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HomeMy WebLinkAboutAGENDApacket__12-05-24_0456_653       NOTICE OF MEETING WORK SESSION FOUNTAIN HILLS TOWN COUNCIL     Mayor Gerry M. Friedel Vice Mayor Hannah Toth Councilmember Gayle Earle Councilmember Brenda Kalivianakis Councilmember VACANT Councilmember Peggy McMahon Councilmember Allen Skillicorn      TIME:8:00 A.M. – WORK SESSION WHEN:THURSDAY, DECEMBER 5, 2024 WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ Councilmembers of the Town of Fountain Hills may 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 OF OPTION TO RECESS INTO EXECUTIVE SESSION Pursuant to A.R.S. §38-431.02, notice is hereby given to the members of the Town Council, and to the general public, that at this meeting, the Town Council may vote to go into executive session, which will not be open to the public, for legal advice and discussion with the Town's attorneys for legal advice on any item listed on the following agenda, pursuant to A.R.S. §38-431.03(A)(3).   AGENDA          1.CALL TO ORDER – Mayor Gerry M. Friedel      2.ROLL CALL – Mayor Gerry M. Friedel  FOR REVIEW AND CONSIDERATION      3.Budget Process Overview, FY26 Revenue Impacts and Expected Budget Supplement.    4.Staff is requesting directions related to short and long term pavement management and funding options.    5.Directions related to the revised/updated vehicle replacement policy.    6.Review and discussion regarding the  Desert Vista Park, Dog Park and Turf Improvements   7.Court/Building Security   8.Downtown Strategy Proposed Implementation and Next Steps   9.Review and discussion of Council Projects and Priorities.   10.ADJOURNMENT      Dated this 2nd day of December 2024. __________________________________________  Kandace French Contreras, Town Clerk The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5100 (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 December 5, 2024 2 of 2 ITEM 3. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Council Discussion                  Submitting Department: Public Works Prepared by: Justin Weldy, Public Works Director Staff Contact Information: Paul Soldinger, Chief Financial Officer Request to Town Council Work Session - Council Retreat (Agenda Language):  Budget Process Overview, FY26 Revenue Impacts and Expected Budget Supplement.  Staff Summary (Background): Staff will provide a brief overview of FY2024 actual revenues, expenditures and current estimated fund balances. Additionally, Mayor & Council will be briefed on a budgetary process overview as well as FY2026 Revenue Impacts and an expected ongoing budget supplement to move environmental fund expenditures to the General Fund (see below). Specifically, the Town of Fountain Hills is committed to maintaining a high standard of environmental protection and regulatory compliance. This commitment ensures the health and well-being of residents, wildlife, and the natural surroundings. The Public Works Department works closely with local, state, and federal agencies to comply with environmental regulations and implement sustainable practices. Key areas of focus include:  Stormwater Management: The Town manages stormwater runoff to prevent pollution and flooding. This includes regular inspections, maintenance of stormwater infrastructure, and adherence to the Arizona Department of Environmental Quality (ADEQ) requirements under the Clean Water Act.  1. Air Quality Compliance: The Town actively works to reduce dust pollution (PM10), a common issue in the Valley and State. Arizona has a mandated surface pollution reduction plan to help the state comply with EPA regulations. The state must achieve a 5% reduction in PM10 dust levels to meet federal requirements, or risk losing federal highway funding. The Town submits an annual report to the Maricopa Association of Governments (MAG) detailing the measures being implemented to reduce PM10 levels in the community.  2. Street Sweeping and Wash Maintenance: The Town operates a regular street sweeping program to reduce debris and pollutants from entering local washes and stormwater systems. Wash maintenance is vital for preventing erosion and protecting sensitive natural areas.  3. Recycling and Waste Management: Fountain Hills holds two free community recycling events annually—one for electronics recycling and one for household hazardous waste. The Town also encourages the reduction, reuse, and recycling of waste through educational programs, curbside recycling services, and public outreach.  4. Environmental Permits and Reporting: The Public Works Department is responsible for obtaining and maintaining the necessary environmental permits for town operations. This includes air quality permits, stormwater discharge permits, and dust permits. The department also ensures compliance with local, state, and federal reporting requirements.  5. Community Engagement and Education: The Public Works Department actively engages the community6. through educational initiatives, public outreach, and workshops to promote environmental stewardship. These programs are designed to foster a sense of responsibility and raise awareness among residents about environmental issues and actions they can take to reduce their environmental footprint.  Attachments Budget Overview and Environmental Fund Sunset  Form Review Inbox Reviewed By Date Public Works Director (Originator)Justin Weldy 11/21/2024 02:11 PM Town Attorney Town Manager Form Started By: Justin Weldy Started On: 11/19/2024 11:10 AM FY26 Budget Work Session Overview Paul Soldinger, Chief Financial Officer December 5, 2024 FY2024 Actuals and Estimated CurrentFund Balances Fund Accounting Basics •Governmental Accounting Standards dictate requirements for governmental fund accounting •General Fund = Main operating fund of the Town •Streets Fund = required by statute to account for HURF taxes and can only be used for streets purposes, which funds the streets pavement program discussed in Council meetings •Capital Projects Fund = created to account for money set aside by the Town to construct long-term improvements such as park, stormwater, facilities and streets improvements •Facilities Reserve Fund = created to set aside money for ongoing repairs, maintenance and necessary replacements of capital projects •Other Funds = the Town has about 16 other funds that have been created for other purposes or restrictions. For example, the Town has a grants fund to account for grant revenues and expenditures. The Town also has specific funds for Economic Development, the Downtown Strategy and Tourism that can only be used for those purposes. Actual Fiscal Year 2024 Revenues General Fund Streets Fund Cap Projects Fund Facilities Reserve Fund All Other Funds* $30.8M $4.7M $2.4M $264k $1.7M *Other funds include Economic Dev, Tourism, Downtown, Environmental, Impact Fees, etc •Sales taxes (2.6%) •State-shared •Sales tax •Income tax •Licenses and permits •Fines/forfeitures •Investment earnings •Leases •Other •Sales taxes (0.2%) •State-shared •HURF (gas tax) •Vehicle License Taxes (VLT) •Grant revenues •Investment earnings •Sales taxes (50% of construction sales taxes) •Grant revenues •Investment earnings •Transfers in from General Fund •Investment earnings •Sales taxes (0.1%) •Investment earnings •Grant revenues •Other various General Fund – FY2024 Revenues FY2024 FY2024 Percent of Adopted Budget Actual Total Revenues Revenue Source Transaction Privilege Tax (2.6%) $13,544,799 $17,185,635 55.83% Intergovernmental Revenue $10,387,730 $10,349,568 33.62% Licenses & Permits $770,208 $1,411,601 4.59% Leases & Rents $277,278 $365,985 1.19% Charges For Services $244,215 $242,181 0.79% Other $141,575 $270,108 0.88% Fines & Forfeitures $200,000 $227,192 0.74% Investment Earnings $20,000 $728,507 2.37% Total Revenue Source: $25,585,805 $30,780,778 Name Streets Fund - Revenues FY2024 FY2024 Percent of Adopted Budget Actual Total Revenues Revenue Source Intergovernmental Revenue $2,703,580 $2,720,831 57.34% Transaction Privilege Tax (0.2%) $1,064,618 $1,417,926 29.88% Other $31,000 $47,261 1.00% Charges for Services/Leases & Rents $100,000 $120 0.00% Investment Earnings $10,000 $558,547 11.77% Total Revenue Source: $3,909,198 $4,744,685 Name Transfers into Streets Fund: $4.2 million in FY2024 Capital Projects Fund - Revenues FY2024 FY2024 Percent of Adopted Budget Actual Total Revenues Revenue Source Transaction Privilege Tax (Const.) $685,240 $1,598,522 66.74% Intergovernmental Revenue $3,768,079 $376,783 15.73% Investment Earnings $10,000 $407,771 17.03% Other $0 $12,000 0.50% Total Revenue Source: $4,463,319 $2,395,076 Name Transfers into Cap Projects Fund: $3.9 million in FY2024 Actual Fiscal Year 2024 Expenditures General Fund Streets Fund Cap Projects Fund Facilities Reserve Fund All Other Funds* $21.7M $6.3M $3.2M $463k $1.7M •Town operations •MCSO contract •Fire Department •Park operations •Public Works •Facilities •Development Services •Legal •Streets paving •Streets signage •Other streets needs •Streets improvements •Facilities •Parks amenities •Stormwater improvement •Necessary repairs, maintenance and replacements for long- term improvements •Economic Development •Downtown •Tourism •Grants expenditures •Other General Fund - Expenditures FY2024 FY2024 Percent of Adopted Budget Actual Total Expenditures Expenditures Public Safety $11,978,420 $11,471,824 52.82% General Government $6,747,351 $3,942,573 18.15% Culture & Recreation $3,898,569 $3,455,323 15.91% Public Works $1,642,802 $1,573,454 7.24% Development Services $1,318,663 $1,275,320 5.87% Total Expenditures: $25,585,805 $21,718,495 Name Streets Fund – Expenditures FY2024 FY2024 Percent of Adopted Budget Actual Total Expenditures Expenditures Maintenance & Repair $5,322,410 $4,714,716 74.74% Wages & Benefits $658,909 $650,919 10.32% Contractual Services $666,705 $564,082 8.94% Equip/Supplies/Internal Service $107,100 $97,307 1.54% Utilities $141,406 $144,904 2.30% Other $151,750 $135,985 2.16% Total Expenditures: $7,048,280 $6,307,913 Name Capital Projects Fund– Expenditures FY2024 FY2024 Percent of Adopted Budget Actual Total Expenditures Expenditures Capital Expenditures $6,628,931 $3,047,188 94.43% Equipment/Improvements $0 $179,068 5.55% Contractual Services $2,800 $506 0.02% Contingency $286,800 $0 0.00% Total Expenditures:$6,918,531 $3,226,762 Name Estimated Current Fund Balances Estimated Current Fund Balances after FY2025 Budgeted Transfers and Current Year Activity General Fund Streets Fund Cap Projects Fund Facilities Reserve Fund All Other Funds* About $9-12M About $14M About $11.5M About $7M(About $5M of this is set aside for Lake Liner project) About $5-6M Town Budgetary Process Overview 1st Step – Forecasting Town Revenues Fiscal year 2025 Revenue Forecasts •Sales taxes (2.6%) •State-shared •Sales tax •Income tax •Licenses and permits •Fines/forfeitures •Investment earnings •Leases •Other •Sales taxes (0.2%) •State-shared •HURF (gas tax) •Vehicle License Taxes (VLT) •Grant revenues •Investment earnings •Sales taxes (50% of construction sales taxes) •Grant revenues •Investment earnings •Transfers in from General Fund •Investment earnings •Sales taxes (0.1%) –Econ Dev & Downtown Funds •Investment earnings •Grant revenues •Other various Revenue Allocation Splits •Local sales taxes – largest Town revenue source •Split between 5 funds •Urban Revenue Sharing (Income Tax) & State Shared Sales Taxes •100% to General Fund •Highway Users Revenue Fund (HURF) •100% to Streets Fund •Vehicle license taxes (VLT) •100% to Streets Fund beginning this year •Transfers in from other funds Revenue Splits Local Sales Taxes – Split Revenues •2.9% local sales tax rate applied to almost all categories collected for in-Town purchases, based on past Council approvals to split revenues Revenue Splits ½ of local construction sales taxes 2.6% 0.2% Econ Dev Fund Cap ProjFund 0.08% 0.02% DowntownFund Revenues Fill the Town Budget (Bucket) Fiscal Year 2025 Revenues Revenues = Budgeted Expenditures + Contingencies Fiscal Year 2025 Revenues Contingencies Budgeted Expenditures Budgeted Expenditures •General Fund budget is required by statute and policies to be balanced •Contingencies fill the gap between revenues and budgeted expenditures in the General Fund •Unforeseen expenditures •Emergency expenditures •Contingencies = budget authority (permission) •Can only be used if the bucket/fund is being filled as projected •Council approves uses of contingency 2nd Step – Department Budgeted Expenditures Fiscal Year 2025 Expenditures Departments/Divisions •Mayor/Council •Fire Department •Law Enforcement (MCSO) •Community Services •Public Works •Development Services •Municipal Court •Administration •Town Manager •Town Clerk •Administrative Services •Finance •Economic Development •Community Relations •IT •Purchasing •Legal 3rd Step – Budget Requests •Supplemental requests (ongoing or one-time) •New goods or services •New or modified Town staffing Fiscal Year 2025 Expenditures •Capital requests •Capital projects •Public Works improvements •Streets •Stormwater infrastructure •Facilities •Parks improvements 4th Step – Proposed, Tentative and Adopted Budget Fiscal Year 2025 Expenditures Restriction #1 - Expenditures limited to budget •Town shall not spend money for a purpose not included in its budget Statutory Restrictions •Town shall not spend money or incur liabilities in excess of amounts stated for purposes in its budget •Budget authority transfers between funds may occur with Council majority vote Source: A.R.S. § 42-17106 and Town budget policies. Restriction #2 - Expenditure Limitation •Arizona Constitution and statute require municipalities to spend below the expenditure limitation •The Town’s FY25 Expenditure Limitation set by the Economic Estimates Commission (EEC) is $35.6M •The Town budgeted more than this limit in FY25 ($45.2M) because some expenditures of revenue sources do not count: •HURF •Grants •Debt (Town has no debt) •Investment earnings, etc •EEC will set the Town’s FY26 Expenditure Limitation sometime in early calendar year 2025 based on the following 2 factors: •Inflation •Changes in population •Municipalities may increase the expenditure limitation with voter approval Statutory Restrictions Private Business vs Town Budgeting $50 million in the bank+$40 million revenues -------------------------------- $90 million to spend on operations $50 million in the bank+$40 million revenues -------------------------------- maximum $45.2 million to spend on operations & capital projects Restriction #1 – FY25 Adopted Budget (maximum $45.2 million) Restriction #2 – FY25 Expenditure Limitation ($35.6 million after exclusions) Fiscal Year 2026 Revenue and Expected Supplement Flat Tax – Shared Income Tax •Urban Revenue Sharing (URS): •State instituted a flat income tax of 2.5% for individuals in January 2023 •State increased URS distribution from 15% to 18%, beginning last fiscal year (2024), resulting in larger FY24 URS revenue ($6.4M) •Initial State projections indicate another $500k decrease next fiscal year, and then a steady projected increase after that FY26 Revenue Impacts URS Projected Decrease Fiscal year 2026 Initial Projected Fiscal Year 2026 Initial Projected Decrease $500k initial projected decrease Initial projected $4.6 million from AZ League Long Term Residential Rentals FY26 Revenue Impacts •Long term residential rental taxes elimination: •State is eliminating long term (over 30 days) residential rental sales taxes beginning next month in January 2025 •Will result in another decrease of about $300k to FY26 TPT projections (half was already considered for FY25) Actual Long-term Residential TPT for past 3 years Vehicle License Taxes FY26 Revenue Impacts •Vehicle License Taxes were split through FY24: •70% to Streets Fund (about $850k) •30% to General Fund (about $350k) •During FY25 budget process, Council directed staff to deposit 100% of VLT in Streets Fund •Increased ongoing Streets funding of about $350k will continue into FY26 Environmental Fund being Sunset FY26 Expected Ongoing Supplement •Town charged an environmental fee to its residents for 4 years through FY19 and accounted for these revenues in an Environmental Fund •Since then, the Town has continued funding the Environmental fund for stormwater cleaning and maintenance with transfers from the General Fund •No budgeted transfers for FY25 with plans to sunset/close this fund by the end of this year •State and Federal regulations will continue requiring the Town to complete stormwater cleaning and maintenance Environmental Fund being Sunset FY26 Expected Ongoing Supplement •Without a dedicated revenue source, staff is recommending paying these expenditures from the General Fund •Public Works will be submitting an ongoing FY26 budget supplement for about $400-500k ITEM 4. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Council Discussion                  Submitting Department: Public Works Prepared by: Justin Weldy, Public Works Director Staff Contact Information: Justin Weldy, Public Works Director Request to Town Council Work Session - Council Retreat (Agenda Language):  Staff is requesting directions related to short and long term pavement management and funding options.  Staff Summary (Background): Careful planning for pavement management plays a crucial role in upholding the Towns' transportation network, ensuring infrastructure integrity, and maintaining the quality of street surfaces. Over the last several years, Town leadership has taken numerous approaches to where and how streets were selected for repair. Currently, the town uses pavement management software known as the Budget Optimization Street Selector system. This software employs Prioritization Optimization, a method that determines the most efficient sequence for pavement repairs or replacements based on factors such as condition assessment, traffic volume, budget limitations, and potential impact on traffic flow. Town staff will present information about streets paving needs & restrictions, the Town's current Streets Fund financial situation, and present information on debt options for Council consideration. Attachments Pavement Management Update 12-5-24  Streets Funding Options  Form Review Inbox Reviewed By Date Public Works Director (Originator)Justin Weldy 11/21/2024 02:34 PM Town Attorney Town Manager Form Started By: Justin Weldy Started On: 11/19/2024 11:07 AM PRESENTED BY: Justin T. Weldy, Public Works Director FY 25 Paving Update And Funding Discussion for FY 26 Paving December 5, 2024 Phase I Paving Locations Cost $1.5 Mil Phase II Paving Locations Cost $3.7 Mil FY 2025 Street Paving Location Map Marathon Dr FY 2025 Street Paving Location Map Gunsight Dr Ridgeway Dr & Winchester Dr Trevino Dr Nicklaus Dr & Palmer Way Questions Discussion of Possible FY 26 Paving Locations Palomino Blvd, 4.13 Lane miles 49,771 square yards Estimated Cost: $3.57M El Lago Blvd, 1.37 Lane Miles 14,967 Square yards Estimated Cost: $810k Streets Funding Options Streets Paving Needs & Restrictions •Streets paving needs have become a key topic •Town needs anywhere between $40-$50 million to completely repave and reconstruct our roads •Public Works has been using BOSS data to provide paving options to Council •Town has been making key decisions to put more funding into Streets Fund •Expenditure Limitation restricts Town from increasing spending •Town staff is taking steps to allow higher spending •Other options could increase near-term funding and spending, such as debt that goes out longer than one year Streets Fund – FY24 Actual Activity Streets Fund HURF $1.8M VLT $0.9M TPT (.2%) $1.4M Investment Earnings + other $0.6M Transfer in $4.2M Total Revenues/Transfers $8.9M Total Expenditures $6.3M Streets Paving $4.4M Other Streets Needs $1.9M Streets Fund – FY25 Budgeted Revenues and Expenditures Streets Fund HURF $1.8M VLT $1.2M TPT (.2%) $1.2M Investment Earnings + other $0.2M Transfer in $2.0M + $2.0M*Total Revenues/Transfers $8.4M Total Expenditures $7.7M *Contingent on Council approval at 12/3 meeting Streets Paving $5.6M including budget transfers Other Streets Needs $2.1M Current Streets Fund Balance and Situation $9.6M $14.2M $4.9m General Fund $25.8 Million $7.1 Million Streets Fund Cap Projects Fund $9.1 Million Other Funds $3.2 Million Streets Fund About $14M •About $12M of transfers into Streets Fund over past 3 years have resulted in a current fund balance of about $14M, which is only about 25% to 33% of what’s needed to complete all necessary work. •As discussed, Town cannot simply spend entire fund balance because of Expenditure Limitation •Staff is finding creative ways to increase Streets spending •Debt does not count toward Expenditure Limitation •Town can increase streets spending •But, Town would pay interest on debt Streets Fund – Expenditure Limitation •Arizona Constitution and statute require municipalities to spend below the expenditure limitation •The Town’s FY25 Expenditure Limitation set by the Economic Estimates Commission (EEC) is $35.6M •EEC adjusts Expenditure Limitation every year based on: •Inflation •Changes in population Streets Fund – Expenditure Limitation •Council has authorized transfers of $8.4M into Streets Fund from General Fund and Capital Projects Fund (FY23 and FY24) •Another $4M has been transferred from General Fund in FY25 •Some revenue sources (exclusions) do not count towards expenditure limitation •Total budget can be higher, but must be below limitation after exclusions are considered •Unused excludable revenue can be banked, or carried forward to future years •HURF is an excludable revenue of about $1.8M per year and Investment Earnings are excludable •Staff re-evaluated past 3 years and maximized carryforwards for Streets Fund Streets Fund – Expenditure Limitation •Excludable Revenue Sources – Carried Forward •Highway User Revenues (Gas taxes) – about $1.8M per year •Investment Earnings - $762k over past 2 years last year Streets Fund FY23 Carryforward $650k Staff re-stating carry-forwards About $7M Streets Fund FY24 Carryforward FY24 Activity Streets Fund – Expenditure Limitation •Finance staff already considered some of the HURF revenue/carryforward used in the FY2025 budget •Once FY2026 budget progresses (later in FY2025), Staff will calculate how much Streets Fund carryforward can be used in the tentative budget Streets Funding Options – What are bonds? •A bond is a type of loan made by an investor to a borrower (or bond issuer) •Bond issuers (e.g., the Town) pay principal and interest to investors •Cities and towns across the country issue tax-exempt municipal bonds to finance capital projects (e.g., governmental facilities, infrastructure, etc.) Streets Funding Options – What are bonds? •Arizona municipal bonds are typically repaid from utility revenues, excise tax revenues, or property taxes (general obligation or “G.O.”) •Generally, the interest income on Arizona municipal bonds is exempt from federal income taxation, and exempt from Arizona income taxation •Borrowing at “tax-exempt” interest rates enables Arizona cities and towns to have lower interest costs •In some instances, issuers may also refinance, redeem or defease the bonds to restructure the payments, achieve savings, or pay off the debt early Streets Fund – Debt Options •Pledged Revenue Obligation Bonds •General Obligation Bonds Prop Taxes Taxes Pledged Revenue Obligations – Excise Tax Pledge •Does not increase Town tax revenues •Principal and interest payments are made from existing excise tax revenues that the Town pledged towards repayment of the debt •0.2% of 2.9% TPT = excise tax for Streets Fund •About $1.4M per year •Town may send a local sales tax rate increase to voters (must be in even years), but is not required to do so •No voter authorization required. •Can move forward with Council approval. •If accompanied by excise tax increase, November 2026 is next allowable election •Funds can be available to Town within months •Since this financing type does not require voter approval, the financing could be complete as early as July 2025 (FY2025-26) •Typically, 15-25 years repayment period •Proceeds and debt service payments do not count toward Expenditure Limitation Option #1 Pledged Revenue Example Repayments - $10M •10-year repayment period •Assumes 4.5% coupon rate •About $1.26M payment per year •$450k interest in first year •$54k interest in final year •$12.6M of total debt service for $10M bond Option #1 Pledged Revenue Example Repayments - $20M •20-year repayment period •Assumes 5.0% coupon rate •About $1.6M payment per year •$1.0M interest in first year •$76k interest in final year •$32.1M of total debt service for $20.0M bond Option #1 General Obligation Bonds •Raises additional tax revenues to pay debt through secondary property tax levy •Town, by statute, will levy secondary property taxes to pay debt service on “new money” general obligation bonds (A.R.S. §35-458) •Council approval required to proceed with election •Potential election would take place in November 2025 •Proceeds could be used starting in Fiscal Year 2026-27 (starting around July 2026) •Typically, 15-25 years repayment period •Very strong bondholder security: the borrower is obligated to levy property taxes in an amount sufficient to pay debt service. As a result, G.O. bonds are typically considered more secure than alternative bond types (e.g., revenue bonds), resulting in a lower interest rate for the issuer •Proceeds and debt service payments do not count toward Expenditure Limitation Option #2 General Obligation Bonds •Per Arizona Constitution, the Town may only be indebted up to 26% of its net assessed full cash value •6% category for general municipal purposes •20% category for “water, artificial light, or sewers, when the works for supplying such water, light, or sewers are or shall be owned and controlled by the municipality, and for the acquisition and development by the incorporated city or town of land or interests therein for open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and streets and transportation facilities” About $49M of borrowing capacity About $166M of borrowing capacity Option #2 Council Questions? ITEM 5. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Council Discussion                  Submitting Department: Public Works Prepared by: Justin Weldy, Public Works Director Staff Contact Information: Justin Weldy, Public Works Director Request to Town Council Work Session - Council Retreat (Agenda Language):  Directions related to the revised/updated vehicle replacement policy.  Staff Summary (Background): The vehicle replacement policy adopted by the Council in 2016, needs to be revised due to the evolving demands of the fleet and changing financial priorities over time. While a vehicle replacement program was first proposed in fiscal year 08-09 and some funds were set aside for this purpose, the continued reliance on the existing policy no longer aligns with current operational needs.  As the fleet ages and maintenance costs rise, it has become clear that the current approach may not provide a sustainable or efficient strategy for maintaining a reliable and cost-effective fleet. A revised policy could better address the long-term needs for vehicle replacement, incorporate more flexible funding mechanisms, and ensure that the replacement cycle is aligned with the organization's operational goals and budgetary constraints.   Attachments Adopted 2016 Policy  Draft revised Policy  Form Review Inbox Reviewed By Date Public Works Director (Originator)Justin Weldy 11/21/2024 04:28 PM Town Attorney Town Manager Form Started By: Justin Weldy Started On: 11/19/2024 11:05 AM 2773891.3 Town of Fountain Hills Vehicle Replacement Program Policy & Procedures (Revised October 6, 2016) Vehicle Replacement Program Policy & Procedures Page 2 of 7 2773891.3 OBJECTIVE To provide a policy and procedures for the development and implementation of the Town of Fountain Hills’ multi-year Vehicle Replacement Program (VRP). SCOPE This policy applies to all vehicles owned by the Town of Fountain Hills that meet the definition of “Vehicle” detailed in the Definitions section. POLICY The purpose of the Vehicle Replacement Program is to provide an authoritative decision-making process for the evaluation, selection, and multi-year scheduling of vehicle replacements based on a projection of available fiscal resources and the vehicle’s age, mileage, engine hours and repair costs. The objectives of the VRP are to: • Ensure the timely purchase, repair and replacement of the Town’s vehicles; • Serve as a link in the Town’s planning between the Town’s operating and capital budgets; • Maintain control over the Town’s long-term cash flow in relation to the Town's financial capacity; and • Ensure efficient, effective and coordinated vehicle acquisition and replacement. DEFINITIONS The following words, when used in connection with this policy, shall have the following meanings: VEHICLE REPLACEMENT PROGRAM (VRP): A multi-year planning document that is the product of a systematic evaluation of vehicle utilization, repair and maintenance. This plan serves as a guide for the efficient and effective replacement of vehicles, outlining a detailed timeline and financing schedule of vehicle replacement. VEHICLE: A vehicle is defined in financial terms as a piece of rolling stock with a projected final cost of at least $10,000 or $1,000 if maintained as a stewardship item, and a useful life of at least 7 years. Vehicles shall be subdivided into various classifications, using gross vehicle weight rating standards, as follows: Vehicle Replacement Program Policy & Procedures Page 3 of 7 2773891.3 • Sedans • Sports Utility Vehicles (SUV) • Light Duty Trucks (commercial truck classes 1, 2 and 3 – 0 – 14,000 lb. Gross Vehicle Weight Rating (GVWR)) • Medium Duty Trucks (commercial truck classes 4, 5 and 6 – 14,001 – 26,000 GVWR) • Heavy Duty Trucks (commercial truck classes 7 and 8 – over 26,000 GVWR) • Street Sweepers • Fire Ladder Trucks • Fire Pumper Trucks • Small Utility Equipment/Bunker Rakes • Tractors/Loaders/Backhoes/Graders • Dump Trucks • Trailers PROCESS: A. Schedule: The Public Works Director will submit an updated VRP to the Town Manager and the Finance Director by November 1 for review in each fiscal year. Vehicle Replacement Program Policy & Procedures Page 4 of 7 2773891.3 B. Format: The Public Works Director will utilize the previous year's approved VRP as the base for developing recommended additions, deletions, or changes for incorporation in the updated VRP for the coming year. All new (not replacement) vehicle requests will also include a comprehensive estimate of the impact of the new vehicle on the Town's annual operating budget; e.g., fuel, maintenance requirements, etc. C. Finance Review: The Finance Director will assist the Public Works Director as necessary in all facets of the VRP development and review including production of cost estimates, as well as an overall financial analysis of the proposed program. Additional assistance may be requested to help produce draft documents, etc. D. Town Manager Review: The Public Works Director will provide a copy of the proposed VRP document to the Finance Director and Town Manager for review and comment. Following approval by the Town Manager the VRP will be incorporated into the budget proposal for the coming year. E. Implementation: Upon adoption of the VRP in the operating budget, vehicles included within the applicable budget year may be purchased by the Public Works Director, or his/her designee, in compliance with the Town’s Procurement Policy. F. Amendments: The adopted VRP may be amended upon recommendation of the Public Works Director and approval of the Town Manager and Town Council. PROCEDURE: A. Form: A New Vehicle Request form shall be utilized to request inclusion of a new (not replacement) vehicle in the Vehicle Replacement Program. Department Directors may request the addition of a new vehicle or transfer between departments by submitting their requests to the Public Works Director prior to October 1 each year. The Public Works Director shall include these requests, and his recommendation with respect to each, in the VRP that is submitted to the Finance Director and Town Manager. B. Funding Prioritization: As part of the VRP development process, the Public Works Director shall create vehicle replacement priorities to help determine the vehicle replacement schedule which will be incorporated in the upcoming fiscal year budget. Vehicle Replacement Program Policy & Procedures Page 5 of 7 2773891.3 The following guidelines shall be utilized: • Sedans 10 years/100,000 miles • Sports Utility Vehicles (SUV) 10 years/100,000 miles • Light Duty Trucks 10 years/100,000 miles • Medium Duty Trucks 12 years/125,000 miles • Heavy Duty Trucks 15 years/125,000 miles • Street Sweepers 8 years/75,000 miles • Fire Ladder Trucks 20 years/120,000 miles (depreciated over 15 years) • Fire Pumper Trucks 15 years/120,000 miles • Small Utility Equipment/Bunker Rakes 7 years/15,000 engine hours • Tractors/Loaders/Backhoes/Graders 20 years/15,000 engine hours • Dump Truck 15 years/125,000 miles • Trailers 10 years In addition to the factors listed previously, the Public Works Director, or his/her designee, shall also review the utilization, maintenance records of the vehicles, downtime and the overall condition of the vehicles when making recommendations for replacement. Vehicle Replacement Program Policy & Procedures Page 6 of 7 2773891.3 C. Funding Sources: The General Fund and HURF Fund are the primary funding sources for the VRP. Revenues for the Vehicle Replacement Fund will also be generated from charges within the operating funds that support the departments that utilize the subject vehicles; charges will be calculated based on replacement cost and updated annually. Vehicles will be replaced according to the schedule and based on model year. Surplus sale proceeds and insurance claim proceeds will also be deposited to the Vehicle Replacement Fund to help offset future vehicle costs. D. Vehicle Disposal: At least once annually, the Public Works Director, or his/her designee, shall prepare a list of vehicles to be retired from the Town’s fleet based on the replacement schedule. At the discretion of the Public Works Director and based on a recommendation from the fleet mechanic, early retirement of a vehicle with excessive maintenance may be recommended. Excessive maintenance is defined as repair costs that exceed 40% of the vehicle value in a twelve month period. The Town Manager shall authorize sales of early retirement vehicles at auction by signing over the vehicle title(s). The Public Works Director, or his/her designee, shall then transport the vehicles to the auctioneer and shall be responsible to ensure that the auction proceeds are submitted to the Finance Division for deposit to the Vehicle Replacement Fund. RESPONSIBILITY FOR ENFORCEMENT: The Town Manager, Finance Director and Public Works Director will be responsible for ensuring that this policy is followed and/or updated as necessary. The Town Manager is authorized to make such modifications to the process and procedure as necessary to carry out the intent of this policy. Vehicle Replacement Program Policy & Procedures Page 7 of 7 2773891.3 New Vehicle Request Form Information Employee Name: Department/Division: Total Purchase Price: Type of Vehicle Requested: Sedan/SUV Loader/Grader/Tractor Medium/Heavy Duty Truck Ladder/Pumper Truck Light Duty Truck Utility Vehicle /Bunker Rake Dump Truck Other_________________ Date Needed by: Budgeted: Account Code: ORG Object Reason for Purchase: Department Director Signature Date Finance Approval Approved Rejected Comments: Finance Director/Procurement Agent Signature Date P a g e1 | Town of Fountain Hills Vehicle Replacement Policy PURPOSE The Town of Fountain Hills relies on its fleet of vehicles to deliver essential services to the community. These vehicles support diverse functions, including emergency response, inspections, and routine maintenance. The purpose of this policy is to provide a structured framework for evaluating, selecting, and scheduling vehicle replacements. By adhering to these guidelines, the Town ensures its fleet remains safe, reliable, and cost-effective, while aligning with operational needs and budgetary priorities. Policy Objectives This policy is guided by the following objectives: 1.Safety and Reliability: Ensuring the safety of Town personnel and the public by maintaining vehicles in optimal working condition, minimizing breakdowns, and reducing operational disruptions. 2.Operational Efficiency: Equip departments with vehicles that meet their specific needs, enabling them to perform their duties effectively and with minimal delays. 3.Cost-Effectiveness: Optimizing the lifecycle of each vehicle by replacing it at the appropriate time—balancing maintenance costs, replacement expenses, and the remaining useful life of the vehicle. 4.Lifecycle Management: Base vehicle replacements on a combination of age, condition, usage, and maintenance history. 5.Sustainability: Support environmental goals by prioritizing fuel-efficient or alternative-fuel vehicles when feasible. 6.Transparency and Accountability: Establish clear, data-driven criteria for vehicle replacement decisions. SCOPE This policy applies to all vehicles owned by the Town of Fountain Hills, including those used by the Fire Department, Street Department, and other municipal functions. The policy addresses vehicles in the following categories: x Emergency Response Vehicles: Fire engines, ladder trucks, ambulances, and command units. x Operational and Inspection Vehicles: Sedans, SUVs, and light-duty trucks used by administrative and inspection staff. x Heavy and Specialized Equipment: Tractors, skid steers, and other off-road or specialized vehicles. x Support and Miscellaneous Vehicles: Golf carts, ATVs, and other light-duty equipment. P a g e2 | DEFINITIONS The following words, when used in connection with this policy, shall have the following meanings: Vehicle Replacement Program: A multi-year planning document that is the product of a systematic evaluation of vehicle utilization, repair and maintenance. This plan serves as a guide for the efficient and effective replacement of vehicles, outlining a detailed timeline and financing schedule of vehicle replacement. Vehicle: A vehicle is defined in financial terms as a piece of rolling stock with a projected final cost of at least $10,000, or $1,000 if maintained as a stewardship item, and a useful life of at least 7 years. Vehicles shall be subdivided into various classifications, using gross vehicle weight rating standards (GVWR) when appropriate, as follows (listed alphabetically): x Gator or Similar x Heavy Duty Trucks (commercial truck classes 7 and 8 – over 26,000 GVWR (includes Dump Trucks) x Ladder Trucks x Light Duty Trucks (commercial truck classes 1, 2 and 3 – 0 – 14,000 lb. GVWR) x Medium Duty Trucks (commercial truck classes 4, 5 and 6 – 14,001 – 26,000 GVWR) x Pumper Trucks x Sedans x Small Utility Equipment (includes Bunker Rakes) x Street Sweepers x SUV (Sports Utility Vehicles) x Tractors/Loaders (includes Backhoes and Graders) x Trailers FLEET CLASSIFICATION To prioritize replacement decisions, the fleet is categorized into four tiers: 1.Tier 1: Emergency Response Vehicles o Fire engines, ladder trucks, and command vehicles. 2.Tier 2: Operational Response Vehicles o Street Department vehicles for road repairs, storm responses, and infrastructure maintenance. 3.Tier 3: Inspector and Department Pool Vehicles o Sedans, SUVs, and other vehicles for inspections and general administrative use. 4.Tier 4: Off-Road Vehicles Specialized vehicles divided into: P a g e3 | o Heavy-duty (e.g., tractors, skid steers) for construction and maintenance tasks. o Light-duty (e.g., golf carts, ATVs) for parks, recreation, and light maintenance activities. VEHICLE REPLACEMENT CRITERIA Replacement decisions are based on a combination of factors, ensuring the Town meets its operational, safety, and budgetary goals. The primary criteria include: 1.Age of Vehicle o Each vehicle type has a predetermined replacement timeline based on typical operational life (e.g., 15 years for fire engines, 10-12 years for pool vehicles). 2.Mileage and Usage o High-mileage vehicles or those with excessive operational wear (e.g., frequent idling, stop-and-go activity) may be prioritized for replacement. Fire Department vehicles, in particular, experience unique wear and tear due to their operational demands. 3.Condition and Maintenance History o Vehicles with frequent mechanical failures, escalating maintenance costs, or those rated "A" during inspections are prioritized for replacement. o Vehicles are inspected annually and rated as: ƒA: Replace immediately. ƒB: Monitor and replace within 1-5 years. ƒC: Retain for continued use. 4.Operational Needs o Replacement may be driven by changes in operational requirements, such as new technologies, regulatory standards, or increased demand for services. 5.Cost Threshold o Vehicles requiring repairs exceeding 40% of their current market value within a 12- month period are candidates for early replacement. REPLACEMENT GUIDELINES Vehicle Lifespan Recommendations P a g e4 | Tier Vehicle Type Replacement Timeline Tier 1 Fire Engines/Pumpers 15 years Tier 1 Ladder Trucks 15 years Tier 1 Support Vehicles 10 years Tier 2 Street Department Vehicles 10-12 years Tier 3 Inspector/Pool Vehicles 7-10 years Tier 4 Heavy Equipment (e.g., Tractors, Skid Steers)15-20 years Tier 4 Light Equipment (e.g., Golf Carts, ATVs)10-12 years PROCESS AND PROCEDURES Annual Assessment and Scheduling 1. Each department collaborates with the Fleet Manager to assess vehicle condition and utilization. 2. The Public Works Director updates the Vehicle Replacement Program (VRP) annually, incorporating operational and budgetary changes. 3. Fire Department vehicles are assessed by the Fire Chief or designee in coordination with the Fleet Manager, considering operational wear unique to emergency response vehicles. 4. Form: A New Vehicle Request form (see last page) shall be utilized to request inclusion of a new (not replacement) vehicle in the Vehicle Replacement Program. Department Directors may request the addition of a new vehicle or transfer between departments to the VRP by submitting their request to the Public Works Director as part of the budget process. Prioritization and Budgeting 1. Vehicles are prioritized for replacement based on classification, condition, and maintenance history. 2.Replacement costs are integrated into the Town’s annual operating and capital budgets, with financial analysis provided by the Finance Director. Funding may come from the department’s operating budget, the HURF Fund, dedicated vehicle replacement funds, or grants. Approval and Implementation 1. Proposed vehicle replacements will be submitted to the Town Manager and Council for approval. 2.Upon approval, vehicles are procured according to the Town’s procurement policies. Disposal P a g e5 | 1. Replaced vehicles are sold, auctioned, or responsibly disposed of according to municipal guidelines, ensuring environmental responsibility and maximum return. Fire Department vehicles may be retained as reserves, if appropriate. 2. Auctioned Vehicles - The Town Manager shall authorize the sales of vehicles at auction by signing over the vehicle title(s). The Public Works Director, or his/her designee, shall then transport the vehicles to the auctioneer and shall be responsible to ensure that the auction proceeds are submitted to the Finance Division for deposit to the Vehicle Replacement Fund. MONITORING AND REPORTING 1. A centralized Fleet Database tracks: o Vehicle age, mileage, maintenance history, and replacement schedules. 2. Departments submit Annual Reports summarizing fleet status, replacement needs, and budget implications. 3. Performance metrics (e.g., downtime reduction, maintenance cost savings) are reviewed annually for accountability. SUSTAINABILITY COMMITMENT The Town supports environmental sustainability by prioritizing the procurement of fuel-efficient or alternative-fuel vehicles when feasible. Efforts include pilot programs for new technologies and compliance with state or federal environmental standards. RESPONSIBILITY FOR ENFORCEMENT The Town Manager, Finance Director, Public Works Director, and Fire Chief are responsible for policy compliance, updates, and implementation. CONCLUSION The Town of Fountain Hills Vehicle Replacement Policy and Program provides a clear and structured framework to ensure the Town maintains a safe, reliable, and cost-effective fleet. By aligning replacement decisions with operational needs, financial considerations, and sustainability goals, this policy supports the efficient delivery of services to the community. Regular assessments, transparent processes, and a commitment to environmental responsibility ensure that the fleet remains an asset to P a g e6 | Town operations while adapting to evolving demands. Through strategic planning and responsible management, the Town can continue to meet its mission of providing excellent service and maintaining the trust of its residents. P a g e7 | ITEM 6. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Regular Agenda                  Submitting Department: Community Services Prepared by: Patti Lopuszanski, Executive Assistant Staff Contact Information: Kevin Snipes, Community Services Director Request to Town Council Work Session - Council Retreat (Agenda Language):  Review and discussion regarding the  Desert Vista Park, Dog Park and Turf Improvements Staff Summary (Background): Desert Vista Park has one of the nicest dog parks in the state and is a huge success in the town.  Along with that success comes lots of visitors and their dogs.  With all this attention comes lots of maintenance and cost associated with it.  Over the years, there have been many improvements made with existing park budgeting and in colaboration with ADOG (Association of Dog Owners Group) and their donors.  This year, $50,000 is being requested for the dog park and turf improvements at Desert Vista Park.  This is a request that was made to council members by ADOG at the end of last year's budget process and therefore it did not get into the FY24 budget.  Staff recommends tree planting in the granite areas, stabilizing granite around entrances to prevent granite from entering the sidewalks, causing slip hazards, turf renovations, new signage at all entrances signifying the dog park entrances, weed abatement, redesigning the dog splash pad drainage, adding mow curb along fence edge, and looking into a perminant solution to the toad/snake fencing. Form Review Inbox Reviewed By Date Town Attorney Town Manager Form Started By: Patti Lopuszanski Started On: 11/20/2024 08:51 AM ITEM 7. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Presentations                  Submitting Department: Court Prepared by: Joanna Elliott, Court Administrator Staff Contact Information: Joanna Elliott, Court Administrator Request to Town Council Work Session - Council Retreat (Agenda Language):  Court/Building Security Staff Summary (Background) The Administrative Office of the Courts (AOC) requires courts to have entryway screening prior to entering a courtroom/house. I have attached a copy of the Administrative Order that outlines our requirements. In addition, the AOC conducted a security assessment in April 2024. The most significant finding is the vulnerability attributed to our lack of court security officers tasked with screening all attendees prior to entering the courtroom.  Attachments Court Security Standards  Court Security Presentation  Form Review Inbox Reviewed By Date Court Administrator (Originator)Joanna Elliott 11/20/2024 01:05 PM Town Attorney Aaron D. Arnson 11/21/2024 08:01 AM Town Manager Rachael Goodwin 12/02/2024 10:18 AM Form Started By: Joanna Elliott Started On: 11/20/2024 08:49 AM IN THE SUPREME COURT OF THE STATE OF ARIZONA ____________________________________ In the Matter of: ) ) ADOPTION OF COURT SECURITY ) Administrative Order STANDARDS AND IMPLEMENTATION ) No. 2017 - 15 OF COMMITTEE RECOMMENDATIONS ) ) ) Administrative Order No. 2015-104, entered on November 25, 2015, established the Court Security Standards Committee. Pursuant to Administrative Order No. 2015-104, the Court Security Standards Committee issued its final report in December 2016, recommending mandatory court security standards and related recommendations for the implementation of those standards, including a three-year phased implementation period and a tiered approach to entryway screening. At its December 2016 meeting, the Arizona Judicial Council recommended adoption of the final report, court security standards, and related implementation recommendations. Therefore, pursuant to Article VI, Section 3, of the Arizona Constitution, IT IS ORDERED that the Court Security Standards and related implementation recommendations in Appendix A are adopted effective July 1, 2017. All courts shall comply with the court security standards as adopted. IT IS FURTHER ORDERED that the standards be implemented in a phased three-year period as provided in Appendix B and that entryway screening requirements be established based upon the tiered structure provided in Appendix C. IT IS FURTHER ORDERED that the Administrative Director of the Administrative Office of the Courts shall have the authority to issue Administrative Directives as necessary to implement these standards including, but not limited to, adopting a process to request an exception to a security standard. Dated this 8th day of February, 2017. ____________________________________ SCOTT BALES Chief Justice 1 APPENDIX A COURT SECURITY STANDARDS AND RELATED RECOMMENDATIONS 2 Governance and Administration 1. Court Security and Emergency Preparedness Committees. The presiding judge of the county shall establish a court security and emergency preparedness committee (county SEPC) chaired by the presiding judge of the county or a designee.1 The county SEPC shall consist of a representative cross-section of each local SEPC in the county. The presiding judge may appoint other members as deemed necessary. The committee shall meet at least twice a year. The function of each county SEPC includes, but is not limited to, setting goals for implementation of the court security standards, review of local court security plans and self-assessments, coordination of security needs countywide, and ensuring continuous court security improvement. Additionally, each court building or court complex shall have a court security and emergency preparedness committee (local SEPC) that meets at least quarterly. The chairperson of the local SEPC shall be the presiding judge of the court or a designee and the chairperson shall appoint members of the local SEPC. Local SEPCs shall include at least one representative from law enforcement and a first responder.2 Local SEPCs shall meet at least quarterly. The functions of each local SEPC include, but are not limited to, implementation of court security standards adopted by the Arizona Supreme Court within each court; development and allocation of resources necessary for security needs; and coordination of security self-assessments, security drills, and testing of security equipment. Comment: The make-up of SEPCs should be based on the needs of the varied geographical size and population of each county as well as the structure of each county’s court system. Survey results indicate 57.8% of respondent court employees work in courts co-located in buildings with other agencies or entities. The role other agencies or businesses may play in court safety and security is an important aspect of security and emergency preparedness planning that requires inclusion of representatives from those other agencies or entities. 2. Court Security Manual. The Arizona AOC shall develop and promulgate a court security manual addressing the basic tenets of court safety and security. The manual shall include court security standards, security assessment tools, security incident and threat reporting forms, personal security tips for judges and court personnel, and templates for written policies on evacuations, hostage situations, sheltering in place, and bomb threats. The manual should also include practical tools, checklists, and templates for use by local courts. Each court shall add additional security-related information unique to the needs and security plans of the court.3 1 See AO-2005-32, Presiding Judges Authority (establishing duties over court security and facilities). 2 First Responders as used here refers to medical and emergency personnel such as fire, rescue, or paramedic. 3 Security manuals shall not be open to the public per Rule 123(e)(4), Arizona Rules of Supreme Court. 3 3. Court Security Self-Assessment. Courts shall conduct a court security self-assessment at least every three years.4 The local SEPC shall conduct the self-assessment using a security assessment template or checklist and summarize the assessment in a report.5 However, court security assessments may be conducted by an outside team with members who have knowledge of court security best practices or who are not employed by the court being assessed. Reports of court security self-assessments shall be shared with local and county SEPCs for use in developing plans for security improvement and for resource justification. 4. Response to a Negative Event.6 Court staff shall have a way to report negative events. Each court shall have access to an emergency phone number or access and contact information for a control center operated by law enforcement. Courts shall develop policies related to reporting negative events and shall train employees on those policies. 5. Incident and Threat Reporting.7 The court administrator, lead clerk, or a designee shall report all significant threats made against a court, a judge, or a court employee and all significant incidents that occur within the courthouse or its perimeter. The AOC shall establish a process for reporting incidents and threats and shall develop guidelines for defining criteria for what is a major incident or significant threat. Recommendation: Two levels of incident reporting are recommended: (a) contemporaneous reporting of significant security threats and incidents to the AOC and to employees and stakeholders to be defined by the AOC, and (b) annual reporting of security incident data by courthouse. Information from the first type of incident report shall be securely shared in real time.8 The second form of incident reporting should include reports to local and county SEPCs and the AOC.9 The second type of report should serve as a basis for determining areas for security improvement and should provide resource and funding request justification from local funding authorities. Moreover, these reports should be required as part of funding requests for monies from the statewide court security fund. This standard follows the national best practice of maintaining records of all threats and incidents for use in local decision-making related to security measures and funding.10 4 Security assessments and security assessment reports shall not be open to the public per Rule 123(e)(4), Arizona Rules of Supreme Court. 5 See Court Security Guide, 2005, pp. 6-8, National Association for Court Management. Committee members reviewed the detailed Court Security Assessment tool and report template used by the Superior Court in Pima County. 6 See the Glossary for definition of ‘negative event’. 7 See the Glossary for definition of ‘incident’, ‘threat’, and ‘significant threat’. 8 The committee recommends use of a tiered alert system as used by many government agencies and colleges around the country for alerting those in need of emergency alert information. 9 Incident and threat reports are not open to the public per Rule 123(e)(4), Arizona Rules of the Supreme Court. 10 See Hall, et. al. Steps to Best Practices for Court Building Security, pp. 9-10. 4 Entryway Screening 6. Entryway Screening. (a) Entrances. Each court shall establish one main entrance through which the public can enter the court building. Additional entryways for the public are allowed if the additional entryways are staffed and use entryway screening of at least one handheld metal detector (magnetometer). Additional entrances may be established to comply with Americans with Disabilities Act (ADA) standards; however, appropriate screening of individuals using such entrances is required. (b) Screening Devices. Based upon court activity levels, courts will be categorized into one of three tiers, which will determine the level of entryway screening of visitors to the courthouse, using walk through, or handheld metal detectors (magnetometers). (See Appendix C.) Courts that will not be required to have entryway screening due to low court activity levels shall establish policy and procedure for screening during a high conflict or high-risk event. Courts may also choose to use x-ray (fluoroscope) machines in conjunction with metal detector screening. Courts that do not have a walk through or handheld metal detector at the time these standards are initially adopted shall obtain at least one handheld device for use in the event of a high-risk event11 until such time as the entryway screening protocol based on the courts activity level can be accomplished. Entryway screening shall be by trained court security personnel or law enforcement. (c) Prohibited Item Signage. Each court building shall have signage posted at each entrance stating that all persons are subject to search by security personnel and that firearms and dangerous weapons are prohibited pursuant to law. Each court shall provide secure lockers at the entryway for storage of firearms pursuant to law. Law enforcement who come to the court for personal business12 rather than professional business shall be required to store their firearms in secure lockers the same as other persons.13 (See Standard 8, Armed Court Personnel in Courthouses for when law enforcement may carry a firearm in a court building.) (d) Screening Device Training and Calibration. Court personnel or security personnel who conduct entryway screening shall be trained and receive refresher training on the operation of the devices that they use. Each court shall ensure that regular calibration and testing of metal detectors and x-ray machines occur. (e) Prohibited items. Courts shall develop a list of items prohibited in the court building.14 The list shall be a part of the local materials in the court security manual and all employees shall be trained on what are prohibited items. 11 ‘High risk event’ is defined in the Glossary. 12 E.g. party to a legal matter, witness in a legal proceeding in a capacity other than official law enforcement duties, or an observer of a legal proceeding where not involved in an official law enforcement capacity. 13 See Arizona Supreme Court AO 2005-32 and A.R.S. § 38-1113(C)(2) et. seq. (current through 2016). 14 E.g., Arizona Supreme Court AO 2005-32 establishing authority for presiding judge of county over court security including prohibiting or regulating possession of weapons of potential weapons in the court; e.g. Superior Court for Pima County AO 2014-05 list of items prohibited in the Superior Court of Pima County; Arizona Supreme Court AO 98-0008, list of prohibited items in the Arizona Supreme Court 5 Policies and procedures shall be developed for the confiscation, handling, and disposition of prohibited items found during entryway screening.15 Courts shall track the types and amount of contraband detected through screening and maintain monthly reports reflecting that information. Comment: It is recommended that the AOC develop a list of standard prohibited items that courts should include as a minimum standard in local administrative orders and policies. This list should be part of the tools available in the court security manual for use by local courts. 7. Court Employee Screening. In jurisdictions that do not conduct full entryway screening of all employees, each court must develop a policy on, and randomly carry out, court employee screening upon entry to the courthouse. Comment: Unfortunately, workplace violence is all too common. It is the risk of workplace violence that can be mitigated through periodic employee screening for prohibited items. 8. Armed Court Personnel in Courthouses. The presiding judge of the county shall determine whether court security officers may carry firearms in the courthouse for the purpose of maintaining court security.16 Once the AOC Administrative Director adopts a firearms training program, such training must be completed prior to actively carrying a firearm in the courthouse.17 Contract security guards with valid armed guard cards shall have six month to complete that training. Moreover, courts with armed court security shall develop protocols for court security officer involved shootings.18 Presiding judges of the county shall establish written policies on the carrying of firearms for personal safety by judicial officers or other court staff. Specifically, the policy shall address the following points: who may carry a firearm, the process for registering or otherwise notifying the court and court security of the status of being armed, the process for confirming training requirements, type of firearm and ammunition that can be carried, and the conformance with all applicable state and local statutes and ordinances.19 Additionally, until such time as AOC adopts firearm training standards, judges or other court staff authorized to carry firearms shall meet the requirements of Arizona law. 15 Such policies and procedures shall be in accord with A.R.S. § 12-941 on the disposal of unclaimed property. 16 See Arizona Supreme Court AO-2005-32, Presiding Judges Authority (establishing duties over court security). Cf. Arizona Supreme Court AO 98-0008 (weapons in the Arizona State Courts Building); Superior Court of Pima County AO 2014-05 (weapons in Pima County Superior Court). 17 This training requirement does not apply to law enforcement meeting the training requirements of A.R.S. § 38- 1113 (current through 2016) or sheriff’s officers who are present pursuant to A.R.S. § 11-411 (current through 2016). 18 The existing use of force code section for armed probation officers would be an example of a comprehensive use of force policy. See ACJA § 6-112. 19 Ariz. Rev. Stat. § 13-3102(D) (judges carrying firearms in conformance with orders of presiding judge not subject to offense of misconduct involving weapons). 6 Comment: It is recommended that courts adopt a policy prohibiting law enforcement officers from carrying firearms in the courthouse unless the officers are appearing for official business, providing court security, or responding to an emergency.20 The committee further recommends all law enforcement officers who are allowed to carry firearms in the courthouse be required to sign in and record the purpose for the officer’s presence at the court and the courtroom(s) in which the officer has business. This sign-in process allows court security to be aware of the officers’ location in the courthouse and the official purpose for which they are present. As a general guiding principal, in policy formulation, law enforcement officers should not be permitted to carry weapons in the courthouse when they are present for personal business or in a personal capacity, such as a party to a case or witness or observer to a case where they were not acting in an official law enforcement capacity.21 In-Custody Defendants 9. Entrance for In-Custody Defendants. Courts shall ensure in-custody defendants are brought into and leave the court building through an entrance separated from any public entrance to the courthouse. Comment: Courts that cannot meet this standard because of the architectural construction of a building shall have written procedures for ensuring that in-custody defendants are segregated from the public when entering and exiting the court to ensure the safety of all. 10. In-Custody Defendants; Transport and Control. In-custody defendants must be transported, controlled, and monitored at all times by appropriately trained court security personnel or law enforcement officer(s). 11. In-Custody Defendants; Protocols for Taking Individuals into Custody. Courts shall have written protocols for taking individuals into custody and securing individuals into custody for transport to a detention facility. Courts should make every effort to alert security personnel or law enforcement responsible for transporting detainees in advance if it is anticipated a litigant will be taken into the immediate custody of a county jail or correctional facility, or otherwise taken into custody. Facilities, Alarms, and Equipment 12. Duress Alarms. (a) At Public Transaction Counters. Courts are required to have at least one active and monitored duress alarm “panic button” behind each public transaction counter. 20 See A.R.S. § 38-1113(C)(2) et. seq. (authority to prohibit officers from carrying firearm unless appearing in official capacity or providing security or responding to an emergency). 21 See A.R.S. § 38-1113(C)(2) et. seq.; Arizona Supreme Court AO 2005-32. 7 (b) In the Courtroom. Courts are required to have active and monitored duress alarm “panic buttons” at the judges’ or other judicial officers’ benches and at the courtroom clerks’ stations. (c) Training on and Testing of Duress Alarms. The court administrator, lead clerk, or a designee shall physically show all employees working in a court building the location of duress alarm “panic buttons” and how and when to use them. The court administrator, lead clerk, or a designee shall ensure testing of duress alarm systems occurs at least quarterly and that such testing is documented. Reports of duress alarm system testing shall be reported to local and county SEPCs. 13. Locking Protocols. (a) Locked Courtrooms. Courts shall keep public doors to courtrooms locked at all times when a courtroom is not in use. Courts shall install or obtain a type of locking mechanism that will allow the courtroom and judicial chambers to be locked from the inside to allow for the ability to shelter in place, but will also allow emergency exit, such as crash bars, one way door handles, alarmed doors, or remote locks. (b) Locked Jury Deliberation Rooms. Courts shall keep jury deliberation rooms locked when not in use, unless jury deliberation rooms are behind secured areas. 14. Courtroom, Jury Room, and Perimeter Sweeps. Court security, bailiffs, or designees of the presiding judge or court administrator, shall ensure sweeps of courtrooms, hearing rooms, jury deliberation rooms, and the perimeter of the court building are conducted at least daily. Reports of these sweeps shall be maintained. 15. Secured Access to Non-Public Areas. Areas of the court not open to the public shall be electronic card-key or hard-key controlled. The court administrator, the lead clerk, or a designee shall ensure that doors remain locked at all times and are not propped open. 16. Security Cameras. Courts shall have video cameras in areas including, but not limited to, entryways and common public areas. Security camera systems shall be equipped with recording capability. 17. Exterior Lighting. Each court location shall have exterior lighting at building entrances and exits. Comment: Where a court facility includes parking areas, it is recommended such parking areas also have exterior lighting. 18. Protection of Critical Locations. Courts shall prevent unauthorized vehicular access to critical areas with obstacles such as, but not limited to, bollards or natural landscapes. 8 Comment: Courts that cannot meet this standard because of the architectural construction of a building shall have written procedures for ensuring monitoring of areas where vehicle accessibility is within close proximity to the building. 19. Window Coverings. Court windows shall have coverings to prevent views from the outside into the court building. Window coverings must allow visibility from inside to the outside. 20. Creation of Barriers at Public Transaction Counters. Clerk transaction counters and public service windows shall have a barrier between the public customers and court staff. The type and manner of barrier shall be a local decision, based upon evaluation of each courts’ design and operations. 21. Bullet-Resistant Material in Courtrooms. Courtroom benches and staff work areas in courtrooms shall be reinforced with bullet-resistant material. 22. Data Centers and Electronic Equipment. Courts with computer data centers shall have separate, secure electronic key-card or hard-key controlled, limited access areas for computer data centers, network equipment, video recording systems, and other critical electronic equipment. Courts shall maintain disaster recovery “hot sites” pursuant to ACJA § 1-507. Training 23. New Hire Security Training Requirements. All court employees, including judges, shall participate in and complete, whether in person or online, a course in court security. That course should address general security principals, the court security manual, personal safety on the job, emergency preparedness including what to do in a negative event, evacuation routes, and sheltering in place protocols.22 Comment: It is recognized that judges are subject to a separate orientation program pursuant to ACJA § 1-302 and that court security is generally addressed in that program. However, the committee emphasizes that court security is not a one-size-fits-all topic. As such, court security training provided to newly hired employees, including judges, should not be limited to a one-size- fits-all course that provides generalized content only. Each court will have its own policies and procedures on court security topics such as, but not exclusively: who provides security, what evacuations routes are, how to respond to negative events, who to report security threats and incidents to, and courtroom and courthouse lockdown procedures. In order for effective training to occur, each new employee, including judges, needs to receive training specific to the courthouse they will be working in. Therefore, the committee recommends that the AOC develop new orientation training on court security that has statewide applicability but that the AOC also work with local courts to develop guidelines for training specific to local courts. 22 The committee notes ACJA § 1-302(J)(2) requires new hire orientation for all staff within 90 days of hire. The committee recommends that an amendment be made to § 1-302(J)(2) reducing this time frame to within 30 days of hire. 9 24. Annual Security Training Requirements. All employees of the Arizona Judicial branch, including judicial officers,23 shall be required to engage in court security-related training or drills annually. Comment: Security training in the form of broadly applicable training videos is useful for many security-related topics; however, local training and drills that require employees to actively engage the security protocols of a given court are proved to be the most effective method of ensuring employees are prepared to appropriately react to and manage security incidents. As such, the focus of annual training shall be local court security-related drills and training. 25. In-Service Court Security Officer Training. Court security officers employed by a court must receive annual training including, but not limited to: • use of force training;24 • metal detection devices and x-ray machines, based on what is used at the officer’s court; • de-escalation tactics; • defensive tactics; • active shooter; • incident reporting; • policies and procedures on the handling of prohibited items; and • emergency preparedness. 26. Contract Court Security Training. Private contract court security officers shall be subject to the minimum court security training standards established by the AOC for in-house court security officers. Once implemented, contract security with valid guard cards shall complete AOC training within 6 months of hire by a court. 27. Security Officer Equipment. Court security officers shall restrict equipment and tools carried on their person to items for which they are trained in the use of and, where applicable, certified in the use of. Security officers shall restrict equipment to items approved by the court security officer-training program adopted by the AOC or otherwise designated by the AOC. Court security officers who are armed shall wear a bulletproof vest that is rated to at least the caliber weapon the officer carries. 28. Courtroom, Jury Deliberation Room, and Perimeter Sweep Training. Court employees or court security assigned to conduct daily courtroom, jury deliberation room, or perimeter sweeps shall be trained on how to conduct such sweeps, identification of suspicious items or 23 The committee recommends judges should receive the same amount of security-related training as employees because they are an integral part of security in the courts and they face similar security risks. The committee recommends the ACJA be amended to include specific court security requirements for judges in keeping with the training structure set forth in the ACJA. 24 The committee recommends that use of force regulations that are similar to ACJA § 6-112 be adopted for court security officers, excluding law enforcement whom the committee recognizes are governed by separate specific use of force laws and regulations. 10 conditions, protocols for reporting suspicious items or conditions, and securing of the location if a suspicious item or condition is identified. 29. Court Security Officer Training. Court security officers shall be trained in accordance with a court security officer training program developed by or approved by the AOC Administrative Director. The Committee makes the following recommendations related to court security officer training: • A security training workgroup should be developed to collaborate with the AOC Education Services Division to determine the specific training curriculum and annual training hours necessary for an effective, security officer training, education, and certification program. • Trainers be approved by the AOC or AZ POST certified. • There be a method for establishing the proficiency of current security officers for purposes of determining if any court security officer training program adopted or approved by the AOC needs to be completed in whole or in part by the officer. • Court security officers, including contracted private court security, be readily identifiable via clothing or some type of marking on their clothing. 30. Firearms Training. Any person providing court security to a court, excluding POST certified law enforcement officers, shall complete training in the use of firearms as designated by the AOC before being allowed to carry a firearm within the court. Contract security with a valid guard card for armed guards shall have six months to complete AOC training. Comment: The committee recommends that any person, whether court security armed for court security purposes or judges or other court employees authorized to carry a firearm for personal security, complete training similar to that established for Arizona probation officers in the Arizona Code of Judicial Administration. The committee further recommends that firearms standards be adopted for armed court security, excluding POST certified law enforcement officers that are similar to the standards in the Arizona Code of Judicial Administration. The committee recommends that the AOC Administrative Director approve such training and standards.25 25 The committee notes A.R.S. § 13-3102(D) provides for judges to be held to the standard for those who obtain a concealed carry permit. However, the committee strongly encourages that all persons authorized to carry a firearm in a court, excluding law enforcement who have separate training standards, be trained and held to a uniform standard. 11 IMPLEMENTATION RECOMMENDATIONS 1. The Court Security Standards will be implemented via a three-year, phased implementation period for the court security standards. (See Appendix B.) 2. The AOC has established a preliminary structure of tiers for categorizing courts by activity level, which will be used to determine the level of entryway screening. (e.g., Appendix C.) 3. The AOC has developed a process for courts to seek an exception to the standards at the request of the Presiding Judge based either on a request from the court’s funding authority or on the Presiding Judge’s own initiative, with exceptions encompassing both delay and timing of implementation or departure from standards. Requests for exceptions shall be made on a yearly basis on the form approved by the Administrative Office of the Courts and shall be submitted to the Administrative Director. 4. The AOC shall pursue legislation to establish a statewide court security fund to assist local courts with one-time outlays for security equipment and security system improvements. The fund will be non-lapsing and non-reverting. The AOC shall determine the best source of monies for the fund. Local courts will continue to pursue local funding for court security personnel and ongoing security-related court operations. 5. The AOC has secured the services of Donald Jacobson as a consultant to assist in the implementation of the court security standards. 6. The AOC shall develop policies and procedures for assessment of or accountability for compliance with the court security standards, particularly standards that require training, certification, and testing. 7. The term of the Court Security Standards Committee is extended by separate Administrative Order. 12 GLOSSARY The following definitions govern the meaning of terms within the standards: Standard - A court security standard is a policy or measure that is required to be in place in order to improve the general state of security in a court building and to ensure the personal safety and security of the public, judges, judicial officers, court staff, city and county employees, and the law enforcement officers and court security officers that protect them. Guideline - A court security guideline is a policy or measure that is recommended to be in place in order to improve the general state of security in a court building and to ensure the personal safety and security of the public, judges, judicial officers, court staff, city and county employees, and the law enforcement officers and court security officers that protect them. Incident - An incident is an action or communication that causes or threatens to cause personal injury, property damage, or disruption of courthouse proceedings. Hierarchy of seriousness of incident - In descending order: (1) incident against persons, (2) incident against property, (3) threats without violence. High-risk event – The following characteristics are commonly associated with high-risk events: multiple victims involved in the matter, incidents involving female victims and multiple offenders, homicides that involve intimate partners and family relationships, celebrated or featured articles or media coverage that are associated with the matter, and demonstrations that may occur before, during, or after hearings or otherwise are associated with the events of the case.26 Negative event - A negative event is an event that has potential to, or does cause interruption of court operations or poses a risk to the safety and security of those in and around a court facility. Negative events may include, but are not limited to, threats, such as threats to the physical safety of someone on or associated with a court, bomb threats, or suspicious or unattended packages; security incidents such as physical violence, active shooter, hostage taking; and other incidents such as cyber-attacks, medical emergencies, fires, severe weather, or power outages. Significant threat – Any threat against court personnel, including judge and court staff that impacts operations of the court. Threat - A statement of an intention to inflict pain, injury, damage, or other hostile action on someone (court employee) or an institution (court building) in retribution for something done or not done now or in the future. A threat is synonymous with a threatening remark, warning, or ultimatum such as a menace to a person or institution. A threat can be a person or a thing likely to cause damage or danger. 26 See National Association for Court Management, Court Security Guide p. 24. June 2005 13 APPENDIX B CHART OF PHASED THREE-YEAR IMPLEMENTATION PLAN 14 Standard Year 1 Year 2 Year 3 Governance & Administration Court Security Committee (SEPC) Security Self-Assessment & Report Security Manual Incident Response Policies Incident Reporting Policies Policy on Armed Personnel Other Security Policies  In-Custody Defendants  Training New Hire Training Annual Court Employee Training Task Specific Training Security Officer Training Firearms Training    Facilities & Equipment Duress Alarms Locking Protocols Courtroom, Jury Room, Perimeter Sweeps Secured Access to Non-Public Areas Cameras Exterior Lighting Window Coverings Public Counters, Benches, & Clerk Stations Protecting Critical Areas  Entryway Screening Visitors Employees  15 APPENDIX C TIERED ENTRYWAY SCREENING REQUIREMENTS BASED ON COURT ACTIVITY LEVEL 16 Court Hearing Frequency & Judicial Officers Level of Entryway Screening 1. One or more full-time judicial officers, court proceedings occur throughout daily business hours and on a daily basis Entryway screening during courthouse business hours e.g., business hours are 8:00 a.m. – 5:00 p.m.27 2. Full-time or part-time judicial officer(s), court proceedings held to 2 to 3 days a week and occur only a few hours a day (court proceedings do not occur daily throughout the week) Entryway screening during hours of court proceedings. e.g., court proceedings occur Tuesday and Wednesday 8:30 a.m. to noon. 3. Single full-time judicial officer or part-time judicial officer(s), court proceedings occur infrequently (generally occur 1 to 2 days a week and only a few hours each day) Request for exemption from regular entryway screening standard; however, entryway screening should occur upon request of a judicial officer for a high conflict or high-risk hearing. 27 National Center for State Courts Best Practices for Court Security, 2016, recommends screening stations be staffed 30 minutes before and after business hours or court proceeding hours. MUNICIPAL COURT DEPARTMENT OVERVIEW Judicial Branch of the Town Part of the Arizona State Court System Subject to the authority administrative supervision of the Arizona Supreme Court Local, State, and Federal Compliance MUNICIPAL COURT ORGANIZATIONAL CHART CASE TYPES HOURS OF OPERAITON Monday – Thursday 7:00 AM – 6:00 PM Court is in session on Mondays and Wednesdays 8:00 am -12:00 pm COURT SECURITY ADMINISTRATIVE OFFICE OF THE COURTS (AOC) REQUIREMENTS Arizona Code of Judicial Administration (ACJA) 5-301 Court Security Standards E.2.Entrances and Screening BACKGROUND Private Security Contractors Minimum of 40 Hours Arizona Rangers Worked with East Valley and Phoenix Divisions Could not agree to terms Maricopa County Sheriff’s Office Conflict of Interest SECURITY ASSESSMENT Completed April 2024 Recommendations Tinted Windows Bollard Installation Security Personnel THE REQUEST Part-Time Court Security Officers or Contracted Private Security Magnetometer - $4,000 Hand-Held Metal Detector Wand - $300 (both can be grant funded) CONTRACT VS. TOWN EMPLOYED CONTRACTED P/T (Recommended) TOWN EMPLOYEDCONTRACTED F/TCOSTS One Part-Time OfficerOne Part-Time OfficerOne Full-Time OfficerPERSONNEL $16,000$25,000 est.$68,500PERSONNEL COSTS 8844 HOURS Contractor Provided$5,000Contractor ProvidedUNIFORMS/EQUIPMENT Additional CostAdditional CostAdditional Cost ARMED/UNARMED Contractor ProvidedTown/AOC ProvidedContractor ProvidedTRAINING CourtCourt Town HallSCREENING AREA N/AInsurance costs, staging/storage, weapons locker, etc. N/AMISCELLANEOUS POTENTIAL FUNDING SOURCES Court Enhancement Fund/General Fund Existing Fee Increases (Order Modifications, Warrants, Diversion fee, etc.) Implementation of Contract Administration Fee ITEM 8. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Reports                  Submitting Department: Administration Prepared by: Amanda Jacobs, Economic Development Director Staff Contact Information: Amanda Jacobs, Economic Development Director Request to Town Council Work Session - Council Retreat (Agenda Language):  Downtown Strategy Proposed Implementation and Next Steps Staff Summary (Background): The Downtown Strategy has not been updated since 2009. In September 2023, Council unanimously approved a three-year Community Economic Development Strategy (CEDS). One of the implementation strategies within the CEDS is to "Create a new Downtown Strategy consistent with current economic trends." In November 2023, Council provided support for a staff-driven process to update the Downtown Strategy. On September 4, 2024, Council unanimously approved and adopted an updated Downtown Strategy (attached). During the December 5 Council Work Session, staff will present a proposed implementation strategy for the next five (5) years that will impact the Capital Projects Fund and Downtown Fund. Attachments Downtown Implementation PP  Downtown Strategy  Downtown Map  Form Review Inbox Reviewed By Date Town Attorney Aaron D. Arnson 11/21/2024 08:01 AM Interim Town Manager Town Attorney Town Manager Form Started By: Amanda Jacobs Started On: 11/20/2024 11:13 AM Proposed Downtown Implementation & Next Steps Background •2009 Downtown Vision Plan •September 2023 Approved Community Economic Development Strategy •“Create a new Downtown Strategy consistent with current economic trends.” •November 2023 UUpdate Downtown Strategy •September 2024 Council AApproved Downtown Strategy 2024 Downtown Plan Proposed Downtown 5 YR – Capital Fund Capital Projects FY26 FY27 FY28 FY29 FY30 Avenue Linear Improvements $200,000 $200,000 N/A N/A N/A Streetscapes*$225,000 $2,483,000 $2,573,000 $2,317,000 $3,135,000 Sign Package $250,000 $250,000 N/A N/A N/A Total: $675,000 $2,933,000 $2,573,000 $2,317,000 $3,135,000 *Streetscape Scope Design of East ½ of Avenue Const. of East ½ PLUS Design of West ½ Const. of West ½ PLUS Design of Verde River Const. of Verde River PLUS Design of Parkview Construction of Parkview Proposed Downtown 8 YR – Capital Fund Capital Projects FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 Avenue Linear Improvements $200,000 $200,000 N/A N/A N/A N/A N/A N/A Streetscapes*$225,000 $2,245,000 $238,000 $2,372,000 $201,000 $2,003,000 $314,000 $3,135,000 Sign Package $250,000 $250,000 N/A N/A N/A N/A N/A N/A Total: $675,000 $2,695,000 $238,000 $2,372,000 $201,000 $2,003,000 $314,000 $3,135,000 *Streetscape Scope Design of East ½ of Avenue Const. of East ½ of Avenue Design of the West 1/2 Construction of West 1/2 Design of Verde River Construction of Verde River Design of Parkview Construction of Parkview Streetscape Example (Avenue of the Fountains - BEFORE) Streetscape Example (Avenue of the Fountains - AFTER) Streetscape Example (Avenue of the Fountains - AFTER) Streetscape Example (Verde/Parkview - BEFORE) Streetscape Example (Verde/Parkview - AFTER) Streetscape Example (Parkview - BEFORE) Streetscape Example (Parkview - AFTER) Sign Package Example Sign Package Example (Continued) Proposed Downtown – Downtown Fund (Ongoing Supplements) Downtown Fund FY26 FY27 FY28 FY29 FY30 Event Programming $20,000 $20,000 $20,000 $20,000 $20,000 Marketing $20,000 $20,000 $20,000 $20,000 $20,000 Banners $15,000 $15,000 $15,000 $15,000 $15,000 Murals $25,000 $25,000 $25,000 $25,000 $25,000 Façade Improvement Program $50,000 $50,000 $50,000 $50,000 $50,000 Palm/Tree Lights $20,000 $20,000 $20,000 $20,000 $20,000 Total: $150,000 $150,000 $150,000 $150,000 $150,000 Notes/Observations •Connectivity from the Ave to Fountain Park and Redevelopment of Pocket Parks – NOT included •Multi-Year Outlook •Council only considering FY26 •Based on budget appropriations •Based on economic conditions Next Steps •Finalize numbers for February 2025 Council Budget Workshop •Begin drafting policies –(seeking Council feedback) •Design Standards •Façade Improvement Program •Mural Program (Exterior Buildings) – collaborate with Plat 208 Questions? P a g e1 | Fountain Hills Downtown Strategy Town’s Mission The Town of Fountain Hills’ purpose is to serve the best interests of the community by: providing for the safety and well-being of its residents and visitors; respecting its special, small-town character and quality of life; providing superior public services; sustaining the public trust through open and responsive government; and maintaining the stewardship and preservation of its financial and natural resources. To serve and respect and provide trust and stewardship. Town’s Vision Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit, and strives to: Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; and, Be civic-minded and friendly, taking responsibility for our Town’s success by building partnerships and investing our talent and resources. Executive Summary The Downtown Strategy has not been updated since 2009. In September 2023, Council unanimously approved a three-year Community Economic Development Strategy (CEDS). One of the implementation strategies within the CEDS is to “Create a new Downtown Strategy consistent with current economic trends.” In November 2023, Council provided support for a staff-driven process to update the Downtown Strategy. For the purpose of developing this updated strategy, the area considered was north of El Lago, east of La Montana, and west of Foutain Park. This total area was divided into five sub-areas to consider some of the unique aspects of different portions of the downtown area. Staff held six focus group meetings with residents and businesses, conducted four electronic surveys and a public open house. Based on the feedback received, the Downtown Strategy focuses on four focus areas: x Land Use x Infrastructure x Economic Vitality x Public Spaces/Placemaking Background A vision plan was developed for the Downtown (formerly Town Center) in 2009. Over the last 14 years, several elements have been implemented to include the installation of the Avenue Linear Park and Park Place I and II. P a g e2 | Focus Area 1: Land Use Having the appropriate mix of uses in a commercial area is important to its success. The types of uses desirable in a given location vary depending on the intended nature of the area. The core of a downtown depends heavily on uses that attract pedestrians and relies on a high density of customers from nearby offices, residences, and entertainment activities. The Fountain Hills primary urban core area is along the Avenue, particularly from Saguaro to Verde River. This is an area that should have a predominance of restaurants, retail stores, and entertainment venues on the ground floor facing the street. Shade and outdoor activities such as sidewalk cafes and sitting areas should be readily available. Store fronts should be highly transparent to provide interest to the pedestrians on the sidewalk. Moving away from the intense core of the Avenue, the uses can become broader with a greater mix of commercial and office uses that can be less pedestrian oriented. One of the keys to a successful urban space is the energy that comes from activity that occurs consistently throughout the day and the week. Having residents in and near the area to provide activity and support for the businesses is essential. Implementation Strategies: x Improve the use and activity within the Avenue District by: o Amending ordinances to allow sidewalk cafes and developing standards for implementation. o Encouraging active front patio usage. x Amend the zoning ordinance to require active first floor uses (restaurants, retail, entertainment) along the Avenue District. x Improve maintenance of vacant properties by amending ordinances and enforcement practices for these properties. x Remove obstacles to development and encouraging the right uses in different areas by: o Reviewing practices and procedures to assist with development. o Amending ordinances to allow up to 12 dwelling units by right on upper floors o Reviewing and amend ordinances as necessary to allow a wide range of businesses on Parkview. x Improve the design quality of buildings in the Downtown through: o Developing design guidelines for the downtown. o Establishing a façade improvement program. x Explore options to work with building owners to improve the amount and quality of shade through building awnings. Focus Area 2: Infrastructure A high-quality built environment that is safe, comfortable, and attractive is important to the success of a downtown area. Through the focus groups, surveys, and open house, a consistent theme was the need for the Town to continue to improve the public space along our streets with outdoor gathering areas, room for sidewalk cafes, additional shade, and lighting. There is a strong desire for creating a place where people can gather P a g e3 | to dine, shop, and enjoy a variety of activities and walk comfortably throughout the downtown. The public right-of-way and the sidewalk system are key components of the urban fabric that provides a place for citizens to interact. Providing a consistent sidewalk system that provides connectivity throughout the downtown is critical to the long-term viability of the area. The sidewalk system needs to be free of obstructions and include ADA access to buildings and public spaces. In our environment shade is also an important part of the sidewalk system. Shade can be from trees, building awnings, or other shade structures. Given our otherwise dark skies, pedestrian oriented lighting is also important for safety. Implementation Strategies: x Implement streetscape improvements to include: o More trees and shade along the Avenue o Add sidewalks and trees along Parkview o Fill in sidewalk gaps within downtown boundary o Provide shade over gathering areas along the streets o Provide lighting at street crossings o Add festive lighting in the Avenue entertainment area x Create small, unique gathering places along the streets with shade and appropriate lighting. x Explore options to improve pedestrian connectivity between downtown and Fountain Park. x Evaluate options for improved event parking as recommended by the Downtown Parking Analysis. x Partner with Plat 208 for redevelopment of the pocket parks along the Avenue. x Coordinate with Plat 208 to improve connections from parking areas to streets within the downtown. x Determine the feasibility of installing public restrooms in the downtown area through a public- private partnership. Focus Area 3: Economic Vitality Economic vitality involves taking a proactive and collaborative approach to building and growing a diverse economic base through smart new investment, cultivating a robust ecosystem for small businesses, focusing on the unique assets of the Fountain Hills community, and fostering an environment to help build local wealth. Implementation Strategies: x Create flexible zoning uses within the Business District to attract targeted industries and new skilled talent. x Evaluate the current Entertainment District and modify to include uses such as dining, shopping and live entertainment. x Continue to collaborate with Shea-Connelly on the completion of Park Place. x Modify the Zoning Code to allow temporary uses on vacant properties. x Determine the feasibility of creating programming within the Avenue Linear Park to attract residents, visitors and businesses. x Continue small and large-scale events within the Avenue District and determine the feasibility of expanding event footprints to include other districts within the downtown. P a g e4 | x Partner with The Avenue Merchant Association (TAMA), local attractions and businesses within the downtown area to create a newsletter and schedule of events that can be promoted locally and regionally. Focus Area 4: Public Spaces/Placemaking Placemaking inspires people to collectively reimagine and reinvent public spaces as the heart of every community. Strengthening the connection between people and the places they share, placemaking refers to a collaborative process by which we can shape our public realm in order to maximize shared value. With community-based participation at its center, an effective placemaking process capitalizes on a local community's assets, inspiration, and potential, and it results in the creation of quality public spaces that contribute to people's health, happiness, and well-being. Placemaking shows people just how powerful their collective vision can be. It helps them to re-imagine everyday spaces, and to see anew the potential of parks, downtowns, waterfronts, plazas, neighborhoods, streets, markets, campuses and public buildings. During the April 2023 Economic Development workshop, the following question was asked: Placemaking inspires people to collectively reimagine and reinvent public spaces as the heart of every community. Where should Fountain Hills prioritize placemaking? Below are the results: 1. Downtown 2. Four Peaks Plaza/Target Shopping Center 3. Town Hall Campus/Centennial Circle 4. Fountain Park Implementation Strategies: Arts x Partner with the Southern Arizona Arts and Cultural Alliance (SAACA) to administer murals in strategic locations identified by the town. x Partner with Plat 208 to streamline the architectural review requirements to install exterior murals on buildings located within Plat 208. x Install murals on utility boxes located in Downtown Fountain Hills over the next six years, based on town funding. (Exhibit A). x Modify the public art policy to allow for performing and temporary art. Signage x Implement Town-wide Wayfinding Signage by December 2025. x Install entryway/monument signs within each district to identify and distinguish Fountain Hills’ downtown area. x Update the existing street banners along the Avenue District. x Provide pedestrian oriented signage to direct people to businesses. x Allow for additional temporary signage during special events. P a g e5 | Budget Implementation Plan The Downtown Strategy will be a multi-year plan that will have budgetary impacts that will include one- time and ongoing expenses. Budget priorities and implementation plans will be part of the annual budget process. Aven u e o f t h e F o u n t a i n s Ve r d e R i v e r D r Palis a d e s B l v d Sa g u a r o B l v d Park v i e w A v e La M o n t a n a D r Paul N o r d i n P k w y P a n o r a m a D r El La g o B l v d Districts District Strategy Business District The Avenue District South End District Civic District Saguaro Frontage Sidewalk Downtown Center Map Revised: November 14, 2023 El Lago B l v d Fountain Lake ITEM 9. TOWN OF FOUNTAIN HILLS STAFF REPORT    Meeting Date: 12/05/2024 Meeting Type: Town Council Work Session - Council Retreat Agenda Type: Regular Agenda                  Submitting Department: Administration Prepared by: Kandace French Contreras, Town Clerk Staff Contact Information: Kandace French Contreras, Town Clerk Request to Town Council Work Session - Council Retreat (Agenda Language):  Review and discussion of Council Projects and Priorities. Staff Summary (Background): Future matters to be adressed and/or reviewed by Council.  Form Review Inbox Reviewed By Date Town Attorney Interim Town Manager Town Attorney Town Manager Form Started By: Kandace French Contreras Started On: 12/02/2024 04:00 PM