities for our communities to take action at a regional level, the Maricopa Regional Continuum of Care (CoC) will focus on the homeless service system and approaches to improve outcomes for subpopulations across the CoC. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 12 Three Action Steps for Regional Impact Through a robust process, community partners identified three regional action steps that can guide local and tribal governments taking action for immediate impact. 1. Commit to work regionally to reduce homelessness. 2. Increase safe housing options. 3. Support diverse partnerships to address homelessness. Together, these action steps create a framework for regional partnership, action, and impact to address the crisis of homelessness in our communities. Action Steps Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 13 Action Steps Extensive data analysis and community engagement with more than 1,500 people from diverse perspectives resulted in the development of 14 regional strategies to reduce homelessness. These strategies were adopted by the MAG Regional Council in May 2021. The following steps reflect actions that local and tribal governments will take to implement the prioritized strategies, reduce homelessness by 25 percent, and strengthen the regional infrastructure to address homelessness by July 2027. Specific outcome measures will be identified, tracked and assessed for each action step during implementation. Activities may be undertaken by individual communities, neighboring communities partnering on areas of mutual interest and benefit, and/or by all local and tribal governments in support of the regional response. The implementation of the action steps requires resources and ongoing sources of support. A number of the action steps have full funding and are already underway thanks to partners. Maricopa County, for example, has funded and released four Requests for Proposals directly in support of action steps within this plan. Other action steps, such as the assessment of the Coordinated Entry System, are launching now and have full funding thanks to the City of Phoenix and oversight of the assessment provided by the Coordinated Entry Subcommittee through the Maricopa Regional Continuum of Care. Additional funding is actively being sought for other action steps with foundations giving positive indications that funding will be approved. Not all the action steps will require additional resources, such as tracking the implementation of the plan. Other action steps will require significant funding, such as the development of the temporary and permanent housing units. Work is underway to quantify the costs needing to be funded. For example, data collection is underway on temporary and permanent housing Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 14 units being developed for people experiencing homelessness. The gap between the housing targets set for the region and the units underway will be calculated with an estimated cost. Data on the average capital and operating costs are available within this plan, keeping in mind that actual costs may vary significantly due to fluctuations in the market, location, and model of housing being implemented. Costs and funding will be tracked and the status will be reported on an ongoing basis. Data will be shared on the estimated costs needing funding to support implementation of the action plan prior to requesting letters of commitment from all local and tribal governments about their financial and/or inkind contributions in support of the regional plan for the year ahead. This information may be considered as local and tribal governments are determining the nature and level of their contribution. After the letters of commitment have been collected, MAG staff will calculate the gap between the amount of funds committed and the funds needed. MAG staff will work closely with public and private funders to assess the most viable opportunities to address the gap and to secure additional funding as appropriate in close collaboration with local and tribal governments. The following action steps have been developed with extensive feedback from local and tribal governments, the Maricopa Regional Continuum of Care, the Regional Collaborative on Homelessness, and other valued partners. These action steps will be updated based on an evaluation of progress made, mid-course adjustments needed, and in response to changes within the region. These revisions will be made within the framework established within this plan, reducing confusion and friction that could occur if the framework was not in place and clearly understood and supported. Any revisions will be fully vetted and confirmed by local and tribal governments working within the framework created by the action plan. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 15 Action Step #1: Commit to work regionally to reduce homelessness. The MAG Regional Council will provide leadership and an ongoing forum for local and tribal governments to cooperatively address homelessness. The following activities will build this collaborative process: • Develop a public information campaign to reduce the stigma of homelessness and increase workforce/affordable housing: Create a regional public information campaign to communicate the importance and success of this regional work to address homelessness, highlight the work of local partners, reduce the stigma of homelessness, and increase the access to a range of housing options including workforce housing and affordable housing.4 The messaging can be adapted to reflect the uniqueness of each stakeholder and align with legislative priorities at the state and federal levels. »Lead: Arizona Housing Coalition. »Partners: (Potential) Arizona Community Foundation, Arizona Department of Housing, Department of Economic Security, Home Matters Arizona, MAG, Rental Assistance Collaborative, Vitalyst Health Foundation, and Valley of the Sun United Way. »Next Steps: -Convene meeting with partners to discuss current efforts underway and opportunities for alignment of messaging (October 2021). -Review value of hiring a marketing firm to support for regional messaging. Secure funding and a marketing firm as needed (January 2022). -Vet messaging options with local and tribal governments to ensure campaign resonates and aligns with their priorities (April 2022). -Launch campaign with a variety of forums including, print, digital, and social media (May 2022). ___________________ 4 Affordable housing is defined as housing that is deemed affordable for households earning at or below a certain threshold or paying no more a certain percentage of income for housing, such as 30 percent. Afford- able housing is typically not subsidized housing. It is part of the spectrum of housing options. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 16 • Improve access to data: Evaluate and enhance the data used to un- derstand homelessness, improve access to data, and measure prog- ress through the Homeless Management Information System (HMIS). In alignment with the Maricopa Regional Continuum of Care’s efforts in racial equity and System Flow Dashboard, examine data with a ra- cial equity lens, such as analyzing placements in housing and returns to homelessness by race/ethnicity from different housing interven- tions. Supplement HMIS data with other sources to inform community leaders of additional context and risk factors related to homelessness in order to drive policy decisions (e.g. Community Health Assess- ments, Health Information Exchange, Community Household Survey, Eviction Information, etc.). Data will be available for each community and for subpopulations such as older adults, veterans, families, and youth on their own. On an ongoing basis, data profiles are available for every local and tribal government, as well as the region. »Lead: Maricopa Regional Continuum of Care Data Subcommittee. »Partners: Solari, MAG, and Maricopa Regional Continuum of Care Board and Committee. Potential partners include the Human Services Technology Collaborative, Arizona Housing Coalition, Health Current, Maricopa County Department of Public Health, Arizona State University, and A New Leaf. »Next Steps: -MAG will engage with Maricopa Regional Continuum of Care and Solari to discuss evaluation and potential system improvements (January 2022). -MAG will convene potential funders and secure support (March 2022). -The consultant will conduct an assessment of the system and possible enhancements (June 2022). -MAG and Solari will select and implement enhancements (December 2022). -Arizona State University will link cross-system data from six different sectors (healthcare, justice, education, child welfare, workforce/economic security, and homelessness/housing) to estimate the incidence and prevalence of homelessness in Arizona with a grant from the Garcia Family Foundation (Underway). Maricopa Regional Continuum of Care Data Subcommittee Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 17 • Develop regional resources: Develop ongoing regional resources to address homelessness through financial and/or in-kind contributions from all local and tribal governments. Each local and tribal government will determine the nature of their contribution (financial5 or in-kind6) as well as the level of their contribution. This will be documented by local and tribal governments through a letter describing their contribution to the regional resources with local council approval as needed. The letters will be collected on an annual basis. Financial contributions will not be collected and centralized within one agency. Each local and tribal government will retain their funds until they disperse the funds for the activity(ies) in support of and in alignment with the regional action plan. Additional contributions will be sought from state and federal governments, philanthropy, and other stakeholders to ensure the funding needs of the regional action plan are met. The funding priorities and gaps will be coordinated with the Maricopa Regional Continuum of Care. Outcomes derived from these contributions will be specified in the following action steps when applicable. »Lead: MAG Regional Council. »Partners: All MAG member agencies, local foundations, and Valley of the Sun United Way to assist with corporate contributions. »Next Steps: -Each member agency will provide to MAG letters of commitment to document funding and/or in-kind contributions dedicated to activities that support the regional action plan. One letter from each local and tribal government will be collected on an annual basis and will reflect commitments for one year. The commitments will be reflected in the annual progress report for the Regional Homelessness Action Plan. MAG staff are available upon request to help communities explore options for contributing to the regional efforts (March 2022). ___________________ 5 Financial contributions include new funding for a program, contributing one-time funds, or contributing ongoing funding that is in alignment with the Regional Homelessness Action Plan.6 In-kind contribution is defined as resources dedicated to new activities undertaken specifically in support of the Regional Homelessness Action Plan. This can include contributions such as staff time, funds contributed by a partner, facility space, or land. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 18 -MAG will continue to approach local foundations with targeted requests to support action steps within the plan. This is underway (Ongoing). • Track progress and consolidate information: MAG will work with local and tribal governments as well as other stakeholders to review progress made on the Regional Homelessness Action Plan and identify additional actions to drive more progress on a quarterly basis. The results of the analysis will be shared with stakeholders in transparent and accessible formats such as online dashboards and status updates for each action step. This effort will be staffed by MAG with input from the Regional Homelessness Coordination Team, the MAG Management Committee, Maricopa Regional Continuum of Care and the Lived Experience Council, Human Services Community Initiatives Committee, and Human Services Technical Committee. In addition, MAG will develop an interactive inventory of current programing and funding related to homelessness in order to identify gaps and support communities in identifying funding sources. »Lead: MAG. »Partners: Regional Homelessness Coordination Team, MAG Management Committee, Maricopa Regional Continuum of Care and the Lived Experience Council, MAG Human Services Community Initiatives Committee, MAG Human Services Technical Committee, and the Arizona Housing Coalition. »Next Steps: -MAG will develop a structure to document and assess activities related to the regional action plan (March 2022). Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 19 Action Step #2: Increase safe housing options. • Add 770 units7 of temporary housing: Expand and create new temporary housing projects with supportive services that are strategically spread throughout the region where gaps exist. This can include converting hotel rooms, traditional shelter, low barrier shelter,8 and bridge housing.9 Offering a range of housing options will contribute to the region having a balanced housing portfolio. The Homelessness Assets and Needs Date for Unified Planning (HANDUP) tool offers detailed information on the locations of people experiencing homelessness and those at risk for experiencing homelessness, as well as the locations of assets to address homelessness such as temporary housing, permanent housing, and services. This tool is available to all local and tribal governments in the region. The HANDUP tool may be utilized by local and tribal governments to identify potential sites for additional housing units, particularly in areas with low concentrations of units. »Lead: MAG is identifying all activities related to temporary shelter in the region and will provide a final inventory. On an ongoing basis, MAG will track progress and support connections to funding partners. »Partners: Regional funders coordinated by Arizona Department of Housing (ADOH), and others TBD. »Next Steps: -MAG will gather information on all units currently underway or approved in order to identify the gap between current capacity and what is needed (December 2021). -MAG will convene partners and interested parties to set annual targets to address the gap. Communities expressing ___________________7 This calculation is part of a regional scenario analysis by MAG using current systems data from HMIS. This represents the number of beds, combined with the additional housing units, needed to reduce homeless- ness by 25% over the next year. This data will be reevaluated and updated each year to accurately reflect the needs of the system. The capital cost to create a new traditional shelter bed is $34,667 with an annual operating cost of $24,384. The annual operating cost for a bridge leased hotel bed is $52,844. 8 Low-barrier shelters accept people often not eligible for other (traditional) shelters and housing, such as people who are actively using drugs or alcohol. They provide a safe, warm place for those who may have no other option. 9 stable experience that can facilitate placement into permanent housing. Although models for Bridge Hous- ing can vary greatly, the ultimate goal is to provide a stable temporary housing situation with supportive services while an individual is in the process of locating, applying to, and/or obtaining permanent housing. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 20 interest in hosting new housing units will be supported with technical assistance. Consideration will be given to adding units in areas with low concentrations of existing temporary housing units (March 2021). -Arizona State University’s Action Nexus on Homelessness will support the Bureau of Land Management in identifying com- munities, nonprofit agencies, and parcels of land that might be viable for the development of temporary housing (Underway). • Add 1,225 units10 of permanent housing (rapid rehousing and permanent supportive housing): Expand and create permanent housing projects with supportive services that are strategically spread throughout the region where gaps exist. Offering a range of housing options will contribute to the region having a balanced housing portfolio. The HANDUP tool may be utilized by local and tribal governments to identify potential sites for additional housing units, particularly in areas with low concentrations of units. »Lead: MAG is identifying all activities related to temporary shelter in the region and will provide a final inventory. On an ongoing basis, MAG will track progress and support connections to funding partners. »Partners: Regional funders coordinated with ADOH, others TBD. »Next Steps: -MAG will gather information on all units currently underway or approved in order to identify the gap between current capacity and what is needed (December 2021). -MAG will convene partners and interested parties to set annual targets to address the gap. Communities expressing interest in hosting new housing units will be supported with technical assistance. Consideration will be given to adding units in areas with low concentrations of existing permanent housing units (March 2021). ___________________10 This calculation is part of a regional scenario analysis by MAG using current systems data from HMIS. This represents the number of units, combined with the additional shelter beds, needed to reduce homeless- ness by 25%. This figure is specific to the need for permanent supportive housing and does not include additional emergency or affordable housing. The capital cost for one permanent supportive housing unit by buying and renovating a hotel is $83,337, with an annual operating cost of $9,899. The annual operating cost for one rapid rehousing unit is $17,224. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 21 • Increase access to and maintain existing rental units: Support existing efforts and launch additional efforts to increase the number of landlords renting to people experiencing homelessness. This includes, but is not limited to, supporting Maricopa County’s Regional Landlord Engagement efforts to recruit and incentivize landlords to rent to people experiencing homelessness. »Lead: Maricopa County Human Services Department. »Partners: HOM, Inc. for the regional efforts in addition to programs at the local and tribal government level such as the City of Phoenix, City of Mesa, City of Chandler, and Valley of the Sun United Way. »Next Steps: -HOM, Inc. and Maricopa County have launched a centralized landlord engagement plan and are convening local communities, landlords and stakeholders on landlord engagement efforts (Underway). • Assess and enhance the Coordinated Entry System: Conduct an evaluation of the Coordinated Entry System and screening tools and implement enhancements to make the system more regionally accessible, equitable, and effective. Ensure outcomes of the system and tools used within the system reflect racial/ethnic equity in alignment with the Maricopa Regional Continuum of Care’s efforts in racial equity. »Lead: Maricopa Regional Continuum of Care Coordinated Entry Subcommittee. »Partners: Lived Experience Council, Racial Equity Leadership Group, Human Services Campus, UMOM Family Housing Hub, and City of Phoenix. »Resources committed: -The City of Phoenix is providing $200,000 to support the assessment. »Next Steps: -MAG will develop a Request for Proposals, (RFP) with the partners contributing to the scope (November 2021). -MAG will release the RFP to identify and confirm an evaluator through a competitive process (March 2022). Maricopa Regional Continuum of Care Coordinated Entry Subcommittee Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 22 -MAG will work with the selected consultant to conduct the assessment and implement the enhancements within a timeline negotiated with the funder and consultant. • Support eviction prevention activities: Expand existing and create new eviction diversion programs that focus on access to services and rental assistance, legal advocacy, and housing stability. Seek and activate new partnerships with statewide agencies and other partners to address the ongoing and long-term needs for more eviction resources. »Lead: Maricopa County Human Services Department. »Partners: (Potential) Community Legal Services, Rental Assistance Collaborative, Wildfire, Community Action Programs, Justice Courts, and the Arizona Housing Coalition. »Next Steps: -Maricopa County Human Services Department will provide updates (Ongoing). Action Step #3: Support diverse partnerships to address homelessness. • Increase regional support for homelessness interventions through the emergency response and criminal justice system: Based on best practices in the region, develop resources and opportunities for local and tribal governments to learn about and create Community Courts11 and other relevant models. Provide coordination and learn- ing opportunities at the regional level. Regional coordination will accelerate the implementation of additional Community Courts and other relevant models and will support the enhancement of existing models as best practices are shared. The regional infrastructure will be strengthened as local communities build capacity to assist their resi- dents. Learning opportunities can include training, technical assistance and a peer network. Local and tribal governments may also partner with neighboring communities on launching models such as commu- nity courts, making initiatives more cost-effective and sustainable. ___________________ 11 Community Courts offer people experiencing homelessness opportunities to engage in social services in lieu of engagement through the criminal justice system. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 23 »Lead: MAG. »Partners: City of Mesa and the Arizona Bar Foundation. »Next Steps: -MAG will convene the Arizona Bar Foundation and City of Mesa to plan the development of a toolkit (January 2022). -MAG will secure funding as needed and develop the toolkit with partners (June 2022). -MAG will develop and provide additional training opportunities such as a peer-to-peer learning network with communities that have community courts and other relevant models and those that would like to develop these programs (September 2022). • Increase access to local services: Local communities will be supported in adding outreach/navigator specialists12 by directly supporting teams within the local government, in community locations, within first responder units, and/or by contracting or partnering with existing nonprofit providers. MAG will regionally coordinate local outreach/navigation teams as a peer-to-peer network to collaboratively implement efficiencies and enhancements. Examples of coordination include identifying areas of overlap and gaps in coverage with corresponding changes to ensure consistent coverage throughout the region and efficient use of resources. Outcomes include increased enrollment in public benefits; utilization once enrolled; access to holistic care and services, such as mental health and substance use; and equitable access to all populations within the homelessness system. »Lead: MAG for regional coordination. »Partners: Maricopa Regional Continuum of Care Street Outreach Collaborative and Valley of the Sun United Way. »Next Steps: -MAG will convene meetings of the Outreach Collaborative, local communities, and Valley of the Sun United Way to share best practices and provide support (February 2022). ___________________ 12 Outreach/navigator specialists identify and build rapport with people experiencing homelessness to increase access to homeless assistance programs such as temporary housing, services, and permanent housing. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 24 • Expand employment opportunities: Create a diverse, inclusive, and interconnected system of workforce/job access in alignment with the Maricopa Regional Continuum of Care’s efforts in racial equity. This will help the stabilized homeless populations and low-moderate income households impacted by the pandemic to access jobs and to be skilled up with certifications, licenses, or education. This will include increased coordination and data sharing. »Lead: TBD. »Partners: (Potential) City of Phoenix Workforce Development, Maricopa County Human Services Department, St. Joseph the Worker, City of Tempe, Valley of the Sun United Way. »Next Steps: -MAG will convene partners to determine clear leadership roles among stakeholders with subject matter expertise with corre- sponding responsibilities and partnerships (February 2022). • Form interdepartmental teams: Remove silos and barriers by supporting local and tribal governments in forming interdepartmental, cross-sector teams to address homelessness. The teams can review policies and assess resources to ensure effective coordination within local and tribal governments. This can be an effective and affordable way for communities to engage in these regional efforts, particularly communities with smaller population and staff sizes. At the regional level, assess policies such as zoning and develop model ordinances to encourage consistency among local and tribal governments. Ensure there is a voice of past homeless experience included to inform the work. This will result in more seamless and responsive service being provided to people experiencing homelessness. »Lead: MAG will provide coordination and materials. »Partners: Vitalyst Health Foundation, Valley of the Sun United Way, and ASU Design Studio. »Next Steps: -MAG will convene partners and interested parties to develop a peer-to-peer learning network and develop a toolkit (June 2022). Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 25 • Increase coordination among levels of government: Increase partnerships and coordination across state agencies and among state agencies and local and tribal governments. MAG will work closely with local and tribal governments to identify priorities and goals for state partnerships and action. This may include, for example, making more tools available to local and tribal government to support the development of workforce housing. This could be a preventative measure to address homelessness and a way to support residents in finding safe, affordable housing options within their communities. »Lead: MAG will coordinate and represent regional interests with statewide partners. »Partners: Arizona Department of Housing for convening state agencies and funders; Arizona Housing Coalition and the League of Arizona Cities and Towns for developing legislative priorities. Additional partners include the Arizona Department of Economic Security, Arizona Health Care Cost Containment System (AHCCCS), Arizona Department of Education, Arizona Department of Health Services, Arizona Department of Veteran Services, Department of Corrections, Department of Transportation, Governor’s Office of Youth, Faith, and Families, and MAG. »Next Steps: -MAG will coordinate convening of partners with Arizona Department of Housing (December 2021). -MAG will coordinate legislative priorities with the League of Arizona Cities and Towns (December 2021). -Arizona Housing Coalition will work with local and tribal governments, nonprofit agencies, and other stakeholders to set the legislative priorities that will support the regional action plan (December 2021). Conclusion Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 26 Provided with the assistance of the Homelessness is not created by any one sector, nor can it be addressed effectively by any one sector acting alone. Inherently, we need diverse sectors working together to create meaningful progress in reducing homelessness. This action plan offers multiple pathways home through three main action steps of strengthening regional coordination to address homelessness, creating safe housing options, and working with diverse partners. Local and tribal governments lead this work, supported by talented partners such as the Maricopa Regional Continuum of Care, nonprofit providers, the philanthropic community, and business leaders with deep expertise in their own circles of influence. Coming together, we will build the infrastructure needed to address the immediate needs with a commitment to sustained action long-term. Moving forward, the MAG Regional Council will monitor progress made, making adjustments to ensure the most effective regional process is in place. This will be informed by the partnering committees within MAG and the valued partners throughout the region. The following appendices provide additional detail to support a thorough understanding and implementation of this plan. This plan and the movement forward are only possible thanks to the leadership of the MAG Regional Council and the support of many important stakeholders. The next section thanks these partners. Conclusion Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 27 Appendix A: Acknowledgments We are indebted to more than 1,500 people who participated in the extensive outreach that informed the developed of the Regional Homelessness Strategies Portfolio. This includes the partners of the Regional Collaborative on Homelessness, including the Arizona Housing Coalition, Arizona State University’s Action Nexus on Homelessness, Maricopa County, Valley of the Sun United Way, and the Vitalyst Health Foundation. The outreach and strategies form the basis for this action plan. Upon adoption of the strategies portfolio in May 2021, the Regional Homelessness Coordination Team formed with an invitation to all local and tribal governments to send representatives. The team met a number of times from July to September 2021 to delve into data analysis and determine the most relevant action steps to include in this plan. We are grateful for the time and expertise of the people who participated in the team meetings. The perspectives of people experiencing homelessness and people working to address homelessness have been invaluable to the refinement of the action steps. We thank the people who offered feedback and their partnership through the development of the plan. A regional effort is not possible without local leadership. The elected leadership and management from the local and tribal governments championed this regional work, coming together in a shared belief that the most effective approach to homelessness is a coordinated, regional approach. We thank the elected leaders and managers for their trust in and dedication to this important work. Appendices Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 28 Appendix B: Community Highlights There are a number of innovative and impactful activities already underway among local and tribal governments to address homelessness. Please visit the 2020 Municipal Response to Homelessness Report available on the MAG website under the Regional Homelessness Strategies Background tab for detail on these local efforts. A few examples of local initiatives are provided below as well. These are offered for illustrative purposes to increase an understanding of how some communities are implementing the action steps and supporting this regional work. • Public Education Campaign Community Highlights: »The Town of Fountain Hills is hosting a one-day forum featuring speakers on a broad range of issues including homelessness. The event will be held to engage the residents in constructive conversations and to build awareness. »The City of Mesa has developed a social media toolkit about homelessness, including videos, contacts, text, and posts. • Regional Resource Community Highlights: »El Mirage has allocated funding to partner with Peoria, Youngtown, and Surprise to provide IHelp in their communities. »The Town of Guadalupe and the Pascua Yaqui Tribe are partnering to address homelessness with federal COVID relief funding in partnership with nonprofit agencies. »Paradise Valley has a history of allocating funds from their budget on an ongoing basis to assist local nonprofit agencies serve people experiencing homelessness. »Maricopa County is making significant investments in support of these regional efforts. For example, Maricopa County has issued a Request for Proposals for a $3 million flexible fund to cover costs related to housing people experiencing homelessness. Additional investments are noted in other action steps within this plan. »The Arizona Department of Housing is convening other state agencies and funders to explore additional investments and Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 29 coordination of resources in support of this regional action plan. »All MAG member agencies currently contribute a homelessness assessment as part of the approved FY 2022-2023 MAG Unified Planning Work Program and Budget approved in May 2021. • Emergency Response and Community Court Community Highlights: »City of Mesa has a very successful community court and has offered to provide technical assistance to other communities. »City of Goodyear has approval from council to create a community court. »City of Phoenix has specialty courts addressing the specific needs of veterans and supporting people with mental health issues. »The Maricopa County Regional Homeless Court seeks to resolve outstanding minor misdemeanor, victimless offenses and warrants for people experiencing homelessness who demonstrate a commitment to end their homelessness. »City of Chandler is implementing an enhanced mental health court that should be operating by end of fall 2021. »City of Tempe has a mental health court. Staff from the city’s outreach and crisis teams attend and assist with housing and other resources. »City of El Mirage is partnering with City of Glendale on a Veteran’s court. • Interdepartmental Team Community Highlights: »City of Goodyear has recently developed a Quality of Life interdepartmental team including Crisis Response, Neighborhood Services Department, and Code Enforcement. »City of Tempe has a Homeless Solutions Task Force that includes Fire, Police, city prosecutor, and Crisis and Homeless Outreach teams. City of Tempe is willing to provide guidance to other cities interested in learning about the process. »City of Chandler has the Interdepartmental Homeless Outreach Team (IHOT) that includes Fire, Police, Libraries, Parks & Recreation, and Homeless Outreach. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 30 Appendix C: Regional Profile Health Housing Food Substance Use Shelters Other Clothing/Hygiene Financial Assistance Legal Pets Coordinated Entry Transportation Assistance Total Category Employment 151 131 114 94 92 86 81 76 28 22 18 13 6 912 Count Regional Proﬁle Page 1 11% 2014: $57,6262019: $63,883 Median Household Income 36% 2014: $ 8282019: $1,125 Median Rent 30% 2014: $234,0002019: $303,108 Median Sales Price Median rent and sales price increased at a higher rate than household income. Source: U.S. Census Bureau, ACS Source: RealData, Inc.Source: National Association of REALTORS This infographic explores factors related to homelessness in the Phoenix-Mesa-Chandler Metropolitan Statistical Area (MSA), covering topics such as demographics, programs and services, evictions, and the Point-in-Time Homeless Count. Housing prices and rent have increased, raising concerns that there may be more households at risk of losing housing stability as homelessness continues to increase in the region. Source: U.S. Census Bureau, 2020 Population Estimates, American Community Survey (ACS) 2015-2019 5-year estimates, Phoenix-Mesa-Chandler MSA 5,059,909 Total Population 13.7% Percent Below Poverty Programs and Services that Serve People Experiencing Homelessness Source: Homelessness Assets and Needs Data for Uniﬁed Planning (HANDUP)2-1-1 Arizona, Maricopa Regional Continuum of Care HIC $63,883 Median Household Income Annual Housing Inventory Count (HIC) Programs dedicated for Homelessness Shelter Beds 4,517 Housing Units 5,796 Source: Maricopa Regional Continuum of Care, 2021 HIC Vulnerable Households in Maricopa County Source: U.S. Census Bureau, ACS 2015-2019 512,000 households spend more than 30% of their income on housing expenses 229,000 households spend more than 50% of their income on housing expenses Household Pulse Survey Phoenix-Mesa-Chandler Metropolitan Statistical Area Source: U.S. Census Bureau Household Pulse Survey, Week 32 22% of respondents reported that an eviction is very likely in the next 2 months 20% of respondents reported a loss of employment income in the past 4 weeks Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 31 Regional Proﬁle Page 2 Maricopa County Evictions, January 2020 - May 2021 Prior to the pandemic, eviction ﬁlings in Maricopa County were generally around 5,000 per month. Evictions dropped in March 2020 as the Arizona evictions moratorium went into place. From January 2020 to May 2021, there has been a 52% decrease in monthly eviction ﬁlings. - 1,000 2,000 3,000 4,000 5,000 6,000 Jan2020 Mar2020 May2020 Jul2020 Sep2020 Nov2020 Jan2021 Mar2021 May2021 Source: Maricopa County Justice Courts Unsheltered Sheltered 5,631 5,702 5,605 6,298 6,614 7,419 1,289 1,646 2,059 2,618 3,188 3,767 4,342 4,056 3,546 3,4263,680 3,652 2015 2016 2017 2018 2019 2020 The Point-in-Time (PIT) Count is a snapshot of homelessness in the region. The overall count and the unsheltered count in particular have been increasing since 2015. The 2020 PIT Count identiﬁed that 49% were sheltered (in emergency shelters or transitional housing) while 51% were unsheltered (on the streets or other places not meant for human habitation). Annual Point-in-Time Count Source: Maricopa Regional Continuum of Care PIT Count, 2015-2020 Prepared by the Maricopa Association of Governments (MAG) (602) 254-6300 www.azmag.gov The Homelessness Assets and Needs Data for Uniﬁed Planning (HANDUP) tool is an interactive map for regional planning around homelessness services and programs. This tool was developed through a partnership between the Maricopa Regional Continuum of Care, Solari, 2-1-1 Arizona, and the Maricopa Association of Governments. It displays data from the 2-1-1 Arizona database, Housing Inventory Count, Homeless Management Information System (HMIS), U.S. Census Bureau ACS, and more. Service providers and municipal planners can request access to the tool. For more information, access HANDUP at https://geo.azmag.gov/maps/handup 13,400 Calls for Rental AssistanceTop Three Requested: (1) Rent Payment Assistance, (2) Rental Deposit Assistance, (3) Emergency Related Eviction/Foreclosure Moratoriums 2-1-1 Arizona Calls, May 2020 - April 2021 Source: 2-1-1 Arizona, unduplicated calls in Maricopa and Pinal Counties 9,900 Calls for Utilities Assistance Top Three Requested: (1) Electric Service Payment Assistance, (2) Water Service Payment Assistance, (3) Gas Payment Assistance Primary Reason for Homelessness Source: Maricopa Homeless Management Information System (HMIS)Note: This data is self-reported by clients that accessed shelter between May 2020 and April 2021. Family Dispute/Overcrowding 2,258 (16%) 2,239 (16%) 1,394 (10%) 1,121 (8%) 928 (7%) 895 (6%) 671 (5%) 661 (5%) Economic Reason Eviction Loss of Employment New to Area Violence/Abuse Substance Use Mental Health Appendix C: Regional Profile (continued) Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 32 Appendix D: Checklist for Local and Tribal Governments In addition to these regional efforts, there are a variety of actions that local and tribal governments can take, and in many cases, are taking. Some of the actions require minimal funding and can be achieved with strategic partnerships. The following list offers ideas to support communities in meeting the needs of their housed and unhoused residents. Leverage Behavioral Health Resources • Enroll individuals experiencing homelessness in AHCCCS13 and Coordinated Entry in community locations (e.g., libraries, resource centers, schools). • Build robust referral relationships14 between AHCCCS, Mercy Care, local behavioral health providers, outreach providers, shelter providers, and housing shelters to ensure individuals experiencing homelessness are being connected to behavioral health services quickly and effectively. Consider co-locating behavioral health resources at existing housing and/or shelter sites. Leverage Faith-Based and Volunteer Groups • Schedule and support regular meetings for faith-based and volunteer groups to share promising practices, avoid duplication of services, and identify gaps. • Distribute mini “impact grants” for local faith-based and volunteer groups working to address homelessness. Coordinate with Schools • Coordinate with the local school district and McKinney Vento Liaison(s)15 to ensure that families with children experiencing homelessness are connected to resources quickly. ___________________ 13 https://www.azahcccs.gov/Members/GetCovered/apply.html 14 https://www.kff.org/medicaid/issue-brief/integrating-physical-and-behavioral-health-care-promising-med-icaid-models/view/print/15 https://nche.ed.gov/wp-content/uploads/2019/01/Working-Together.pdf Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 33 Prevent Homelessness • Develop a community wide tenant rights and education program focused on tenant protection laws and options for tenants facing eviction or foreclosure. Consider building an eviction prevention program with legal services and one-time financial assistance available to tenants facing eviction. • Review existing zoning and housing policies to ensure that land can be used for multifamily affordable housing (e.g., duplexes, fourplexes, and apartments). Consider creating favorable conditions for the construction of infill housing, accessory dwelling units, and tiny homes, as well as the rehabilitation of existing properties. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 34 Appendix E: Glossary of Terms Affordable Dwelling is housing for which the occupant(s) is/are paying no more than 30 percent of his/her income for gross housing costs, including utilities. At Risk of Homelessness is defined by the U.S. Department of Housing and Urban Development (HUD) as an individual or family who has unstable housing and inadequate income and resources to prevent them from becoming homeless. Behavioral Health describes the connection between a person’s behaviors and the health and well-being of the body and mind. Bridge Housing aims to immediately transition vulnerable clients out of homelessness in order to provide a stable experience that can facilitate placement into permanent housing. Bridge housing often is thought of as the missing link between the shelter system and permanent housing. When used as a regional strategy, it can foster collaboration and more efficiently support a community’s most vulnerable residents in exiting homelessness. Although models for bridge housing can vary greatly, the ultimate goal is to provide a stable temporary housing situation with supportive services while an individual is in the process of locating, applying to, and/or obtaining permanent housing. Case Management includes assessment, planning, facilitation, care coordination, evaluation, and advocacy with people experiencing homelessness. Staff work with individuals and families to address their comprehensive needs to help them exit homelessness and stay housed. Chronically Homeless is when a person has been homeless for at least a year, either 12 months consecutively or over the course of at least four separate occasions in the past three years. To be chronically homeless, the individual or head of household also must have a disability. Clinical Shelter provides medical respite/recuperative care along with acute and post-acute care for persons experiencing homelessness who are too ill or frail to recover from a physical illness or injury on the streets, but who are not ill enough to be in a hospital. Congregate Shelters are facilities with overnight sleeping accommodations in shared quarters, the primary purpose of which is to provide temporary shelter for people experiencing homelessness. Continuum of Care (CoC) is composed of representatives of organizations in a defined geographic area including: nonprofit homeless providers, victim service providers, faith-based organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, organizations that serve homeless and formerly homeless veterans, and homeless and formerly homeless persons. Responsibilities of a CoC include operating the CoC, designating and operating a Homeless Management Information System Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 35 (HMIS), planning for the CoC (including coordinating the implementation of a housing and service system within its geographic area that meets the needs of the individuals and families who experience homelessness there), and designing and implementing the process associated with applying for CoC Program funds. Continuum of Care (CoC) Program is designed to promote community wide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers and state and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effect utilization of mainstream programs by individuals and families experiencing homelessness; and optimize self-sufficiency among individuals and families experiencing homelessness. The CoC Program was created through the McKinney-Vento Homeless Assistance Act as amended by the HEARTH Act of 2009. Continuum of Care (CoC) Program Interim Rule sets out regulatory implementation of the CoC Program, including the CoC planning process. Coordinated Entry (CE) provides a centralized approach to connect the CoC’s most vulnerable homeless residents to housing through a single community wide assessment tool and program matching system. CE processes, deployed across an entire community, make it possible for people experiencing or at risk of experiencing homelessness to have their strengths and needs quickly assessed (triage), and to be swiftly connected to appropriate, tailored housing and services within the community. People with the greatest needs receive priority for any type of housing and homeless assistance available, including permanent supportive housing, rapid rehousing, and other interventions. Cost Burden is the ratio of housing costs to household income. For renters, housing cost is gross rent (contract rent plus utilities). For owners, housing cost is “select monthly owner costs,” which includes mortgage payment, utilities, association fees, insurance, and real estate taxes. Day Centers or Day Services offer showers, internet access, case management, housing navigation, and other supportive services during traditional daytime hours. In most cases, these services are free. Disability means, with respect to an individual, a physical or mental impairment that substantially limits one or more major life activities, a record of such an impairment, or being regarded as having such an impairment. Diversion is an intervention designed to immediately address the needs of someone who has just lost their housing and has become homeless. Diversion is a client-driven approach. Its goal is to help the person or household find safe alternative housing immediately, rather than entering shelter or experiencing unsheltered homelessness. It is intended to ensure that the homelessness experience is as brief as possible, to prevent unsheltered homelessness, and to prevent stays in shelter. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 36 Domestic Violence (also referred to as intimate partner violence [IPV]), dating abuse, or relationship abuse) is a pattern of behaviors used by one partner to maintain power and control over another partner in an intimate relationship. This includes behaviors that physically harm, intimidate, manipulate, or control a partner, or otherwise force them to behave in ways they don’t want to, including through physical violence, threats, emotional abuse, or financial control. Emergency Shelter means any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for people experiencing homelessness in general or for specific populations of people in homeless situations. Eviction Prevention refers to efforts to prevent the dispossession of a tenant of leased property by force or legal process. Experiencing Homelessness refers to an individual or family that lacks a fixed, regular, and adequate nighttime residence, such as those living in emergency shelters, transitional housing, or places not meant for human habitation. Fair Market Rent (FMR) is a statistic developed by HUD to determine payments for various housing assistance programs. It is generally calculated as the 40th percentile of gross rents for regular, standard quality units in a local housing market. It excludes units that are low-quality, subsidized, or that have been built in the last two years. FMR rent data is typically taken from recent move-ins rather than long-term tenants. FMR includes core utilities, like water and power, but does not include internet and other optional services. Family Reunification typically refers to one-way, one-time transportation assistance to individuals experiencing homelessness (or at imminent risk) who wish to return to their family or other support system in another part of the U.S. Individuals must have family or support systems in place when the relocation occurs. Federal Poverty Guidelines are issued each year by the U.S. Department of Health and Human Services (HHS). The guidelines are a simplification of the federal poverty thresholds and are used to determine financial eligibility for certain federal programs. Flexible Funds have increasingly been permitted and encouraged as an allowable expense by federal, state, and county funders. Flexible funds can be used for different purposes; including paying for costs that will result in an immediate resolution of a housing crisis, bridging the gap while permanent housing is secured, and/or covering household needs that will help people keep their housing. Flexible funding can also be used to purchase grocery cards, gas cards, certificates or licenses to work, car repair, furniture, pest extermination, storage, essential minor repairs to make a living space more habitable, transportation vouchers/passes, costs for birth certificates or other documents, bus or train tickets, shipping belongings, housing application fees, credit checks, rental deposits, past due rent, one-month rent on new units, utility deposit, and/or utility payments. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 37 First-time Homelessness refers to people experiencing homelessness for the first time. Possible causes include job loss, increased rent, or domestic/family issues. Homeless is defined by HUD in four categories: 1. Individuals and families who lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who resided in an emergency shelter or a place not meant for human habitation and who is exiting an institution where he or she temporarily resided. 2. Individuals and families who will imminently lose their primary nighttime residence and has not identified a subsequent residence. 3. Unaccompanied youth under 25 years old and families with children and youth who are defined as homeless under other federal statutes who do not otherwise qualify as homeless under this definition. 4. Individuals and families who are fleeing, or are attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member. Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. Homeless Student is defined under the McKinney-Vento Act as a child without a regular adequate residence, which includes any students living in shelters, substandard housing, single room hotels, cars, parks, public places, or doubled up with friends or relatives because they have no other place to go and cannot afford a home. Homeless System of Care is another way of describing the Continuum of Care (CoC) and the network of partners who come together to work to support people experiencing homelessness or at risk of homelessness. Housing and Urban Development (HUD), U.S. Department of, is the federal agency responsible for national policy and programs that address housing needs, improve and develop communities, and enforce fair housing laws. Housing Choice Vouchers (HCVs), formerly known as the Section 8 program, are long-term rental subsidies funded by HUD and administered by Public Housing Authorities that can be used to help pay for rent. Housing First is a well-accepted, national, evidenced-based best practice that eliminates barriers to housing, ensuring individuals and families can exit homelessness as quickly as possible. Housing First is an approach to quickly and successfully connect households experiencing homelessness to permanent housing without preconditions and barriers to entry, such as sobriety, treatment, or service participation requirements. Supportive services are offered on a voluntary basis to maximize housing stability and prevent returns to homelessness, as opposed to addressing predetermined treatment goals prior to permanent housing entry. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 38 Housing-focused Shelter (also sometimes called “Navigation Centers”) help people connect long-term solutions to homelessness and address the barriers that keep them from becoming housed. The goal is to help people exit homelessness as rapidly as possible. Once housed, people can work on the underlying challenges that undermine their stability. Housing-focused shelters typically offer: admissions policies that screen-in (not screen-out) households, welcome pets, partners, and possessions; have minimal rules and restrictions that focus on safety (e.g., no weapons) and provide the ability for people to come and go, with 24-hour operations; offer client-centered services tailored to support a household’s ability to exit homelessness (e.g., job training, benefits enrollment); include physical layout and aesthetics that include community spaces, outdoor spaces for pets, storage for possessions, mixed-gender dormitories that allow partners to request beds next to one another, and other design elements that promote a welcoming environment; have staff with cultural competencies who treat residents with respect and dignity and caseloads that are kept small enough for staff to spend adequate time with each client; and co-locate benefits eligibility workers, health care, Department of Public Health, and other services. Partnerships with programs such as Meals on Wheels can assist with providing food. Housing Subsidies come in many forms, but the main objective is to supplement or offset monthly housing costs for individuals or families to remain in housing. Forms of subsidies include direct housing subsidies, public housing, rent supplements, and some types of cooperative housing. Landlord Incentive Programs provide education and incentives to landlords to encourage renting to people experiencing homelessness. They can provide funding to support risk mitigation (compensating landlords if tenants harm their premises) and financial incentives that make landlords more likely to rent to people transitioning out of homelessness. Most programs include an education component and address racial inequities in voucher acceptance and access to housing. Low-barrier Shelters are emergency shelters that have removed most requirements/obstacles for entry into the program so that households are more likely go indoors to connect to services rather than stay on the street. For example, unhoused residents are allowed to bring their pets and possessions, to live with their partners, and do not have to exit the shelter each morning. They are not expected to abstain from using alcohol or other drugs, so long as they do not engage in these activities in common areas of the shelter and are respectful of other residents and staff. Permanent Supportive Housing (PSH) provides long-term housing with intensive supportive services to persons with disabilities. These programs typically target people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support. Prevention refers to housing relocation and stabilization services and short-and/or medium-term rental assistance as necessary to prevent the individual or family from moving to an emergency shelter or a place not meant for human habitation. Pathways Home – A Regional Homelessness Action Plan for Local and Tribal Governments 39 Previously Homeless refers to an individual or family that has moved from expe-riencing homelessness into housing or a sustainable living situation. Although no longer experiencing homelessness, they are vulnerable to becoming homeless again. Rapid Rehousing (RRH) provides rental housing subsidies and tailored supportive services for up to 24-months, with the goal of helping people to transition during that time period to more permanent housing. Serious Mental Illness (SMI) is defined as a mental, behavioral, or emotional disorder resulting in serious functional impairment, which substantially interferes with or limits one or more major life activities. Shared Housing is a living arrangement between two unrelated people who choose to live together to take advantage of the mutual benefits it offers. Families, students, young adults, seniors, and veterans have been using this arrangement for generations. It is also now recognized as a viable option for people exiting homelessness. Street Outreach involves multidisciplinary teams who work on the streets or in encampments to meet and engage with people experiencing unsheltered homelessness where they are. Supportive Services include assistance applying for benefits, mental health and substance use services, outpatient health services, information and referral services, child care, education, life skills training, employment assistance and job training, housing search and counseling services, legal services, outreach services, transportation, food assistance, risk assessment and safety planning (particularly for individuals and families experiencing domestic violence), and case management services, such as counseling, finding and coordinating services, and monitoring and evaluating progress in a program. Transition Age Youth (TAY) are persons between age 18 and 24 who are transitioning from childhood to adulthood. Transitional Housing (TH) provides temporary housing accommodations and supportive services. While many households benefit most from direct connections to permanent housing programs such as RRH or PSH (which are often more cost-effective over the long term), transitional housing can also be an effective support in the intermediary. In particular, certain subpopulations, such as people fleeing domestic violence and transitional age youth, can meaningfully benefit from a transitional housing environment. Triage is the rapid assessment that a program or caseworker conducts, as an entry point to resources, to determine the specific needs of an individual or family in crisis and direct them to the appropriate resources. Workforce Housing is housing that is affordable (30 percent or less of gross income) to households earning between 60 percent and 120 percent of area median income. Workforce housing targets middle income workers, including police officers, firefighters, teachers, health care workers, and retail clerks. Pathways Home A Regional Homelessness Action Plan for Local and Tribal Governments Homelessness Trends Report: July through September, 2022 Page 1 Homelessness Trends Report: July - September 2022 Maricopa Regional Continuum of Care This quarterly report is meant to highlight trends in the population experiencing homelessness as well as system performance measures in Maricopa County. All data comes from the Maricopa Homeless Management Information System (HMIS) unless otherwise noted. Total Number of Actively Homeless Households Actively Homeless households are households that recently engaged with homeless service providers in Maricopa County. This is a national best practice standard for understanding who is experiencing homelessness in our community. The chart to the left shows the household count. For September 2022, there was a total of 7,637 actively homeless clients in 5,623 households. The number of clients on the singles side was 5,266 and on the families side, there were 2,367 persons in families. After a spike in June 2022, this quarter there was a slight decrease in overall numbers for July, which then stayed fairly steady this quarter through September. However, overall numbers are still higher than they were a year ago during Q3 2021. This trend can be seen across all subpopulations this quarter, showing a decrease after the increase at the end of last quarter. New to System is defined as households that are experiencing homelessness for the first time. At the start of the quarter, the number of clients that are new to system dropped from a high of 1,281 in June to 920 in July. For the rest of this quarter, there was a slow but steady increase in new clients. Other aspects of inflow to the homeless system include clients returning from housing, which remained steady with little to no growth this quarter, and returns from inactive, which saw a slight increase in August and then a drop in September. Housing Placements is defined as households that move into homeless permanent housing programs. This quarter the number of housing placements dropped in August after increasing since April, but recovered slightly in September. Another component of outflow from the homeless system is positive exits, when clients exit the system to permanent housing on their own. Positive exits increased this quarter from 394 in July to 426 positive exits in September. Homelessness Trends Report: July through September, 2022 Page 2 Demographics Snapshot, September 2022 The following section shows a snapshot of demographics for heads of households from the most recent month’s active list compared to Census data for Maricopa County. The active list is a list of all households experiencing homelessness in Maricopa County as documented in HMIS. This analysis excludes blank and unknown responses. In September 2022, 65% of the heads of household on the active list identified as male, 34% identified as female, and less than 1% identified as either transgender, questioning, or gender non-conforming. HMIS heads of household have a larger proportion of the population identifying as male than Maricopa County’s average of 49% from the 2019 American Community Survey (ACS) estimate. The Continuum of Care Board has prioritized race and equity, and one aspect of this effort is to consistently review data for the regional homeless system as it pertains to race and ethnicity. HMIS data shows a significantly larger proportion of the population identifying as Black or African American as well as American Indian or Alaska Native compared to the overall Maricopa County population from the 2020 Decennial Census (see detailed comparisons below). The largest age group from the September 2022 active list is adults ages 25- 61, which accounted for 76% of the active population experiencing homelessness’ head of households. Unaccompanied children (age 0-17) only make up 1% of head of households, while youth (age 18-24) make up 7% and older adults (age 62+) make up 17% of the active list. *Maricopa County race/ethnicity data is from the 2020 Decennial Census, all other Maricopa County data is from the U.S. Census Bureau’s American Community Survey 2019 1-year estimates Homelessness Trends Report: July through September, 2022 Page 3 Subpopulations The following section shows trends for the past year by specific subpopulations. The charts show number of households experiencing homelessness as well as inflow and outflow for each subpopulation. The number of actively homeless families slightly decreased this quarter from 668 families in July to 627 in September, a 5% decrease since September 2021. There was a slight increase in the number of actively homeless families from July to August 2022, and then a drop in September. Similar to the trend for overall households and singles households, the number of families remained relatively steady in this quarter. The analysis on this page shows number of households, but the total number of people in actively homeless families for September 2022 was 2,367. The number of people in families has decreased 16% since the peak in October 2021, and within the quarter from July to September, there was a slight decrease of seven percent. The number of older adult (ages 62 years and older) households has increased 27% since September 2021, and has dropped 2% since the end of last quarter (June 2022). In the current quarter (July through September 2022), the total number and inflow of actively homeless older adult households remained relatively steady, while the outflow of older adults experiencing homelessness slightly decreased. Youth ages 18-24 are considered a vulnerable population, and the number of youth households has decreased 9% since last quarter. This quarter, the number of youth actively experiencing homelessness and the inflow of youth increased from July to September. However, the outflow of youth leaving the system decreased this quarter. The number of veterans experiencing homelessness did not experience much change since last quarter. The number of actively homeless veteran households and inflow of veteran households rose from July to August before slightly dropping in September. Outflow of veterans slightly dropped in August, but then increased in September to almost the same number as the inflow, a similar trend to what happened last quarter. The number of people who meet the chronic homelessness definition remained steady this quarter, but has increased in the past year. Since September 2021, the total number of chronically homeless households increased 24% and the inflow of chronic households increased 15%, while the outflow decreased 4%. The HUD definition of chronic homelessness is: (1) a person who lives in a place not meant for human habitation, Safe Haven, or Emergency Shelter, (2) has a disability, and (3) has been homeless continuously for one year OR four or more times homeless in the last three years, where the combined length of time homeless is at least 12 months. When a head of household meets this definition, all household members are counted as chronically homeless. Homelessness Trends Report: July through September, 2022 Page 4 System Performance Measures System performance measures (SPMs) are determined by the U.S. Department of Housing and Urban Development (HUD) as a way to assess progress for Continuum of Care across the nation. This following section shows SPM metrics including data for July through September 2022 compared to the 2021 SPM submission, the last quarter, and the CoC’s goal for each metric. The arrows represent either an increase or decrease compared to that field; green represents favorable progress, while red represents unfavorable progress. Snapshot of Clients Served by Program Type 1 New Project (July through September, 2022) 1 Rapid Re-Housing Program ITEM 10. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Reports Submitting Department: Public Works Prepared by: Justin Weldy, Public Works Director Staff Contact Information: Justin Weldy, Public Works Director Request to Town Council Retreat (Agenda Language): Staff will be presenting its short- and long-term progress report and next steps related to water/moisture intrusion issues at the Community Center. Staff Summary (Background) As part of the renovation project for the Community Center in 2021, staff designed and installed detention basin improvements outside the main public entrance to prevent water from seeping into the building, a previously known issue. Staff also evaluated other methods of addressing moisture below the foundation of the building, including a vapor moisture barrier. This resulted in the use of a specialized glue designed and certified to resist moisture and to provide similar protection to floor coverings (like a vapor moisture barrier) but at a considerable cost savings. Unfortunately, during the renovation project, heavy rain events brought to light other water intrusion issues that were previously unknown or thought to be linked to the issues outside the main entrance area. Due to these concerns, staff began searching for specialized firms in December 2021, to help evaluate and recommend solutions to these issues. After going through a selection process, the Town secured the services of Allana, Buick and Bers, Inc (ABB) in March 2022, for water testing and limited destructive investigations. The firm performed water testing of windows, doors and adjacent hardscape at the facility. Numerous widespread issues were noted, including the lack of pan flashings on door assemblies and deficient weather-stripping assemblies that have resulted in extensive water-related damage to the gypsum sheathing and rusting of the metal tracks. It was also noted that the exterior hardscape is improperly sloped toward the building which has contributed to storefront window leakage. At the Town Council meeting on September 20, 2022, Eugene Buick from Allana, Buick and Bers presented the Preliminary Observation Report. At the conclusion of the meeting, staff was directed to work with Allana, Buick and Bers to select an Architectural Firm that specializes in construction deficiencies to provide support in identifying cost estimates and priorities relating to the short- and long-term solutions to address water intrusion issues at the Community Center. The Town and M. Arthur Gensler JR & Associates, entered into a contract agreement on November 21, 2022, for Architectural Consulting services for the Community Center. M. Arthur Gensler JR & Associates will take the lead moving forward on the project design estimates for storefront windows and doors and will work closely with Allana Buick & Bers Inc. Staff has already implemented the following steps to address short-term items: 06/22/2022 thru 11/2/2022 - The Town solicited several sewer pipe relining contractors that specialize in sewer line camera work, to request quotes for under slab pipe investigation. Two companies were selected and are performed their camera work at the facility. Sewer camera investigations did not reveal any indication of leaking under the slab. 07/09-2022 thru 01-02-2023 - All known leaking roof drain piping couplings were repaired by either Town staff or the Town’s Plumbing contractor. 9/23/2022 - Industrial Hygienist performed 25 air sample tests of the Community Center, Library/Museum, Town Hall, and an exterior control sample. Lab test results confirmed no elevations or concentrations of microbial contamination at the time tests were taken. 10/4/2022 – The facility’s HVAC system was tested and audited. The final report is not yet complete, as measurements are needed under full cooling load which is when we were experiencing the high humidity issues. 10/4/2022 - Three (3) air samples were taken in concealed (wall cavity) Lobby locations, where destructive testing revealed visible biologic growth. These areas contained gross elevations or concentrations of microbial contamination at the time tests were taken. 10/09/2022 – The Roofing contractor completed an 850 sf test area of the roof with suspected leaks. No leaks have reoccurred. 10/13/2022 – A Caulking contractor was on site to provide a sealing quote for wall and store-front locations where leaks had been observed during water testing by ABB. They have yet to submit a quote, so staff is soliciting other contractors. 10/17/2022 - Maintenance staff compiled a floorplan of all known areas of water intrusion (both active and repaired) with corresponding notes relating to conditions and status. 10/20/2022 - ABB was asked to provide a report on short/medium- and long-term repair solutions to be presented to the Council at the 11/15/2022 meeting. 10/23/2022 - The hygienist was again on site to visually observe all locations identified in the above-mentioned floorplan. Three areas of concern were noted, two of which are very small; a 6”x3” piece of drywall in the Glass Hall; a small area of hydronic pipe insulation in the Computer Lab; and a larger soffited area of the Main Hall. Air samples were again taken in the Computer Lab and Main Hall. Lab results again confirmed no elevation or concentration of microbial contamination. Concealed wall space testing in the Computer Lab was not performed because the type of construction would render testing ineffective and the lack of any visible evidence of further water intrusion. 10/27/2022 - The remediation firms were contacted to update scope, schedule and pricing for additional remediation work. 11/7/20 22 - Wet-seal services on lobby, glass hall and ballroom store front window assemblies were completed. This was a recommendation from Eugene Buick from Allana, Buick and Bers. The heavy wind-driven storms in December, January, and February have demonstrated that the wet-sealing of the windows has been successful in preventing water intrusion into the building. Mr. Buick stated that he believes that the wet-sealing will extend the life of the windows and will allow the town to push out replacement windows and glass doors considerably later into the future by about 15-20 years. 11/11/2022 thru 11/18/2022 – All remediation work related to the biologic growth was completed in the Lobby. 11-21-2023 - Gensler Architecture starting the Design Phase based on project needs/long term repairs. 11/21/2022 thru 11/22/2022 - Door thresholds were sealed. 12/16/2022 – The concrete patio was removed where water was entering through the door at the O’Flynn Room. 12/29/2022 thru 01/05/2023 – All remediation work related to the biologic growth was completed in the Grand Hallway. Attachments Community Center Remediation Update Form Review Inbox Reviewed By Date Town Manager Grady E. Miller 02/23/2023 08:48 AM Form Started By: Justin Weldy Started On: 02/21/2023 08:48 AM Final Approval Date: 02/23/2023 WWW.FOUNTAINHILLSAZ.GOV TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Community Center Repair and Status Updates Justin T. Weldy, Public Works Director WWW.FOUNTAINHILLSAZ.GOV Fountain Hills Community Center 2 WWW.FOUNTAINHILLSAZ.GOV Facilities Near Term Action Items Completed: 3 ✓Under slab pipe investigation ✓Wet sealing of windows (application of silicone sealant) ✓Roof drain piping couplings ✓Biologic growth removed ✓Remediation work related to the biologic growth ✓850 square foot test of the roof ✓Door thresholds were sealed ✓The concrete patio removed where water was entering through the door at the O’Flynn Room ✓Facility’s HVAC system was tested and audited WWW.FOUNTAINHILLSAZ.GOV Near Term Repair Options: ➢Windows: •Wet sealing of windows (application of silicone sealant). (Might be a long-term solution if sealant application is tested andconfirmedtobesuccessful) •Repair of perimeter window sealants at synthetic stucco walls. •Fully embedding thresholds in bed of sealant. •Grinding and Coating of reverse sloped concrete sills andadditionaloftemporaryflashings. ➢Drainage improvements at doors and windows: •Localized installation of trench drains or saw cuts to managewaterflowtonearestdrains. •Replacement of portion of exterior hardscape and installation ofadditionaldrainagetomanagerainwatermoreeffectively. •Installation of trench drains to direct water into landscaping wheredrainsorwellsoccurorcanbeinstalled. 4 WWW.FOUNTAINHILLSAZ.GOV Near-Term Solution: Silicone Sealant Application at Windows –Glazing, Sill, Joints (Keep the Water Out!) 5 The exterior finish rework has been observed by Gensler, and they reviewed the Pecora product information used. Gensler states that the exterior finish rework appears effective. WWW.FOUNTAINHILLSAZ.GOV Near-Term Solution: Grinding/Sloping and Trench Drain for Drainage 6 Gensler and Kimley-Horn observed these conditions, and agree with the initial step of performing some localized grinding. Trench drains may not be necessary, but could still be considered if conditions persist. WWW.FOUNTAINHILLSAZ.GOV Near Term Repairs (Immediate Needs): 7 Priority Building Component Repair Description Anticipated Completion Date ROM Estimates (*) 1 Windows Wet Sealing of Window Assemblies. Sealing of Frame Joints to reduce or stop water intrusion. COMPLETED $75,000 to $90,000 1 Doors Threshold Repairs and Weatherstripping at Doors COMPLETED $30,000 to $40,000 1 Reverse Sloped Concrete Patio Targeted Hardscape Demolition at reverse sloped locations at exterior Senior Offices Center. COMPLETED $25,000 to $35,000 2 Reverse sloped Concrete -Window sills Perform slope measurements. Grinding for Slope Correction. Work should occur in conjunction with trench drains. June 30, 2024 $30,000 to $40,000 2 Trench Drains Targeted concrete demolition and installation of Trench Drains.June 30, 2024 $50,000 to $75,000 1 Design Consultation $25,000 to $50,000 Spray Testing of wet seal option and door repairs to confirm performance $20,000 to $25,000 Rough Magnitude Cost Range for Immediate Repairs (*): Total $255,000 to $355,000 WWW.FOUNTAINHILLSAZ.GOV Long-Term Recommendations ( 15-20 Years) 8 Building Component Repair Description Windows Remove and Replace 100% Doors Remove and Replace 100% Components affected by the window and door replacement effort: EIFS/Stucco Window and door related work to accommodate removal -targeted demolition and refinishing of exterior wall elements to achieve uniform appearance. Feather and blending of finishes corner to corner. Painting Coating and refinishing of repair areas corner to corner. Concrete Additional grinding and prep once windows and doors removed. Concrete Additional hardscape and drainage work as needed post near term repairs. Interior Drywall adjacent to windows and doors. Sheet Metal Related sheet metal and sealant work related to window and door work. Contingencies 15% for Unforeseen Conditions Design and Inspection Fees:12% to 15% of Construction Costs Rough Order Magnitude Repair Cost(**):Preliminary Budget : $2.9 M to $3.9 M Gensler agrees with this recommendation. The topical application of the quality sealant is not its primary intended use, and does not constitute “properly designed joints” The long term removal and replacement will allow for properly designed perimeter joints and flashing elements where recommended. WWW.FOUNTAINHILLSAZ.GOV Preliminary Schedules for Long-Term Repairs 9 •Retain Architectural Design Firm to Evaluate Structural Repairs and Develop Cost Estimates – Jan. 2023 •Retest and Evaluate Near Term Water Intrusion Measures –Summer 2023 •Develop Capital Improvement Budget –Depends on architect’s recommendations •Solicitation of Construction Bids –Depends on architect’s recommendations WWW.FOUNTAINHILLSAZ.GOV Questions/Comments? 10 ITEM 11. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Public Appearances/Presentations Submitting Department: Administration Prepared by: David Pock, Finance Director Staff Contact Information: David Pock, Finance Director Request to Town Council Retreat (Agenda Language): Preview of the FY23-24 Operating Budget Staff Summary (Background) Staff will provide a preview of the base budget, submitted supplements, and proposed capital projects for fiscal year 2024. Attachments Operating Budget FY23-24 Preview Form Review Inbox Reviewed By Date Finance Director (Originator)David Pock 02/16/2023 07:52 AM Town Attorney Aaron D. Arnson 02/16/2023 08:45 AM Town Manager Grady E. Miller 02/20/2023 07:36 AM Form Started By: David Pock Started On: 02/16/2023 07:36 AM Final Approval Date: 02/20/2023 TO WN O F F O UNTAIN H ILLS FOUNTAINHILLSAZ.GOV/BUDGET FY24 Financial Preview David Pock, Chief Financial Officer February 28, 2023 FOUNTAINHILLSAZ.GOV/BUDGET •FY23 Financial Update •FY24 Financial Preview •Budget Process Overview •FY24 Projected Revenues •FY24 Base Expenditures •Departmental Supplements •Questions & Comments Outline TO WN O F F O UNTAIN H ILLS FOUNTAINHILLSAZ.GOV/BUDGET FY23 Financial Update FOUNTAINHILLSAZ.GOV/BUDGET Restricted Funds (Externally restricted by statute or entity) 6/30/2022 (actual) 12/31/2022 (actual) Streets Fund $3,536,762 $3,417,917 Special Revenue Fund (Grants)(8,441)3,073,878 Debt Service Funds (GO, MPC, EMCFD)180,120 181,730 Cottonwood Maintenance District Fund 13,358 15,652 Fire & EMS Development Fee Fund 388,545 398,054 Streets Development Fee Fund 340,478 421,978 Parks Development Fee Fund 1,216,141 1,299,983 Total Restricted Fund Balance $5,666,963 $8,809,192 FOUNTAINHILLSAZ.GOV/BUDGET Committed Funds (Imposed by Council action) 6/30/2022 (actual) 12/31/2022 (actual) Stabilization Fund (Rainy Day)$3,497,244 $3,912,145 Capital Projects Fund 4,068,310 7,843,735 Downtown Strategy Fund 518,590 586,786 Economic Development Fund 317,312 370,352 Tourism Fund 206,181 279,790 Public Art Fund 68,641 75,341 Court Enhancement Fund 402,374 417,049 Total Committed Fund Balance $9,078,652 $13,485,198 FOUNTAINHILLSAZ.GOV/BUDGET Assigned Funds (Imposed by Town policy) 6/30/2022 (actual) 12/31/2022 (actual) Environmental Fund $266,339 $637,454 Facilities Reserve Fund 5,925,920*7,058,629* Technology Replacement Fund 118,728 158,825 Vehicle Replacement Fund 1,627,503 1,991,533 Total Assigned Fund Balance $7,938,490 $9,846,441 6/30/2022 (actual) 12/31/2022 (actual) Total Unassigned Fund Balance $9,587,896 $7,725,436 Unassigned Funds (Budgeted Operational Expenditures) * Includes $4.2M General Fund savings as a result of ARPA FOUNTAINHILLSAZ.GOV/BUDGET Summary All Funds 6/30/2022 (actual) 12/31/2022 (actual) Restricted $5,666,963 $8,809,192 Committed 9,078,652 13,485,198 Assigned 7,938,490*9,846,441* Unassigned 9,587,896 7,725,436 Total Fund Balance $32,272,001 $39,866,267 Stability Metrics As of 6/30/2022 As of 12/31/2022 5-Year General Fund Annual Average Revenues $17,482,916 $19,901,535 Unassigned Balance As % of Average Revenues 54.8%38.8% Unassigned Balance As # of Months of Average Revenue 6.6 4.7 * Includes $4.2M General Fund savings as a result of ARPA TO WN O F F O UNTAIN H ILLS FOUNTAINHILLSAZ.GOV/BUDGET FY24 Financial Preview FOUNTAINHILLSAZ.GOV/BUDGET •January –Departmental Meetings with Town Manager •February 6th –Budget Open House & Public Outreach •February 28th –Council Retreat •March 14th –Capital Projects Work Session •April 11th –Budget Work Session (Proposed Budget) •May 2nd –Tentative Budget adoption •Will set the maximum expenditure amount for FY24 •June 6th –Final Budget & Implementation Memo adoption Budget Process Overview WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 General Fund $24,804,255 $23,588,700 Special Revenue Funds 16,034,295*17,672,200* Capital Project Funds 1,683,958 1,117,000 Internal Service Funds 3,000 3,000 Debt Service Funds 2,780 1,400 Total $42,528,288 $42,382,300 FY24 Revenue Forecast –All Funds * Includes $11M in potential grant revenue WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 Local Taxes $14,426,223 $13,154,800 State Shared Revenue 8,835,447 8,963,800 Permits, Licenses, Fines 869,973 801,900 Charges for Services, Rent 543,347 543,000 Other 129,265 125,200 Total $24,804,255 $23,588,700 FY24 General Fund Revenue Forecast WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 Local Taxes $1,197,552 $1,064,600 State Shared Revenue 2,679,005 3,042,000 Charges for Services, Rent 100,000 100,000 Other 41,000 41,000 Total $4,017,557*$4,247,600* FY24 Streets Fund Revenue Forecast *$4.2M scheduled to be added from the General Fund for FY23 and FY24 FOUNTAINHILLSAZ.GOV/BUDGET •Purpose is to control expenditures of local revenues and limit future increases of those expenditures •Economic Estimates Commission calculates limit and adjusts it for population growth and inflation each year •Applies only to expenditures of local revenues and some exclusions do exist (commonly used exclusions include grant proceeds, a portion of HURF receipts, and reimbursements/recoveries •Preliminary limit for FY24 is $34.3M Expenditure Limitation WWW.FOUNTAINHILLSAZ.GOV FY23 Adopted FY24 Base General Fund $24,804,300 $19,262,600 Special Revenue Funds 12,540,300 12,692,900 Capital Project Funds 8,149,000 462,000 Internal Service Funds 633,300 600,000 Debt Service Funds 15,600 15,600 Total $46,142,500 $33,033,100 FY24 Base Expenditures –All Funds WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 Payroll & Benefits $5,756,100 $5,756,100 Dues & Memberships 86,900 99,100 Meetings & Trainings 131,100 133,500 Maintenance & Repair 736,900 814,400 Utilities 659,200 678,700 Contractual Services 11,837,400 10,373,300 Supplies 307,100 354,600 FY24 General Fund Base Expenditures WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 Equipment/Improvements $196,500 $462,600 Damages/Vandalism 13,000 13,000 Internal Service 324,100 326,300 Capital Expenditures 176,000 16,000 Contingency 4,580,000 235,000 Total $24,804,300 $19,262,600* FY24 General Fund Base Expenditures *$4.3M less than revenues WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 Payroll & Benefits $653,400 $653,400 Dues & Memberships 11,800 11,800 Maintenance & Repair 4,214,700 4,091,300 Utilities 141,400 141,400 Contractual Services 543,800 666,700 Supplies 22,700 22,700 FY24 Streets Fund Base Expenditures WWW.FOUNTAINHILLSAZ.GOV FY23 FY24 Equipment/Improvements $17,000 $17,000 Damages/Vandalism 40,000 40,000 Internal Service 63,400 63,400 Contingency 200,000 200,000 Total $5,908,100 $5,907,700 FY24 Streets Fund Base Expenditures WWW.FOUNTAINHILLSAZ.GOV # of Supplements Total Amount One-Time Expenditures 7 $77,000 On-Going Non-Personnel 45 846,200 On-Going Personnel 9 2,219,300 Total 61 $3,142,500 FY24 Departmental Supplements TO WN O F F O UNTAIN H ILLS FOUNTAINHILLSAZ.GOV/BUDGET Questions & Comments ITEM 12. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Council Discussion Submitting Department: Public Works Prepared by: David Janover, Town Engineer Staff Contact Information: Justin Weldy, Public Works Director Request to Town Council Retreat (Agenda Language): The Town Engineer will present a summary of existing and potential Capital projects over the next five years for the Community Services and Public Works Departments. Staff Summary (Background) An update of existing capital projects and potential future and planned projects will be presented for discussion and feedback. Staff will be presenting a subsequent CIP presentation in March 2023 as part of the budget process, which will incorporate any feedback and direction provided this evening. Projects for the Community Services and Public Works Departments will be presented, and will include the following: Community Services Projects Current Projects - Completed •Fountain Park - P3054 Sidewalk Improvements - P3048 Shade Pole Straightening - Fountain Park •Desert Vista Park - Sidewalk connector from Mini Pitch to Skate Park - Ramada Installation, concrete pad, sidewalk, dog park leveling Current Projects - In Progress •Fountain Park - Playground Lighting •Golden Eagle Park - P3052 - Shade Structures - P3032 - Sports Field Lighting •Desert Vista Park - Skate Park Construction •Four Peaks Park , - Playground Lighting - Landscaping Installation Proposed Projects FY2023-24 •Sunridge Natural Park - $1,000,000 •P3054 CIP Sidewalk Replacement - $100,000 •P3053 Centennial Pavilion/Pavilion Improvements - $250,000 •P3032 Golden Eagle Park - Field Lights - $700,000 •P3036 Desert Vista Park - $200,000 •Fountain Park - Hillside Protection and Splash Pad Picnic Area - $650,000 Public Works Projects Current Projects - Completed •D6058 - Phase II Panorama Drive Storm Drain Improvements Current Projects - Grant Funded •D6065 Sidewalk Gap Infill, Palisades & Saguaro •D6058 Shea Boulevard Widening •D6057 Golden Eagle Impoundment Area Improvements •D6062 Grande & Rosita Drainage Channel •D6063 Deuce Court Drainage Improvements •Safe Routes to School Studies Current Projects - In Progress •S6059 Wayfinding Signs •T5005 Palisades Blvd & Eagle Ridge Dr/Palomino Traffic Signal Current Projects - Programs •S6061 Sidewalk Infill and Design •S6068 Town wide Guardrail replacement •D6047 Miscellaneous Drainage Improvements •D6060 Town Wide Storm Water Infrastructure Rehabilitation Proposed Projects FY2023-24 •F4037 Community Center Renovations Phase II Design & Construction - $850,000 •Bridge Repair - $75,000 •Sidewalk on Fountain Hills Boulevard at Church of the Ascension - $750,000 •Low-Flow Roadway Drainage Crossing Improvement Program - $200,000 •Downtown Streetscape Improvements - $635,000 •Shea Boulevard Multi Modal Path - $650,000 •Panorama Drive Spring Pump Electrical Upgrade - $100,000 •F3033 Video Surveillance Cameras - $75,000 (Multi Year) •S6066 Fountain Hills Boulevard & Palisades Boulevard Intersection Improvements Design - $90,000 •S6071 Saguaro & Kingstree Intersection Improvements Design & Construction - $165,000 •S6074 Palisades Blvd & La Montana Drive Intersection Improvements Design - $150,000 •S6070 Saguaro Blvd & La Montana Drive Intersection Improvements Design - $150,000 •Calico Drive Landscape Beautification Design $75,000 Facility Projects: •Town Hall Fire Alarm Panel and Device Upgrade - $90k •Community Center Interior Lighting Upgrade - $200k •Council Chambers Patio Shade Structure - $175k •Town Hall Elevator Cab Renewal - $25k •Town Hall Building Exterior Sealing - $25k •Town Hall Building Exterior Sealing - $25k •MCSO Locker Room Renovation - $125k •Replacement of Chiller #3 Compressors - $110,000 •F4041 Town Hall Campus Exterior Lighting and Electrical Upgrade Design & Construction (Multi Year) - $157,500 •Town Hall Campus Entrance Column Repairs - $150,000 Outer-Year Projects Beyond FY2023-24 •McDowell Mountain Road Culvert Crossing at Escalante Wash (Anticipated Grant Funding) •Del Cambre Avenue Culvert Crossing at Ashbrook Wash (Anticipated Grant Funding) •El Pueblo Blvd Culvert Crossing at Ashbrook Wash (Anticipated Grant Funding) •Fountain Hills Boulevard/Legend Wash Crossing (Anticipated Grant Funding) Attachments Tentative Five-Year Capital Improvement Program Projects Form Review Inbox Reviewed By Date Town Manager Linda Mendenhall 02/14/2023 04:17 PM Finance Director David Pock 02/15/2023 05:28 AM Town Attorney Aaron D. Arnson 02/15/2023 05:33 AM Town Manager Grady E. Miller 02/15/2023 06:02 AM Town Manager Grady E. Miller 02/15/2023 06:03 AM Form Started By: David Janover Started On: 02/08/2023 03:21 PM Final Approval Date: 02/15/2023 TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Presented by Rachael Goodwin, Community Services Director Justin T. Weldy, Public Works Director David Janover, Town Engineer Council Retreat February 28, 2023 Capital Projects Overview WWW.FOUNTAINHILLSAZ.GOV Today’s presentation will cover the following: •FY2022-2023 Capital Projects Progress •FY2024 Proposed Capital Projects •Review proposed Capital Projects in the 5-Year planning horizon 2 WWW.FOUNTAINHILLSAZ.GOV Community Services FY 2022-2023 Capital Projects Progress 3 WWW.FOUNTAINHILLSAZ.GOV P3054 –Park Sidewalk Improvements 4 WWW.FOUNTAINHILLSAZ.GOV P3048 –Shade Pole Straightening –Fountain Park 5 WWW.FOUNTAINHILLSAZ.GOV Golden Eagle Park •P3052 -Shade structures at 3 of the fields had footers poured and frames installation in Feb. Shade fabric installation in April •P3032 -Sports field lighting ordered and project will begin in June and end in July Fountain Park •Playground Lighting has been scheduled. Slated for completion this FY 6 WWW.FOUNTAINHILLSAZ.GOV Four Peaks Park •Playground lighting ordered and will be completed in May 2023 •Park Improvements •Landscaping installation, including granite, trees and plants currently underway and will be completed this FY Desert Vista Park •Skate Park -Construction started and will be completed this FY •Park Improvements •Sidewalk connector from Mini Pitch to Skate Park completed •Ramada Installation and concrete pad, sidewalk, dog park leveling to be completed this FY 7 WWW.FOUNTAINHILLSAZ.GOV Community Services FY 2023-2024 Proposed Capital Projects 8 WWW.FOUNTAINHILLSAZ.GOV Sunridge Natural Park $1,000,000 Fund Source: Park Development Fee Fund -$1,000,000 9 WWW.FOUNTAINHILLSAZ.GOV P3054 CIP Park Sidewalk Replacement $100,000 10 WWW.FOUNTAINHILLSAZ.GOV P3053 Centennial Pavilion/Pavilion Improvements $250,000 11 WWW.FOUNTAINHILLSAZ.GOV P3032 Golden Eagle Park –Field Lights $700,000 12 WWW.FOUNTAINHILLSAZ.GOV P3036 Desert Vista Park -Year Two $200,000 13 WWW.FOUNTAINHILLSAZ.GOV Fountain Park Hillside Protection $100,000 Panorama Hillside Protection -$100k Fund Sources: CIP Fund -$100k 14 WWW.FOUNTAINHILLSAZ.GOV Fountain Park Splash Pad Picnic Area $550,000 Splash Pad Picnic Area -$550k Fund Sources: CIP Fund -$550k 15 WWW.FOUNTAINHILLSAZ.GOV Community Services CIP Summary Description FY24 Sunridge Natural Park (SNAP)$ 1,000,000 P3054 Sidewalk Replacement (Multi Year)100,000 P3053 Centennial Pavilion / Pavilion Improvements 250,000 P3032 Golden Eagle Park –Field Lights 700,000 P3036 Desert Vista Park Improvements 200,000 Fountain Park Hillside Protection 100,000 Fountain Park Splash Pad Picnic Area 550,000 Total FY24 Community Services CIP $2,900,000 16 WWW.FOUNTAINHILLSAZ.GOV Community Services CIP Summary –Outer Years Description FY25 FY26 FY27 FY28 Sidewalk Replacement $100,000 $100,000 Total Community Services CIP $100,000 $100,000 17 WWW.FOUNTAINHILLSAZ.GOV Public Works FY 2022-2023 Capital Projects Progress 18 WWW.FOUNTAINHILLSAZ.GOV FY 2022-2023 Completed Projects 19 WWW.FOUNTAINHILLSAZ.GOV D6058 -Phase II Panorama Drive Storm Drain Improvements 20 WWW.FOUNTAINHILLSAZ.GOV FY 2022-2023 Grant Projects 21 WWW.FOUNTAINHILLSAZ.GOV D6065 –Sidewalk Gap Infill, Palisades and Saguaro Federal Grant Design –60% Complete FY24 Construction Fed Share-$3,310,704 Town Share-$200,117 22 WWW.FOUNTAINHILLSAZ.GOV D6058 –Shea Boulevard Widening Federal Grant Design –Complete FY24 –Construction Fed Share -$385,500 Town Share -$169,500 23 WWW.FOUNTAINHILLSAZ.GOV D6057 -Golden Eagle Impoundment Area Improvements Flood Control District Grant Phase I Design –90% Complete Construction to begin in FY23 and complete in FY24 FY24 –Remainder of Phase I Construction -$500k Phase II -FDCMC Grant $90,750 24 WWW.FOUNTAINHILLSAZ.GOV D6062 –Grande & Rosita Drainage Channel Flood Control District SPAP Grant Design –90% Complete Construction to begin before end of FY23 FY24 –Remaining Construction FCDMC Share $46,875 Town Share -$15,625 25 WWW.FOUNTAINHILLSAZ.GOV D6063 –Deuce Court Drainage Improvements Flood Control District SPAP Grant Design –90% Complete Construction to begin before end of FY23 FY24 –Remaining Construction FCDMC Share $15k Town Share -$5k 26 WWW.FOUNTAINHILLSAZ.GOV Safe Routes to School Studies Underway 27 WWW.FOUNTAINHILLSAZ.GOV FY 2022-2023 Projects In Progress 28 WWW.FOUNTAINHILLSAZ.GOV S6059 –Wayfinding Signs Value Engineering Underway Construction in FY24 -$250k 29 WWW.FOUNTAINHILLSAZ.GOV T5005 –Palisades Blvd & Eagle Ridge Dr/Palomino Blvd Traffic Signal –Completion of Design ($34,910) Design is Currently 90% Complete FY24 –Complete Design -$34,910 Anticipate Grant for Future Construction 30 WWW.FOUNTAINHILLSAZ.GOV FY 2022-2023 Projects Programs 31 WWW.FOUNTAINHILLSAZ.GOV S6068 –Town wide Guardrail replacement $50,000 CIP (Multi Year) Completed Guardrail Assessment Report Anticipated HSIP Grant 32 WWW.FOUNTAINHILLSAZ.GOV D6047 -Miscellaneous Drainage Improvements $50,000 CIP (Multi Year) FY2023 Projects Completed: FHB/Balboa Wash -Pipe Extension 33 WWW.FOUNTAINHILLSAZ.GOV D6060 Town Wide Storm Water Infrastructure Rehabilitation $150,000 (Multi Year) FY2023 Projects Completed: Ongoing Cleanings and Inspections 34 WWW.FOUNTAINHILLSAZ.GOV Proposed Capital Projects FY 2023-2024 35 WWW.FOUNTAINHILLSAZ.GOV F4037 Community Center Renovations Phase II Construction (Multi Year) FY24 -$850k Design -$250k Construction -$600k FY25 through FY28 Construction-$600k each year 36 WWW.FOUNTAINHILLSAZ.GOV Bridge Repair $75,000 (Multi Year) 37 WWW.FOUNTAINHILLSAZ.GOV Sidewalk on Fountain Hills Boulevard at Church of the Ascension $290,000 38 WWW.FOUNTAINHILLSAZ.GOV Low-Flow Roadway Drainage Crossing Improvement Program $200,000 Design -$50k Construction -$150k Potential Grants Projects 39 WWW.FOUNTAINHILLSAZ.GOV Downtown Streetscape Improvements $635,000 Design -$60k Construction -$575k 40 WWW.FOUNTAINHILLSAZ.GOV Shea Boulevard Multi Modal Path and Sidewalk $100,000 (Town Share) 41 Total Project Cost $5,800,000 RAISE Grant (Fed Share 80%) - $4,640,000 Local Match (20%) -$1,160,000 •Scottsdale Share (45%) -$522,000 •Fountain Hills Share (55%) - $638,000 FY24 –Design •Town Share -$100,000 FY25 –Construction •Town Share –$538,000 WWW.FOUNTAINHILLSAZ.GOV Panorama Drive Spring Pump Electrical Upgrade $100,000 42 WWW.FOUNTAINHILLSAZ.GOV F3033 –Video Surveillance Cameras $75,000 (Multi Year) 43 WWW.FOUNTAINHILLSAZ.GOV S6066 -Fountain Hills Boulevard & Palisades Boulevard Intersection Improvements Design $90,000 FY25 -Construction -$200k 44 WWW.FOUNTAINHILLSAZ.GOV Saguaro & Kingstree Drainage Improvements Design & Construction -$165,000 45 FY24 Design -$15,000 Construction -$150,000 WWW.FOUNTAINHILLSAZ.GOV S6074 -Palisades Blvd & La Montana Drive Intersection Improvements Design $150,000 Intersection Analysis Underway 46 WWW.FOUNTAINHILLSAZ.GOV Calico Drive Landscape Beautification Design $75,000 FY 25 –Construction $750k 47 WWW.FOUNTAINHILLSAZ.GOV Proposed Capital Improvement Facility Projects FY 2023-24 •Town Hall Fire Alarm Panel and Device Upgrade -$90k •Community Center Interior Lighting Upgrade -$200k •Council Chambers Patio Shade Structure -$175k •Town Hall Elevator Cab Renewal -$25k •Town Hall Building Exterior Sealing -$25k •MCSO Locker Room Renovation -$125k •Replacement of Chiller #3 Compressors -$110,000 48 WWW.FOUNTAINHILLSAZ.GOV F4041 -Town Hall Campus Exterior Lighting and Electrical Upgrade Design/Construction $157,500 FY24 Design -$20k Construction –$137,500 FY25 Construction -$137,500 49 WWW.FOUNTAINHILLSAZ.GOV Town Hall Campus Entrance Column Repairs $150,000 50 WWW.FOUNTAINHILLSAZ.GOV Future Capital Improvement Projects Beyond FY 2023-24 51 WWW.FOUNTAINHILLSAZ.GOV McDowell Mountain Road Culvert Crossing at Escalante Wash (Anticipated Federal BRIC Grant) Design -$200k Construction –$2.3M FY25 –Design Town Share -$50k Fed Grant -$150k FY26 –Construction Town Share -$575k Fed Grant -$1,725,000 52 WWW.FOUNTAINHILLSAZ.GOV Del Cambre Avenue Culvert Crossing at Ashbrook Wash (Anticipated Federal BRIC Grant) Design -$100k Construction –$950k FY25 –Design Town Share -$25k Fed Grant -$75k FY26 –Construction Town Share -$237,500 Fed Grant -$712,500k 53 WWW.FOUNTAINHILLSAZ.GOV El Pueblo Blvd Culvert Crossing at Ashbrook Wash (Anticipated Federal BRIC Grant) Design -$100k Construction –$1,215,000 FY25 –Design Town Share -$25k Fed Grant -$75k FY26 –Construction Town Share -$303,750 Fed Grant -$911,250 54 WWW.FOUNTAINHILLSAZ.GOV Fountain Hills Boulevard/Legend Wash Crossing $1,300,000 (Anticipated SPAP Grant Funding)FY25 –Design –$200k FCDMC Share -$150k Town Share -$50k FY26 –Construction -$1.1M FCDMC Share -$825k Town Share -$275k FCDMC SPAP Grant $975k Town Share -$325k 55 WWW.FOUNTAINHILLSAZ.GOV Public Works CIP Summary Description FY 24 Sidewalk Gap Infill, Palisades & Saguaro (Multi Year)$ 200,117* Shea Boulevard Widening 169,500* Golden Eagle Impoundment Area Improvements 500,000 Grande & Rosita Drainage Channel 15,625* Deuce Court Drainage Improvements 5,000* Wayfinding Signs 250,000 Palisades Blvd & Eagle Ridge Dr/Palomino Dr Traffic Signal Design 34,910 Sidewalk Infill & Design (Program)300,000 Town Wide Guardrail Replacement (Multi Year)50,000* Miscellaneous Drainage Improvements (Program)50,000 Town Wide Storm Water Infrastructure Rehabilitation (Program)150,000 Community Center Renovations Phase II Design & Const (Multi Year)850,000 Continued next slide * Denotes Town Share of Grant 56 WWW.FOUNTAINHILLSAZ.GOV Public Works CIP Summary Description FY24 Bridge Repair (Program)$ 75,000 Sidewalk on Fountain Hills Blvd at Church of the Ascension 290,000 Saguaro & La Montana Intersection Improvements Design (Multi Year)150,000 Low-Flow Roadway Drainage Crossing Improvements (Program) 200,000 Downtown Streetscape Improvements Design & Construction 635,000 Shea Boulevard Multi Modal Path (Multi Year)100,000* Panorama Drive Spring Pump Electrical Upgrade 100,000 Video Surveillance Cameras (Program)75,000 Fountain Hills Blvd & Palisades Blvd Intersection Improvements Design (Multi Year)90,000 Saguaro & Kingstree Intersection Improvements Design & Construction 165,000 Palisades Blvd & La Montana Drive Intersection Improvement Design (Multi Year)150,000 Continued next slide * Denotes Town Share of Project 57 WWW.FOUNTAINHILLSAZ.GOV Public Works CIP Summary –FY24 Description FY24 Calico Drive Landscape Beautification Design (Multi Year)$ 75,000 Town Hall Fire Alarm Panel and Device Upgrade 90,000 Community Center Interior Lighting Upgrade Design & Construction 200,000 Council Chambers Patio Shade Structure Design & Construction 175,000 Town Hall Building Entrance Column Repairs 150,000 Town Hall Elevator Cab Renewal 25,000 Town Hall Building Exterior Sealing 25,000 MCSO Locker Room Renovation 125,000 Replacement of Chiller #3 Compressors 110,000 Town Hall Campus Exterior Lighting and Electrical Upgrade 157,500 Total FY24 Public Works CIP $5,737,652 58 WWW.FOUNTAINHILLSAZ.GOV Public Works CIP Summary –Outer Years Description FY25 FY26 FY27 FY28 Sidewalk Infill & Design (Program)$300,000 $300,000 $300,000 $300,000 Town Wide Guardrail Replacement $50,000 Miscellaneous Drainage Improvements (Program)$50,000 $50,000 $50,000 $50,000 Town Wide Storm Water Infrastructure Rehabilitation (Program) $150,000 $150,000 $150,000 $150,000 Bridge Repair (Program)$75,000 $75,000 $75,000 $75,000 Community Center Renovations Phase II Design & Const (Multi Year) $600,000 $600,000 $600,000 $600,000 Saguaro & La Montana Intersection Improvements Construction $1,500,000 Low-Flow Roadway Drainage Crossing Improvements (Program) $200,000 $200,000 $200,000 $200,000 Continued next slide 59 WWW.FOUNTAINHILLSAZ.GOV Public Works CIP Summary –Outer Years Description FY25 FY26 FY27 FY28 Shea Boulevard Multi Modal Path Construction $538,000* Video Surveillance Cameras (Program)$75,000 $75,000 $75,000 Fountain Hills Blvd & Palisades Blvd Intersection Improvements Construction $200,000 Palisades Blvd & La Montana Drive Intersection Improvements Construction $1,500,000 Calico Drive Landscape Beautification Construction $750,000 Town Hall Campus Exterior Lighting/Electrical $137,500 McDowell Mountain Rd Culvert at Escalante Wash $50,000*$575,000* Del Cambre Ave Culvert at Ashbrook Wash $25,000*$237,500* El Pueblo Rd Culvert at Ashbrook Wash $25,000*$303,750* Fountain Hills Blvd/Legend Wash Crossing $50,000*$275,000* Total FY24 Public Works CIP $6,275,000 $2,841,250 $1,450,000 $1,375,000 * Denotes Town Share of Grant 60 TO WN O F F O UNTAIN H ILLS WWW.FOUNTAINHILLSAZ.GOV Questions ITEM 13. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Council Discussion Submitting Department: Administration Prepared by: Linda Mendenhall, Town Clerk Staff Contact Information: Aaron D. Arnson, Town Attorney Request to Town Council Retreat (Agenda Language): Review and discuss possible updates to the Council Rules of Procedure. Staff Summary (Background) Town staff is requesting Council input on updating the following areas of the Council Rules of Procedure. Based on Town Council direction at the Council retreat, staff will come back at a later time for the Town Council to act on their recommended changes to the Council Rules of Procedure. Section 4. Notice and Agenda Section 5. Order of Business Section 6. Procedures for Conducting the Meeting Attachments Council Rules of Procedure Council Rules of Procedure Form Review Inbox Reviewed By Date Finance Director David Pock 02/17/2023 03:26 PM Town Attorney Aaron D. Arnson 02/21/2023 09:47 AM Town Manager Grady E. Miller 02/21/2023 10:26 AM Form Started By: Linda Mendenhall Started On: 02/16/2023 04:18 PM Final Approval Date: 02/21/2023 APP. E - Page 1 Rules of Procedure - 10/05/21 2/21/2023 SECTION 1. RULES OF PROCEDURE/AUTHORITY 1.1 PROCEDURES The following are the basis for and are used in conjunction with these basic Rules of Procedure for meetings of the Council, Boards, Commissions and Committees: A. State Law B. Town Code, including these Council Rules C. Parliamentary Procedure at a Glance, New Edition, by O. Garfield Jones D. Roberts Rules of Order, 10th edition, as amended In case of inconsistency, conflict, or ambiguity among the documents listed above, such documents shall govern in the order in which they are listed. 1.2 PRESIDING OFFICER As provided by the Town Code, the Mayor, or in the Mayor's absence, the Vice-Mayor, is the Presiding Officer of all meetings of the Council. In the absence or disability of both the Mayor and the Vice-Mayor, the meeting shall be called to order by the Town Clerk, whereupon, the Town Clerk shall immediately call for the selection of a temporary Presiding Officer. If a majority of the Councilmembers present are unable to agree on a Presiding Officer for the meeting, the meeting shall automatically be adjourned and all agenda items shall be carried over to the next regular Council meeting. 1.3 PARLIAMENTARIAN The Town Attorney shall serve as Parliamentarian for all meetings. The Town Clerk shall act as Parliamentarian in the absence of the Town Attorney and the Town Manager shall act as Parliamentarian in the absence of both the Town Attorney and Town Clerk. 1.4 SUSPENSION OF THE RULES The Council, by a three-quarter vote of all members present, may suspend strict observance of these Council Rules or other policies and procedures for the timely and orderly progression of the meeting; provided, however, that a simple majority of the Council may cause a change in the order of items on the agenda. APP. E - Page 2 Rules of Procedure - 10/05/21 2/21/2023 SECTION 2. DEFINITIONS 2.1 AGENDA As set forth in the Order of Business, an agenda is a formal listing of items to be considered by (i) the Council at a noticed meeting of the Council or (ii) the applicable Board, Commission or Committee at a noticed meeting of that body. The content of the agenda may not be changed less than 72 hours prior to the public meeting, except in exceptional circumstances, but in no event shall the agenda be altered less than 24 hours prior to the public meeting, unless otherwise authorized by State law. 2.2 AGENDA PACKET A compilation of documents supporting the items listed on the agenda and requiring Council consideration or action, which may be used by Council, staff and the public for more in-depth information than may be presented in an oral report. The agenda Packet is organized as set forth in the Order of Business in Section 5 below and is made available electronically to the Council or to any citizen on the Town's website: www.fh.az.gov by 6:00 p.m. the Thursday prior to the date of the meeting. 2.3 CONSENT AGENDA Items listed on the Consent Agenda are considered to be routine, non-controversial matters and will be enacted by one motion and vote of the Council. All motions and subsequent approvals of Consent Agenda items will include all recommended staff stipulations unless otherwise stated. There will be no separate discussion of these items unless a Councilmember or member of the public so requests. If a Councilmember or member of the public wishes to discuss an item on the consent agenda, he/she may request so prior to the motion to accept the Consent Agenda or by notifying the Town Manager prior to the date of the meeting. The item will be removed from the Consent Agenda and considered in its normal sequence on the agenda. 2.4 COUNCIL Collectively, the Mayor and Common Council of the Town of Fountain Hills. 2.5 COUNCIL RULES These Town of Fountain Hills, Arizona Town Council Rules of Procedure. 2.6 MEETING The gathering, in person or by technological devices, of a quorum of the Council, Boards, Commissions or Committees, at which the Councilmembers, Board members, Commissioners, or Committee members discuss, propose or take legal action, including any deliberations by a quorum with respect to such APP. E - Page 3 Rules of Procedure - 10/05/21 2/21/2023 action. If a quorum is not present, those in attendance will be named for the record by the Town Clerk or the staff liaison for a Board, Commission or Committee. 2.7 NEWSPAPER A daily or weekly paid publication of general circulation within the Town of Fountain Hills, Arizona. 2.8 NOTICE A formal announcement to the public that sets the date, time and the place at which a meeting will be held. Such notice of meetings shall be in accordance with the State law, the Town Code and these Council Rules. 2.9 QUORUM The minimum number of Members of the Council, Board, Commission, or Committee that must be present in order for business to be legally transacted. With a seven-member body, a quorum is four members, unless otherwise specifically authorized by State law. 2.10 TOWN The Town of Fountain Hills, an Arizona municipal corporation. SECTION 3. MEETINGS 3.1 REGULAR MEETINGS A. Regular Meeting Date; Time. The Council shall hold regular meetings on the first and third Tuesday of each month at 5:30 P.M. When deemed appropriate, any regular meeting date of the Council may be changed or cancelled by a majority of the Council. Notice of the rescheduled or cancelled meeting shall be given to the public as is reasonable and practicable under the circumstances. All regular meetings shall be held at the Town Hall Council Chambers or at such place as may be prescribed by the Mayor or the Town Manager. The Council may provide for a "Call to the Public" at such regular meetings. B. Holidays. When the day for a regular meeting of the Council falls on a legal holiday, no meeting shall be held on such holiday, but such meeting shall be held at the same time and the same location on the day designated by the Council that is not a holiday, unless the meeting is otherwise cancelled by the Council. APP. E - Page 4 Rules of Procedure - 10/05/21 2/21/2023 3.2 ADJOURNED MEETINGS Any meeting may be adjourned to a time, place and date certain, but not beyond the next regular Council meeting. Once adjourned, the meeting may not be reconvened except at the time, date and place provided for in the motion to adjourn. 3.3 SPECIAL MEETINGS The Mayor, the Town Manager, or the Town Clerk (upon the written request of three Councilmembers), may convene the Council at any time after giving at least 24 hours' notice of such meeting to members of the Council and the general public. The notice shall include the date, place, hour and purpose of such special meeting. In the case of an actual emergency, a meeting may be held upon such notice as is appropriate to the circumstances. 3.4 WORK SESSIONS A. How Convened; When Convened; Notice. The Mayor or the Town Manager (at his own discretion or upon the written request of three Councilmembers) may convene the Council in a work session at any time after giving notice at least 24 hours in advance of such work session to members of the Council and the general public. The notice shall include the date, place, hour and purpose of such work session. B. Purpose. Work sessions are held for the purpose of presentations and discussions on such issues that require more in-depth consideration of the Council than may be possible at a regular meeting. No formal action of the Council may be taken at such work session, other than general consensus or conveying direction to staff for further action. These work sessions shall not provide for a “Call to the Public.” 3.5 EXECUTIVE SESSIONS Subject to applicable State law, the Council may hold such closed executive sessions as necessary to conduct the business of the Town. 3.6 EMERGENCY MEETINGS As provided for by State law, the Mayor and Council or the Town Manager may call a special emergency meeting to discuss or take action on an unforeseen issue where time is of the essence and sufficient time does not provide for the posting of a meeting notice 24 hours or more before the meeting. Notice of an emergency meeting of the Council will be posted within 24 hours following the holding of an emergency meeting. The notice will include the emergency meeting’s agenda and a brief but complete description of the nature of the emergency. Emergency meetings shall not provide for a "Call to the Public." APP. E - Page 5 Rules of Procedure - 10/05/21 2/21/2023 3.7 MEETINGS TO BE PUBLIC A. Open to Public. With exception of executive sessions, all regular, special and work session meetings of the Council, Boards, Commissions, and Committees shall be open to the public. B. Public Comment. Public comment is not taken at work sessions, emergency meetings or at special meetings, unless the special meeting is held in place of a regular meeting, or unless the special meeting includes a public hearing on the agenda. 3.8 MINUTES OF MEETINGS A. Staffing. The Town Clerk shall ensure staff attendance at all regular, special, work session, emergency and executive session meetings of the Council for the purpose of taking notes and/or audio recordation of the meeting. The Town staff liaison to each Board, Commission or Committee shall ensure staff attendance at all meetings for the purpose of taking notes and/or audio recordings of the meetings. B. Recordings; written minutes. To the extent possible, all open, public meetings shall be recorded by means of audio or video technology. In addition, written minutes reflecting legislative intent shall be taken so that an accounting of the issues discussed and actions taken is compiled and entered into the permanent Minute Book of the Town and kept on file and of record in the Office of the Town Clerk. Audio or video recordings of meetings will be retained for a period of time in accordance with the current Town of Fountain Hills and/or State of Arizona approved records retention and disposition schedules. Minutes shall identify speakers by name and shall indicate whether they are Fountain Hills residents, and whether they support or oppose the proposed action (i.e. "for" or "against") along with a summary of the speakers' verbal comments provided at the meeting. C. Availability. All meeting minutes of the Council, Boards, Commissions, and Committees are deemed to be public records, with the exception of executive session minutes, which, while they fall under the definition of and are considered public records by State law, are deemed confidential and are only available under limited conditions or by Court Order. Transcribed minutes, or the audio or video recordings of all open meetings of the Council, Boards, Commissions, and Committees must be available for public review by 5:00 p.m. on the third working day following each meeting, or as provided by State law. The Town Clerk or designee shall ensure that the minutes of all regular, and special meetings and work sessions of the Council, Boards, Commissions, and Committees are made available through the Town's Web Site, www.fh.az.gov within two working days following their approval, or as provided by State law. D. Executive Sessions. Minutes of executive sessions (1) shall be confidential; (2) are maintained and secured by the Town Clerk; and (3) may be accessed only as provided by State law. APP. E - Page 6 Rules of Procedure - 10/05/21 2/21/2023 E. Approval. Minutes of all meetings of the Council (other than executive sessions) may be approved under the consent agenda, unless removed for discussion and separate action. SECTION 4. NOTICE AND AGENDA 4.1 POSTING NOTICES A. Time. The Town Clerk, or authorized designee, shall prepare all public meeting notices of the Council, and shall ensure posting of the meeting notices no less than 24 hours before the date and time set for said meetings in accordance with State law. The staff liaison to each Board, Commission or Committee shall ensure that agendas are posted in the same manner as for the Council. B. Locations. Meeting notices shall be posted at a minimum of three locations within the Town, including the Community Center, Town Hall and the Town's website [www.fh.az.gov]. 4.2 AGENDA PREPARATION A. Availability. The Town Manager, or authorized designee, shall prepare the agendas for all meetings of the Council as set forth below. Agendas of all meetings of the Council shall generally be available to the public no less than 72 hours prior to said meetings, except in exceptional circumstances. In no event shall the agenda be made available less than 24 hours prior to said meeting. Agendas and agenda packet materials are made available through the Town's web site. The staff liaison to each Board, Commission or Committee shall ensure that the agenda is available in the same manner as required for the Council. B. Submittal Process. Items may be placed on the Council agenda for discussion and possible action by the following process (the agenda process for Boards, Commissions or Committees shall be as determined by the applicable Department Head which shall be substantially the same as the Council agenda submittal process): 1. All Departments: Preparation of the Staff Report with signatures of the department director and staff (including all attachments) provided to the Town Clerk for submittal to the Town Manager not later than two business days prior to agenda packet preparation day (the Tuesday prior to meeting date). Town Manager approves/amends items and signs off, finalizing the item for inclusion in the agenda packet. 2. Mayor and Councilmembers: The Mayor or three Councilmembers may direct the Town Manager through a written request to place an item on the next available an agenda for action. 3. Town Manager and Town Attorney: The Town Manager or Town Attorney may place an item on the agenda by including appropriate documentation. APP. E - Page 7 Rules of Procedure - 10/05/21 2/21/2023 4. Citizen or Group: A citizen or group may apply to have an item placed on the agenda as follows: a. Obtain a "Scheduled Public Appearance/Presentation" form from the Town Clerk and, when completed, return it to the Town Clerk for submission to the Town Manager. b. The Town Manager or authorized designee shall research the issue to determine if it may be handled administratively or will require Council discussion. If it is determined that the matter should be placed before the Council, the Town Manager shall ensure that documentation, if any, is compiled and the material included in the agenda packet. If the Town Manager determines that the subject should not be placed on the agenda, an individual wishing to have an item on the agenda as a "Scheduled Public Appearance" may (i) ask that the request be forwarded to the Mayor for consideration or (ii) obtain the written request of three members of the Council to place the item on the agenda, and submit that request to the Town Manager. c. The Town Manager may postpone the requested appearance/ presentation date, if additional staff time is needed to research a proposed agenda item. C. Time Lines for Submission of Items. 1. Agenda items shall be submitted to the Town Manager by 2:00 p.m., not less than nine calendar days prior to regular and special meetings to ensure timely delivery to Councilmembers. 2. Agenda items for work sessions shall be submitted to the Town Manager by 2:00 p.m., not less than seven calendar days prior to the meeting to ensure timely delivery to Councilmembers. 3. The Town Manager may approve exceptions to the schedule above in order to ensure that the distribution of all agenda packets to the Council is in conformance with these Council Rules. 4. Any requests requiring audio/visual support must be submitted to the Town Clerk for coordination with the information and technology division a minimum of 48 hours prior to the meeting to ensure proper coordination and preparation. Department directors are responsible for obtaining presentation materials from applicants or presenters involved in their respective agenda items. APP. E - Page 8 Rules of Procedure - 10/05/21 2/21/2023 D. Agenda Item Submittals for Council Executive Sessions. Items may be placed on the agenda for Council executive session discussion (if in compliance with the Town Code and applicable State Statutes) by the following process: 1. Submission by a Councilmember, the Town Manager or the Town Attorney (with notice to all Councilmembers). 2. Submission by the Mayor (with notice to all Councilmembers). 3. The Town Manager and the Town Attorney shall review the submittal for executive session discussions prior to placement on the agenda, to ensure that the item is the proper subject of an executive session pursuant to state law. 4. The Town Attorney shall advice the Town Clerk regarding the appropriate agenda language of executive session items. E. Agenda Packets. Full agenda packets for all noticed meetings (except executive session documentation) of the Council shall be made available to Council members electronically, five days before regular meetings and work sessions; provided, however, that agenda packets may be supplemented later under special circumstances so long as no agenda packet material is made available less than 72 hours prior to the meeting, except in the case of exceptional circumstances or an emergency meeting. F. Removal Requests. Requests to remove items from the Consent Agenda occurring after the 72 hour posting deadline will be announced by the Mayor at the beginning of the meeting at which the item was scheduled. The posted agenda will remain unchanged. 4.3 DISTRIBUTION OF NOTICES AND AGENDAS A. Copies. The Town Clerk shall ensure that the Mayor and Council receive copies of all meeting notices and agendas and any documentation provided for said meeting electronically, not less than 72 hours prior to the meeting, unless exceptional circumstances require a later delivery. B. Distribution. The Town Clerk shall ensure that the meeting notices, agendas and packet documentation, as deemed necessary, are posted to the Town's website: www.fh.az.gov and made available to the Mayor and Council, the public, Town Manager, Town Attorney, and staff electronically by 6:00 p.m. on the Thursday prior to the date of the meeting. C. Amendments. A posted agenda may be amended up to 72 hours prior to such meeting. In exceptional circumstances, such agenda may be amended up to, but not less than, 24 hours prior to the designated meeting, unless otherwise authorized by State Law. Amended agendas shall indicate the date amended. APP. E - Page 9 Rules of Procedure - 10/05/21 2/21/2023 SECTION 5. ORDER OF BUSINESS 5.1 ORDER OF BUSINESS The Order of Business of each meeting shall be as contained in the agenda. The agenda shall be a sequentially numbered listing by topic and a brief description of business items that shall be taken up for consideration. 5.2 REGULAR MEETINGS The agenda shall be prepared substantially in the following order, but may be amended for brevity: AGENDA Call to Order & Pledge of Allegiance Invocation/Moment of Reflection Roll Call Reports by Mayor, Councilmembers and Town Manager (including proclamations) (No discussion) Scheduled Public Appearances/Presentations (if any) Call to the Public (Non-agenda items) (preceded by the following paragraph) Pursuant to ARIZ. REV. STAT. § 38-431.01 (H), public comment is permitted (not required) on matters not listed on the agenda. Any such comment (i) must be within the jurisdiction of the Council and (ii) is subject to reasonable time, place and manner restrictions. The Council will not discuss or take legal action on matters raised during "Call to the Public" unless the matters are properly noticed for discussion and legal action. At the conclusion of the call to the public, individual Councilmembers may (i) respond to criticism, (ii) ask staff to review the matter or (iii) ask that the matter be placed on a future Council agenda. Consent Agenda (preceded by the following explanatory paragraph) All items listed are considered to be routine, non-controversial matters and will be enacted by one motion and vote of the Council. All motions and subsequent approvals of consent items will include all recommended staff stipulations unless otherwise stated. There will be no separate discussion of these items unless a Councilmember or member of the public so requests. If a Councilmember or member of the public wishes to discuss an item on the consent agenda, he/she may request so prior to the motion to accept the Consent Agenda or with notification to the Town Manager or Mayor APP. E - Page 10 Rules of Procedure - 10/05/21 2/21/2023 prior to the date of the meeting for which the item was scheduled. The item will be removed from the Consent Agenda and considered in its normal sequence on the agenda. Action Items (grouped by subject to the extent possible) Council Request for Information From Town Manager Adjournment All agendas shall have the following statement placed at the bottom: The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 837-2003 (voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting or to obtain agenda information in large print format. A. Roll Call. Following the Call to Order and the Pledge of Allegiance, the Moment of Reflection or Invocation and before proceeding with the business of the Council, the Presiding Officer shall direct the Town Clerk or authorized designee to call the Roll, and the names of Councilmembers both present and absent shall be entered into the minutes. The order of roll call shall be: Mayor, Vice Mayor and then Councilmembers from the Mayor's far right to the Mayor's far left. B. Reports by Mayor, Councilmembers and Town Manager The Mayor may use Reports to read proclamations or conduct other ceremonial matters as listed on the posted agenda and reports may be given by the Mayor, Councilmembers and Town Manager on current events and/or activities. (The Arizona Open Meeting Law does not allow discussion or action on any matter mentioned during the reports.) C. Scheduled Public Appearances/Presentations. The process set forth in Subsection 4.2(B) (4) above applies to members of the public or groups wishing to place an item on the agenda under "Scheduled Public Appearances/Presentations". If the request is approved by the Town Manager, the item will appear on the agenda. The Town Manager shall endeavor to limit the total time for such presentations to ten minutes individually and 30 minutes collectively per Council meeting. Councilmembers may use "Scheduled Public Appearances/Presentations" section to provide an update of official activities, as listed on the posted agenda. D. Call to the Public. 1. All citizens and interested parties will be limited to a maximum of three minutes to address the Council on a non-agenda item. APP. E - Page 11 Rules of Procedure - 10/05/21 2/21/2023 2. All citizens and interested parties wishing to speak before the Council shall fully complete a Request to Comment form (Request Form). Request forms submitted by those who indicate they will not speak will be grouped together in the order in which the cards were received and by the categories of "for" and "against" relating to the item indicated on the request forms. The Town Clerk will announce the number of cards received, if any, and number received per category. 3. At the conclusion of each citizen's comments, the Presiding Officer may take any or all of the following actions: a. Thank speaker for addressing issue. b. Ask staff to review matter. c. Ask that a matter be put on a future agenda. d. Permit individual Councilmembers to respond to criticism raised during the Call to the Public 4. At the discretion of the Presiding Officer a light and/or sound signals may be used to indicate the commencement of the time for speaking and a warning light may flash to show that the appropriate time has passed. A red light will signal that there is no longer any remaining time. E. Consent Agenda 1. The Consent Agenda includes items that are of such a nature that discussion is not required, or issues that have been previously studied by the Council. These items may be adopted by one motion and vote. 2. There is no detailed discussion on items listed under the Consent Agenda, unless a member of the Council or any member of the public in attendance at the meeting requests that an item or items be removed for discussion. Councilmembers or the public may not ask a question without removal of the item from the Consent Agenda. 3. Items removed from the Consent Agenda are considered in their normal sequence as listed on the agenda, unless called out of sequence as provided under Section 1.4 (Suspension of the Rules) above. F. Action Items. 1. At the time each business item is presented to the Council, the Town staff shall present a report on the subject and the applicant, if any, may also speak. The Mayor or the Town Clerk, or authorized designee, will then call the request forms of those citizens desiring input and comments. All citizens and interested parties wishing to speak before the Council shall fully complete request forms and submit the forms to APP. E - Page 12 Rules of Procedure - 10/05/21 2/21/2023 the Town Clerk, or authorized designee, prior to Council discussion of that agenda item. Sufficient request forms shall be located in the Council Chamber's Lobby (the public entry area into the Chamber) and at the Town Clerk's position on the dais. Completed request forms will be retained by the Town Clerk until the draft minutes are approved by the Council at a subsequent meeting. Speakers' names and comments will be summarized and included in the meeting minutes. Speakers will be called in the order in which the request forms were received. If a speaker chooses not to speak when called, such speaker will be deemed to have waived his/her opportunity to speak on that matter. 2. Those speaking before Council will be allowed three contiguous minutes to address Council, but time limits may be waived by (a) discretion of the Town Manager upon request by the speaker not less than 24 hours prior to a meeting, (b) consensus of the Council at a meeting or (c) the Mayor either prior to or during a meeting. Speakers may not (a) reserve a portion of their time for a later time, or (b) transfer any portion of their time to another speaker. 3. The purpose of all public comments is to provide information and the speaker's views for Council consideration. It is not appropriate for the speakers to question directly, or debate the matter under consideration with staff, other speakers, the audience or Councilmembers; all remarks will be addressed to the Presiding Officer and not to individual Councilmembers. All comments shall be addressed through the Presiding Officer who shall decide if any response is warranted and who, if anyone, shall address the concern. Councilmembers may request, upon recognition by the Presiding Officer, clarification of comments or materials presented by the speakers, any applicant's representatives or Town staff; provided, however, that no Councilmember shall engage in debate directly with such speakers, representatives or Town staff. 4. Proper decorum, in accordance with Section 6.4 below, must be observed by Councilmembers, by speakers in providing testimony and remarks and by the audience. In order to conduct an orderly business meeting, the Presiding Officer shall keep control of the meeting and shall require the speakers and audience to refrain from abusive or profane remarks, disruptive outbursts, applause, protests or other conduct that disrupts or interferes with the orderly conduct of the business of the meeting. Personal attacks on Councilmembers, Town staff or members of the public are not allowed. 5. Generally, agenda items requiring public hearings, other than those of a quasi-judicial nature, shall be conducted in the following order: APP. E - Page 13 Rules of Procedure - 10/05/21 2/21/2023 a. The Presiding Officer will announce the matter that is set forth for a public hearing, will then open the public hearing, and, if appropriate, ask the staff to provide a report of the matter. b. The Presiding Officer will then ask the applicant to speak regarding the matter. c. After all public comments are heard, the Presiding Officer will close the public hearing, and may ask staff or the applicant to respond to the comments. d. The Presiding Officer may then call for a motion and second, if applicable, and ask if Council wishes to discuss the issue. Council may then proceed to discuss the matter. e. Upon the conclusion of Council comment, the Presiding Officer will call for action on the motion. f. Exhibits, letters, petitions, and other documentary items presented or shown to the Council on a public hearing item become part of the record of the public hearing and shall be maintained by the Town Clerk. g. Ten collated sets of written or graphic materials should be provided by the speaker to the Town Clerk prior to the commencement of the hearing to allow for distribution to the Council, key Town staff and the Town Clerk for inclusion in the public record. Reduced copies (8”x 11") of large graphic exhibits should be provided as part of the sets of materials for distribution as provided above. The appropriate staff member shall be responsible to notify applicants of this requirement. 6. Questions or comments from the public shall be limited to the subject under consideration. Depending upon the extent of the agenda and the number of persons desiring to speak on an issue, the Presiding Officer may, at the beginning of the agenda item, limit repetitive testimony, and limit the amount of time per speaker. Upon approval of (a) the Presiding Officer or (b) a majority of the Council, persons may be allowed to speak longer than three minutes. Councilmembers may ask the individual speaker questions through the Presiding Officer. 7. Quasi-judicial hearings shall be conducted in accordance with the principles of due process, and the Town Attorney shall advise the Council in this regard. G. Council Request for Information from Town Manager. The Council may (1) request the Town Manager to follow-up on matters presented at that meeting; and/or (2) a consensus of the Council may request the Town Manager to research a matter and report back to the Council. APP. E - Page 14 Rules of Procedure - 10/05/21 2/21/2023 H. Adjournment. The open, public meeting of the Council may be adjourned by consensus of the Council. 5.3 SPECIAL MEETINGS A. As Substitute for Regular Meeting. If a special meeting is being held as an extension of or in place of a regular meeting, the agenda shall be as set forth for a regular meeting. B. Generally. For all other special meetings, the agenda shall be prepared in the following order: AGENDA Call to Order Roll Call Consent Agenda (if needed - explanatory paragraph same as regular meeting) Action Items (grouped by subject to the extent possible) Adjournment 5.4 WORK SESSION MEETINGS The primary purpose of work sessions is to provide the Council with the opportunity for in-depth discussion and study of specific subjects. Public comment is not provided for on the agenda and may be made only as approved by consensus of the Council. In appropriate circumstances, a brief presentation may be permitted by a member of the public or another interested party on an agenda item if invited by the Mayor and Council to do so. The Presiding Officer may limit or end the time for such presentations. The work session agenda shall be prepared in the following order: Call to Order Roll Call Work Session Statement (explanatory statement) All Items Listed Are for Discussion Only. No Action Can or Will Be Taken. The primary purpose of work sessions is to provide the Council with the opportunity for in-depth discussion and study of specific subjects. Public comment is not provided for on the agenda and may be made only as approved by consensus of the Council. In appropriate circumstances, a brief presentation may be permitted by a member of the public or another interested party on an agenda item if invited by the Mayor or the Town Manager to do so. The Presiding Officer may limit or end the time for such presentations. APP. E - Page 15 Rules of Procedure - 10/05/21 2/21/2023 Agenda Items for Discussion (Items Numbered for Order) Adjournment SECTION 6. PROCEDURES FOR CONDUCTING THE MEETING 6.1 CALL TO ORDER A meeting of the Council shall be called to order by the Presiding Officer, (the Mayor or in his/her absence, by the Vice-Mayor). In the absence of both the Mayor and Vice-Mayor, the meeting shall be called to order by the Town Clerk, who shall immediately call for the selection of a temporary Presiding Officer. 6.2 PARTICIPATION OF PRESIDING OFFICER The Presiding Officer may debate from the Chair, subject only to such limitations of debate as are imposed on all Councilmembers, and he/she shall not be deprived of any of the rights and privileges of a Councilmember by reason of his/her acting as Presiding Officer. However, the Presiding Officer is primarily responsible for the conduct of the meeting. 6.3 QUESTION TO BE STATED The Presiding Officer shall verbally restate, or shall ask the Town Clerk to verbally restate, each question immediately prior to calling for discussion and the vote. Following the vote, the Presiding Officer shall ask the Town Clerk or authorized designee to verbally announce the results of voting, including the ayes, nays and abstentions. The Presiding Officer shall publicly state the effect of the vote for the benefit of the audience before proceeding to the next item of business. Formal votes shall not be taken at work sessions or executive sessions. 6.4 RULES/DECORUM/ORDER A. Points of Order. The Presiding Officer shall determine all points of order after consultation with the Parliamentarian, subject to the right of any member to appeal such determination to the whole Council. If any appeal is taken, the question (motion) shall be substantially similar to the following: "Shall the decision of the Presiding Officer be sustained?" In which event, following a second, a majority vote shall govern, and conclusively determine such question of order. B. Order and Decorum 1. Councilmembers: Any Councilmember desiring to speak shall address the Presiding Officer and, upon recognition by the Presiding Officer, may speak. APP. E - Page 16 Rules of Procedure - 10/05/21 2/21/2023 2. Employees: Members of the administrative staff and employees of the Town shall observe the same rules of procedure and decorum applied to Councilmembers. The Town Manager shall ensure that all Town employees observe such decorum and will direct the participation of any staff member in the discussion of the Council. The Town Manager shall first be recognized by the Presiding Officer prior to addressing the Council. Any staff member desiring to speak shall first be recognized by the Town Manager. 3. Public: Members of the public attending the meetings shall observe the same rules of order and decorum applicable to the Council. Unauthorized remarks or demonstrations from the audience, such as applause, stamping of feet, whistles, boos or yells shall not be permitted by the Presiding Officer, who may direct a law enforcement officer to remove such offender/s from the room. C. Enforcement of Decorum. Proper decorum is to be maintained during all meetings by the Council, staff and guests. It is the responsibility of the Presiding Officer of the meeting to ensure compliance with this Policy. The Presiding Officer shall request that a speaker refrain from improper conduct; if the speaker refuses, the Presiding Officer may end the speaker's time at the podium. If the speaker refuses to yield the podium after being asked to do so by the Presiding Officer, the Presiding Officer may (1) recess the meeting for a brief time (2) end the speaker's time at the podium or (3) direct a law enforcement officer present at the meeting to remove from the meeting the person whose conduct is disorderly or disruptive. 6.5 TELECONFERENCE PROCEDURE Meetings may be conducted by teleconference as follows: A. Prior Notice. When a Councilmember is unable to attend a meeting and desires to participate in the meeting by telephone, the Councilmember shall be permitted to do so provided he/she gives the Town Clerk, or authorized designee, notice of his/her inability to be present at the meeting at least 48 hours prior to the meeting. B. Notation on Agenda. The notice of the meeting and the agenda shall include the following: "Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call." C. Public Access. Facilities will be used at the meeting to permit the public to observe and hear all telephone communications. D. Notation in Minutes. The minutes of the meeting shall clearly set forth which members are present in person and which are present by telephone. 6.6 ADDRESSING THE COUNCIL A. Manner of Addressing the Council. APP. E - Page 17 Rules of Procedure - 10/05/21 2/21/2023 1. Any member of the public desiring to address the Council shall proceed to the podium after having been recognized by the Presiding Officer. There shall be no loud vocalization (shouting or calling out) from the seating area of the Council Chamber. At the podium, the speaker shall clearly state his/her name for the record and shall indicate if he/she is a Town resident. 2. Special assistance for sight and/or hearing-impaired persons can be provided. Anyone requiring such assistance should contact the Town Clerk 48 hours before a meeting to request an accommodation to participate in the meeting. B. Limitation Regarding Public Comment and Reports. The making of oral communications to the Council by any member of the public during the "Call to the Public: (Non- agenda Items)" or under an action item, shall be subject to the following limitations: 1. All citizens wishing to address the Council shall complete and submit a request form as set forth in Subsection 5.2(F) above. 2. The Presiding Officer may limit the number of speakers heard on non- agenda topics at any single meeting to allow the meeting to proceed and end in a timely manner. 3. If it appears that several speakers desire to provide repetitive comments regarding a single topic, the Presiding Officer may limit the number of speakers. C. Motions. 1. Processing of Motions: When a motion is made and seconded, it shall be stated by the Presiding Officer before debate. 2. Precedence of Motions: When a motion is before the Council, no motion shall be entertained except the following, which shall have precedence in the following order: a. Fix the time to adjourn b. Adjourn c. Recess d. Raise a question of Privilege e. Table f. Limit or extend limits of debate g. Postpone to a certain time and date h. Amend i. Postpone Indefinitely j. Main Motion APP. E - Page 18 Rules of Procedure - 10/05/21 2/21/2023 3. Motion to Postpone Indefinitely: A motion to postpone indefinitely is used to dismiss an item on the agenda. This motion is debatable, and because it can be applied only to the main question, it can, therefore, only be made while the main question is immediately pending (a motion and second is on the floor). This motion is commonly used to postpone an item until a more appropriate time. 4. Motion to Table: A motion to table enables the assembly to lay the pending question aside temporarily when something else of immediate urgency has arisen, in such a way that there is no set time for taking the matter up again. A motion to table shall be used to temporarily by-pass the subject. A motion to table shall not be debatable and shall preclude all amendments or debate of the subject under consideration. If the motion shall prevail, the matter may be "taken from the table" at any time prior to the end of the next regular meeting. 5. Motion to Limit or Terminate Discussion: Such a motion shall be used to limit or close debate on, or further amendment to, the main motion. This is referred to as "Call for the Question" and is the motion used to cut off debate and to bring the group to an immediate vote on the pending motion; it requires a two-thirds vote. The vote shall be taken by voice. If the motion fails, debate shall be reopened; if the motion passes, a vote shall be taken on the main motion. 6. Motion to Amend: a. A motion to amend shall be debatable only as to the amendment. A motion to amend an amendment on the floor shall not be in order. b. An amendment modifying the intention of a motion shall be in order, but an amendment relating to a different matter shall not be in order. c. Amendments shall be voted on first, prior to consideration of subsequent amendments. After all amendments have been voted on, the Council shall vote on the main motion (as amended, if applicable). 7. Motion to Continue: Motions to continue shall be debatable only as to the propriety of postponement. Motions to continue to a definite time shall be amendable and debatable as to propriety of postponement and time set only. D. Addressing the Council after Motion is made. After the motion has been made, or after a public hearing has been closed, no member of the public shall address the Council without first securing permission from the Presiding Officer. APP. E - Page 19 Rules of Procedure - 10/05/21 2/21/2023 E. Voting Procedure. After discussion has been concluded and the Mayor, the Councilmember who made the motion or the Town Clerk has restated the motion under consideration, the following procedure shall apply: 1. Casting a Vote: a. In acting upon every motion, the vote shall be taken by casting a mechanical yes/no vote, voice, roll call or any other method as determined by the Presiding Officer, by which the vote of each member of the Public Body can be clearly ascertained and recorded in the meeting minutes. Upon the request of the Mayor or a Councilmember, the vote shall be taken by roll call. b. The vote on each motion shall be entered into the record by names of the Councilmembers voting for or against. The Record also shall include the names of any member not casting a vote by reason of being absent from the room at the time of the vote. c. If a Councilmember has declared a Conflict of Interest, the Town Clerk shall include a statement such as "Abstained due to declared Conflict of Interest" in the official minutes as part of the results of the vote. d. If the roll call method of voting is used, the Town Clerk or designee shall call the names of all members in random order with each new vote. Members shall respond "Aye" or "Nay." 2. Failure to Vote: a. All Councilmembers in attendance at a duly called meeting that requires formal Council action are required to vote. A member may abstain from voting only if he/she has a conflict of interest under State law, in which case such member shall take no part in the deliberations on the matter in question. b. Should a Councilmember fail to vote or offer a voluntary abstention, his/her vote shall be counted with the majority of votes cast, unless the Councilmember's vote is excused by the State law; however, in the event of a tie vote, his/her vote shall be counted as "Aye." 3. Reconsideration: Any Councilmember who voted with the majority may move a reconsideration of any action at the same or next regular meeting. To ensure that the open meeting law requirements are met, a written request from such Councilmember must be submitted to the Town Clerk’s Office at least nine days prior to the next regular meeting. After a motion for reconsideration has once been acted upon, no other motion for reconsideration thereof shall be made without the unanimous consent of the Council. APP. E - Page 20 Rules of Procedure - 10/05/21 2/21/2023 4. The affirmative vote of a majority of a quorum shall be required for passage of any matter before the Council. SECTION 7. CONFLICT OF INTEREST 7.1 INTRODUCTION Occasionally, a Councilmember may find himself/herself in a situation that requires a Councilmember remove himself/herself from participation in discussion and voting on a matter before the Council. This situation exists when the Councilmember has a "conflict of interest" as defined by the Arizona Conflict of Interest Law. This law establishes minimum standards for the conduct of public officers and employees who, in their official capacity, are, or may become involved with, a decision, which might unduly affect their personal interests or those of their close relatives. 7.2 PURPOSE OF CONFLICT OF INTEREST LAWS The purpose of Arizona's Conflict of Interest Law is to prevent self-dealing by public officials and to remove or limit any improper influence, direct or indirect, which might bear on an official's decision, as well as to discourage deliberate dishonesty. 7.3 APPLICABILITY OF THE ARIZONA CONFLICT OF INTEREST LAW The Arizona Conflict of Interest Law as now set forth or as amended in the future, applies to all actions taken by Councilmembers, Board members, Commissioners, and Committee members. 7.4 DISCLOSURE OF INTEREST Any Councilmember, Board member, Commissioner, or Committee member who may have a conflict of interest should seek the opinion of the Town Attorney as to whether a conflict exists under the State law. Any member who has a conflict of interest in any decision must disclose that interest at the meeting and in writing on a form provided by the Town Clerk. The disclosure of the conflict shall include a statement that the member withdraws from further participation regarding the matter. The Town Clerk or designee shall maintain for public inspection all documents necessary to memorialize all disclosures of a conflict of interest by a member. 7.5 WITHDRAWAL FROM PARTICIPATION Having disclosed the conflict of interest and withdrawn in the matter, the Councilmember, Board member, Commissioner, or Committee member must not communicate about the matter with anyone involved in the decision making process in any manner. Further, the member should not otherwise attempt to influence the decision and should remove himself/herself from the Council Chamber, or APP. E - Page 21 Rules of Procedure - 10/05/21 2/21/2023 other location where a meeting is being held, while the matter is considered. Failure to disclose any conflict of interest is addressed in Section 7.8 below. 7.6 RULE OF IMPOSSIBILITY In the unlikely situation that the majority of Councilmembers, Board members, Commissioners, or Committee members have a conflict of interest and the Council, Board, Commission or Committee is unable to act in its official capacity, members may participate in the discussion and decision after making known their conflicts of interest in the official records. 7.7 IMPROPER USE OF OFFICE FOR PERSONAL GAIN Public officers and employees are prohibited from using or attempting to use their official positions to secure valuable things or benefits for themselves, unless such benefits are (A) part of the compensation they would normally be entitled to for performing their duties or (B) otherwise permitted according to State Law. 7.8 SANCTIONS FOR VIOLATIONS Violations of the conflict of interest provisions set forth herein shall be punished as provided for in State law. 7.9 NON-STATUTORY CONFLICTS OF INTEREST Occasionally, a Councilmember, Board member, Commissioner, or Committee member may feel that he/she should ethically refrain from participation in a decision even though the circumstances may not amount to a conflict of interest under the State law described above. It is the policy of the Council to encourage members to adhere to strongly held ethical values, which are exercised in good faith. However, subsection 6.6(E) (2) above encourages participation in the decision making process unless the matter involves a statutory conflict of interest set forth by State law. SECTION 8. CODE OF ETHICS The purpose of this policy for the Town is to ensure the quality of the Town Government through ethical principles that shall govern the conduct of the Council and members of the Town's boards, commissions, and committees. In furtherance of this purpose, we shall: 8.1 OBEY THE CONSTITUTION AND LAWS OF THE UNITED STATES OF AMERICA, THE CONSTITUTION, AND LAWS OF THE STATE OF ARIZONA AND THE LAWS OF THE TOWN OF FOUNTAIN HILLS. APP. E - Page 22 Rules of Procedure - 10/05/21 2/21/2023 8.2 BE DEDICATED TO THE CONCEPTS OF EFFECTIVE AND DEMOCRATIC LOCAL GOVERNMENT THROUGH DEMOCRATIC LEADERSHIP. We shall honor and respect the principles and spirit of representative democracy and shall set a positive example of good citizenship by scrupulously observing the letter and spirit of laws, rules, and regulations. 8.3 AFFIRM THE DIGNITY AND WORTH OF THE SERVICES RENDERED BY THE TOWN GOVERNMENT AND MAINTAIN A DEEP SENSE OF SOCIAL RESPONSIBILITY AS A TRUSTED PUBLIC SERVANT. 8.4 BE DEDICATED TO THE HIGHEST IDEALS OF HONOR, ETHICS, AND INTEGRITY IN ALL PUBLIC AND PERSONAL RELATIONSHIPS. A. Public Confidence. We shall conduct ourselves so as to maintain public confidence in Town government and in the performance of the public trust. B. Impression of Influence. We shall conduct our official and personal affairs in such a manner as to give a clear impression that we cannot be improperly influenced in the performance of our official duties. 8.5 RECOGNIZE THAT THE CHIEF FUNCTION OF LOCAL GOVERNMENT IS AT ALL TIMES TO SERVE THE BEST INTERESTS OF ALL THE PEOPLE. We shall treat our office as a public trust, only using the power and resources of public office to advance public interests and not to attain personal benefit or pursue any other private interest incompatible with the public good. 8.6 KEEP THE COMMUNITY INFORMED ON MUNICIPAL AFFAIRS; ENCOURAGE COMMUNICATION BETWEEN THE CITIZENS AND ALL MUNICIPAL OFFICERS; EMPHASIZE FRIENDLY AND COURTEOUS SERVICE TO THE PUBLIC; AND SEEK TO IMPROVE THE QUALITY AND IMAGE OF PUBLIC SERVICE. A. Accountability. We shall ensure that government is conducted openly, efficiently, equitably, honorably, and in a manner that permits the citizens to become fully informed to allow them to hold Town officials accountable. B. Respectability. We shall safeguard public confidence in the integrity of Town government by being honest, fair, caring, and respectful, and by avoiding conduct creating the unexplainable appearance of impropriety, or impropriety of which is otherwise unbefitting a public official. 8.7 SEEK NO FAVOR; BELIEVE THAT PERSONAL BENEFIT OR PROFIT SECURED BY CONFIDENTIAL OR PRIVILEGED INFORMATION OR BY MISUSE OF PUBLIC TIME IS DISHONEST. APP. E - Page 23 Rules of Procedure - 10/05/21 2/21/2023 A. Private Employment. We shall take any steps necessary to ensure that we comply with the State law regarding conflicts of interest when we engage in, solicit, negotiate for, or promise to accept private employment or render services for private interests or conduct a private business. B. Confidential Information. We shall not disclose to others, or use to further our personal interest, confidential information acquired in the course of our official duties. C. Gifts. We shall not directly or indirectly, in connection with service to the Town, solicit any gift or accept or receive any gift - of any value - whether it be money, services, loan, travel, entertainment, hospitality, promise, or any other form of gratuity. This policy shall not apply to hospitality, transportation or other assistance provided to Town officials when such hospitality, transportation of other assistance is (i) directly related to their participation in community events as a representative of the Town or (ii) of inconsequential value and accepted as a courtesy. D. Investment in conflict with official duties. We shall not invest or hold any investment, directly or indirectly, in any financial business, commercial or other private transaction that creates a conflict with our official duties. E. Personal relationships. Personal relationships shall be disclosed in any instance where there could be the appearance of conflict of interest or a conflict of interest 8.8 CONDUCT BUSINESS OF THE TOWN IN A MANNER, WHICH IS NOT ONLY FAIR IN FACT, BUT ALSO FAIR IN APPEARANCE. 8.9 PROMOTE UNDERSTANDING, MUTUAL RESPECT AND TRUST AMONG MEMBERS OF COUNCIL, BOARDS, COMMISSIONS AND COMMITTEES CONCERNING THEIR ROLES AND RESPONSIBILITIES WITH RESPECT TO TOWN STAFF'S RESPONSIBILITY FOR IMPLEMENTING THE COUNCIL'S POLICIES. All members of the Council, boards, commissions, or committees shall acknowledge in writing, on a form provided by the Town Clerk, receipt of these provisions relating to ethics. SECTION 9. BOARDS, COMMISSIONS, AND COMMITTEES The Fountain Hills' Council may create such boards, commissions, and committees as deemed necessary to assist in the conduct of the operation of Town government. The Council may authorize and direct the Town Manager to establish ad hoc committees as needed in order to provide additional flexibility with regard to conducting Town business. APP. E - Page 24 Rules of Procedure - 10/05/21 2/21/2023 9.1 REGULARLY SCHEDULED OR UNSCHEDULED BOARDS, COMMISSIONS AND COMMITTEES A. Classification. All boards, commissions, and committees of the Town shall be classified as regularly scheduled or unscheduled boards, commissions, and committees. Regularly scheduled boards, commissions, and committees are those that meet on a regularly- scheduled basis or may be quasi-judicial in nature. Unscheduled boards, commissions, and committees meet on an as-called basis. B. Regularly Scheduled. Regularly scheduled boards, commissions, and committees include: 1. Planning and Zoning Commission 2. Community Services Advisory Commission 3. McDowell Mountain Preservation Commission 5. Strategic Planning Advisory Commission 6. Sister Cities Advisory Commission 6. Municipal Property Corporation C. Unscheduled. Unscheduled boards, commissions, and committees: 1. Ad Hoc Committees 2. Board of Adjustment D. Sunset. Except for the Planning and Zoning Commission and Board of Adjustment, any board, commission, or committee created shall cease to exist (1) upon the accomplishment of the special purpose for which it was created or (2) when abolished by a majority vote of the Council. 9.2 SELECTION OF BOARD, COMMISSION, OR COMMITTEE MEMBERS A. Call for Applications. The call for applications to fill vacant seats for boards, commissions and committees may include a request for: 1. A cover letter of interest. 2. A resume. 3. The application that describes the applicant’s skills, experience, and education background needed to ensure the successful filling of the vacancy. APP. E - Page 25 Rules of Procedure - 10/05/21 2/21/2023 4. Responses to the supplemental questionnaire specific to a board, commission, or committee application, if such questionnaire is included. 5. The consent to executive session form. 6. If a member whose term will be expiring wishes to reapply for an additional term on the same board, commission or committee, such member is exempt from filing those items listed in Subsections 9.2 (A)(1-4). However, such member shall submit in writing, on a form provided by the Town Clerk that includes a request for the Council's consideration of reappointment in addition to the consent to executive session as listed in Subsection 9.2(A)(5). The member may include any new or additional information that is relevant to the original application already on file. B. Advertising/Timing and Location. The Town Clerk shall be responsible for advertising to fill vacant seats to boards, commissions, and committees for at least two weeks and no later than two months, prior to the expiration of the current board, commission, or committee member(s) term, via: 1. The Town's government access channel. 2. Newspaper advertising. 3. The Town website. 4. The Town's official posting sites as listed in Section 2-4-3 of the Fountain Hills Town Code. The downloadable application packet will be placed on the Town's website for public access with hard copies made available to the public through the Customer Service Representative. C. Advertisement Contents. Advertisement of vacancies shall include the following: 1. The name of the board, commission, or committee. 2. The number of vacancies to be filled. 3. A brief description of the board, commission, or committee. 4. A brief description of the qualifications, skills and experience background applicants should possess, if any. 5. An overview of when the board, commission, or committee meets. 6. The deadline for submitting applications. APP. E - Page 26 Rules of Procedure - 10/05/21 2/21/2023 7. Listing of applicant information required and location where application packets may be obtained. 8. Staff liaison contact information. 9. The dates of publication in the local paper. D. Staff Review. Individuals applying for boards, commissions, or committees must submit to the Town Clerk those items as listed in Subsection 9.2(A) above by the published deadline. The Town Clerk and Staff Liaison will review the application(s) to ensure that the applicant(s) meet the qualifications as listed in Subsection 9.4(A) below. E. Council Materials. The staff liaison to the board, commission, or committee will assemble and copy all application packets and provide all supporting materials to all Councilmembers. F. Subcommittee Review/Interview. The Council subcommittee shall interview all applicants, unless there are more than five applicants for each vacancy, in which case the subcommittee may choose, at its discretion, to limit the number of interviewed applicants to five per vacancy after meeting to review all of the applications. The staff liaison will schedule an appropriate time to interview qualified applicants in person or via telephone, and shall prepare and post the agenda for an executive session in accordance with the Arizona open meeting law for said interviews. Interviews shall be conducted in Executive Session unless the applicant requests the interview be held at a public meeting. G. Subcommittee Recommendation. After the interviews have concluded, the staff liaison, Town Clerk or the Council Subcommittee chair shall advise the Mayor of the subcommittee's discussion and appointment recommendation(s). H. Council Consideration. The Town Clerk shall prepare the Staff Report according to the submission deadline for the next appropriate Council meeting agenda, including the following information: (1) a review of the steps taken to recruit applicants, (2) the number of vacancies to be filled along with the names of those members whose terms expire, (3) the number of applications received and (4) the specific term to be filled. I. Notification of Council Meeting. The staff liaison shall notify the appointee(s) that he/she is a possible candidate for appointment to a board, commission, or committee and suggest that he/she may want to be present at the scheduled meeting when the recommendation is presented to the Council. J. Notification of Council Action. Following the Council's approval of the Mayor's appointment(s) to a board, commission, or committee, the Town Clerk shall notify appointees as to their appointment and provide them with an Oath of Office, Ethics Policy and Open Meeting Law APP. E - Page 27 Rules of Procedure - 10/05/21 2/21/2023 Affirmation for their signature and return. Those applicants not chosen to fill a vacancy on a board, commission, or committee, will be provided written notification by the Town Clerk outlining the Council's appointments and they will be provided with an application of interest for consideration of applying for any other board, commission and committee vacancies. K. Appointee Orientation. The staff liaison will provide specific details to the new appointees relative to: (1) their attendance at the "official" board, commission, or committee orientation, and (2) all official literature, agendas, minutes, or other materials specific to their appointment. 9.3 RECOMMENDATIONS FOR APPOINTMENTS TO BOARDS, COMMISSIONS AND COMMITTEES A. Appointments Subcommittee. The Mayor may annually appoint Council Subcommittees for board, commission and committee appointments. Each subcommittee shall be made up of three Councilmembers. The Mayor may appoint himself/herself to this subcommittee. If no such subcommittee is appointed, at a minimum, a quorum of the Fountain Hills Council shall review applications and conduct interviews for the various boards, commissions, and committees to fill vacancies based upon the applicants' skills, experience, and background as required under Section 9.4 below. B. Subcommittee Purpose. The purpose of this Council Subcommittee is to review applications, interview applicants (typically in Executive Session) and provide a recommendation to the Mayor for possible appointment to fill vacancies based upon the applicants' skills, experience, and background as required under Section 9.4 below. C. Appointment Timing. The process of application review and interviews will be conducted in such a manner as to allow for the appointments to coincide with the term expiration of the current board, commission or committee member(s) term or as soon thereafter as reasonably possible. 9.4 QUALIFICATIONS FOR APPOINTMENTS; EMPLOYEES OR APPOINTED OFFICERS AS MEMBERS A. Minimum Qualifications. All members of boards, commissions, and committees shall meet the following minimum qualifications upon their appointment to any board, commission, or committee. Each member must be: 1. Eighteen years of age or older, for any board, commission, or committee seats, designated by Council; except for members appointed to Youth Commissioner position for youth representation. 2. A Fountain Hills resident for at least one year, unless the Council specifically waives this time or residency requirement for a specific board, commission or committee. 3. A qualified elector, except youth appointees. APP. E - Page 28 Rules of Procedure - 10/05/21 2/21/2023 B. Prohibited Appointees. Town employees or appointed officers shall not be eligible for appointment to any board, commission, or committee but may be requested to provide staff support thereto. Councilmembers are prohibited from serving on regularly scheduled commissions as listed in Subsection 9.1(B) above and the Board of Adjustment. C. Ex-Officio Members. The Mayor, with the consent of the Council, may from time to time appoint ex-officio members to those boards, commissions or committees as set forth in the bylaws of such body. Such members shall serve at the pleasure of the Mayor and Council. Ex-officio members shall not be entitled to vote on any matter brought before the commission. 9.5 TERMS, VACANCIES, REMOVAL A. Terms. All members of unscheduled boards, commissions, and committees shall serve a term of up to three years, or until the board, commission, or committee is dissolved, unless Council action, Town Code, or Arizona Revised Statutes specifically designates terms. B. Staggered Terms for Smaller Boards. For those regularly scheduled boards, commissions, and committees having five members or fewer, the terms of office shall be staggered so that no more than two terms shall expire in any single year when possible; provided, however, that no staggering of terms shall be required for any boards, commission, or committee that will be in existence for a single term. C... Staggered Terms for Larger Boards. For those boards, commissions, and committees having more than five members but less than eight members, the terms of office shall be staggered so that no more than three terms shall expire in any single year when possible; provided, however, that no staggering of terms shall be required for any board, commission, or committee that will be in existence for a single term. D. Simultaneous Service Limitation. No individual may serve as a voting member on more than one regularly scheduled or unscheduled board, commission, and committee at one time. E. Vacancies. A vacancy on a board, commission, or committee shall be deemed to have occurred upon the following: 1. Death or resignation of a member of a board, commission, or committee. 2. A member ceasing to be a resident of the Town of Fountain Hills, unless the Council has provided that such member may be a non-resident. 3. Three successive unexcused or unexplained absences by a member from any regular or special board, commission, or committee meetings. However, the term of all members shall extend until their successors are appointed and qualified. APP. E - Page 29 Rules of Procedure - 10/05/21 2/21/2023 F. Removal. Any board, commission, or committee member may be removed as a member to that board, commission, or in accordance with Article 2A-1 of the Fountain Hills Town Code. G. Filling Vacancy. Whenever a vacancy has occurred on one board, commission, or committee procedures described in Sections 9.2, 9.3, and 9.4 above will be used to generate applicants, interview applicants, and make a recommendation for a potential appointee. One exception to this rule is that if a vacancy should occur within twelve months of a subcommittee’s interviewing process for said board/commission/committee, and the subcommittee had submitted a ranking of those previously interviewed, a recommendation may be forwarded to the mayor for appointment of the unexpired term based on said ranking. H. Re-appointment. An incumbent member of a board, commission, or committee seeking reappointment shall submit, in writing on a form provided by the Town Clerk that includes a request for the Council's consideration of reappointment in addition to the consent to executive session form by the published deadline in order to be considered for appointment by the Council. The member may include anyone or additional information that is relevant to the original application already on file. 9.6 APPLICABILITY OF THE ARIZONA OPEN MEETING LAW All boards, commissions, and committees are subject to the Arizona Open Meeting Law and therefore shall attend the Town's Annual Open Meeting Law training. 9.7 RESIDENCY REQUIREMENT Members of all boards, commissions or committees shall be residents of the Town. Council Rules of Procedures Update Section 4 –Notice and Agenda Section 5 –Order of Business Section 6 –Procedures for Conducting the Meeting Section 4 –Notice and Agenda •4.2 Agenda Preparation •B 2 –Submittal Process •Mayor and Councilmembers •Proposal •Add at the end of the Agenda “Council Requested Future Agenda Items” •Requester and two councilmembers in support •4 a –Citizen or Group •Scheduled Public Appearance/Presentation •Proposal –remove this portion. There are multiple ways for citizens to speak or address the Council on either non-agenda items or agenda items Section 5 –Order of Business 5.2 Regular Meetings F –Action items The Rules of Procedure already state that speaker cards must be submitted before the Council discusses that item. Proposal Use a Statement of Participation at the beginning of each meeting. Section 6 –Procedures for Conducting the Meeting •Review •6.2 –Participation of the Presiding Officer •6.4 -Rules/Decorum/Order ITEM 14. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 02/28/2023 Meeting Type: Town Council Retreat Agenda Type: Regular Agenda Submitting Department: Administration Prepared by: Amanda Jacobs, Economic Development Director Staff Contact Information: Grady E. Miller, Town Manager Request to Town Council Retreat (Agenda Language): Request for Columbarium Staff Summary (Background) Staff and several Councilmembers received a constituent request related to the creation of a "Fountain Hills Memorial Garden Park" (columbarium) on town property. Based on the request, staff conducted the following research: Municipal Columbariums There are 91 incorporated cities/towns in the State of Arizona. Of the 91 cities/towns, only three operate a cemetery: Flagstaff, Glendale and Mesa. Local Columbariums Fountain Hills currently has five columbariums listed below: Christ's Church of Fountain Hills Fountain Hills Presbyterian Church Shepherd of the Hills Lutheran Church Trinity Lutheran Church United Methodist Church Staff is seeking Council feedback and direction on how to proceed with the request. Staff Recommendation With a number of columbarium opportunities within the Fountain Hills community as well as unanticipated costs of operating a columbarium, staff does not recommend moving forward with the request. Form Review Inbox Reviewed By Date Finance Director David Pock 02/16/2023 12:41 PM Town Attorney Aaron D. Arnson 02/16/2023 01:20 PM Town Manager Grady E. Miller 02/20/2023 07:35 AM Form Started By: Amanda Jacobs Started On: 02/16/2023 10:42 AM Final Approval Date: 02/20/2023