HomeMy WebLinkAbout2021.0420.TCRM.Agenda.PacketNOTICE OF MEETING
COMBINED REGULAR MEETING/WORK SESSION
FOUNTAIN HILLS TOWN COUNCIL
Mayor Ginny Dickey
Vice Mayor David Spelich
Councilmember Gerry Friedel
Councilmember Sharron Grzybowski
TIME: 5:30 P.M. — COMBINED REGULAR MEETING/WORK SESSION
WHEN: TUESDAY, APRIL 20, 2021
WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Councilmember Alan Magazine
Councilmember Peggy McMahon
Councilmember Mike Scharnow
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Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the
Town's various Commission, Committee or Board members may be in attendance at the Council meeting.
Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a
right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child.
Meetings of the Town Council are audio and/or video recorded and, as a result, proceedings in which children are present
may be subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town
Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may
be made. If a child is present at the time a recording is made, the Town will assume that the rights afforded parents
pursuant to A.R.S. §1-602.A.9 have been waived.
REQUEST TO COMMENT
The public is welcome to participate in Council meetings.
TO SPEAK TO AN AGENDA ITEM, please complete a Request to Comment card, located in the back of the Council
Chambers, and hand it to the Town Clerk prior to discussion of that item, if possible. Include the agenda item on which
you wish to comment. Speakers will be allowed three contiguous minutes to address the Council. Verbal comments
should be directed through the Presiding Officer and not to individual Councilmembers.
TO COMMENT ON AN AGENDA ITEM IN WRITING ONLY, please complete a Request to Comment card, indicating it is a
written comment, and check the box on whether you are FOR or AGAINST and agenda item, and hand it to the Town
Clerk prior to discussion, if possible.
TO COMMENT IN WRITING ONLINE: Please feel free to provide your comments by visiting
htti3s://www.fh.az.gov/i3ubliccomment and SUBMIT a Public Comment Card by 3:00 PM on the day of the meeting.
These comments will be shared with the Town Council.
Town Council Combined Regular Meeting/Work Sessionof April 20, 2021 2 of 4
REGULAR 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).
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE — Mayor Dickey
2. MOMENT OF SILENCE
3. ROLL CALL — Mayor Dickey
4. REPORTS BY MAYOR, COUNCILMEMBERS AND TOWN MANAGER
A. PROCLAMATION April 22, 2021, as Earth Day "Restore Our Earth"
5. SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS
A. PRESENTATION by Captain Larry Kratzer with monthly report from Maricopa County
Sheriff's Office.
B. PRESENTATION on Review of Tourism Marketing Efforts in 2020-21
6. CALL TO THE PUBLIC
Pursuant to A.R.S. §38-431.01(H), public comment is permitted (not required) on matters NOT listed on the
agenda. Any such comment (i) must be within the jurisdiction of the Council, and (ii) is subject to reasonable
time, place, and manner restrictions. The Council will not discuss or take legal action on matters raised
during Call to the Public unless the matters are properly noticed for discussion and legal action. At the
conclusion of the Call to the Public, individual councilmembers may (i) respond to criticism, (ii) ask staff to
review a matter, or (iii) ask that the matter be placed on a future Council agenda.
7. CONSENT AGENDA ITEMS
All items listed on the Consent Agenda are considered to be routine, noncontroversial matters and will be
enacted by one motion of the Council. All motions and subsequent approvals of consent items will include all
recommended staff stipulations unless otherwise stated. There will be no separate discussion of these items
unless a councilmember or member of the public so requests. If a councilmember or member of the public
wishes to discuss an item on the Consent Agenda, he/she may request so prior to the motion to accept the
Consent Agenda or with notification to the Town Manager or Mayor prior to the date of the meeting for
which the item was scheduled. The items will be removed from the Consent Agenda and considered in its
Town Council Combined Regular Meeting/Work Sessionof April 20, 2021
normal sequence on the agenda.
3of4
A. CONSIDERATION OF Resolution 2021-08, abandoning portions of a 10' Public Utility and
Drainage Easement at the northwestern portion of 16144 E. Palisades Blvd.
8. REGULAR AGENDA
A. CONSIDERATION of modifications to the draft sign ordinance.
B. CONSIDERATION OF approving Cooperative Purchasing Agreement 2021-040 between the
Town of Fountain Hills and Southwest Slurry Seal for pavement maintenance.
C. CONSIDERATION OF the Town of Fountain Hills joining Arizona Thrives.
D. DISCUSSION WITH POSSIBLE CONSIDERATION relating to any item included in the League
of Arizona Cities and Towns' weekly Legislative Bulletin(s) or relating to any action
proposed or pending before the State Legislature.
9. COUNCIL DISCUSSION/DIRECTION to the TOWN MANAGER
Item(s) listed below are related only to the propriety of (i) placing such item(s) on a future agenda for action,
or (ii) directing staff to conduct further research and report back to the Council.
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WORK SESSION
1. CALL TO ORDER
2. DISCUSSION and POSSIBLE Direction regarding the proposed Community Services Parks,
Recreation, and Trail Master Plan.
3. ADJOURNMENT
Town Council Combined Regular Meeting/Work Sessionof April 20, 2021 4 of 4
CERTIFICATE OF POSTING OF NOTICE
The undersigned hereby certifies that a copy of the foregoing notice was duly posted in accordance with the statement filed
by the Town Council with the Town Clerk.
Dated this day of 2021.
Elizabeth A. Burke, MMC, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5199 (voice)
or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in the meeting or to obtain
agenda information in large print format. Supporting documentation and staff reports furnished the Council with this agenda are available
for review in the Clerk's Office.
ITEM 4. A.
Meeting Date: 04/20/2021
Agenda Type: Reports
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Type: Town Council Regular Meeting
Submitting Department: Administration
Prepared by: Angela Padgett -Espiritu, Executive Assistant to Manager, Mayor/Council
Staff Contact Information: Angela Padgett -Espiritu, Executive Assistant to Manager,
Mayor/Council
SPECIAL PUBLIC APPEARANCES/PRESENTATIONS (Agenda Language): PROCLAMATION April
22, 2021, as Earth Day "Restore Our Earth"
Staff Summary (Background)
At the Town Council meeting on April 20, 2021, Mayor Ginny Dickey will be proclaiming April 22, 2021,
asEorth Day, "Restore Our Earth."
Proclamation - Earth Day April 2021
Inbox
Finance Director
Town Attorney
Reviewed By
David Pock
Aaron D. Arnson
Town Manager Grady E. Miller
Form Started By: Angela Padgett -Espiritu
Final Approval Date: 04/13/2021
Attachments
Form Review
Date
04/08/2021 03:45 PM
04/13/2021 08:43 AM
04/13/2021 10:15 AM
Started On: 04/05/2021 05:16 PM
Town of Fountain Hills
Prodamation
Earth Day "Restore Our Earth"
WHEREAS, Earth Day was founded in 1970 and included environmental teachings that educated
Americans about environmental and species conservation issues, and connected those issues to their
health and well-being; and
WHEREAS, on April 22, 1970, 20 million Americans activated a bipartisan spirit that motivated the passing
of the Clean Air, Clean Water and Endangered Species Acts and other groundbreaking environmental
laws; and
WHEREAS, Earth Day 2021 is Restore Our Earth'"', which focuses on natural processes, emerging green
technologies, and innovative thinking that can restore the world's ecosystems; and
WHEREAS, Restore Our Earth encompasses goals and actions including reforestation, regenerative
agriculture and sustainable food, plastic cleanups, climate literacy, and citizen science. Supporting the
health and resilience of communities, we have the ability to make lasting changes; and
WHEREAS, we all need a healthy Earth to support our jobs, livelihoods, health, survival, and happiness. A
healthy planet is not an option — it is a necessity; and
Tr!> WHEREAS, Earth Day is an annual reminder of the need for stewardship commitments and sustainability
efforts; more than 1 billion people in 192 countries now participate in Earth Day activities each year,
making it the largest civic observance in the world; and
WHEREAS, the Town has taken a variety of actions over the years including community -wide curbside
recycling, energy savings measures, and adding solar options, and will continue with water quality
improvement, installing electric vehicle charging stations and creating a more walkable community;
NOW, THEREFORE, I, Ginny Dickey, Mayor of the Town of Fountain Hills, Arizona do hereby proclaim
April 22, 2021, as:
EARTH DAY "RESTORE OUR EARTH" 40
And encourage all our citizens, businesses, and institutions to use this day to celebrate and commit to
help Restore our Earth.
IN WITNESS WHEREOF, I have hereunto set my hand and caused to be affixed the Great Seal of the Town
of Fountain Hills, Arizona, this 20`h day of April 2021.
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f. pry, Ginn Dickey, M yor
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Elizabeth urke, Town Cl k
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ITEM 5. B.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 04/20/2021 Meeting Type: Town Council Regular Meeting
Agenda Type: Public Appearances/Presentations Submitting Department: Administration
Prepared by: James Smith, Economic Development Director
Staff Contact Information: James Smith, Economic Development Director
SPECIAL PUBLIC APPEARANCES/PRESENTATIONS (Agenda Language): PRESENTATION on
Review of Tourism Marketing Efforts in 2020-21
Staff Summary (Background)
At the recent Town Council Budget Retreat, there were questions regarding Tourism marketing efforts
that had been undertaken during the previous year. At that time, the Town Manager committed to
coming back to Council at a later date with a comprehensive presentation addressing our recent
accomplishments.
Economic Development and Tourism staff will detail the significant amount of work that has been done
to promote tourism in Fountain Hills, even in the midst of the pandemic. These efforts have included
targeting travelers that come the Phoenix region for major events as well as local residents that are
interested in safe, unique day trips.
Additional presentation topics will include:
• Tourism's core messaging
• Airport partnerships
• Magazine advertising
• Major event partnerships
• Spring Training advertising/partnerships
• Music Fest promotion/advertising
• Tourism's publications
• Fountain webcam
• Tourism's website traffic
• Additional complementary branding/marketing efforts
Form Review
Inbox Reviewed By Date
Finance Director David Pock 04/07/2021 05:21 PM
Town Attorney Aaron D. Arnson 04/13/2021 08:43 AM
Town Manager Grady E. Miller 04/13/2021 10:13 AM
Form Started By: James Smith Started On: 04/07/2021 04:03 PM
Final Approval Date: 04/13/2021
ITEM 7. A.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 04/20/2021 Meeting Type: Town Council Regular Meeting
Agenda Type: Consent Submitting Department: Public Works
Prepared by: Anh Harambasic, Town Engineer
Staff Contact Information: Justin Weldy, Public Works Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF Resolution
2021-08, abandoning portions of a 10' Public Utility and Drainage Easement at the northwestern
portion of 16144 E. Palisades Blvd.
Staff Summary (Background)
This is a proposal to abandon 100 feet of the pre -incorporation 10' Public Utility and Drainage Easement
at the northwestern portion of Plat 212, Block 11, Lot 20 (16144 E. Palisades). John Mason, the
applicant, has indicated he intends on extending a short wall and installing pavers.
Staff has reviewed the site to determine any on -site drainage issues in addition to the Town's general
interest in the easement. There is no need for the Town to retain the drainage easement proposed to be
abandoned, with the understanding that the owner of the lot is required to pass the developed flows
generated by the upstream lots across their property. All public utilities have approved the
abandonment of this easement.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends adoption of Resolution 2021-08.
SUGGESTED MOTION
MOVE to adopt Resolution 2021-08.
Vicinity Map
Exhibit A: Survey
Aerial Photo Map
Res 2021-08
Attachments
Form Review
Inbox
Reviewed By
Town Clerk
Anh Harambasic
Town Engineer (Originator)
Anh Harambasic
Town Clerk
Elizabeth A. Burke
Development Services Director
John Wesley
Town Attorney
Aaron D. Arnson
Town Manager
Grady E. Miller
Form Started By: Anh Harambasic
Final Approval Date: 04/06/2021
Date
04/01/202109:18 AM
04/01/2021 11:06 AM
04/01/2021 12:41 PM
04/06/202107:07 AM
04/06/202108:26 AM
04/06/202109:49 AM
Started On: 03/30/2021 10:45 AM
TOWN OF FOUNTAIN HILLS
EASEMENT ABANDONMENT
EXHIBIT "A"
FOUNTAIN HILLS PLAT NO. 212, BLOCK 11, LOT 20
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N 46°15'00" W 80.00'
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DA TE: 3-26-21
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BLOCK 11
ABANDON 10'
P.U.E. & D.E.
N 46°15'00" W 80.00'
PALISADES BLVD
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DEVELOPMENT SERVICES
EA. 2021-08
2019 AERIAL
SITE PLAN
PLAT: 212, BLOCK 11, LOT 20
ADDRESS: 16144 E PALISADES BLVD
ZONING: R1-8
LOT AREA: 10,006 SF
ROOF AREA: N/A
(AREAS ARE APPROXIMATE)
LEGEND:
LOTLINE
RIGHT OF WAY
CENTERLINE -
EASEMENT
ABAND. EASEMENT — — — — -
SUBJECT SITE
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0 10' 20'
SCALE: 1" = 20'
RESOLUTION 2021-08
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, ABANDONING WHATEVER RIGHT, TITLE, OR
INTEREST IT HAS IN ABANDONING PORTIONS OF THE PRE -
INCORPORATION 10' PUBLIC UTILITY AND DRAINAGE EASEMENT AT THE
NORTHWESTERN PORTION OF 16144 E. PALISADES BLVD (PLAT 212,
BLOCK 11, LOT 20), FOUNTAIN HILLS, ARIZONA, AS RECORDED IN THE
OFFICE OF THE COUNTY RECORDER OF MARICOPA COUNTY, ARIZONA,
RECORDED IN BOOK 141, OF MAPS, PAGE 17
RECITALS:
WHEREAS, the Mayor and Council of the Town of Fountain Hills (the "Town Council"), as the
governing body of real property located in the Town of Fountain Hills (the "Town"), may require the
dedication of public streets, sewer, water, drainage, and other utility easements or rights -of -way
within any proposed subdivision; and
WHEREAS, the Town Council has the authority to accept or reject offers of dedication of private
property by easement, deed, subdivision, plat or other lawful means; and
WHEREAS, all present utility companies have received notification of the proposed abandonment.
ENACTMENTS:
NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, as follows:
SECTION 1 That the 100 feet of the pre -incorporation 10' public utility and drainage easement,
located at the northwestern portion of Plat 212, Block 11, Lot 20 (16144 E. Palisades) Fountain Hills,
as recorded the Office of the County Recorder of Maricopa County, Arizona, Book 141 of Maps,
Page 17, are hereby declared to be abandoned by the Town. Certain lots within this subdivision are
subject to lot -to -lot drainage runoff. The property owner is required to pass the developed flows
generated by the upstream lots across their property.
SECTION 2 That this Resolution is one of abandonment and disclaimer by the Town solely for
the purpose of removing any potential cloud on the title to said property and that the Town in no
way attempts to affect the rights of any private party to oppose the abandonment or assert any right
resulting there from or existing previous to any action by the Town.
PASSED AND ADOPTED BY the Mayor and Council of the Town of Fountain Hills, this 20th day
of April, 2021.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
Ginny Dickey, Mayor
Elizabeth A. Burke, Town Clerk
RESOLUTION 2021-08
PAGE 2
REVIEWED BY:
Grady E. Miller, Town Manager
APPROVED AS TO FORM:
Aaron D. Arnson, Town Attorney
ITEM 8. A.
LAIN
% 6T'
) TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 04/20/2021 Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Development Services
Prepared by: John Wesley, Development Services Director
Staff Contact Information: John Wesley, Development Services Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION of
modifications to the draft sign ordinance.
Staff Summary (Background)
The Town Council discussed the draft sign ordinance at the January 19 and February 16 Council
meetings. At the Town Council meeting on February 16, 2021, there was significant discussion regarding
whether the Town should prohibit all temporary signs in the public right of way. The Council requested
staff to further research this issue. Staff researched the following cities and towns:
• Mesa's code does not allow temporary signs in the ROW, except in the defined Downtown
Pedestrian Overlay area. Despite this prohibition, temporary signs are regularly placed in the
right of way, including medians.
• Sedona allows temporary signs in the ROW in residential areas but not in commercial areas.
• Paradise Valley does not allow temporary signs in the ROW.
• Gilbert has a general provision against temporary signs in the ROW but then has as specific
allowance for A -frames which allows them to be in locations five feet from the roadway, except in
its Heritage Area where the signs can be one foot from the roadway. If placed on a sidewalk, signs
can be no more than 1/3 rd the width of the sidewalk and must maintain a minimum
4-foot clearance.
• Queen Creek allows temporary signs in the ROW provided they are at least 15 feet from the
roadway or 2 feet behind a sidewalk. Other allowances are made for specific sign types, such as
A -frames may be on the sidewalk in the TC District.
• Tempe does not allow signs in the ROW except as allowed by state law.
• Scottsdale's ordinance is not clear. Regulations for on -premise portable signs and off -premise
directional signs, the placement allowance never specifically states whether the signs are allowed
in the ROW. Regulations, however, state they cannot obstruct a public sidewalk and says they
cannot be attached to light poles, traffic control devices, utility cabinets, etc. which would tend to
indicate they can go in the ROW.
As one can see from these examples, neighboring communities have taken a variety of approaches to
regulating temporary signs in the ROW. A condition that would impact Fountain Hills more than several
of these other communities is its topography. Some properties slope significantly enough that a sign
placed too far from the street may not be seen. Additionally, most people do not understand where
their property lines are in relationship to the curb. Another consideration is that individual property
owners are required to maintain the land out to the street and may not understand why they cannot put
a temporary sign there.
The draft sign ordinance has three types of signs that would be impacted by a restriction regarding
placement in the ROW. The draft ordinance has the following provisions:
• A -frames. These signs would be allowed in commercial and industrial areas, one sign per
business, one foot behind the curb or edge of pavement. The current draft ordinance does
not allow them on a sidewalk. They are allowed in residential areas only when used as a
residential directional sign. These can also be one foot from the curb or edge of pavement.
A -frame signs are not allowed in the Shea Blvd. right of way, except when used as a residential
directional sign then they have to be at least 150 feet from the curb.
• Post and board. These signs are allowed in any zoning district, one per street front, and must be
on private property at least 6 feet behind the curb or edge of pavement. They are allowed in the
Shea Blvd. right of way. This wording may need to be corrected to be clear whether they can be
in the right of way.
• Yard. These are allowed in all zoning districts, one per lot, and must be on private property at
least 2 feet behind a sidewalk or 6 feet behind a curb, whichever is greater. When used as a
residential directional sign they can be 1 foot behind the curb or edge of pavement. Yard signs
are not allowed in the Shea Blvd. right of way, except when used as a residential directional sign,
then they have to be at least 150 feet from the curb.
There has been some concern among the Town Council members about adopting ordinances that will be
difficult to enforce. Given the issues involved with these signs, staff believes it will be challenging to
enforce an ordinance that prohibits these signs from being placed in the right of way. Residents are
often not going to know where the property line is or not know the code requirement. In areas where
the terrain is steep, signs away from the right of way may not be seen; and, to truly enforce the code in
close situations staff could spend a lot of time determining where the right of way line is.
As shown in the information above, several communities allow A -frames on sidewalks in their
downtown commercial zone. We should consider this amendment to the draft ordinance and allow
A -frames on sidewalks in the areas zoned TCCD or with the Planned Shopping Plaza Overlay. We could
amend the ordinance to allow these types of signs in these districts provided the sidewalk is a minimum
8 feet wide and the sign is placed to allow a minimum 4-foot clearance on at least one side.
A related question the Council had at the last meeting was regarding the hours the signs could be
posted. This would apply to A -frame signs which are limited to display between dusk and dawn. It was
pointed out that a specific time frame would be easier to enforce. The challenge with a specific time
frame is that at different times of the year the length of daylight changes, and we would either be
requiring signs to come in when it is still light, or allow them to be out after dark. Another alternative
that ties the time down would be to allow them to be displayed from 1/2 hour before official sunrise
and up to 1/2 hour after official sunset.
A final point of discussion at the Council meeting was regarding display of flags on a building. There was
discussion about options for allowing them on a building versus limiting them to just poles. There was
interest in allowing this but concern about it getting out of hand since we cannot control the message on
the sign. An option for consideration would be to allow them to be hung on a building on a federal or
state holiday. While this would not limit the message, it would significantly limit the number of days
such signs could be displayed.
Related Ordinance, Policy or Guiding Principle
Zoning Ordinance Chapter 6 Sign Regulations
Draft Sign Regulations
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
This report outlines staff findings and recommendations in response to the most recent discussions by
the Town Council regarding changes to the draft sign ordinance. Staff will receive Council direction on
these items and make adjustments accordingly to the ordinance. A public hearing will be scheduled in
the future to allow for public comment and Council action on the ordinance.
SUGGESTED MOTION
No action is being taken at this time.
Inbox
Development Services Director (Originator)
Finance Director
Town Attorney
Town Manager
Form Started By: John Wesley
Final Approval Date: 04/05/2021
Form Review
Reviewed By
Date
John Wesley
04/01/2021 10:18 AM
David Pock
04/01/2021 10:27 AM
Aaron D. Arnson
04/01/2021 10:30 AM
Grady E. Miller
04/05/2021 10:41 AM
Started On: 03/11/2021 08:21 AM
ITEM 8. B.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 04/20/2021 Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Public Works
Prepared by: Justin Weldy, Public Works Director
Staff Contact Information: Justin Weldy, Public Works Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF approving
Cooperative Purchasing Agreement 2021-040 between the Town of Fountain Hills and Southwest Slurry
Seal for pavement maintenance.
Staff Summary (Background)
On March 17, 2020, staff presented maps to the Town Council showing the recommended locations to
be paved in FY 20-21. At that meeting, staff indicated that the downtown locations would be
undertaken as part of the 2020-2021 pavement management program and would coincide with the
completion of the roundabout at Avenue of the Fountain and La Montana. During the meeting staff
indicated the remaining locations (all classified as local streets) would be undertaken in the spring of
2021, and include mill and overlay, crack filling and other pavement management applications.
An effective pavement preservation program will address pavements while they are still in reasonably
good condition and before the onset of serious damage by applying a cost-effective treatment at the
right time. Slurry seal is a surface treatment designed to extend the life of asphalt pavements in good
condition by providing skid resistance, restricting moisture intrusion, protecting the structure from
further oxidation and raveling, and restoring a uniform black appearance.
Applying slurry seal to local streets that have been crack filled as part of the 2020-2021 Pavement
Maintenance Program will help to maintain a Grade level C- or better for an additional five to seven
years. The slurry seal which is made from emulsified asphalt (a mixture made from oil and fine sand)
applied in thickness ranging from 3/8" to 5/8" will be applied to the existing pavement surface to create
a new wearing course. This application is generally used to extend the life of pavement that shows signs
of surface deterioration. Slurry sealing does not replace repaving, but rather reinforces and prolongs
the life of existing roadways. As part of a proactive pavement management program. Slurry seal boasts
quick construction times and reasonable disruption to the traveling public
By utilizing State, County and City Government cooperative purchasing agreement contracts, the Town
has been able to take advantage of competitive pricing from other municipalities' bidding processes.
This cooperative purchasing agreement is an excellent example of this process. Recently, Pinal County
solicited bids for Street Maintenance & Repair Services (ROQ-175923). The Pinal County Board of
Directors selected and awarded a contract to Southwest Slurry Seal Inc. The company has agreed to
extend Pinal Counties contract pricing to the Town of Fountain Hills.
In a typical fiscal year, the Public Works Department would have $2.5 million to expend on pavement
management activities. Due to carryover of unexpended funding from prior years, the Public Works
Department is proposing to utilize carryover funding in the amount of $250,000 to $350,000 for
undertaking additional road segments this spring. The contract with Southwest Slurry Seal Inc. will cover
the remainder of this fiscal year and address future pavement maintenance and repair in outlying years
due to the additional years left on the multi -year cooperative purchasing agreement.
Related Ordinance, Policy or Guiding Principle
Policy; Town adopted Procurement Policy Guiding Principle; Pavement Management
Risk Analysis
Failure to approve the contract for street maintenance and repair could delay projects and result in
higher pricing.
Recommendations) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends the approval of Cooperative Purchasing Agreement 2021-040 between the Town and
Southwest Slurry Seal for pavement maintenance.
SUGGESTED MOTION
MOVE to approve Cooperative Purchasing Agreement 2021-040 between the Town of Fountain Hills and
Southwest Slurry Seal for pavement maintenance in the amount of $400,000.
Fiscal Impact
Fiscal Impact: $400,000
Budget Reference: 256
Funding Source: HURF
If Multiple Funds utilized, list here:
Budgeted: if No, attach Budget Adjustment Form:
Cooperative Purchasing Agreement 2021-040
Pinal County SOQ
Pinal County Contract
Proposed Map Locations
Inbox
Public Works Director (Originator)
Finance Director
Town Attorney
Town Manager
Form Started By: Justin Weldy
Final Approval Date: 04/08/2021
Attachments
Form Review
Reviewed By Date
Justin Weldy 04/07/2021 03:06 PM
David Pock 04/07/2021 05:58 PM
Aaron D. Arnson 04/08/2021 03:54 PM
Grady E. Miller 04/08/2021 05:08 PM
Started On: 03/15/202102:15 PM
Contract No. 2021-040
COOPERATIVE PURCHASING AGREEMENT
BETWEEN
THE TOWN OF FOUNTAIN HILLS
AND
SOUTHWEST SLURRY SEAL, INC.
THIS COOPERATIVE PURCHASING AGREEMENT (this "Agreement") is entered into
as of March 23, 2021, between the Town of Fountain Hills, an Arizona municipal corporation (the
"Town"), and Southwest Slurry Seal, Inc., an Arizona corporation (the "Contractor").
RECITALS
A. After a competitive procurement process, the County of Pinal (the "County")
entered into Contract No.175923, dated June 27, 2018 (the "County Contract"), for the Contractor
to provide labor, equipment, and materials necessary to undertake asphalt maintenance and repair
services. A copy of the Contract is attached hereto as Exhibit A and incorporated herein by
reference, to the extent not inconsistent with this Agreement.
B. The Town is permitted, pursuant to Section 3-3-27 of the Town Code and Section
10 of the Town Procurement Policy, to make purchases under the County Contract, at its discretion
and with the agreement of the awarded Contractor, and the County Contract permits its cooperative
use by other public entities (Article 1.2), including the Town.
C. The Town and the Contractor desire to enter into this Agreement for the purpose of
(i) acknowledging their cooperative contractual relationship under the County Contract and this
Agreement, (ii) establishing the terms and conditions by which the Contractor may provide labor,
equipment, and materials necessary to undertake asphalt maintenance and repair services (the
"Materials and Services") and (iii) setting the maximum aggregate amount to be expended
pursuant to this Agreement related to the Materials and Services.
AGREEMENT
NOW, THEREFORE, in consideration of the foregoing introduction and recitals, which
are incorporated herein by reference, the following mutual covenants and conditions, and other
good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged,
the Town and the Contractor hereby agree as follows:
1. Term of Agreement. This Agreement shall be effective as of the date first set forth
above and shall remain in full force and effect until June 30, 2022 (the "Initial Term"), if the
County Contract is extended and unless terminated as otherwise provided in this Agreement or the
County Contract. After the expiration of the Initial Term, this Agreement may be renewed for up
to two successive one-year terms (the "Renewal Term") if. (i) it is deemed in the best interests of
the Town, subject to availability and appropriation of funds for renewal in each subsequent year,
(ii) the term of the County Contract has not expired or has been extended, (iii) at least 30 days
prior to the end of the then -current term of this Agreement, the Contractor requests, in writing, to
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extend this Agreement for an additional one-year term and (iv) the Town approves the additional
one-year term in writing (including any price adjustments approved as part of the County
Contract), as evidenced by the Town Manager's signature thereon, which approval may be
withheld by the Town for any reason. The Contractor's failure to seek a renewal of this Agreement
shall cause this Agreement to terminate at the end of the then -current term of this Agreement;
provided, however, that the Town may, at its discretion and with the agreement of the Contractor,
elect to waive this requirement and renew this Agreement. The Initial Term and any Renewal
Term(s) are collectively referred to herein as the "Term." Upon renewal, the terms and conditions
of this Agreement shall remain in full force and effect.
2. Scope of Work. Contractor shall provide to the Town the Services under the terms
and conditions of the County Contract and according to the specifications set forth in the
Contractor's Proposal attached hereto as Exhibit A and incorporated herein by reference.
2.1 Inspection, Acceptance. All Materials and Services are subject to final
inspection and acceptance by the Town. Materials failing to conform to the requirements of this
Agreement and/or the County Contract will be held at Contractor's risk and may be returned to the
Contractor. If so returned, all costs are the responsibility of the Contractor. Upon discovery of non-
conforming Materials or Services, the Town may elect to do any or all of the following by written
notice to the Contractor: (i) waive the non-conformance; (ii) stop the work immediately; or (iii)
bring Materials or Services into compliance and withhold the cost of same from any payments due
to the Contractor.
2.2 Cancellation. The Town reserves the right to cancel any work order within
a reasonable time after issuance. Should a work order be canceled, the Town agrees to reimburse
the Contractor, but only for actual and documentable costs incurred by the Contractor due to and
after issuance of the work order. The Town will not reimburse the Contractor for any costs incurred
after receipt of the Town notice of cancellation, or for lost profits, shipment of product prior to
issuance of a work order or for anything not expressly permitted pursuant to this Agreement.
3. Compensation. The Town shall pay Contractor an amount not to exceed $400,000
(four hundred thousand dollars) for the Materials and Services. The Town shall approve work as
a series of individual job order assignments (A.R.S. Title 34) subject to budget review and Town
Council approval. The aggregate not -to -exceed amount, inclusive of all Renewal Terms, shall not
exceed $1,200,000 (one million two hundred thousand dollars).
4. Payments. The Town shall pay the Contractor monthly, based upon acceptance and
delivery of Materials and/or Services performed and completed to date, and upon submission and
approval of invoices. Each invoice shall (i) contain a reference to this Agreement and the County
Contract and (ii) document and itemize all work completed to date. The invoice statement shall
include a record of materials delivered, time expended, and work performed in sufficient detail to
justify payment. Additionally, invoices submitted without referencing this Agreement and the
County Contract will be subject to rejection and may be returned.
5. Records and Audit Rights. To ensure that the Contractor and its subcontractors are
complying with the warranty under Section 6 below, Contractor's and its subcontractors' books,
records, correspondence, accounting procedures and practices, and any other supporting evidence
2
relating to this Agreement, including the papers of any Contractor and its subcontractors'
employees who perform any work or services pursuant to this Agreement (all of the foregoing
hereinafter referred to as "Records"), shall be open to inspection and subject to audit and/or
reproduction during normal working hours by the Town, to the extent necessary to adequately
permit evaluation of the Contractor's and its subcontractors' compliance with the Arizona
employer sanctions laws referenced in Section 6 below. To the extent necessary for the Town to
audit Records as set forth in this Section, Contractor and its subcontractors hereby waive any rights
to keep such Records confidential. For the purpose of evaluating or verifying such actual or
claimed costs or units expended, the Town shall have access to said Records, even if located at its
subcontractors' facilities, from the effective date of this Agreement for the duration of the work
and until three years after the date of final payment by the Town to Contractor pursuant to this
Agreement. Contractor and its subcontractors shall provide the Town with adequate and
appropriate workspace so that the Town can conduct audits in compliance with the provisions of
this Section. The Town shall give Contractor or its subcontractors reasonable advance notice of
intended audits. Contractor shall require its subcontractors to comply with the provisions of this
Section by insertion of the requirements hereof in any subcontract pursuant to this Agreement.
6. E-verify Requirements. To the extent applicable under ARiz. REV. STAT. § 41-
4401, the Contractor and its subcontractors warrant compliance with all federal immigration laws
and regulations that relate to their employees and their compliance with the E-verify requirements
under ARIZ. REV. STAT. § 23-214(A). Contractor's or its subcontractors' failure to comply with
such warranty shall be deemed a material breach of this Agreement and may result in the
termination of this Agreement by the Town.
7. Israel. Contractor certifies that it is not currently engaged in and agrees for the
duration of this Agreement that it will not engage in a "boycott," as that term is defined in ARiz.
REV. STAT. § 35-393, of Israel.
8. Conflict of Interest. This Agreement may be canceled by the Town pursuant to
ARiz. REV. STAT. § 38-511.
9. Applicable Law; Venue. This Agreement shall be governed by the laws of the State
of Arizona and a suit pertaining to this Agreement may be brought only in courts in Maricopa
County, Arizona.
10. Agreement Subject to Appropriation. The Town is obligated only to pay its
obligations set forth in this Agreement as may lawfully be made from funds appropriated and
budgeted for that purpose during the Town's then current fiscal year. The Town's obligations
under this Agreement are current expenses subject to the "budget law" and the unfettered
legislative discretion of the Town concerning budgeted purposes and appropriation of funds.
Should the Town elect not to appropriate and budget funds to pay its Agreement obligations, this
Agreement shall be deemed terminated at the end of the then -current fiscal year term for which
such funds were appropriated and budgeted for such purpose and the Town shall be relieved of
any subsequent obligation under this Agreement. The parties agree that the Town has no obligation
or duty of good faith to budget or appropriate the payment of the Town's obligations set forth in
this Agreement in any budget in any fiscal year other than the fiscal year in which this Agreement
is executed and delivered. The Town shall be the sole judge and authority in determining the
availability of funds for its obligations under this Agreement. The Town shall keep Contractor
3
informed as to the availability of funds for this Agreement. The obligation of the Town to make
any payment pursuant to this Agreement is not a general obligation or indebtedness of the Town.
Contractor hereby waives any and all rights to bring any claim against the Town from or relating
in any way to the Town's termination of this Agreement pursuant to this section.
11. Conflicting Terms. erms. In the event of any inconsistency, conflict or ambiguity among
the terms of this Agreement, the County Contract, the Proposal, and invoices, the documents shall
govern in the order listed herein. Notwithstanding the foregoing, and in conformity with Section 2
above, unauthorized exceptions, conditions, limitations or provisions in conflict with the terms of
this Agreement or the County Contract (collectively, the "Unauthorized Conditions"), other than
the Town's project -specific requirements, are expressly declared void and shall be of no force and
effect. Acceptance by the Town of any work order or invoice containing any such Unauthorized
Conditions or failure to demand full compliance with the terms and conditions set forth in this
Agreement or under the County Contract shall not alter such terms and conditions or relieve
Contractor from, nor be construed or deemed a waiver of, its requirements and obligations in the
performance of this Agreement.
12. Rights and Privileges. To the extent provided under the County Contract, the Town
shall be afforded all of the rights and privileges afforded to the County and shall be the "County"
(as defined in the County Contract) for the purposes of the portions of the County Contract that
are incorporated herein by reference.
13. Indemnification; Insurance. In addition to and in no way limiting the provisions set
forth in Section 12 above, the Town shall be afforded all of the insurance coverage and
indemnifications afforded to the County to the extent provided under the County Contract, and
such insurance coverage and indemnifications shall inure and apply with equal effect to the Town
under this Agreement including, but not limited to, the Contractor's obligation to provide the
indemnification and insurance. In any event, the Contractor shall indemnify, defend and hold
harmless the Town and each council member, officer, employee or agent thereof (the Town and
any such person being herein called an "Indemnified Party"), for, from and against any and all
losses, claims, damages, liabilities, costs and expenses (including, but not limited to, reasonable
attorneys' fees, court costs and the costs of appellate proceedings) to which any such Indemnified
Party may become subject, under any theory of liability whatsoever ("Claims"), insofar as such
Claims (or actions in respect thereof) relate to, arise out of, or are caused by or based upon the
negligent acts, intentional misconduct, errors, mistakes or omissions, in connection with the work
or services of the Contractor, its officers, employees, agents, or any tier of subcontractor in the
performance of this Agreement.
14. Notices and Requests. Any notice or other communication required or permitted to
be given under this Agreement shall be in writing and shall be deemed to have been duly given if
(i) delivered to the party at the address set forth below, (ii) deposited in the U.S. Mail, registered
or certified, return receipt requested, to the address set forth below or (iii) given to a recognized
and reputable overnight delivery service, to the address set forth below:
If to the Town: Town of Fountain Hills
16705 E. Avenue of the Fountains
Fountain Hills, Arizona 85268
Attn: Grady E. Miller, Town Manager
M
With copy to: Town of Fountain Hills
16705 E. Avenue of the Fountains
Fountain Hills, Arizona 85268
Attn: Aaron D. Arnson, Town Attorney
If to Contractor: Darryn Olson
Southwest Slurry Seal, Inc.
22855 N. 215t Ave.
Phoenix, Az. 85027
or at such other address, and to the attention of such other person or officer, as any party may
designate in writing by notice duly given pursuant to this subsection. Notices shall be deemed
received: (i) when delivered to the party, (ii) three business days after being placed in the U.S.
Mail, properly addressed, with sufficient postage or (iii) the following business day after being
given to a recognized overnight delivery service, with the person giving the notice paying all
required charges and instructing the delivery service to deliver on the following business day. If
a copy of a notice is also given to a party's counsel or other recipient, the provisions above
governing the date on which a notice is deemed to have been received by a party shall mean and
refer to the date on which the party, and not its counsel or other recipient to which a copy of the
notice may be sent, is deemed to have received the notice.
[SIGNATURES APPEAR ON FOLLOWING PAGES]
5
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date
and year first set forth above.
"Town"
TOWN OF FOUNTAIN HILLS,
an Arizona Municipal Corporation
Grady E. Miller, Town Manager
ATTEST:
Elizabeth A. Burke, Town Clerk
APPROVED AS TO FORM:
Aaron D. Amson, Town Attorney
(ACKNOWLEDGEMENT)
STATE OF ARIZONA )
) ss.
COUNTY OF MARICOPA )
On , 20_, before me personally appeared Grady E. Miller, the Town
Manager of the TOWN OF FOUNTAIN HILLS, an Arizona municipal corporation, whose identity
was proven to me on the basis of satisfactory evidence to be the person who he claims to be, and
acknowledged that he signed the above document, on behalf of the Town of Fountain Hills.
Notary Public
(Affix notary seal here)
[SIGNATURES CONTINUE ON FOLLOWING PAGE]
2
"Contractor"
SOUTHWEST SLURRY SEAL, INC.
an Arizona corporation.
By: _
Name:
Title:
(ACKNOWLEDGEMENT)
STATE OF )
ss.
COUNTY OF )
On 20_, before me personally appeared , the
of , an Arizona , whose identity
was proven to me on the basis of satisfactory evidence to be the person who he or she claims to be,
and acknowledged that he or she signed the above document, on behalf of the corporation.
(Affix notary seal here)
Notary Public
7
EXHIBIT A
TO
COOPERATIVE PURCHASING AGREEMENT
BETWEEN
THE TOWN OF FOUNTAIN HILLS
AND
[County Contract]
See following pages.
14 ROQ-175923 Pinal County
% Finance Department
"iF"` JOC Asphalt 31 N. Pinal St.
PINAL COUNTY Maintenance & Re (� air P.O. Box BBox1
1348
WTI)F OPHXOPPORTi' T'F7 Services Florence, AZ 85132
NOTICE OF REVIEW OF QUALIFICATIONS
Designated Agency: PINAL COUNTY PUBLIC WORKS DEPARTMENT
Material or Service: JOC ASPHALT MAINTENANCE & REPAIR SERVICES
Contract Type: FIRM FIXED PRICE
Contract Period: ONE (1) YEAR INITIAL TERM
FOUR (4) ONE-YEAR RENEWAL OPTIONS
Pre -Submittal Conference: N/A
Question Due Date: BY 5:00 PM ARIZONA TIME ON MAY 9, 2018
Solicitation Due Date: BY 2:00 PM ARIZONA TIME ON MAY 22, 2018
Number of Copies Required: ELECTRONIC SUBMITTAL
Solicitation Opening Date: BY 2:15 PM ARIZONA TIME ON MAY 22, 2018
Solicitation Opening Location: 31 NORTH PINAL STREET
BUILDING A
FLORENCE, AZ 85132
Procurement Officer Contact
Name: LORINA GILLETTE, CPPB
Telephone: (520) 866- 6639
Fax: (520) 866- 2903
E-mail: Lorina.Gillette@pinalcountyaz.gov
Solicitation No: 173923 Available online at Page 1 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Pinal County
1�
Table of Contents
Finance Department
31 N. Pinal St.
PINAL COUNTY
Bldg. A
P.O. Box 1348
wTDE OPEN OPPORTUNri'.
Florence, AZ 85132
SOLICITATION DOCUMENTS
SCOPEOF WORK...........................................................................................................p.
3
DEFINITIONS..................................................................................................................p.
7
SPECIAL INSTRUCTIONS................................................................................................p.
10
UNIFORM INSTRUCTIONS...............................................................................................
p.
13
TERMS AND CONDITIONS..............................................................................................
p.
18
ADDENDUM ACKNOWLEDGEMENT FORM.......................................................................
p.
31
W-9 FORM....................................................................................................................
P.
32
RESPONDERS CHECKLIST.............................................................................................
p.
33
OFFER AND ACCEPTANCE FORM....................................................................................p.
34
EXHIBITS AND ATTACHMENTS
Attachment A — Bonfire Submission Instructions for Suppliers
END OF SOLICITATION
Solicitation No: 173923 Available online at Page 2 of 37
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fWa
2.1
", Pinal County
Finance Department
Statement of Work 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
IVTDF oI r. n1,rnrrer'7rn° Florence, AZ 85132
INTRODUCTION
Purpose and Description
Pinal County Public Works (County) is seeking experienced Contractors to provide Asphalt Maintenance and Repair Services
on an as -needed basis at various project locations throughout the County utilizing the Job Order Contracting (JOC) project
delivery method.
It is the intent of the County to select four (4) contractors for contract award. The initial term of the JOC will be for a minimum
of one (1) year and may be renewed up to four (4) additional one-year terms. Renewal of the contract will be at the sole option
of the County and be based on the successful performance of the JOC Contractor and the needs of the County. The
individual job order assignment maximum amount is $1,000,000. It is the County's intent to enter into a cost plus fee structure.
During the term of the JOC, work is performed as a series of individual job orders assignments. Individual projects may
require the expenditure approval of the Pinal County Board of Supervisors. Each job order assignment, initiated by the owner,
is defined cooperatively by the owner and contractor. A scope, schedule and price are negotiated and agreed upon. Then the
contractor is directed to proceed with the work. Job Order Contracting may include design services, pre -construction services,
construction work, maintenance and as -built documents.
The County has elected to use the JOC delivery method for these projects as outlined under A.R.S. Title 34. Cost effective
construction in the shortest possible time frame and within the County's tolerance of financial risk will be the guiding principles
behind the projects.
Cooperative Purchasing
This contract shall be for the permissive use by Pinal County. The County has entered into various cooperative purchasing
agreements with other Arizona government entities in order to conserve resources, reduce overhead and purchase costs and
improve delivery time. The contract resulting from this Solicitation may be extended for use by other municipalities, school
districts and government agencies in the State of Arizona with the approval of the Contractor. Orders placed by other
agencies and payment thereof will be the sole responsibility of that agency. The County shall not be responsible for any
disputes arising out of transactions made by others.
SCOPE OF WORK
Scope of Work
The County maintains a network of civil infrastructure. The infrastructure includes, but not limited to, paved streets, dirt roads,
trails, multi -use paths, park pavements, and parking lots. This JOC will be focused but not limited to, supplying all labor,
material, and equipment for asphalt maintenance and repairs. Work assignments may include but not limited to, and the
successful contractors shall have experience, knowledge and ability to accomplish the following tasks:
2.1.1 Obtain all necessary permits, required to complete the job order assignment, including but not limited to; Engineering
off -site, haul route, stockpile, SWPPP, dust control, traffic control plans, etc.
2.1.2 Placing asphalt pavements including full depth sections, overlays, patches and repairs.
2.1.3 Pavement maintenance and rehabilitation; including but not limited to; crack sealing and joint sealing, crack routing
and large crack repair, applying various types of surface treatments including fog seal, scrub seal, chip seal, other
asphalt rejuvenation methods, milling and/or roadway profiling, saw cutting and removing both asphalt and concrete
pavements.
2.1.4 Utility adjustments.
2.1.5 Minor subgrade preparation including compacting native soil, placing and compacting ABC, millings, soil stabilization
and grading.
2.1.6 Minor earthwork: site rough and finishing grade.
2.1.7 Signing and striping including, survey of existing striping and signing, providing and installing project signs,
obliteration of striping, layout and installing striping, symbols, raised pavement markers and signage.
2.1.8 Preparing traffic control plans, providing traffic set-up in accordance with the approved traffic control plans and
barricading work areas.
2.1.9 Shoulder maintenance including grading, build-up, placement of surface treatment and sealing.
Solicitation No: 173923 Available online at Page 3 of 37
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2.2
2.3
2.4
", Pinal County
Finance Department
Statement of Work 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WIDE OPGR 1I[ Pi)R TT'\?'r'' Florence, AZ 85132
Project Information
The successful JOC contractors will have documented established successful work relationships with various qualified
subcontractors and knowledge of JOC project delivery methods. The specific work associated with each job order assignment
shall be mutually agreed upon and issued by the County.
For any project determined by the County to be appropriate for this Job Order Contract, the County will request that the
contractor prepare a scope of work, cost proposal, project schedule and back-up supporting documentation. If acceptable,
the County will issue a Purchas Order, at which time the parties will execute an individual job order assignment specifying the
cost and completion schedule for that project. Although the County anticipates that the JOC Contractor will be issued work,
the Contractor is neither guaranteed a minimum amount of work nor anyjobs at all. The County reserves the right and will
issue job order assignments based on ability of the contractor to meet the County's work schedule and the availability of trades
and expertise in relation to each project.
All construction shall conform to the latest version of the Uniform Standard Specifications and Details for Public Works
Construction published by the Maricopa Associate of Governments (MAG), Standard Specifications and Details for Road and
Bridge Construction published by Arizona Department of Transportation (ADOT), Manual on Uniform Traffic Control Devices
(MUTCD) published by Federal Highway Administration (FHWA), , and the construction documents (plans and specifications)
associated with each Job Order assignment.
Work Authorization
Any Work required under this Contract shall be authorized by issuance of formal, written Job Order Purchase Orders as
follows:
2.3.1 As the need exists (as determined by the County) for performance under the terms of this Contract, the County will
notify the Contractor of an existing requirement.
2.3.2 Upon the receipt of this notification, Contractor shall respond within two (2) working days, or as otherwise agreed, by:
2.3.2.1 Visiting the proposed site in the company of County staff, or;
2.3.2.2 Establishing contact with the County to further define the scope of the requirement.
2.3.3 After mutual agreement on the scope of the individual requirement, Contractor shall then prepare a proposal for
accomplishment of the task unless Contractor, in its sole discretion, elects not to undertake the Work. If the Work is
declined, Contractor will so notify the County in a timely manner.
2.3.4 The price matrix shall serve as the basis for establishing the value of the Work to be performed.
2.3.5 Contractor's proposal shall be submitted within ten (10) working days unless otherwise agreed.
2.3.6 Upon receipt of the Contractor's proposal, the County will review the proposal for completeness and will reach
agreement with Contractor on pricing, schedule and all other terms, prior to issuance of a Job Order Purchase Order.
2.3.7 In the event the County does not issue a Job Order Purchase Order after receipt of the Contractor's proposal, the
County is not obligated to reimburse the Contractor for any costs incurred in the preparation of the proposal, except as
noted in §2.4.3
Scheduling of Work
2.4.1 For each Job Order Purchase Order, the County will issue a Notice to Proceed. The first day of performance under a
Job Order shall be the effective date in the Notice to Proceed. Any preliminary work started or material ordered or
purchased before receipt of the Notice to Proceed shall be at the risk and expense of the Contractor. Contractor shall
diligently prosecute the Work to completion within the time set forth in the Job Order Purchase Order. The period of
performance includes allowances for mobilization, holidays, weekend days, normal inclement weather, and cleanup.
Therefore, claims for delay based on these elements will not be allowed. When Contractor considers the Work
complete and ready for its intended use, Contractor shall request the County to inspect the Work to determine the
Solicitation No: 173923 Available online at Page 4 of 37
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", Pinal County
Finance Department
Statement of Work 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
wmr orrs nr rnrrrr7rr` Florence, AZ 85132
status of completion. A minimum of 30 days prior to Final Completion the Contractor, in conjunction with the County,
shall prepare a comprehensive list of Punch list items, which the County may edit and supplement. The Contractor
shall proceed promptly to complete and correct Punch list items. Failure to include an item on the Punch list does not
alter the responsibility of the Contractor to complete all Work in accordance with the Contract Documents. Items on
the Punch list must be completed or corrected prior to final payment for the Job Order. Contractor shall proceed
promptly to complete and correct items on the list. Two year warranties required by the Contract Documents shall not
commence until the date of Final Completion unless otherwise provided in the Contract.
2.4.2 Job placement of materials and equipment shall be made with a minimum of interference to County operations and
personnel.
2.4.3 Furniture and portable office equipment in the immediate work area will be moved by Contractor and replaced to its
original location. If the furniture and portable office equipment cannot be replaced to its original location, the County
will designate new locations. If furniture and portable office equipment (or other items) must be moved and/or stored
outside the immediate area, the County will compensate the Contractor for any such transportation and storage costs
incurred.
2.4.4 Contractor shall take all precautions to ensure that no damage will result from its operations to private or public
property. All damages shall be repaired or replaced by Contractor at no cost to the Owner.
2.4.5 Contractor shall be responsible for providing all necessary traffic control, such as street blockages, traffic cones,
flagmen, etc., as required for each Job Order Purchase Order. Proposed traffic control methods shall be submitted to
the County for approval.
2.5 Quality Assurance/Quality Control Program
2.5.1 Contractor shall submit, for County approval, a Quality Assurance/Quality Control Plan within fifteen (15) calendar
days after issuance of the initial Job Order Purchase Order. This plan should address all aspects of quality control
including responsibility for surveillance of work, documentation, trend analysis, corrective action and interface with
County inspectors.
2.6 Utility Company Coordination
2.6.1 Unless specifically excluded by the individual Job Order Agreement, the Contractor will be responsible for
coordinating with utility design work for permanent service to the project and will ensure that the work takes place in a
timely manner and does not impact the project schedule. Any utility design fees for permanent services to a project
will be paid by the County.
2.7 Temporary Sanitation Facilities
2.7.1 The Contractor shall provide ample toilet facilities with proper enclosures for the use of workmen employed on the
work site. Toilet facilities shall be installed and maintained in conformity with all applicable state and local laws,
codes, regulations and ordinances. They shall be properly lit and ventilated and kept clean at all times.
2.7.2 Adequate and satisfactory drinking water shall be provided at all times and under no circumstances and under no
conditions will the use of common cups be permitted. The Contractor must supply sanitary drinking cups for the
benefit of all employees.
2.8 Dust Control and Water
2.8.1 The dust control measures shall be in accordance with the requirements of the Pinal County Air Quality Control
District Code of Regulations. Water or other approved dust palliative in sufficient quantities shall be applied during all
phases of construction involving open earthwork to prevent unnecessary discharge of dust and dirt into the air. The
Contractor shall be responsible for compliance with these regulations. A Notice to Proceed will not be issued until the
County has received a copy of the Contractor's Dust Control Permit and Plan.
2.8.2 The Contractor shall be required to obtain the necessary permit and all pertinent information from the Pinal County Air
Quality Department 31 N Pinal St, Bldg. F, Florence, AZ 85132 520-866-6929.
Solicitation No: 173923 Available online at Page 5 of 37
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" Pinal County
Finance Department
Statement of Work 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WIDE OPGSiIPrilrf'ri'\?'f'' Florence, AZ 85132
2.8.3 The Contractor shall keep suitable equipment on hand at the job site for maintaining dust control on the project
streets, and shall employ sufficient labor, materials and equipment for that purpose at all times during the project to
the satisfaction of the County.
2.8.4 Watering shall conform to the provisions of Section 225 of the MAG Standard Specifications. The cost of watering will
be included in the price bid for the construction operation to which such watering is incidental or appurtenant.
2.9 Work by Owner
2.9.1 The County reserves the right to undertake or award Contracts for the performance of the same or similar type work
contemplated herein, and to do so will not breach or otherwise violate the contract.
Solicitation No: 173923 Available online at Page 6 of 37
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146i'll Pinal County
Finance Department
Definitions 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
umr C-rr. nrrnr rr7rr` Florence, AZ 85132
DEFINITIONS. For this Contract certain words, phrases and terms shall have special meaning as defined herein. Furthermore,
words used in the present tense shall include the future; words used in the singular shall include the plural; words in the plural
shall include the singular; and words in the neutral or masculine gender are inclusive and do not in any way connote a specific
gender.
1.1 Bid Documents: The whole of the Invitation for Bid packet, which consists of all documents listed in the index of said bid packet
and all Addenda thereto.
1.2 Bid Price: Total amount quoted by bidder for performing the Scope of Work described in the Bid Documents
1.3 Bid Form: The approved County form on which the bidder affixes an authorized signature certifying that the bidder has carefully
reviewed the Scope of Work and is willing to perform said Scope of Work and furnish all labor, equipment and materials
necessary to complete said Work for an amount not to exceed the bid price quoted.
1.4 Bid Security: A cashier's check, certified check, or surety bond written by a surety holding a certificate of authority to transact
surety business in Arizona, in the amount of ten percent (10%) of the total bid price to guarantee the bidder will enter into the
contract if the bid is accepted and which is the agreed amount of liquidated damages in case of failure to enter into Contract or
provide contract security.
1.5 Bidder: An individual, partnership, firm, corporation, or any acceptable combination thereof, or joint venture responding to an
Invitation to Bid by submitting a signed Bid.
1.6 Board: Pinal County Board of Supervisors.
1.7 Calendar Days: A period of time meaning consecutive days including Saturdays, Sundays and holidays.
1.8 Change Order: Amendment of the Contract, Contract Documents or both, which is not effective until after approval by the
Contractor and the Pinal County Board of Supervisors. Approval by the Board of Supervisors shall be in accordance with the
provisions of paragraph 4 of the General Provisions of this contract. These changes include but are not limited to adding
additional streets or roadway segments to the Scope of Work.
1.9 Channel: A natural or artificial watercourse.
1.10 Contract Administrator: Director of the Pinal County Department of Public Works, who reviews and approves recommendations
for all contracts, change orders and pay estimates to the Board of Supervisors.
1.11 Contract Bonds/Contract Security (Performance Bond and Labor and Material Payment Bond): The approved forms of security,
furnished by the successful bidder/contractor the Contractors surety or sureties, guaranteeing the full and complete performance
of the contract and all supplemental agreements pertaining thereto and the payment of all legal debts including the payment of
all taxes pertaining to the Scope of Work.
1.12 Contract/Contract Documents: The written instrument between Pinal and the contractor entitled "Contract Agreement" and the
Bid Documents, as defined above, constitute the entire Contract/Contract Documents after (a) award of the Contract; (b) the
successful bidder has furnished the required security and insurance and executed the Contract Agreement; (c) Pinal has
accepted and approved the security; and (d) execution of the Contract Agreement by Pinal.
1.13 Contract Time: The number of calendar days allowed for completion of the Contract, including authorized time extensions. If a
specified completion date is shown in lieu of the number of working or calendar days, the contract time expires on that date and
the Contract shall be completed on or before that date or the date of any authorized extension.
1.14 Contractor: A bidder in whose favor the Pinal County Board of Supervisors has awarded the Contract and who has provided
the necessary Contract security, met the required insurance requirements and entered into a contract agreement with Pinal.
1.15 County Engineer or Engineer: The Pinal County Engineer, acting by and under authority of the laws of the State of Arizona, or
the County Engineer's designee acting under the County Engineer's supervision, on behalf of the Pinal county Board of
Supervisors.
1.16 Culvert: Any structure not classified as a bridge which provides an opening under the roadway.
Solicitation No: 173923 Available online at Page 7 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
146i'll Pinal County
Finance Department
Definitions 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
umr orrsnrrnrrrr 7rn° Florence, AZ 85132
1.17 Days: Calendar days (see above).
1.18 Department: The Pinal County Department of Public Works.
1.19 Director: The Pinal County Department of Public Works, acting in the official capacity as said Director.
1.20 Equipment: All machinery and equipment, together with the necessary supplies for upkeep and maintenance and also tools and
apparatus necessary for acceptable completion of the Scope of Work.
1.21 Holidays: The legal holidays as defined in the latest revisions at the time of bidding, of the Arizona Revised Statutes, Title 1,
Chapter 3, §1-301.
1.22 Laboratory: A testing laboratory that has been approved by Final to perform testing and that has been determined by Final to
be free from any conflict of interest.
1.23 Labor and Material Payment Bond: A payment bond furnished by Contractor and Contractor's surety or sureties for the full
amount of the Bid Price to guarantee payment to laborers and material supplies.
1.24 Materials: Any substances specified for use in the construction of the Project.
1.25 Material Supplier: One who fabricates, or processes an item off the Project Site, and who may or may not delivery this to the
Project Site. For purposes of this definition, a supplier shall not include one how establishes a fabricating process or facility
expressly for use of the Project, whether on or off the Project Site; or one who performs work on the Project Site that is
incorporated into the Project.
1.26 Notice of Award: Written notice to the successful bidder notifying that the bid has been accepted by the Pinal County Board of
Supervisors.
1.27 Performance Bond: A bond in the full amount of the total Bid Price furnished by Contractor and Contractor's surety sureties to
protect Pinal by conditioning release of the bond sum upon Contractors full and complete performance of the Contract and all
supplemental agreements thereto.
1.28 Plans: The project plans, standard drawings, working drawings and supplemental drawings, or reproductions thereof, approved
by the Engineer, which show the location, character, dimensions and details of the Work to be performed. All such documents
are to be considered as a part of the plans whether or not they are reproduced in the Invitation for Bid packet.
1.29 Progress Payment: Monthly draw against the contract price based on work completed and determined by the Schedule of
Values and approved by the Engineer.
1.30 Project Plans: Specific details and dimensions peculiar to the Work which are supplemented by the Standard Drawings insofar
as they may apply.
1.31 Purchase Order: A document which specifies, identifies and/or describes an item, service or supply delivery and/or
transportation purchased by Pinal and includes a written note from Final to nay contractor or vendor of the start date and the
Scope of Work.
1.32 Quality Assurance Inspector/QA Inspectors: The Engineer's authorized representative assigned to make detailed inspections
of contract performance.
1.33 Repetition of Expressions: In order to avoid cumbersome and needless repetition, such phrases as "to the Engineer" and "by
the Engineer" shall be understood to mean that when an order, instruction, decision, exercise of judgement or other similar
action is indicated, such order, instruction, decision, exercise of judgement or other similar action shall be issued, given, made
by or reserved to the County Engineer.
1.34 Responsible Bidder: A person who has the capability to perform the contract requirements and the integrity and reliability which
will assure good faith performance.
1.35 Responsive Bid: A bid which conforms to all material respects to the invitation for bid.
Solicitation No: 173923 Available online at Page 8 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
146L,
Pinal County
Definitions
Finance Department
31 N. Pinal St.
PINAL COUNTY
Bo 1348
P.O.
WInr orr. U'7Tu
Florence, AZ 85132
1.36 Schedule of Performance: A timetable prepared by a bidder given a Notice of Award, to commence running upon Pinal's
issuance of a Notice to Proceed, defining the Bidder's projection of significant milestones in the course of the performance of
the Contract, as well as the number of days elapsed from the issuance of the Notice to Proceed to each such milestone.
1.37 Schedule of Values: Prices set by the Contractor for specified divisions of the Work. These prices shall be used to arrive at the
amounts due under the contract on the progress payments. They shall include everything for that particular quantity of work
which the Contractor expects to be paid, e.g. labor, material, overhead, profit. Equipment costs or rental, transportation.
1.38 Special Detour: A detour, which requires the contraction of a paved surface and generally does not include any portion of a
route utilizing an existing roadway.
1.39 Shop Drawings: Drawings approved for repetitive use, showing details to be used where appropriate.
1.40 Specifications: The compilation of provisions and requirements for the performance of the prescribed Scope of Work, which
include general, special and technical specifications.
1.41 Subcontractor: An individual, partnership, firm or corporation or any acceptable combination thereof, or joint venture, which
performs any of the prescribed Scope of Work, directly or indirectly for or on behalf of Contractor whether or not in privity of
contract with Contractor.
1.42 Superintendent: Contractor's authorized representative in responsible charge of the Work.
1.43 Surety: The corporate body bound with and for Contractor, for the full and complete performance of the Contract and for payment
of all debts pertaining to the Work.
1.44 Working Day: A calendar day, exclusive of Saturdays, Sundays, and County recognized holidays, on which weather and other
conditions not under the control of Contractor shall permit Contractor's operation to proceed for the major part of the day with
the normal working force engaged in performing the controlling item or items of work which would be in progress at that time.
1.45 Working and Supplemental Drawings: Supplemental design sheets, shop drawings or similar data which Contractor is required
to submit to Pinal.
Solicitation No: 173923 Available online at Page 9 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
J1 kill Pinal County
Finance Department
Special Instructions 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
umr ,, ;,,„ r.".i! :",:r;', Florence, AZ 85132
1 INQUIRIES
1.1 All questions related to this Request for Proposal shall be directed to the Procurement Officer, Lorina Gillette, CPPB at
lorina.gillette@pinalcountyaz.gov. Questions should be submitted in writing when time permits. Any correspondence related
to a solicitation should refer to the appropriate solicitation number, page and paragraph number.
1.2 Responders may not contact any County employees other than the Procurement Officer concerning this procurement while
the Solicitation and evaluation are in process.
2 OFFER PREPARATION
2.1 Contract. Offers shall include a signed Contract form.
The Contract Form shall be signed with an original signature by the person signing the Offer, and shall be submitted no later
than the Offer due date and time. Failure to return the Contract Form may result in rejection of the Offer.
2.2 Acknowledgement of Solicitation Addendums. Offers shall include any/all signed Solicitation Addendum(s), as described in
section 2.7 of the Uniform Instructions.
Solicitation Addendums are posted on the Pinal County website at the following address:
http://pinalcountyaz.gov/Purchasing/Pages/CurrentSolicitations.asip . It is the responsibility of the Responder to periodically
check this website for any Solicitation Addendum. Solicitation Addendums shall be signed with an original signature by the
person signing the Offer, and shall be submitted no later than the Offer due date and time. Failure to return a signed (or
acknowledgment for electronic submission, when authorized) copy of a Solicitation Addendum may result in rejection of the
Offer.
2.3 Estimated Quantities. The County does not anticipate considerable activity under contract(s) awarded as a result of this
solicitation, therefore, no commitment of any kind is made concerning quantities actually acquired. The quantities that may
be reflected in the solicitation are estimates only.
2.4 Offer Format. Offers shall follow the following format: The original copy of the Offer shall be clearly labeled "ORIGINAL"
and shall contain a Title Page that identifies the solicitation number and provides the Responder Name, Address,
Telephone Number as well as the Name and Title of the Solicitation Contact Person. The Offer shall be organized into two
(2) sections as follows:
2.4.1 Requested Documents.
2.4.1.1 Section One: shall contain the Title Page as well as the following forms: Statement of Bonding Capacity,
Addendum Acknowledgement Form, W9 form and signed Offer and Acceptance Form
2.4.1.2 Section Two: shall contain the Subcontractor Selection Plan
2.4.1.3 Section Three: shall contain scanned copies of the Arizona Registrar of Contractors License Identification
Card(s). Multiple ID cards by be placed on the same page.
2.4.1.4 Section Four: shall contain the Pricing Matrix.
2.4.2 Requested Questionnaires.
2.4.2.1 Shall contain the completed questionnaire titled JOC Civil Construction Services.
2.6 Additional Special Instructions. Responders shall see the attachments within the Solicitation for Additional Special
Instructions associated with this Solicitation.
2.7 Additional Terms and Conditions. Responders shall see the attachments within the Solicitation for Additional Terms and
Conditions.
SUBMISSION OF OFFER
Solicitation No: 173923 Available online at Page 10 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
ill
111-P,
Pinal County
Finance Department
Special Instructions 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
umr: ci r,s r•rn7r : r r Florence, AZ 85132
3.1 Electronic Documents. The Solicitation document is provided in an electronic format. Any unidentified alteration or
modification to any Solicitation documents, to any attachments, exhibits, forms, charts or illustrations contained herein shall be
null and void. In those instances where modifications are identified, the original document published by the County shall take
precedence. As provided in the Solicitation Instructions, Responders are responsible for clearly identifying any and all changes
or modifications to any Solicitation documents upon submission to the County.
Ll W9aTk4_NIlfP►I
4.1 Evaluation. In accordance with the Pinal County Procurement Code, awards shall be made to the responsible responder(s)
whose proposal is determined in writing to be the most advantageous to the County based upon the evaluation criteria listed
below. The evaluation factors are listed in their relative order of importance.
1. Method of Approach
2. Experience and Qualifications of the Contractor
3. Experience and Qualifications of Key Personnel
4. Conformance to Terms and Conditions
4.2 Clarifications. Upon receipt and opening of proposals submitted in response to this solicitation, the County may request oral
or written clarifications, including demonstrations or questions and answers, for the sole purpose of information gathering or of
eliminating minor informalities or correcting nonjudgmental mistakes in proposals. Clarifications shall not otherwise afford the
Responders the opportunity to alter or change its proposal.
4.3 Negotiations. County may conduct negotiations with those Responders who's Offers are determined by the County to be
reasonably susceptible of being selected for award. Negotiations may be in writing or in person and may include
presentations, site visits or demonstrations.
4.4 Responsibility, Responsiveness and Acceptability. In accordance with Pinal County Procurement Code PC1-328(H), County
shall consider the following in determining Responder responsibility as well as the responsiveness and acceptability of their
Offer.
Responders may not be considered responsible if they have been debarred from the practice of their profession that would
otherwise be necessary in the provision of goods and services under any resulting contract. Responders may not be
considered responsible if they have had a contract with the County, within the last three -years, that was terminated for
cause, due to breach or similar failure to comply with the terms of any such contract. Responders may also not be
considered responsible if there is factual evidence of their frequent and reoccurring failure to satisfy the terms of their
agreements and contractual relationships, both with the County or other government entities. Factual evidence shall consist
of any documented vendor performance reports, customer complaints and/or negative references (including those found
outside of the submittal). Other factors that the County may evaluate to determine responsibility include, but are not limited
to excessively high or low pricing, compliance with applicable laws, and financial capacity to perform as specified. The
County reserves the right to review the qualifications of any key personnel to be assigned to provide services.
Offers may not be considered responsive and/or acceptable if they do not contain information sufficient to evaluate the Offer in
accordance with the evaluation criteria identified in the Solicitation including (i) a completed Offer and Acceptance Form; (ii)
completed Solicitation Addendums acknowledging any/all changes to the Solicitation; (iii) a response to the County's
Statement of Work, (iv) a price proposal; or (iv) other certifications or bond sureties required in the Solicitation.
4.5 Best and Final Offers. If negotiations are conducted, the County shall issue a written request for a Best and Final Offer. The
request shall set forth the date, time and place for the submission of the Best and Final Offer. Best and Final Offers shall be
requested only once, unless the County makes a determination that it is advantageous to conduct further negotiations or
change the solicitation requirements.
5 AWARD
5.1 Contract Document Consolidation. At its sole option, following any contract award(s) the County may consolidate the resulting
contract documents. Examples of such consolidation would include (i) reorganizing solicitation documents and components of
the Contractor's Offer only pertaining to the Solicitation; (ii) revising the Statement of Work to incorporate the Contractor's
response, (iii) revising any terms and conditions to incorporate any changes in the Contractor's Offer; (iv) excluding any
Solicitation No: 173923 Available online at Page 11 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
5.2
14 "l Pinal County
Finance Department
Special Instructions 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WTDF OPEN OPPORTUNITY Florence, AZ 85132
components of the Contractor's Offer that were not awarded. Contract document consolidation shall not materially change the
Contract.
Post Award Meeting. The Contractor may be required to attend a post -award meeting with the Using Agency to discuss the
terms and conditions of this Contract. This meeting will be coordinated by the Procurement Officer of the Contract.
Solicitation No: 173923 Available online at Page 12 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
JL
Pinal County
�r Uniform Instructions Finance Department
31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
icmr.orry nrrnnrUN'TTI Florence, AZ 85132
1 INQUIRIES
1.1 Duty to Examine. It is the responsibility of each Responder to examine the entire Solicitation, seek clarification in writing
(inquiries), and examine its' Offer for accuracy before submitting the Offer. Lack of care in preparing an Offer shall not be
grounds for modifying or withdrawing the Offer after the Offer due date and time, nor shall it give rise to any Contract claim.
1.2 Solicitation Contact Person. Any inquiry related to a Solicitation, including any requests for or inquiries regarding standards
referenced in the Solicitation shall be directed solely to the Solicitation contact person. The Responder shall not contact or
direct inquiries concerning this Solicitation to any other County employee unless the Solicitation specifically identifies a person
other than the Solicitation contact person as a contact.
1.3 Submission of Inquiries. The Procurement Officer or the person identified in the Solicitation as the contact for inquiries except
at the Pre -Offer Conference, require that an inquiry be submitted in writing. Any inquiry related to a Solicitation shall refer to
the appropriate Solicitation number, page and paragraph. Do not place the Solicitation number on the outside of the envelope
containing that inquiry, since it may then be identified as an Offer and not be opened until after the Offer due date and time.
The County shall consider the relevancy of the inquiry but is not required to respond in writing.
1.4 Timeliness. Any inquiry or exception to the solicitation shall be submitted as soon as possible and should be submitted at
least seven days before the Offer due date and time for review and determination by the County. Failure to do so may result in
the inquiry not being considered for a Solicitation Addendum.
1.5 No Right to Rely on Verbal Responses. A responder shall not rely on verbal responses to inquiries. A verbal reply to an
inquiry does not constitute a modification of the solicitation.
1.6 Solicitation Addendum. The Solicitation shall only be modified by a Solicitation Addendum.
1.7 Pre -Offer Conference. If a pre -Offer conference has been scheduled under this Solicitation, the date, time and location shall
appear on the Solicitation cover sheet or elsewhere in the Solicitation. Responders should raise any questions about the
Solicitation or the procurement at that time. A Responder may not rely on any verbal responses to questions at the
conference. Material issues raised at the conference that result in changes to the Solicitation shall be answered solely through
a written Solicitation Addendum.
1.8 Persons with Disabilities. Persons with a disability may request a reasonable accommodation, such as a sign language
interpreter, by contacting the Solicitation contact person. Requests shall be made as early as possible to allow time to arrange
the accommodation.
2 OFFER PREPARATION
2.1 Forms: No Facsimile, Telegraphic or Electronic Mail Offers. An Offer shall only be submitted through Pinal County's web
portal, Bonfire. Any substitute document for the forms provided in this Solicitation must be legible and contain the same
information requested on the forms, unless the solicitation indicates otherwise. A facsimile or electronic mail (e-mail) Offer
shall be rejected if submitted in response to requests for proposals or invitations for bids.
2.2 Typed or Ink; Corrections. The Offer shall be typed or in ink. Erasures, interlineations or other modifications in the Offer shall
be initialed in ink by the person signing the Offer. Modifications shall not be permitted after Offers have been opened except
as otherwise provided under applicable law.
2.3 Evidence of Intent to be Bound. The Offer and Acceptance form within the Solicitation shall be submitted with the Offer and
shall include a signature (or acknowledgement for electronic submissions, when authorized) by a person authorized to sign the
Offer. The signature shall signify the Responder's intent to be bound by the Offer and the terms of the Solicitation and that the
information provided is true, accurate and complete. Failure to submit verifiable evidence of an intent to be bound, such as an
original signature, shall result in rejection of the Offer.
2.4 Exceptions to Terms and Conditions. All exceptions included with the Offer shall be submitted in a clearly identified separate
section of the Offer in which the Responder clearly identifies the specific paragraphs of the Solicitation where the exceptions
occur. Any exceptions not included in such a section shall be without force and effect in any resulting Contract unless such
exception is specifically accepted by the Procurement Officer in a written statement. The Responder's preprinted or standard
terms will not be considered by the County as a part of any resulting Contract.
2.4.1 Invitation for Bids. An Offer that takes exception to a material requirement of any part of the Solicitation, including
terms and conditions, shall be rejected.
Solicitation No: 173923 Available online at Page 13 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
JL
Pinal County
�r Uniform Instructions Finance Department
31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
wmF.OPF\ OFrORFFNTF' Florence, AZ 85132
2.4.2 Request for Proposals. All exceptions that are contained in the Offer may negatively affect the County's proposal
evaluation based on the evaluation criteria stated in the Solicitation or result in rejection of the Offer. An offer that
takes exception to any material requirement of the solicitation may be rejected.
2.5 Subcontracts. Responder shall clearly list any proposed subcontractors and the subcontractor's proposed responsibilities in
the Offer.
2.6 Cost of Offer Preparation. The County will not reimburse any Responder the cost of responding to a Solicitation.
2.7 Solicitation Addendum. Each Solicitation Addendum shall be signed with an original signature by the person signing the Offer,
and shall be submitted no later than the Offer due date and time. Failure to return a signed copy of a Solicitation Addendum
may result in rejection of the Offer.
2.8 Federal Excise Tax. The County is exempt from certain Federal Excise Tax on manufactured goods. Exemption Certificates
will be provided by the County.
2.9 Provision of Tax Identification Numbers. Responders are required to provide their Arizona Transaction Privilege Tax Number
and/or Federal Tax Identification number by attaching a current W-9 Form.
2.9.1 Employee Identification. Responder agrees to provide an employee identification number or social security number
to the County for the purposes of reporting to appropriate taxing authorities, monies paid by the Department under
this contract. If the federal identifier of the responder is a social security number, this number is being requested
solely for tax reporting purposes and will be shared only with appropriate County and federal officials. This
submission is mandatory under 26 U.S.C. § 6041A.
2.10 Identification of Taxes in Offer. The County is subject to all applicable state and local transaction privilege taxes. All applicable
taxes shall be included in the pricing offered in the solicitation. At all times, payment of taxes and the determination of
applicable taxes are the sole responsibility of the contractor.
2.11 Disclosure. If the firm, business or person submitting this Offer has been debarred, suspended or otherwise lawfully precluded
from participating in any public procurement activity, including being disapproved as a subcontractor with any Federal, state or
local government, or if any such preclusion from participation from any public procurement activity is currently pending, the
Responder shall fully explain the circumstances relating to the preclusion or proposed preclusion in the Offer. The Responder
shall include a letter with its Offer setting forth the name and address of the governmental unit, the effective date of this
suspension or debarment, the duration of the suspension or debarment, and the relevant circumstances relating to the
suspension or debarment. If suspension or debarment is currently pending, a detailed description of all relevant circumstances
including the details enumerated above shall be provided.
2.12 Solicitation Order of Precedence. In the event of a conflict in the provisions of this Solicitation, the following shall prevail in the
order set forth below:
2.12.1 Terms and Conditions;
2.12.2 Statement or Scope of Work;
2.12.3 Specifications;
2.12.4 Attachments;
2.12.5 Exhibits;
2.12.6 Special Instructions to Responders;
2.12.7 Uniform Instructions to Responders;
2.12.8 Other documents referenced or included in the Solicitation; and
2.12.9 Individual Job Order Assignment
2.13 Delivery. Unless stated otherwise in the Solicitation, all prices shall be F.O.B. Destination and shall include all freight, delivery
and unloading at the destination(s).
2.14. Federal Immigration and Nationality Act. By signing of the Offer, the Responder warrants that both it and all proposed
subcontractors are in compliance with federal immigration laws and regulations (FINA) relating to the immigration status of
their employees. The State may, at its sole discretion require evidence of compliance during the evaluation process. Should
the State request evidence of compliance, the Responder shall have 5 days from receipt of the request to supply adequate
Solicitation No: 173923 Available online at Page 14 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
J(411
Pinal County
�r Uniform Instructions Finance Department
31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
icmr.l)PFN',Frnnr7•�r."r Florence, AZ 85132
information. Failure to comply with this instruction or failure to supply requested information within the timeframe specified
shall result in the offer not being considered for contract award.
2.15. Offshore Performance of Work Prohibited
Any services that are described in the specifications or scope of work that directly serve the State of Arizona or its clients and
involve access to secure or sensitive data or personal client data shall be performed within the defined territories of the United
States. Unless specifically stated otherwise in the specifications, this paragraph does not apply to indirect or 'overhead'
services, redundant back-up services or services that are incidental to the performance of the contract. This provision applies
to work performed by subcontractors at all tiers. Responders shall declare all anticipated offshore services in the proposal.
3 SUBMISSION OF OFFER
3.1 Online Offer Submission. Each offer shall be submitted through Pinal County's web portal. Bonfire.
Requested Information
Fame Type # Files Requirement Instructions
Section 1: Cover
Sheet, Statement of
Bonding Capacity,
Addendum File Type: Any Multiple Required
Acknowledgement
Form, W9, Offer &
Acceptance Form
Section 2:
Subcontractor File Type: Any Multiple Required
Selection Plan
Section 3: Scanned
copies of Arizona
Registrar of File Type: Any Multiple Required
Contractors License
Identification Card(s)
JOC Asphalt Questionnaire: 1 Required You will need to fill out the provided
Maintenance & Repair Excel (.xlsx) Response Template for this
Services (Q-13MO) Questionnaire. The Response
Template can be downloaded from
the project listing on the Bonfire
portal.
Asphalt Maintenance BidTable: Excel 1 Required You will need to fill out the provided
& Repair Services (.xlsx) Response Template for this
(BT-05AQ) BidTable. The Response Template
can be downloaded from the project
listing on the Bonfire portal.
Upload your submission at:
https://pinalcountyaz.bonfirehub.com/opportunities/7907
Solicitation No: 173923 Available online at Page 15 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
JL
Pinal County
�r Uniform Instructions Finance Department
31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
iEmr.OPGXnrrosrrx Fr Florence, AZ 85132
3.2 Offer Due Date. The exact due date and time that offers are due as stated on the Solicitation cover page.
3.3 Offer Amendment or Withdrawal. An Offer may not be amended or withdrawn after the Offer due date and time except as
otherwise provided under applicable law.
3.4 Public Record. All Offers submitted and opened are public records and must be retained by the County. Offers shall be open
to public inspection after Contract award, except for such Offers deemed to be confidential by the County. If a Responder
believes that information in its Offer should remain confidential, it shall indicate as confidential the specific information and
submit a statement with its Offer detailing the reasons that the information should not be disclosed. Such reasons shall include
the specific harm or prejudice which may arise. The County shall determine whether the identified information is confidential
pursuant to the Pinal County Procurement Code.
3.5 Non -collusion, Employment, and Services (Certification). By signing the Offer and Acceptance Form or other official contract
form, the Responder certifies that:
3.5.1 The Responder did not engage in collusion or other anti -competitive practices in connection with the preparation or
submission of its Offer; and
3.5.2 The Responder does not discriminate against any employee or applicant for employment or person to whom it
provides services because of race, color, religion, sex, national origin, or disability, and that it complies with all
applicable Federal, state and local laws and executive orders regarding employment.
3.6 Gratuities Prohibited/Integrity of Offers. The Responder affirms they have not given, nor intend to give at anytime hereafter
any economic opportunity, future employment, gift, loan gratuity, special discount, trip, favor or service to any employee of
Pinal County in connection with the submitted Bid or Proposal. After award, the County may cancel this contract by giving
written notice to the Contractor if it is found that any gratuity, gift or other prohibited item were offered or given to any County
officer or employee. In the event the County cancels this contract pursuant to this provision, they shall be entitled, in addition
to any other rights and remedies, to recover or withhold from the Responder the amount of the gratuity.
3.7 Lobbying Prohibited. Responders are hereby advised that lobbying is not permitted with any County personnel or members
of the Board of Supervisors related to or involved with this Solicitation until the recommendation for award has been posted in
the Procurement Office.
4 EVALUATION
4.1 Unit Price Prevails. In the case of discrepancy between the unit price or rate and the extension of that unit price or rate, the
unit price or rate shall govern.
4.2 Taxes. If the products and/or services specified require transaction privilege or use taxes, they shall be described and
itemized separately on the offer. Arizona transaction privilege and use taxes shall not be considered for evaluation.
4.3 Prompt Payment Discount. Prompt payment discounts of thirty (30) days or more set forth in an Offer shall be deducted from
the offer for the purposes of evaluating that price.
4.4 Late Offers. An Offer submitted after the exact Offer due date and time shall be rejected.
4.5 Disqualification. A Responder (including each of it's' principals) who is currently debarred, suspended or otherwise lawfully
prohibited from any public procurement activity shall have its offer rejected.
4.6 Offer Acceptance Period. A Responder submitting an Offer under this Solicitation shall hold its Offer open for the number of
days from the Offer due date that is stated in the Solicitation. If the Solicitation does not specifically state a number of days for
Offer acceptance, the number of days shall be one hundred -twenty (120). If a Best and Final Offer is requested pursuant to a
Request for Proposals, a Responder shall hold its Offer open for one hundred twenty (120) days from the Best and Final Offer
due date.
4.7 Waiver and Resection Rights. Notwithstanding any other provision of the Solicitation, the County reserves the right to:
4.7.1 Waive any minor informality;
4.7.2 Reject any and all Offers or portions thereof; or
4.7.3 Cancel the Solicitation.
Solicitation No: 173923 Available online at Page 16 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
JL
Pinal County
�r Uniform Instructions Finance Department
31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WTGF. 0PGX 0PP0RTUNTTI Florence, AZ 85132
5 AWARD
5.1 Number or Types of Awards. The County reserves the right to make multiple awards or to award a Contract by individual line
items or alternatives, by group of line items or alternatives, or to make an aggregate award, or regional awards, whichever is
most advantageous to the County. If the Procurement Officer determines that an aggregate award to one Responder is not in
the County's best interest, "all or none" Offers shall be rejected.
5.2 Contract Inception. An Offer does not constitute a Contract nor does it confer any rights on the Responder to the award of a
Contract. A Contract is not created until the Offer is accepted in writing by the Board of Supervisors, County Manager, Chief
Financial Officer, or their designee's signature on the Offer and Acceptance Form. A notice of award or of the intent to award
shall not constitute acceptance of the Offer.
5.3 Effective Date. The effective date of this Contract shall be the date that the Board of Supervisors, County Manager, Chief
Financial Officer, or their designee signs the Offer and Acceptance form or other official contract form, unless another date is
specifically stated in the Contract or Contract Award.
6. Protests
6.1 Protests. A protest shall comply with and be resolved according to the Pinal County Procurement Code Article 9 and rules
adopted thereunder. Protests shall be in writing and be filed with both the Procurement Officer of the purchasing agency and
with the Finance Director. A protest of a Solicitation shall be received by the Procurement Officer before the Offer due date. A
protest of a proposed award or of an award shall be filed within ten (10) days after contract award. A protest shall include:
6.1.1 The name, address and telephone number of the protester;
6.1.2 The signature of the protester or its representative;
6.1.3 Identification of the purchasing agency and the Solicitation or Contract number;
6.1.4 A detailed statement of the legal and factual grounds of the protest including copies of relevant documents; and
6.1.5 The form of relief requested.
Solicitation No: 173923 Available online at Page 17 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
Wmr oP rxnr,rnrtJ';'VVF 7 Florence, AZ 85132
Statement of Work
The Contractor, under the general supervision of the County, shall perform services as are necessary for the Work Assignment
and according to the directions and designated standards of the County, and in accordance with the Statement of Work. It is
understood and agreed that the County's authorized representative shall be the Department of Public Works Director or his/her
duly authorized representative, hereinafter called the "Agent". For purposes of this contract, the Agent's duly authorized
representative shall be the Project Manager and he/she shall be the sole contact for administering this contract.
Contractor shall provide services, and complete in a workmanlike and substantial manner and to the satisfaction of the
Department of Public Works Director, Job Order assignments for the County, and furnish at its own cost and expense all
necessary machinery, equipment, tools, apparatus, and labor to complete the work in the most substantial and workmanlike
manner according to the Specifications and Work Assignment on file with the County and such modifications of the same and
other directions that may be made by the County as provided herein. The Contractor shall meet periodically with the County
Agent so as to keep the County informed of the progress of the work in accordance with each work assignment.
2. Contract Documents:
2.1 The Contract Documents. (Plans, Specifications, Addenda, if any, Affidavits, Performance Bond, Payment Bond, Certificates of
Insurance and Change Orders, if any) are by this reference made a part of this Contract and shall have the same effect as
though all of the same were fully inserted herein.
2.2 Contract Document Consolidation. At its sole option, following any contract award(s) the County may consolidate the resulting
contract documents. Examples of such consolidation would include (i) reorganizing solicitation documents and components of
the Contractor's Offer only pertaining to the Solicitation; (ii) revising the Statement of Work to incorporate the Contractor's
response, (iii) revising any terms and conditions to incorporate any changes in the Contractor's Offer; (iv) excluding any
components of the Contractor's Offer that were not awarded. Contract document consolidation shall not materially change the
Contract.
3.
4.
Time of Completion:
Contractor further covenants and agrees at its own proper cost and expense, to complete all work for the construction of assigned
Job Orders and to completely construct the same and provide the services therein, as called for by this agreement free and clear
of all claims, liens, and charges whatsoever, in the manner and under the conditions specified within the time, or times, stated
in the Work Assignment.
Contract Term, Extension, Price Adjustment:
The term of any resultant contract will commence on the date of award and will continue for one year unless canceled, terminated
or extended as otherwise provided herein. The contract shall no bind nor purport to bind, the County for any contractual
commitment in excess of the original contract period. The County shall have the sole option to extend the contract for four (4)
additional one (1) year periods or a portion thereof. If the County exercises such rights, all terms, conditions and provisions of
the original contract shall remain in the same and apply during the extension period.
The Procurement Officer may review a fully documented request for a price increase only after the Contract has been in effect
for two years. Any requested increase(s) shall be based on an unmitigateble cost increase to the Contractor that was clearly
unpredictable at the time of the Offer and is directly correlated the cost of the goods or services contractually covered. A price
increase adjustment shall only be considered at the time of a contract extension and shall be a factor in the extension review
process. Requests for adjustment must be received by the Procurement Officer 120 days prior to contract renewal. The County
shall have the right to request and receive additional information, statistics, financial records etc., and to direct the content, form
and format of the presentation as it deems necessary to validate the Contractor's request for a price adjustment. Failure to
respond to the County's request within the time frame specified shall nullify the Contractor's request. The County shall determine
whether the requested price increase is in its best interest and adjustments shall be subject to availability of monies appropriated.
Price reductions may be submitted to or requested by the County for consideration at any time during the Contract period. The
County, at its own discretion may accept a price reduction. Price reductions will become effective upon acceptance by the
Department.
Solicitation No: 173923 Available online at Page 18 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
LUTrr OrrSOF, PORTL-\ri'' Florence, AZ 85132
The price increase adjustment, if approved, will be effective upon the date of the contract extension. Price reductions will become
effective upon acceptance by the County.
5. Eligible Agencies (Cooperative Usage):
This contract shall be for the permissive use by Pinal County. The County has entered into various purchasing agreements with
other Arizona government entities in order to conserve resources, reduce overhead and purchase costs and improve delivery
time. The contract resulting from this Solicitation may be extended for use by other municipalities, school districts and
government agencies in the State of Arizona with the approval of the Contractor. Orders placed by other agencies and payment
thereof will be the sole responsibility of that agency. The County shall not be responsible for any disputes arising out of
transactions made by others.
6. Payments:
6.1 Compensation. As full consideration for the satisfactory performance by the Contractor of Work prescribed under the Contract,
the County shall pay Contractor the amounts specified in the individual Job Orders.
6.2 Invoices. Contractor shall submit invoices to:
Pinal County Finance Department
PO Box 1348 OR Financelnvoices6E�pinalcountyaz.goy
Florence, AZ 85132
6.3 Job Order Cost Proposal Structure. For each Job Order, the Contractor shall prepare a Job Order Cost Proposal with the
sufficient level of cost detail as required by the County. Cost detail may include, but is not limited to: schedule of values, work
schedule, direct labor cost and fringe benefits, direct material costs (supported by quotes), direct equipment costs (supported
by quotes), cost of subcontractors (supported by quotes), and allowable indirect costs (includes insurance). The Contractor
shall utilize the markups established in the JOC Bid Table to calculate the overhead and profit for all Job Order Cost Proposals,
unless otherwise requested by the County. Profit on subcontractors/subconsultants shall not exceed 5 percent.
6.4 Progress Payments. Should an individual Job Order require more than thirty (30) days to complete, The County shall make
progress payments monthly as the Work proceeds, or at more frequent intervals as determined by the County, on estimates of
Work completed submitted by the Contractor and approved by the County. Contractor shall use an acceptable invoice from and
shall include supporting documents to reflect a breakdown of the total price showing the amount included therein for each
principal category of the Work, in such detail as requested, to provide a basis for determining progress payments. In the
estimation of Work completed, the County will authorize payment for material delivered on the site and preparatory work done if
Contractor furnishes satisfactory evidence that it has acquired title to such material and that the material will be used to perform
the Work.
6.5 Owner's Property. All material and work covered by progress payments made shall, at the time of payment, become the sole
property of the County. But this provision shall not be construed as:
6.5.1 Relieving the Contractor from the sole responsibility for all material and Work upon which payments have been made
or the restoration of any damaged Work; or
6.5.2 Waiving the right of the County to require the fulfillment of all the terms of the Contract.
6.6 Approval and Certification. An estimate of the Work submitted shall be deemed approved and certified for payment after seven
days from the date of submission unless before that time the County or the County's agent prepares and issues a specific written
finding setting forth those items in detail in the estimate of the Work that are not approved for payment under this contract. The
County may withhold an amount from the progress payment sufficient to pay the expenses the County reasonably expects to
incur in correcting the deficiency set forth in the written finding. The progress payment shall be paid on or before thirty days
after the estimate of the Work is certified and approved. The estimate of the Work shall be deemed received by the County on
submission to any person designated by the County for the submission, review or approval of the estimate of the Work.
6.7 Unpaid Amounts. The County shall pay all unpaid amounts due the Contractor under this Contract within thirty (30) days, after:
6.7.1 Completion and acceptance of the Work;
Solicitation No: 173923 Available online at Page 19 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
LPII)H OPHS f7F-PORF!"ZVF7 Florence, AZ 85132
6.7.2 Presentation of a properly executed invoice;
6.7.3 Presentation of a fully executed Certificate of Performance provided by the County; or
6.7.4 Consent of Contractor's surety, if any.
Termination:
The County hereby gives notice that pursuant to A.R.S. § 38-511 A, this contract may be canceled without penalty or further
obligation within three years after execution if any person significantly involved in initiation, negotiation, securing, drafting or
creating the contract on behalf of the County is, at any time while the contract or any extension of the contract is in effect, an
employee or agent of any other party to the contract in any capacity or a Contractor to any other party of the contract with respect
to the subject matter of the contract. Cancellation under this section shall be effective when written notice from the Public Works
Director of the County is received by all of the parties to the contract. In addition, the County may recoup any fee or commission
paid or due to any person significantly involved in initiation, negotiation, securing, drafting or creating the contract on behalf of
the County from any other party to the contract arising as a result of the contract.
8. Negotiation Clause:
Recovery of damages related to expenses incurred by Contractor for a delay for which the County is responsible, which is
unreasonable under the circumstances and which was not within the contemplation of the parties to the contract, shall be
negotiated between Contractor and the County. This provision shall be construed so as to give full effect to any provision in the
contract, which requires notice of delays, provides for arbitration or other procedure for settlement or provides for liquidated
damages.
9. Compliance with Laws:
Contractor is required to comply with all Federal, State and local ordinances and regulations. Contractor's signature on this
contract certifies compliance with the provisions of the 1-9 requirements of the Immigration Reform Control Act of 1986 for all
personnel that Contractor and any subcontractors employ to complete this project. It is understood that the County shall conduct
itself in accordance with the provisions of the Pinal County Procurement Code.
10. Anti -Discrimination Provision:
The Contractor shall comply with State of Arizona Executive Order No. 2009-9 and all other applicable Federal and State laws,
rules and regulations, including the Americans with Disabilities Act.
11. Indemnification:
To the fullest extent permitted by law, Contractor shall indemnify and hold harmless Pinal, its agents, representatives, officers,
directors, officials and employees, from any and all liability, demands, proceedings, suits, actions, claims, losses, costs and
damages of every kind and description, arising out of, resulting from or alleged to have resulted from the performance of the
Work. Contractor's duty to indemnify and hold harmless Pinal, its agents, representatives, officers, directors, officials and
employees shall arise in connection with all demands, proceedings, suits, actions, claims, workers' compensation claims,
unemployment claims or employee's liability claims, damages, losses or expenses (including but not limited to attorney's fees,
court costs and/or arbitration costs and the cost of appellate proceedings) that are attributable to personal or bodily injury,
sickness, disease, death or injury to, impairment or destruction of property including loss of use resulting there from, caused by
or contributed to, in whole or in part, by any negligence, recklessness or intentional wrongful conduct, whether active or passive,
of Contractor, its employees, agents, representatives, any tier of Contractor's subcontractors, their employees, agents or
representatives or anyone directly or indirectly employed by Contractor or its subcontractors or anyone for whose acts Contractor
or its subcontractor's may be liable. The amount and type of insurance coverage requirements set forth in the Contract
Documents or remuneration of any insurance coverage herein provided shall in no way be construed as limiting the scope of
the indemnity in this paragraph. Such indemnity shall be required by Contractor from its subcontractors on behalf of Pinal.
12. Insurance Requirements:
Contractor, at Contractor's own expense, shall purchase and maintain the herein stipulated minimum insurance from a company
or companies duly licensed by the State of Arizona and possessing a current A.M. Best, Inc. rating of B++6. In lieu of State of
Arizona licensing, the stipulated insurance may be purchased from a company or companies, which are authorized to do
Solicitation No: 173923 Available online at Page 20 of 37
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Terms & Conditions
Pinal County
�^
�"ikl`\
Finance Department
31 N. Pinal St.
PINAL COUNTY
P.O. Bo 1348
WIDr orr' OPPORe:•'�rTV
Florence, AZ 85132
business in the State of Arizona, provided that said insurance companies meet the approval of County. The form of any
insurance policies and forms must be acceptable to County.
All insurance required herein shall be maintained in full force and effect until all work or service required to be performed under
the terms of the Contract is satisfactorily completed and formally accepted. Failure to do so may, at the sole discretion of County,
constitute a material breach of this Contract.
Contractor's insurance shall be primary insurance as respects County, and any insurance or self-insurance maintained by
County shall not contribute to it.
Any failure to comply with the claim reporting provisions of the insurance policies or any breach of an insurance policy warranty
shall not affect the County's right to coverage afforded under the insurance policies.
The insurance policies may provide coverage that contains deductibles or self -insured retentions. Such deductible and/or self -
insured retentions shall not be applicable with respect to the coverage provided to County under such policies. Contractor shall
be solely responsible for the deductible and/or self -insured retention and County, at its option, may require Contractor to secure
payment of such deductibles or self -insured retentions by a surety bond or an irrevocable and unconditional letter of credit.
County reserves the right to request and to receive, within 10 working days, certified copies of any or all of the herein required
insurance policies and/or endorsements. County shall not be obligated, however, to review such policies and/or endorsements
or to advise Contractor of any deficiencies in such policies and endorsements, and such receipt shall not relieve Contractor from,
or be deemed a waiver of County's right to insist on strict fulfillment of Contractor's obligations under this Contract.
The insurance policies required bythis Contract, except Worker's Compensation, and Errors and Omissions, shall name County,
its agents, representatives, officers, directors, officials and employees as Additional Insureds.
The policies required hereunder, except Workers' Compensation, and Errors and Omissions, shall contain a waiver of transfer
of rights of recovery (subrogation) against County, its agents, representatives, officers, directors, officials, and employees for
any claims arising out of Contractor's work or service.
Contractor is required to procure and maintain the following coverages indicated by a checkmark:
Commercial General Liabilitv
Commercial General Liability insurance and, if necessary, Commercial Umbrella insurance with a limit of not less than
$1,000,000 for each occurrence, $2,000,000 Products/Completed Operations Aggregate and $2,000,000 General Aggregate
Limit. The policy shall include coverage for bodily injury, broad form property damage, personal injury, products and completed
operations and blanket contractual coverage, and shall not contain any provision which would serve to limit third party action
over claims. There shall be no endorsement or modification of the CGL limiting the scope of coverage for liability arising from
explosion, collapse or underground property damage.
Automobile Liabilitv
Commercial/Business Automobile Liability insurance and, if necessary, Commercial Umbrella insurance with a combined single
limit for bodily injury and property damage of not less than $1,000,000 each occurrence with respect to any of the Contractor's
owned, hired and non -owned vehicles assigned to or used in performance of the Contractor's work or services under this
Contract.
Workers' Compensation
Workers' Compensation insurance to cover obligations imposed by federal and state statutes having jurisdiction of Contractor's
employees engaged in the performance of the work or services under this Contract; and Employer's Liability insurance of not
less than $1,000,000 for each accident, $1,000,000 disease for each employee, and $1,000,000 disease policy limit.
Contractor waives all rights against County and its agents, officers, directors and employees for recovery of damages to the
extent these damages are covered by the Workers' Compensation and Employer's Liability or commercial umbrella liability
insurance obtained by Contractor pursuant to this agreement.
Certificates of Insurance
Prior to commencing work or services under this Contract, Contractor shall furnish County with Certificates of Insurance in a
form acceptable to County, or formal endorsements as required by the Contract in the form provided by the County, issued by
Solicitation No: 173923 Available online at Page 21 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
umr orrs0PPORe:'TT V Florence, AZ 85132
Contractor's insurer(s), as evidence that policies providing the required coverages, conditions and limits required by this Contract
are in full force and effect. Such certificates shall identify this contract number and title.
In the event any insurance policy(ies) required by this contract is(are) written on a "claims made" basis, coverage shall extend
for two years past completion and acceptance of Contractor's work or services and as evidenced by annual Certificates of
Insurance.
If a policy does expire during the life of the Contract, a renewal certificate must be sent to County fifteen (15) days prior to the
expiration date.
Cancellation and Expiration Notice
Insurance required herein shall not expire, be canceled, or materially changed without thirty (30) days prior written notice to
County.
13. Israel Boycott Prohibited:
Contractor hereby certifies to Pinal County as follows: that it is not currently engaged in, and agrees for the duration of this
Contract to not engage in, a boycott of Israel pursuant to A.R.S. § 35-393.01(A). Further that a breach of this Certification shall
constitute a material breach of this Contract that is subject to penalties up to and including termination of this Contract and that
Pinal County retains the legal right to inspect the records of Contractor to ensure compliance with this Certification.
14. Performance of Work:
14.1 Job Order Agreement. Performance of the Work shall be undertaken only upon the issuance of written Job Order
Purchas Orders by the County. Job Orders shall be in accordance with the requirements specified in the Statement
of Work and shall set forth, with the necessary particularity, the following:
14.1.1 Contract number along with the Job Order Contractor's name;
14.1.2 Job Order number and date;
14.1.3 The agreed Work and applicable technical specifications and drawings;
14.1.4 The agreed period of performance and, if required by the County, a work schedule;
14.1.5 The place of performance;
14.1.6 The agreed total price for the Work to be performed;
14.1.7 Submittal requirements;
14.1.8 The County's authorized representative who will accept the completed Work;
14.1.9 Signatures by parties hereto signifying agreement with the specific terms of the Job Order; and
14.1.10 Such other information as may be necessary to perform the Work.
14.2 Job Order Contractor Duties and Obligations.
14.2.1 Permits & Responsibilities. Job Order Contractor shall be responsible for processing of drawings for
approval by appropriate oversight bodies; for obtaining any necessary licenses and permits; and for
complying with any Federal, State and municipal laws, codes and regulations applicable to the
performance of the Work. The County will reimburse Contractor for the actual, documented costs of
construction permits required for the performance of the Work. Contractor shall also be responsible for
all damages to persons or property that occur as a result of Contractor's fault or negligence, and shall
take proper safety and health precautions to protect the Work, the workers, the public, and the property
of others. Contractor shall also be responsible for all materials delivered and work performed until
completion and acceptance of the entire Work, except for any completed unit of Work which may have
been accepted under the Contract.
14.2.2 Self -Performance by the Job Order Contractor. The Job Order Contractor shall be allowed to bid as a
subcontractor for work over $50,000 and if it is the lowest acceptable bidder. Any change orders for
self -performed work shall require pre -approval by the County.
14.2.3 Jobsite Superintendent. During performance of a Job Order and until the Work is completed and
accepted, Contractor shall directly superintend the Work or assign a competent superintendent who will
Solicitation No: 173923 Available online at Page 22 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
wing ores nPrnn e: ' rTU Florence, AZ 85132
supervise the performance of Work and is satisfactory to the County and has authority to act for
Contractor.
Contractor will ensure that the site supervisor for the project is English proficient and that there is at
least one English proficient person at the construction site at all times work is being performed in order
to communicate with the County's project manager.
14.2.4 Construction Layout. Contractor shall lay out its work in accordance with the Contract plans and
specifications and shall be responsible for all measurements in connection with the layout of the Work.
Contractor shall furnish, at its own expense, all stakes, templates, platforms, equipment, tools,
materials, and labor required to layout any part of the Work. Contractor shall also be responsible for
maintaining and preserving all control points established by the County.
14.2.5 Survey Control Points. Existing survey markers (either brass caps or iron pipes) shall be protected by
the Contractor or removed and replaced under direct supervision of the County Engineer or his
designee. Survey monuments shall be constructed to the requirements of MAG Specifications, Section
405 and Standard Details. Lot corners shall not be disturbed without knowledge and consent of the
property owner. The Contractor shall replace benchmarks, monuments or lot corners moved or
destroyed during construction at no cost to the County. Contractor and his sureties shall be liable for
correct replacement of disturbed survey benchmarks except where the County elects to replace survey
benchmarks using their own forces.
14.2.6 Traffic Regulations. All traffic affected by this construction shall be regulated in accordance with City of
Phoenix — Traffic Barricade manual, latest edition.
At the time of the pre -construction meeting, the Contractor shall designate an employee who is well
qualified and experienced in construction traffic control and safety to be responsible for implementing,
monitoring and altering traffic control measures as necessary. At the same time the County will
designate a representative who will be responsible to see that all traffic control and any alterations are
implemented and monitored to the extent that traffic is carried throughout the work area in an effective
manner and that motorists, pedestrians, bicyclists and workers are protected from hazards and
accidents.
All traffic control devices required for this project shall be the responsibility of the Contractor. The
Contractor shall place advance warnings; REDUCE SPEED, LOOSE GRAVEL, 25 MPH SPEED LIMIT
and DO NOT PASS signs in accordance with the Traffic Barricade Manual.
The Contractor shall provide, erect and maintain all necessary flashing arrow boards, barricades,
suitable and sufficient warning lights signals and signs, and shall take all necessary precautions for the
protection of the work and safety of the public. The Contractor shall provide, erect and maintain
acceptable and adequate detour signs at all closures and along detour routes.
All barricades and obstructions shall be illuminated at night and all safety lights shall be kept burning
from sunset until sunrise. All barricades and signs used by the Contractor shall conform to the standard
design, generally accepted for such purposes.
The Contractor shall insure that all existing traffic signs are erect, clean and in full view of the intended
traffic at all times. Street name signs at major street intersections shall be maintained erect at all times.
If these signs should interfere with construction, the Contractor shall notify the County at lease forty
eight (48) hours in advance for County personnel to temporarily relocate said signs. The County
Engineer or designee will re -set all traffic and street name signs to permanent locations when notified
by the Engineer that construction is complete unless otherwise stated in the specifications. Payment
for this item shall be made at the agreed upon contract allowance price for Traffic Control.
When determined necessary by the Contractor, an off -duty Pinal County Sherriff Officer shall be used
for traffic control. Contact shall be made through the Pinal County Sherriff's Officer Representative,
Malita Arellano, 520-866-5109. Deputy time, including vehicle and equipment shall be measured by
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WIF) F. OPHS flf riI TJ J'['VVFV Florence, AZ 85132
the hour for each hour required to perform traffic control duties. Any time over three (3) hours shall be
measured by the hour.
The assembly and turnarounds of the Contractor's equipment shall be accomplished using adjacent
local streets when possible.
Equipment used and/or directed by the Contractor shall travel with traffic at all times. Supply trucks
shall travel with traffic except when being spotted. Provide a flagman or officer to assist with this
operation.
During construction it may be necessary to alter traffic control. Alterations shall be in accordance with
the Traffic Barricade Manual.
No street within the project may be closed to through traffic or to local emergency traffic without prior
written approval of the County Engineer. Written approval may be given if sufficient time exists to allow
for notification of the public at least two (2) days in advance of such closing. Partial closure of streets
within the project shall be done in strict conformity with written directions to be obtained from the County
Engineer.
Caution should be used when excavating near intersections with traffic signal underground cable. Notify
the County Engineer twenty four (24) hours in advance of any work at such intersections. The
Contractor shall install and maintain temporary overhead traffic signal cable as specified by the County
Engineer when underground conduit is to be severed by excavations at intersections. The Contractor
shall provide an off -duty uniformed Sheriffs Deputy to direct traffic while the traffic signal is turned off
and the wiring is transferred. All damaged or modified traffic signal overhead and underground items
shall be repaired and restored to the County Engineers satisfaction. Magnetic detector loops shall
under no circumstances be spliced.
The Contractor shall address how local access to adjacent properties will be handled in accordance
with the specifications herein.
Where crossings of existing pavement occur, no open trenches shall be permitted overnight, but plating
may be permitted if conditions allow as determined by the County Engineer or his designee. If plates
cannot be used, crossings shall be back -filled or the Contractor shall provide a detour.
14.2.7 Operations & Storage. Contractor shall confine all operations (including storage of materials) to areas
authorized by the County.
14.2.8 Cleaning Up & Refuse Disposal. Contractor shall at all times keep the site, including storage areas,
free from accumulations of waste materials. Before completing the Work, Contractor shall remove from
the premises any rubbish, tools, scaffolding, equipment and materials that are not the property of the
County. Upon completing the Work, Contractor shall leave the site in a clean and orderly condition
satisfactory to the County.
Final cleanup of the premises shall be included in the period of performance of the Job Order.
Contractor shall be responsible for all construction refuse disposal containers and their removal from
the site.
Disposal of any hazardous materials not addressed and priced in the Job Order will be segregated for
disposal by the County unless the County requires the Contractor to dispose of the materials, in which
case, an equitable adjustment in the price will be negotiated and agreed.
14.2.9 Existing Improvements and Utilities. Contractor shall protect from damage all existing improvements
and utilities to or near the site and on adjacent property of third parties, the locations of which are made
known to or should be known by the Contractor. Contractor shall repair any damage to those facilities,
including those that are the property of third parties, resulting from failure to comply with the
requirements of the Job Order or failure to exercise reasonable care in performing the Work. If
Solicitation No: 173923 Available online at Page 24 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WIF) F. OPHS flf riI TJ J'['VVFV Florence, AZ 85132
Contractor fails or refuses to repair the damage promptly, the County may have necessary repair work
performed and charge the cost to the Contractor.
14.2.10 Safety. Contractor shall be responsible for compliance with all safety rules and regulations of the
Federal Occupational Safety and Health Act 1970 (OSHA), all applicable state and local laws,
ordinances, and regulations during the performance of the Work. Contractor shall indemnify the County
for fines, penalties, and corrective measures that result from the acts of commission or omission of
Contractor, its subcontractors, if any, agents, employees and assigns and its failure to comply with such
safety rules and regulations.
The County reserves the right to approve and monitor the Contractor's safety policies and program
procedures as applied during performance of the Work. Failure to comply with safety policies and
program procedures, once approved by Owner, shall be cause for the termination of the Job Order.
14.3 Owner Rights and Obligations.
14.3.1 Suspension of Work. Owner may order Contractor, in writing, to suspend, delay, or interrupt all or any
part of the Work for a period of time that the County determines reasonably appropriate.
If the performance of all or any part of the Work is suspended, delayed, or interrupted by an act of the
County in the administration of a Job Order or by the County's failure to act within the time specified in
the Job Order, an adjustment shall be made for any increase in the cost of performance of the Job
Order necessarily caused by the suspension, delay or interruption, and the Job Order will be modified
in writing accordingly.
A claim under this subparagraph 13.3.1 shall not be allowed for any costs incurred more than thirty (30)
calendar days before Contractor shall have notified the County in writing of the act or failure to act (but
this requirement shall not apply as to a claim resulting from a suspension order), and unless the claim,
in an amount stated, is asserted in writing as soon as practicable after the termination of such
suspension, delay or interruption, but not later than the date of final payment under the Job Order.
14.3.2 County's Right to Possession. The County shall have the right to take possession of or use any
complete or partially completed part of the Work. Before taking possession of or using any Work, the
County shall furnish the Contractor a list of items of work remaining to be performed or corrected on
those portions of the Work that the County intends to take possession of or use. However, failure of
the County to list any item of Work shall not relive the Contractor of responsibility for complying with the
terms of this Contract. County possession or use shall not be deemed an acceptance of any Work
under this contract.
While the County has such possession or use, Contractor shall be relieved of the responsibility for the
loss of or damage of the Work resulting from the County's possession or use. Notwithstanding the
terms of subparagraph 14.2.1. If prior possession or use by the County delays the progress of the Work
or causes additional expense to the Contractor, an equitable adjustment shall be made in the Job Order
price or the period of performance, and the Job Order shall be modified in writing accordingly.
14.3.3 Other Contracts. The County may undertake or award other Contracts for additional work at or near
the site of Work under this contract. Contractor shall fully cooperate with the other Contractors and with
the County's employees and shall carefully adapt scheduling and performing the Work under this
contract to accommodate the additional work, heeding any direction that may be provided by the
County. Contractor shall not commit or permit any act that will interfere with the performance of its Work
by any other contractor or by County employees.
14.3.4 Job Order Amendment. Job Orders may be amended by the County in the same manner as they are
issued.
14.3.5 Job Order Value. The maximum Job Order value is One Million Dollars ($1,000,000), except as
provided by §17.1.
Solicitation No: 173923 Available online at Page 25 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WrT)r oP r x n r, rn rt J';' VVF 7 Florence, AZ 85132
15. Job Order Documents:
15.1 Specifications and Drawings. Anything mentioned in the specifications and not shown in the drawings or shown
on the drawings and not mentioned in the specifications, shall be of like effect as if shown or mentioned in both. In
case of differences between drawings and specifications, the drawings shall govern. In case of discrepancy either
in the figures, in the drawings, or in the specifications, the matter shall be promptly submitted to the County, who
shall promptly make a determination in writing. Any adjustment by Contractor without such a determination shall
be at its own risk and expense. The County shall furnish from time to time such detail drawings and other
information as considered necessary, unless otherwise provided.
15.2 Show Drawings. Shop drawings include sketches, diagrams, layouts, schematics, descriptive literature,
illustrations, schedules, performance and test data, and similar materials furnished by Contractor to explain in detail
specific portions of the Work. The County may duplicate, use, and disclose in any manner and for any purpose
shop drawings delivered under the Contract. Show drawings means drawings submitted to the County by the
Contractor showing in detail:
15.2.1 The proposed fabrication and assembly of structural elements;
15.2.2 The installation (i.e. form, fit and attachment details) of materials or equipment, and
15.2.3 The construction and detailing of elements of the Work.
15.3 Shop Drawing Coordination. Contractor shall coordinate all shop drawings, and review them for accuracy,
completeness and compliance with Contract requirements and shall indicate its approval thereon as evidence of
such coordination and review. Shop drawings submitted to the County without evidence of Contractor's approval
may be returned for resubmission. The County will indicate its approval or disapproval of the shop drawings and
if not approved as submitted shall indicate County's reason therefore. Any work done before such approval shall
be at the Contractor's risk. Approval by the County shall not relieve Contractor from responsibility for any errors or
omissions in such drawings, nor from responsibility for complying with the requirements of the Contract, except
with respect to variations described and approved in accordance with §14.3 below.
15.4 Shop Drawing Modification. If shop drawings show variations from the Job Order requirements, Contractor shall
describe such variations in writing, separate from the drawings, at the time of submission. If Owner approves any
such variation, Owner shall issue an appropriate Contract modification, except that, if the variation is minor and
does not involve a change in price or in time of performance, a modification need not be issued.
15.5 Shop Drawing Omissions. Omissions from the drawings or specifications or the mis-description of details of work
which are manifestly necessary to carry out the intent of the drawings and specifications, or which are customarily
performed, shall not relieve Contractor from performing such omitted or mis-described details of the Work but they
shall be performed as if fully and correctly set forth and described in the drawings and specifications.
15.6 Owner Furnished Drawings. Contractor shall check all County furnished drawings immediately upon receipt and
shall promptly notify the County of any discrepancies. Any errors or omissions in the County furnished drawings
are the responsibility of the County to rectify, including associated costs. Figure marked on drawings shall be
followed in preference to scale measurements. Large scale drawings shall govern small scale drawings. Contractor
shall compare all drawings and verify the figures before laying out the Work and will be responsible for any errors
which might have been avoided thereby.
15.7 Show Drawing Submittal. Contractor shall submit to the County for approval an appropriate number of copies of
all shop drawings as called for under the various headings of these specifications. Sets of all shop drawings will
be retained by the County and one set will be returned to the Contractor with annotation of approval or rejection
within one (1) week after submission, unless a longer review period is necessary by mutual agreement between
the County and the Contractor.
15.8 Use of Job Order Documents. All drawings (to include as -built drawings), sketches, designs, design data,
specifications, note books, technical and scientific data provided to Contractor or developed by Contractor pursuant
to the Contract and all photographs, negatives, reports, findings, recommendations, data and memoranda of every
description relating thereto, as well as all copies of the foregoing relating to the Work or any part here of, shall be
Solicitation No: 173923 Available online at Page 26 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
umr orrs0PPORe:'TT V Florence, AZ 85132
the property of the County and may be used by the County without any claim by the Contractor for additional
compensation, unless such material developed by Contractor does not result in an issued Job Order. In such
cases, Contractor will receive reasonable reimbursement for the development of such materials before the County
uses them in any manner whatsoever. In addition, the County agrees to hold the Contractor harmless to the extent
permitted by law from any legal liability arising out of the County's use of such material.
16. Contract Changes:
16.1 County Changes. The County may, at any time, without notice to the sureties, if any, by written order designated
or indicated to be a change order, make changes in the Work within the general scope of the Job Orders, including
changes:
16.1.1 In the specifications (including drawings and designs);
16.1.2 In County furnished facilities, equipment, materials, services, or site; or
16.1.3 Directing acceleration in the performance of the Work, or otherwise altering the schedule for
performance of the Work.
16.2 County Change Orders. Any other written order (which, as used in this paragraph, includes direction, instruction,
interpretation, or determination) from the County that causes a change shall be treated as a change order under
this section; provided, that the Contractor gives the County timely written notice stating the date, circumstances
and source of the order that Contractor regards the order as a change order.
16.3 Contract Adjustments. Except as provided in this section, no order, statement or conduct of the County shall be
treated as a change under this section or entitle Contractor to an equitable adjustment hereunder.
16.4 Modification of the Job Order. If any change under this section causes an increase or decrease in Contractor's
cost of, or the time required for, the performance of any part of the Work under a Job Order, whether or not changed
by any such order, the County shall negotiate an equitable adjustment and modify the Job Order in writing.
16.5 Contractor Proposals. Contractor must submit any proposal under this section within thirty (30) calendar days after:
16.5.1 Receipt of a written change order under section 16.1 above; or
16.5.2 The furnishing of a written notice under section 16.2 above by submitting to the County a written
statement describing the general nature and amount of the proposal, unless this period is extended by
the County. The statement of proposal for adjustment may be included in the notice under section 16.2
above.
16.6 Final Payment Limitation. No proposal by the Contractor for an equitable adjustment shall be allowed if asserted
after final payment under the Job Order.
16.7 Contractor Extension Justification. The Contractor shall furnish to the County a written proposal for any proposed
extension in the period of performance. The proposal shall contain a price breakdown and period of performance
extension justification.
16.8 Contractor Price Breakdown Structure. Contractor, in connection with any proposal it makes for a Job Order
change, shall furnish a price breakdown itemized as required by the County and the pricing matrix as required in
the awarded contract.
17. ARS Title 34 Provisions:
17.1 The maximum dollar amount of an individual job order shall be One Million Dollars ($1,000,000) or such higher or
lower amount prescribed by the County in an action notice pursuant to ARS Title 38, Chapter 3, Article 3.1 or a rule
adopted by the County as the maximum amount of an individual job order. Requirements shall not be artificially
divided or fragmented in order to constitute a job order that satisfies this requirement.
17.2 If the Contractor subcontracts or intends to subcontract part or all of the work under a job order and if this contract
includes descriptions of standard individual tasks, standard unit prices for standard individual tasks and pricing of
job orders based on the number of units of standard individual task in the job order, then:
Solicitation No: 173923 Available online at Page 27 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
wing ores nPrnn e: ' rTU Florence, AZ 85132
17.2.1 The Contractor has a duty to deliver promptly to each subcontractor invited to bid a coefficient to the
Contractor to do all or part of the work under one or more job orders:
17.2.1.1 A copy of the description of all standard individual tasks on which the subcontractor is invited
to bid.
17.2.1.2 A copy of the standard unit prices for the individual tasks on which the subcontractor is invited
to bid.
17.2.2 If not previously delivered to the subcontractor, the Contractor has a duty to delivery promptly the
following to each subcontractor invited to or that has agreed to do any of the work included in any job
order:
17.2.2.1 A copy of the description of each standard individual task that is included in the job order and
that the subcontractor is invited to perform.
17.2.2.2 The number of units of each standard individual task that is included in the job order and that
the subcontractor is invited to perform.
17.2.2.3 The standard unit price for each standard individual task that is included in the job order and
that the subcontractor is invited to perform.
17.2.3 The County will include the full street or physical address of each separate location at which the
construction will be performed for each individual Job Order. The Contractor (and on behalf of each
subcontractor at any level) hereby agrees to include in each of its subcontracts the same address
information. The Contractor and each subcontractor at any level shall include in each subcontract the
full street or physical address of each separate location at which construction work will be performed.
18. Contract Administration and Operation
To the extent applicable Contractor shall comply with the following provisions.
18.1 Notice to Proceed/Ordering Authority. The Contractor agrees to render goods or services promptly and diligently
upon receipt of a written purchase order or notice to proceed. Prior to receiving this notice, Contractors shall not
commence any billable activities in the performance of the Contract. Any attempt to represent any product not
specifically awarded under this Contract is a violation of the contract. Any such action is subject to the legal and
contractual remedies available to the County, inclusive of, but not limited to, contract termination, suspension and/or
debarment of the Contractor. A signed Contract and valid purchase order must be in place prior to the start of any
work each year, including renewal periods.
18.2 Records. Under A.R.S. § 35-214 and § 35-215, the Contractor shall retain and shall contractually require each
subcontractor to retain all data and other "records" relating to the acquisition and performance of the Contract for
a period of five years after the completion of the Contract. All records shall be subject to inspection and audit by
the County at reasonable times. Upon request, the Contractor shall produce a legible copy of any or all such
records.
18.3 Contractor Business Facilities and Business Practices. The Contractor's personnel, facilities and equipment shall
be in full compliance with all applicable federal, state and local health, environmental and safety laws, regulations,
standards, ordinances, privilege license and permit requirements, whether or not they have been referenced by the
County.
Employee compensation shall meet all applicable requirements of the Fair Labor Standards Act and Federal and
Arizona minimum wage laws, in addition to all applicable OSHA regulations. The Contractor bears full responsibility
for employee training, safety, and providing necessary equipment to achieve compliance with all such laws and
regulations prior to the contract commencement date and to maintain compliance throughout the duration of the
contract.
Solicitation No: 173923 Available online at Page 28 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WIDr o rrs Florence, AZ 85132
18.4 Affirmative Action. Contractor agrees to abide by the provisions of the County Affirmative Action Program.
Contractor, their subcontractor(s) and supplier(s) agree to adhere to a policy of equal employment opportunity
and demonstrate an affirmative effort to recruit, hire, promote and upgrade the position of employees
regardless of race, color, religion, ancestry, sex, age, disability, national origin, sexual orientation, gender
identity, familial status, or marital status and who agree and are responsive to the County's goals. Upon
request, the Responder/Contractor agrees to submit the following reports to the County's Office of Equal
Opportunity Programs:
Part A Employment Information Report
Part B. Equal Employment Opportunity/Affirmative Action Policy Plan;
Part C. Employer Equal Employment Opportunity (EEO) Workforce Profile.
All such reports on file with the Equal Employment Opportunity Office will be updated at least annually. The
Equal Employment Opportunity Office may for good cause recommend to the County's Chief Financial Officer
that failure to comply with the requirements of this subsection be waived and that the submittal be accepted
contingent upon receipt of the required reports before a notice to proceed is issued.
18.5 Drug Free Workplace Program. Contractors are hereby advised that Pinal County has adopted a policy
establishing a drug free workplace for itself and as a requirement for Contractors doing business with the County,
to ensure the safety and health of employees working on its contracts/projects. The Contractor shall require a
drug free workplace for all employees working under the contract. Specifically, all Contractor employees who
are working under this contract shall be notified in writing by the Contractor that they are prohibited from the
manufacture, distribution, dispensation, possession or unlawful use of a controlled substance in the workplace.
The Contractor agrees to prohibit the use of intoxicating substances by all employees and shall ensure that
employees do not use or possess illegal drugs while in the course of performing their duties. Failure to require
a drug free workplace in accordance with the Policy may result in termination of the contract and possible
debarment from bidding on future contracts/projects.
18.6 Audit. Pursuant to ARS § 35-214, at any time during the term of this Contract and six (6) years thereafter, the
Contractor's or any subcontractor's books and records shall be subject to audit by the County and, where
applicable, the Federal Government, to the extent that the books and records relate to the performance of the
Contract or Subcontract.
18.7 Facilities Inspection and Materials/Service Testing. The Contractor agrees to permit access to its facilities,
subcontractor facilities and the Contractor's processes or services, at reasonable times for inspection of the
facilities or materials covered under this Contract. The County shall also have the right to test, at its own cost,
the materials to be supplied under this Contract. Neither inspection of the Contractor's facilities nor materials
testing shall constitute final acceptance of the materials or services. If the County determines non-compliance
of the materials, the Contractor shall be responsible for the payment of all costs incurred by the County for testing
and inspection. All material or service is subject to final inspection and acceptance by the County. Material or
service failing to conform to the specifications of this contract shall be held at Contractor's risk and may be returned.
If defective goods are returned or services must be re -performed, all costs are the responsibility of the Contractor.
18.8 Notices. Notices to the Contractor required by this Contract shall be made by the County to the person indicated
on the Offer and Acceptance form submitted by the Contractor unless otherwise stated in the Contract. Notices
to the County required by the Contract shall be made by the Contractor to the Solicitation Contact Person
indicated on the Solicitation cover sheet, unless otherwise stated in the Contract. An authorized Procurement
Officer and an authorized Contractor representative may change their respective person to whom notice shall be
given by written notice to the other and an amendment to the Contract shall not be necessary.
18.9 Advertising, Publishing and Promotion of Contract. The Contractor shall not use, advertise or promote
information for commercial benefit concerning this Contract without the prior written approval of the Procurement
Officer.
18.10 Property of the County. Any materials, including reports, computer programs and other deliverables, created
under this Contract are the sole property of the County. The Contractor is not entitled to a patent or copyright
on those materials and may not transfer the patent or copyright to anyone else. The Contractor shall not use or
release these materials without the prior written consent of the County.
Solicitation No: 173923 Available online at Page 29 of 37
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Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
tiETnr orEI nPPPnnFL•'rTU Florence, AZ 85132
18.11 Offshore Performance of Work Prohibited. Due to security and identity protection concerns, direct services under
this contract shall be performed within the borders of the United States. Any services that are described in the
specifications or scope of work that directly serve the Pinal County or its clients and may involve access to secure
or sensitive data or personal client data or development or modification of software for the State shall be
performed within the borders of the United States. Unless specifically stated otherwise in the specifications, this
definition does not apply to indirect or 'overhead' services, redundant back-up services or services that are
incidental to the performance of the contract. This provision applies to work performed by subcontractors at all
tiers.
18.12 Ownership of Intellectual Property. Any and all intellectual property, including but not limited to copyright,
invention, trademark, tradename, service mark, and/or trade secrets created or conceived pursuant to or as a
result of this contract and any related subcontract ("Intellectual Property"), shall be work made for hire and the
County shall be considered the creator of such Intellectual Property. The Pinal County department requesting
the issuance of this contract shall own (for and on behalf of the County) the entire right, title and interest to the
Intellectual Property throughout the world. Contractor shall notify the County, within thirty (30) days, of the
creation of any Intellectual Property by it or its subcontractor(s). Contractor, on behalf of itself and any
subcontractor (s), agrees to execute any and all document(s) necessary to assure ownership of the Intellectual
Property vests in the County and shall take no affirmative actions that might have the effect of vesting all or part
of the Intellectual Property in any entity other than the County. The Intellectual Property shall not be disclosed
by contractor or its subcontractor(s) to any entity not the County without the express written authorization of the
Pinal County department requesting the issuance of this contract.
18.13 Confidentiality of Records. The Contractor shall maintain the confidentiality and privilege of any documents that
the Contractor has access to which have been designated by the County as confidential or privileged. The
Contractor shall establish and maintain procedures and controls that are acceptable to the County for the purpose
of assuring that no information contained in its records obtained from the County or from others in carrying out
its functions under the contract shall be used by or disclosed by it, its agents, officers, or employees, except as
required to efficiently perform duties under the contract. Persons requesting such information should be referred
to the County. Contractor also agrees that any information pertaining to individual persons shall not be divulged
other than to employees or officers of Contractor as needed for the performance of duties under the contract,
unless otherwise agreed to in writing by the County.
18.14 Federal Immigration and Nationality Act. The contractor shall comply with all federal, state and local immigration
laws and regulations relating to the immigration status of their employees during the term of the contract. Further,
the contractor shall flow down this requirement to all subcontractors utilized during the term of the contract. The
County shall retain the right to perform random audits of contractor and subcontractor records or to inspect
papers of any employee thereof to ensure compliance. Should the County determine that the contractor and/or
any subcontractors be found noncompliant, the County may pursue all remedies allowed by law, including, but
not limited to; suspension of work, termination of the contract for default and suspension and/or debarment of
the contractor.
18.15 E-Verify Requirements. In accordance with A.R.S. § 41-4401, Contractor warrants compliance with all Federal
immigration laws and regulations relating to employees and warrants its compliance with Section A.R.S. § 23-
214, Subsection A.
19. Price Adjustment for Bituminous Materials
19.1 Description
Price adjustment shall be calculated based on price changes of bituminous material occurring between the submittal
deadline date for the JOC technical and price proposals and the date that the material is delivered or used. Price adjustment
shall be bi-directional, potentially increasing or decreasing contract payments.
The term "bituminous material" as used herein shall include asphalt cement, liquid asphalt and emulsified asphalt and shall
apply only to specific pay items requiring these materials.
The contract unit price for each item of bituminous material shall include all costs for furnishing, hauling, handling,
spreading, and mixing of the material required, including the "initial cost" of bituminous material and all applicable taxes,
bonds, and insurance premiums; but excluding any difference in the cost of bituminous material that occurs between the
Solicitation No: 173923 Available online at Page 30 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Terms & Conditions Pinal County
�^ Finance Department
�"ikl`\ 31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WrT)r oP r4 n f, r,' r{'J'.'"TV Florence, AZ 85132
submittal deadline date for the JOC price proposal and the date that the material is delivered or used and the cost of taxes,
bonds and insurance directly attributed to the price adjustment amount for bituminous materials.
19.2 Measurement Emulsified Asphalt
The tons of emulsified products to which the adjustment will be applicable will be the tons of the bituminous material within
the emulsion. The Contractor shall weigh or measure the truck or trailer tank prior to and after placing the emulsion and will
be paid based upon the difference in the weight.
19.3 Payment
The "initial cost" of asphalt cement, liquid asphalt and emulsified asphalt will be the quarterly cost determined by the Arizona
Department of Transportation (ADOT) based on selling prices of asphalt and all materials published by the ADOT.
The bituminous material "initial cost" price is issued each month in memorandum form by ADOT's Contract and
Specifications Section of the Intermodal Transportation Division under "Price Adjustment for Bituminous Material" title. The
price is the arithmetic average of the high and low selling prices for asphalt cement shown for the previous quarter in the
ADOT escalator.
This price will be deemed to be the "initial cost" for bituminous material of all types, grades, etc., on projects on which bids
are opened during the following month. This price may be obtained from the ADOT website:
httD://www.azdot.aov/business/ContractsandSDecifications/PriceAdi ustmentforBituminousMaterialandDiesel Fuel
For each item of bituminous material for which there is a specific pay item, an adjustment in compensation will be made for
either an increase or decrease in the price of asphalt cement as shown in the ADOT memorandum, current for the date of
use of the material, as compared to the "initial cost".
Adjustments in compensation for emulsified asphalt will be made for the bituminous material prior to dilution.
The tons of bituminous materials which are paid for on an invoice basis to which the adjustment will be applicable are the
tons which have been delivered to the project and subsequently incorporated into the work. The adjustment will be
applicable on the date of use of the bituminous material.
Price Adjustment for Bituminous Materials shall include an adjustment for the actual change in cost of premiums on required
payment and performance bonds, the actual change in cost of premiums for property damage and/or public liability
insurance, and the change in sales tax (identified in Section 109.2.3) liability incurred as a result of the price adjustment for
bituminous materials. The Contractor shall provide documentation to determine the adjustment for the actual change in cost
of premiums on required payment and performance bonds, property damage and/or public liability insurance, and sales tax.
No additional compensation will be made for any additional or increased charges, costs, expenses, etc., which the
Contractor may have incurred since the time of the Price proposal submittal which may be the result of any increase in the
"initial cost" of bituminous material.
The Price Adjustment for Bituminous Materials will be made in the next regular payment following actual use or
application of the bituminous material and may cause an increase or decrease in payments. Quarterly billing shall be
identified as:
Quarter 1; July - September, released end of June
Quarter 2; October -December, released end of September
Quarter 3; January - March, released end of December
Quarter 4; April - June, released end of March
Solicitation No: 173923 Available online at Page 31 of 37
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1J " Pinal County
J� C Addendum Finance Department
Acknowledgement Form 31 N. Pinal St.
PINAL COUNTY P.O. Box1348
WIT)F. opts nFF0rrr:•S1•F Florence, AZ 85132
ADDENDUM ACKNOWLEDGEMENT FORM
Solicitation Addendums are posted on the Pinal County website at the following address:
http://Pinalcountyaz.gov/Purchasing/Pages/CurrentSolicitations.aspx . It is the responsibility of the Responder to periodically check this
website for any Solicitation Addendum.
This page is used to acknowledge any and all addendums that might be issued. Any addendum issued within five days of the
solicitation due date, will include a new due date to allow for addressing the addendum issues. Your signature indicates that you took
the information provided in the addendums into consideration when providing your complete response.
Please sign and date:
ADDENDUM NO. 1 Acknowledgement
ADDENDUM NO. 2 Acknowledgement
ADDENDUM NO. 3 Acknowledgement
Signature
Signature
Signature
If no addendums were issued, indicate below, sign the form and return with your response.
Firm
Date
Date
Date
Solicitation No: 173923 Available online at Page 32 of 37
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1J Pinal County
J C W-9 Form Finance Department
31 N. Pinal St.
P1NAL COUNTY P.O. Bo 1348
WIDE OPEN OPPORTUNITY Florence, AZ 85132
1,T&J.161 V LT,I
Download W-9 Form from http://www.irs.gov/pub/irs-pdf/fw9.pdf
Solicitation No: 173923 Available online at Page 33 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Responder's Checklist
PINAL COUNTY
WIT) r•.orr•.s0HIMIrr r;
Pinal County
Finance Department
31 N. Pinal St.
Bldg. A
P.O. Box 1348
Florence, AZ 85132
Yes/No
Did you include your signed Offer sheet?
See Page 34 & 35 of this solicitation.
Did you acknowledge all addendums, if any?
See page 31. Any addendums would be uploaded in Bonfire.
Did you complete and include all required Response Forms?
Any Response forms would be available in Bonfire.
Did you include your W-9 Form?
See page 32 of this solicitation.
Did you include any necessary attachments?
Did you follow the order for submissions of documents?
See Section 2.4 — Offer format in the Special Instructions of this solicitation.
Did you include proof of insurance(s) if requested?
Solicitation No: 173923 Available online at Page 34 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
)'� C
Offer and Acceptance Pinal County
Finance Department
31 N. Pinal St.
PINAL COUNTY P.O. Bo 1348
WIDE OPEN OPPORTUNITY Florence, AZ 85132
OFFER AND ACCEPTANCE FORM
TO PINAL COUNTY:
The undersigned hereby offers and agrees to furnish the material, service, or construction in compliance with all terms,
conditions, specifications, and amendments in the Solicitation.
Authorized Signature
Title
Printed Name Date
Company Name Telephone
Address City, State, Zip
For clarification of this offer, contact:
Name: Phone:
Email
ACCEPTANCE OF OFFER
(For Pinal County Use Only)
The offer is hereby accepted and the Responder is now bound to sell or provide the materials, services, or construction
as indicated by the Purchase Order or Notice of Award and based upon the solicitation, including all terms, conditions,
specifications, amendments, etc. and the Offer as accepted by Pinal County.
The contract is for: JOC Asphalt Maintenance & Repair Services
This contract shall henceforth be referenced to as Contract No. 175923. The Offeror is cautioned not to commence
any billable work or to provide any material or service under this contract until Offeror receives an executed purchase
order or notice to proceed.
Awarded this day of 2018.
Name (Print) Title Signature
Approved as to form:
Pinal County Attorney's Office
Solicitation No: 173923 Available online at Page 35 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Offer and Acceptance
Pinal County
^�
Finance Department
31 N. Pinal St.
PINAL COUNTY
P.O. Bo 1348
u mr•. ores 6,r,rf� J': ':_; :
Florence, AZ 85132
OFFER AND ACCEPTANCE FORM — Page 2
By signing the previous page of the Offer and Acceptance Form, Responder certifies:
A. The submission of the bid did not involve collusion or other anti -competitive practices.
B. The Responder shall not discriminate against any employee or applicant for employment in violation of Federal
Executive Order 11246.
C. The Responder has not given, offered to give, nor intends to give at any time hereafter, any economic opportunity,
future employment, gift, loan, gratuity, special discount, trip, favor, or service to a public servant in connection with the
Submittal.
D. The Responder certifies that it complies with Executive Order 12549 related to Federal Government Debarment and
Suspension (see 4-7)
E. The Responder certifies that the individual signing the bid is an authorized agent for the Responder and has the
authority to bind them to the contract.
Company Name
Authorized Signature
Solicitation No: 173923 Available online at Page 36 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
�r End of Solicitation
PINAL COUNTY
WTDE OPEN OPPORTUNITY
Solicitation No: 173923 Available online at Page 37 of 37
http://pi nalcountyaz.gov/Purchasing/Pages/CurrentSol icitations.aspx
Offer and Acceptance
Pina( County
Finance Department
31 N. Pinal St.
PIL COUNTY
Bldg, A
P.O. Box1348
i"ItIA, PFN OPPORTUNITY
Florence, AZ 85132
OFFER AND ACCEPTANCE FORM
TO PINAL COUNTY:
The undersigned hereby offers and agrees to furnish the material, service, or construction in compliance writh all terms,
conditions,: specificetiogs, and.amendments in the Solicitation.
Richard Francis May 21. 2018
Printed Name Date
Southwest Slurry Seal. Inc.. 623-582-1.919
Company Name Telephone
22955 N.. 21.s:t.Avenue Phoenix,. -AZ 85027-2034
Address City, State, Zip
i=or.clarification of this offer, contact:
Name: Richard Francis Phone; 623-58271919 .. Fax: 6,23-434.-88.0.5
Email:: richardf@southwest`slurryseal.com
Solicitation No: 173923 Available online at Page 34 of 36
http:lf pi nalcount yaz. gov/Purchasi ng/Pages/CurrentS61icitations.aspx
Offer and Acceptance Pinal County
Finance Department
lls 31 N..Pinal St,
I AL COUNTY PBldg. A
Box1..O. 'Box 1.348
W111 . care, nITOR UNI I Florence, AZ 85132
OFFER AND ACCEPTANCE FORM —Page 2
By signing the previous. page :of the Offer and Acceptance Form, :Responder certifies:
A. The submission of the bid did not involve collusion or other anti -competitive practices.
B. The Responder shall not discriminate against any employee or applicant for employment in violation of Federal
Executive Order 11246.
C. The Responder has not given; offered to give; nor.intends to.give at anytime hereafter; any economic opportunity,
future employment, gift, loan, gratuity, special discount, trip, favor, .or service to a public servant in connection with the
Submittal,
D: The Responder certifies that it complies with Executive`Order 12549 related to Federal :Government Debarment and
Suspension .(see 4-7)
E. The Responder certifies that the individual signing the bid is an authorized :agent for the Responder and has the
authority to bind them to the contract.
Southwest Slurry Seal., Inc..
Company Name
Authorized gn ur . chard Francis
Solicitation No: Available online at 9T3923 Page 35 of 36
ttp:/Lpindicountyaz.gov/Purchasing/Pages`/Cu,rrentSolicitations_aspx
IFB 175923 — Asphalt Maintenance & Repair Services
RESPONDER PROFILE
Southwest Slurry Seal, Inc.
22855 N. 21st Avenue
Phoenix, AZ 85027
Representative: Richard Francis, President
(623) 582-1919
richard@southwestslurryseal.com
QUESTION SET — Method of Approach
2.0.1
QUESTION: Describe your experience in the advantages and disadvantages of the JOC
alternative delivery method compared to traditional design -bid -build.
RESPONSE:
As compared to the design -bid -build method the JOC alternative delivery method offers advantages
to the buying agency. We have seen that the process for completion of a project requires much less
administrative work for the buyer. Agencies have a greater ability to assign tasks to contactors over
the course of a term in a manner that best suits the buyer's needs and resources. Selecting a
contractor for a JOC contract where pricing is not the sole criteria allows for the agency to reduce
the risk of receiving unacceptable work. When working through the JOC process much more
communication occurs between the owner and the contractor leading to successful projects and
programs. Southwest Slurry Seal, Inc. has been able to suggest modifications to the scope of work
that enhanced the quality of the completed project when assigned tasks on other JOC contracts. As
an example, for the City of Phoenix we suggested edge milling along the roadway prior to the
application of micro surfacing where the height of the existing pavement edge already created a
hazard for bicyclists. This was already standard practice prior to asphalt overlays, but nobody had
considered it for micro surfacing projects as micro surfacing applications do not add a lot of thickness
to the existing pavement. But after years of treatments or in the case where the asphalt pavement
had expanded and pushed up against a concrete gutter, hazards were created. The process of
micro milling the street edges prior to micro surface application is now standard on our work for the
City of Phoenix. This change has created better road conditions for users and reduced liability to the
City. With a contractor already in place the agency has much more flexibility in getting projects
completed as needs arise. We have seen an agency award a JOC contract to a contractor for a
scope of work that included crack sealing. The contractor did not perform as expected and many of
the agency's other programs that required crack sealing to be done prior were delayed. Projects
could not be completed in the fiscal years for which they were planned. The agency was able to
move money to other JOC contracts to get the crack sealing done. In fact Southwest Slurry Seal,
Inc. was able to pick up a lot of crack seal work in this example! Disadvantages to the JOC method
are few. However, from the contractor's point of view, if not selected for a JOC contract a contractor
may not have an opportunity to work with an agency for several years. Companies that specialize in
certain disciplines and are excellent at what they do may be overlooked when the selection process
gives too much credit to firms that can self -perform lots of different processes, but are not necessarily
excellent at everything they perform.
Page 1 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
2.0.2
QUESTION: Describe successful processes your company has developed for prior work that
specifically parallels the JOC process. Provide specific details and methodology to
demonstrate why each process was successful including advantages over commonly utilized
processes. Include a description of the software system(s) successfully used by your
company for project estimating, planning, scheduling and managing construction and the
unique processes you've developed for its use in JOC (or comparable) contracts.
RESPONSE:
In our experience when Southwest Slurry Seal, Inc. has served as a subcontractor on a design -bid -
build project we usually quote the project prior to bid date, and then sometime after the bid we get a
letter from the GC with a subcontract and a notice inviting us to the pre -construction meeting with
the owner. When we fill the role as a prime contractor on a project with a variety of tasks we like to
hold an in house meeting with our subs prior to meeting with the owner. By having this internal pre -
con without the owner we are able to address the concerns of everyone on the team and create an
efficient plan to present to the owner to construct the project. We had a project resurfacing a portion
of BIA-6 for ADOT that included crack seal, guard rail repair and modification, micro surfacing,
rumble strip installation, asphalt repair, pavement markings, signage and traffic control. In our
internal pre -con we discovered that we would be able to manage the traffic control in a way that
allowed us to complete the guard rail work at the same time as our micro surfacing application was
taking place. This reduced the project time by nearly two weeks. We have a 5 year service contract
with the City of Chandler for residential and arterial slurry seal applications. The contract is not a
JOC, but we do have unit costs for different emulsion types, aggregate, pavement markings and
traffic control. We are in the 4th year of that contract and have used three different pavement marking
subcontractors. If we selected our pavement marking sub solely by price each time we would have
experienced all kinds of delays and an increase in costs in other areas. Prior to the project beginning
we discuss with potential firms their price for the new scope of work, their availability and how quickly
they will be able to complete the work. By considering all factors we may pay more for the actual
pavement marking items, but save on traffic control costs, survey costs and supervision costs. All
of this results in a more timely completion of the project. Southwest Slurry Seal, Inc. uses an Excel
based system created in house for estimating purposes. Based on the estimate, conversation with
the estimator, and input from the general field superintendent the project manager assigns a crew or
crews and creates a schedule. We hold weekly meetings, 2:00 pm on Wednesdays, which include
our shop foreman, field supervisor, estimators and project management to discuss current job status
and progress in addition to our upcoming schedule two months out. Our field supervisors provide
daily reports from the field via email that our accounting staff uploads into our accounting software,
Computer Ease. From there project management can review material, labor, equipment, subcontract
and all associated costs with the project on a daily basis.
2.0.3
QUESTION: Discuss the key components and advantages of your company's selection
process for subcontractors. Demonstrate your understanding of the County's requirement
that subcontractor selection must be based on qualifications alone or a combination of
qualifications and price, not on price alone. Provide a detailed proposed Subcontractor
Selection Plan attached as an appendix.
RESPONSE:
Potential subcontractors will be asked to provide their qualifications and experience, what level of
effort they are willing to put forth for completion of the project and a list of references for the type of
Page 2 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
work required. Submissions will be reviewed by Southwest Slurry Seal, Inc. management and
scored. We exist in a very competitive environment as a pavement preservation firm. Pricing for
most tasks is usually very close amongst different potential subcontractors. The best firms may not
always be the lowest priced, but their quality, efficiency and ability to complete jobs on time adds to
the satisfaction of the project owner and makes it easier for Southwest Slurry Seal, Inc to deliver a
quality project. We recognize that the performance of our subcontractors reflects upon Southwest
Slurry Seal, Inc. Our selection process considers pricing but only to the extent that it is reasonable
in today's market.
2.0.4
QUESTION: Discuss the Contractor's intention of self -performance for each Job Order
Assignment and indicate percentage of self -performance you intend to provide under this
contract. Remember that Pinal County requires a minimum of 51% of work be self -
performance.
RESPONSE:
Southwest Slurry Seal, Inc. would self -perform all of the tasks required to complete slurry seal, micro
surfacing, seal coating, crack seal, and pot hole patching. We would also provide our own traffic
control on local roads. We would utilize sub -contractors for utility adjustments, micro milling,
pavement markings and traffic control on major roads. We will always perform greater than 51 % of
the work.
2.0.5
QUESTION: Discuss what efforts the Contractor would initiate to meet the project budget
and schedule during the negotiation process.
RESPONSE:
Southwest Slurry Seal, Inc. will contact the appropriate personnel with Pinal County early in the fiscal
year and again several times during the year to ask about potential upcoming projects. This is done
only for general planning of crew placements. Once we are notified to provide a proposal for a
particular project we will investigate the site promptly and then get back to Pinal County with any
questions or suggestions regarding the scope of work and timing requirements. With a complete
understanding of the project a proposal will be submitted. Southwest Slurry Seal, Inc works with
multiple vendors and material suppliers for many of the products or services we would be providing.
As an example we work with several aggregate suppliers in different locations surrounding or in Pinal
County. Depending on where the work is to take place we have the ability to get quality aggregate
at a reasonable price to help meet the budget. In addition, we have accounts with asphalt emulsion
suppliers in both Phoenix and Tucson; this also gives us the flexibility to reduce costs to meet a
budget. Southwest Slurry Seal, Inc. is generally running several pavement preservation crews at the
same time and will be able adapt to a schedule to start and finish a given project in a reasonable
amount of time. By communicating with the County representative during the year we will not be
caught off guard when asked to provide a proposal and then complete a project.
Page 3 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
QUESTION SET — Qualifications and Experience of Contractor
3.0.1
QUESTION: Provide a general description of all services provided by the Contractor or team
that is proposing to provide JOC services. Indicate all services provided by each team
member. Include information for any specific subcontractor to be utilized for all work of a
certain type.
RESPONSE:
Southwest Slurry Seal, Inc. has been a leader in the slurry seal/micro surfacing industry for 37 years.
We have also provided seal coating, crack sealing and asphalt patching services for government
agencies in that time. We will provide those services for Pinal County along with the tasks that
typically go along with those types of projects. To that end we own 4 continuous run slurry seal/micro
surfacing machines, 14 truck mounted slurry seal/micro surfacing machines, seal coat machines by
Bearcat and SealMaster, 5 crack seal machines, crack vacs, air compressors, street sweepers and
all the necessary equipment to complete these services. Traffic control, pavement markings, utility
adjustments, micro milling, and survey are items that we will subcontract with great partners to
complete given purchase orders. For traffic control, pavement markings and survey we will use our
subcontractor selection plan to select the best partner for a particular project. We have relationships
with multiple firms for each of these tasks which will help us to complete work on time and within
budget. On projects requiring micro milling we will partner with WSP, Inc. to complete the milling
work. Brian Gallimore joined the management team of Western States Profiling (the first iteration of
WSP, Inc.) in 1989. In its 27 years of operation, the locally -owned WSP, Inc. has established itself
as one of the only firms with the capacity and necessary equipment to perform cold -milling of asphalt
and the precise micro -milling of bridge decks. Known for their work on projects rehabilitating city
streets and pavements using state-of-the-art equipment, WSP is a specialized milling contractor that
understands all facets of the job - from outreach to residential communities in and around the job
site, to keeping disruption to a minimum for the traveling public on major streets and meeting strict
timelines on projects such as, airport runway closures and major freeway closures. WSP has built
its reputation on being a trusted contractor and comprehensive problem solver. Today, WSP remains
a successful and well -respected DBE contractor in Arizona's construction industry due to Brian's
direct involvement on every project. Because Brian owns and operates a "turnkey" company,
providing milling, trucking, sweeping, watering and traffic control, he is a part of it all. It is this level
of involvement that allows for an all-around smooth project process, and when issues arise, allows
for quick and comprehensive resolution. He works directly with his clients, further building a long
lasting and trusting relationship, which has provided him a reputation of being a genuine and honest
subcontractor. When utility adjustments are necessary we will have Specialty Companies of Arizona
complete these tasks. Specialty Companies Group has been servicing the Southwest for over 40
years. As the largest company of its kind in Southwest, they employ over 120 highly trained
professionals. Specialty Companies Group crews complete over 1,300 jobs per year, adjusting
approximately 25,000 manholes and valves and other utility items. Specialty Companies of Arizona
typically install over 15,000 survey monuments and street sign poles each year.
3.0.2
QUESTION: Describe the Contractor's management and organizational abilities.
RESPONSE:
Southwest Slurry Seal, Inc. is an Arizona corporation operating since 1981. Richard Francis is its
President, Roger McCullough is Vice -President, R. Earl McCullough is the Secretary and Mike
Markham is Treasurer. Richard Francis will serve as the estimator for any requests from Pinal County
Page 4 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
in addition to overseeing the Project Manager. Our Project Manager is Darryn Olson. Darryn will
coordinate and manage Pinal County purchase orders. Roger McCullough is in charge of the field
staff including our superintendents and our shop personnel. The accounting and office staff is led by
Donna Bornmann. Donna has worked for Southwest Slurry Seal, Inc. for 20 years and is familiar
with Pinal County administrative and procurement procedures. Dispatch will be handled by Desiree
Scroggins. Desiree has been in charge of coordinating material deliveries, service providers,
equipment rentals and keeping projects running smoothly for two years for Southwest Slurry Seal,
Inc. The firm has its offices on 7 acres of land at 22855 North 21 st Avenue in Phoenix, Arizona. On
site is a 5000 square foot office building and a 15,000 square foot mechanical shop. Our key people
and their combined experiences are our most important resources. In addition, our fleet manager
oversees eight full time mechanics and fabricators that care for over 100 pieces of construction
equipment. Southwest Slurry Seal, Inc. owns the equipment and employs the people necessary to
not only apply the sealing or resurfacing products, but also to properly clean and prepare asphalt
pavement services prior to application of crack seal, seal coats, slurry seal or micro surfacing. All of
our key personnel and crew leaders have attended the ISSA workshop, a four day training seminar
concerning slurry seal, micro -surfacing, chip seal and crack seal. On residential streets we will
generally provide traffic control with our own forces, but for highway and major streets we will work
with qualified traffic control providers. Our Superintendents are ATSSA certified at the Supervisor
level. While we do not self -apply pavement markings, Southwest Slurry Seal, Inc. does have
excellent relationships with several pavement marking firms to ensure that quality projects are
completed on time. We have accounts with and purchase asphalt emulsion products from Wright
Asphalt, Alon Asphalt, Ergon Asphalt and Emulsions, Western Emulsions and SealMaster. The
availability of different products from each emulsion supplier allows us the flexibility to meet our
customers various needs. We also have accounts with material suppliers in and around Pinal County
to manufacture slurry seal and micro surfacing aggregates, seal coats and crack seal materials to
help us meet the needs for several agencies in Pinal County.
3.0.3
QUESTION: List the Arizona professional and contractor license(s) held by the Contractor.
Provide the license number and explain if held by an individual or the Contractor.
RESPONSE:
Arizona Contractors Licenses: 081093 Class A, 069777 Class A-14, 055425 Class R-13 - Held by
the firm.
3.0.4
QUESTION: Provide project information where the Contractor provided construction
services similar to those listed in Section 2 of the Statement of Work. The County may take
into consideration the number of Job Order Contracts a company may have, the resource
investment of the contractor in current County work, and the amount of pervious work
recently performed for the County as part of the selection process.
RESPONSE:
Experience of the Firm on Similar Projects:
City of Phoenix Job Order Contracting for Pavement Surface Treatment services, Project No.
4108JOC104 -
a. Slurry Seal and Micro Surfacing to meet the City of Phoenix annual needs. 28,138 tons of type 2
slurry seal and 1174 tons of micro surfacing completed. Projects included traffic control, resident and
business notification, utility cover adjustments and water valve debris cap installation.
Page 5 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
b. Prime Contractor
c. $5,160,430.00
d. 2012 — 2015
e. David Pedroza — (602) 361-5841, Rubben Lolly (602) 495-2048
Pinal County Slurry Program — FY'12-13; County Wide:
a. A multiyear contract including Micro Surfacing, Slurry Seal, Pavement Markings. Approximately
17,347 tons of type 2 slurry seal, 5932 tons of micro surfacing and pavement markings applied at
various locations in Pinal County to date. Projects included tire rubber modified slurry seal and micro
surfacing, milling, pavement marking obliteration, traffic control and resident notification.
b. Prime contractor
c. $4,141,205.62
d. July 2012 through 2016
e. Joe Ramirez — (520) 866-6515, Joe Ortiz- (520) 866-6413
Pinal County JOC Contract No. EC15-008-2
a. A multiyear contract including Micro Surfacing, Slurry Seal, Fog Seal, Survey, Pavement Markings,
Utility Adjustment. Approximately 5816 tons of type 2 slurry seal, 2637 tons of micro surfacing and
pavement markings applied at various locations in Pinal County to date. Projects included tire rubber
modified slurry seal and micro surfacing, milling, pavement marking obliteration, traffic control and
resident notification.
b. Prime contractor
c. $1,606,466.62
d. 2016 through Present
e. Joe Ramirez — (520) 866-6515, Joe Ortiz- (520) 866-6413
City of Phoenix Job Order Contracting for Pavement Surface Treatment services, Project No.
4108JOC134 -
a. Slurry Seal, Micro Surfacing and Crack Seal to meet the City of Phoenix annual needs. 15,177
tons of type 2 slurry seal and 8462 tons of micro surfacing, 812,500 Ibs of crack seal completed.
Projects included micro milling, traffic control, resident and business notification, utility cover
adjustments and water valve debris cap installation.
b. Prime Contractor
c. $4,953,940.00
d. 2016 — Ongoing
e. David Pedroza — (602) 361-5841, Rick Evans (602) 717-9544
City of Phoenix Aviation Crack Repair and Microsurfacing:
a. A multiyear contract for micro surfacing, crack seal and crack repair on pavements at Deer Valley
and Goodyear Airports. Approximately 128,189 LF of cracks up to 2" sealed, 37,479 LF of cracks
>2" repaired (mill and patch) and 38,500 square yards of area resurfaced with type 2 micro surfacing.
b. Prime contractor
c. $904,342.00
d. May 2011 — May 2015
e. Anne Shadle — 602-273-4043, Joel Quinn- (602) 821-4672
City of Casa Grande Pavement Preservation Program:
a. A multiyear contract for pavement preservation. To date
surfacing and pavement markings.
b. Prime contractor
c. $1, 320,108.00
d. May 2017- To date
7248 tons of type 3 rubberized micro
Page 6 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
e. Chris Lawson, Street Superintendent — (520) 450-2607
City of Phoenix 32nd Street Shea Blvd to Hartford Avenue:
a. 129,000 square yards of type 2 micro surfacing, approximately 200,000 LF of crack sealing,
milling, line obliteration, traffic signal installation, pavement markings, traffic control.
b. Prime contractor
c. $795,625.00
d. June 2015- March 2016
e. Tom Smith (602) 228-2265
Arizona Department of Transportation NHPP-160-A- (206)T / H853701 C US 160 Micro Surfacing:
a. Approximately 5000 tons of type 3 micro surfacing, survey, pavement markings, rumble strip
installation and traffic control. The project took place on both Navajo and Hopi tribal land.
b. Prime contractor
c. $1,321,816.00
d. October 2014 - June 2015
f. Dean Napier — (928) 607-7821, Richard Schilke- (928) 714-2286
QUESTION SET — Qualifications and Experience of Key Personnel
4.0.1
QUESTION: Identify and list the qualifications and experience of the key people who will be
responsible for performing the work under the resulting contract.
RESPONSE:
Richard Francis, President and Estimator (Principal), 31 Years with Southwest Slurry Seal, Inc.
Richard will serve as Estimator for the project. After starting his career at Southwest Slurry Seal 31
years ago as a laborer, Richard oversees the day-to-day operations of the company. He holds a
Bachelor of Science Degree in Systems Engineering from the University of Arizona and has nearly
30 years of experience in estimating. Richard has attended and made presentations at the ISSA
workshop several times and served on the ISSA Board of Directors for eight years ending in 2014.
Darryn Olson, Project Manager, 32 Years with Southwest Slurry Seal, Inc. Darryn will serve as
Project Manager and the primary point of contact for Pinal County. Darryn brings over 30 years of
experience to the project team and comprehensive knowledge of micro surfacing, slurry seal, crack
seal and various other applications from his extensive experience with Southwest Slurry Seal, Inc.
Darryn brings a strong emphasis on customer satisfaction by way of superior products and top quality
service.
Roger McCullough, Vice President (Principal), 35 Years with Southwest Slurry Seal, Inc. Roger will
serve as General Superintendent for the contract. He started in the slurry seal industry as a truck
driver in 1975. From 1975-1981 Roger worked for Slurry Seal of Arizona. Roger has worked at
Southwest Slurry Seal since 1981 as a truck driver, machine operator, superintendent and general
superintendent. Roger has ATSSA Supervisory and Air Quality Dust Control certification. Roger also
has certification for Slurry Systems through the National Center for Pavement Preservation and has
attended the ISSA workshop seven times including 2013, 2014, 2015 and 2017.
Chuck Kirkpatrick, Superintendent, 10 Years with Southwest Slurry Seal, Inc. Chuck will serve as a
Superintendent for the project. He has certification as a Traffic Control Supervisor through the
American Traffic Safety Services Association (ATSSA). Chuck also has certification for Slurry
Page 7 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
Systems through the National Center for Pavement Preservation, Dust Control through Maricopa
County Air Quality and has attended the ISSA workshop several times.
Ryan Olson, Superintendent, 10 Years with Southwest Slurry Seal, Inc. Ryan started in March of
2008 as a laborer and progressed through all positions to become a Superintendent in 2011. Ryan
has attended the ISSA workshop on multiple occasions and has certification for Slurry Systems
through the National Center for Pavement Preservation, as well as certification as a traffic control
supervisor through ATSSA.
4.0.2
QUESTION: Discuss key personnel and their perspective and experience on the partnering,
quality control, project scheduling, claims, dispute resolution, changes in Scope of Work,
construction safety, value engineering, balancing workloads and ways to reduce costs to the
County.
RESPONSE:
Southwest Slurry Seal, Inc. has been both the prime contractor and subcontractor on many ADOT
projects. Consequently we have a great deal of experience when it comes to partnering on projects.
Communication is the key to making sure everyone involved with the project is "on the same page"
to complete a successful project. Potential issues and challenges are addressed before work begins
in the field. Darryn Olson, as project manager, has a great deal of experience partnering with other
contractors and agencies to deliver successful projects. Quality control is very important to us. In
addition to splitting samples with the customer when the customer is testing materials, Southwest
Slurry Seal does its own sampling on a regular basis. An important part of a slurry seal project is
the mix design. Because we are mixing and applying the product all at once it is very important that
the materials do not vary in characteristic from the materials supplied for the design. We have an
excellent relationship with all of our suppliers and work well with them to ensure that our materials
are consistent and meet specification. Our superintendents (Roger McCullough, Chuck Kirkpatrick
or Ryan Olson for this contract) are on the job at all times. During the day they will check application
rates, monitor breaking and setting times to make adjustments to the mix as the temperature
changes during the day, watch over the crew to ensure that workmanship is better than acceptable,
oversee the staging area to make sure it is managed properly and communicate with any
subcontractors. Scheduling and forecasting is critical to our projects and we pride ourselves in the
delivering a completed project on time and scheduled. Communication between the Pinal County
and our teams in the field and project management staff is essential for us to maintain the efficiency
this type of work demands. In addition we hold weekly internal scheduling meetings and where all
our projects are published in a rolling two -week format for internal review and input. Our staff also
maintains a detailed two- month look ahead schedule with a 12 month forecasting board so we can
ensure that all the resources are available to meet our clients' needs. Darryn Olson will provide work
schedules prior to starting the project so that County personnel will be notified. We will confirm dates
with the County representative one week before construction starts and then 48 hours prior to placing
material on the ground residents and businesses impacted by the work will be notified. This will be
used throughout the project. If there are disputes in the field we try to resolve them in the field. Roger
McCullough, our general superintendent, also happens to be an owner of the firm. Roger has the
authority to resolve disputes. If there is an administration dispute our project manager will work with
the County on a resolution. In the event that our project manager cannot resolve the conflict then
the company President, Richard Francis, will resolve the dispute with the appropriate Pinal County
representative. Claims are to be handled swiftly. It is our view that claims tend to cost more when
they are not addressed promptly. Changes in the scope of work should be communicated to Darryn
Olson. Once he is aware of the changes he will meet with the general superintendent and the job
superintendent to discuss the changes. If subcontractors are impacted then they will be included in
the meeting. If any new work requiring new pricing is necessary then the Richard Francis will
Page 8 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
propose new costs to the County. Once the work begins Southwest Slurry Seal will not seek to
promote any changes to the work unless we believe the change would be in the best interest of the
Pinal County. Construction safety is maintained throughout the project. Notification to the public and
the use of proper traffic control methods and devices are critical. Our crews have weekly safety
meetings led by the crew superintendent. Our superintendents will highlight any known potential
hazards on a particular job prior to the start of work. All of our employees are trained in the correct
way to complete their tasks. Our company safety program rewards all of our employees for safety.
Superintendents earn quarterly bonuses if their teams go complete a 3 month period without any
accidents. Employees earn "safety bucks" each week that their team goes accident free. The
employees can use their "safety bucks" to buy items in the company store. An accident for one
employee impacts the entire crew in terms of "safety bucks", so all employees look out for one
another. The project management staff is committed to supporting the field bringing the project to
completion on time. Estimating is done through the cooperation of the field staff and the estimator.
Richard Francis will discuss the scope of work, measurements and any concerns with the field staff
prior to generating an estimate for a given project. All specific project items are reviewed and any
concerns or coordination details are addressed. Between the management staff, estimator and field
staff, if an opportunity is discovered to provide a better more cost effective way to meet the County's
request we will propose this to the County. Our project management staff stays involved with the
field teams throughout the entire project. As discussed above our project management and field
staff meet regularly to discuss ongoing and upcoming projects. History suggests that we will be able
to complete Pinal County work orders with one crew, thereby minimizing inspection costs for the
County. However, multiple crews will be available if the need arises. All of our field superintendents
and their key operators are experienced in a variety of pavement preservation techniques, so when
necessary we have the ability to assign more than just one crew to a particular project to ensure
completion in accordance with the project requirements. Unlike other firms that may be bringing
crews in from out of Arizona, we will be able to respond to requests in a very timely fashion to
complete projects when the County wants them completed.
4.0.3
QUESTION: Provide project information for up to 5 key personnel expected to be assigned
to this JOC where the Contractor provided construction services similar to those listed in
Section 2 of the Statement of Work.
RESPONSE:
Experience of Key Personnel: Richard Francis - President and Estimator (principal) 31 years with
the firm.
City of Phoenix Job Order Contracting for Pavement Surface Treatment services, Project Nos.
4108JOC104, 4108JOC134
Role - Estimator, Oversight of Project Manager
City of Surprise Slurry Seal 2015:
a. 2335 tons of type 2 polymer modified slurry seal and associated pavement markings.
b. Estimator, Oversight of Project Manager
c. $350,050.00
d. June 2015
e. City of Surprise
f. Fermin Camacho — (623) 222-6232, - Tony DeLaCruz (623) 222-6227
Darryn Olson - Project Manager, 32 years with the firm.
City of Glendale 2014/2015 Pavement Management Program — Slurry Seal Phase 1:
Page 9 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
a. Approximately 831,000 LF of crack seal, 452,631 square yards of type 2 slurry seal, 1176 square
yards of asphalt pavement remove and replace, 4067 square feet of sidewalk R&R, 837 lineal feet
of curb and gutter R&R, 1897 square feet of valley gutter R&R at various locations throughout the
City of Glendale.
b. Project Manager
c. $1,386,150.00
d. May 2015 — September 2015
e. City of Glendale
f. Jim McMains — (623) 930-3667, Scott Ketter (480) 202-6317(3rd Party inspection for Glendale)
City of Phoenix Job Order Contracting for Pavement Surface
Treatment services, Project No. 4108JOC104
Project Manager
Roger McCullough — Vice President and Operations Manager (principal), 35 years with the firm.
City of Mesa Latex Modified Slurry Seal Services:
Role — General Superintendent
Maricopa County Micro Seal Surface Treatment (Subcontractor to Cactus Asphalt):
a. Approximately 3192 tons of type 3 Micro Seal (Micro Surfacing) applied to various streets
throughout Maricopa County.
b. General superintendent
c. $558,443.00
d. February 2015 through March 2015
e. Maricopa County Department of Transportation
f. Leon Adair — (602) 506-4684, Tony Del Sol - (602) 506-5619
Chuck Kirkpatrick — Superintendent, 10 years with the firm
Town of Gilbert Street Renovation:
a. 491,574 square yards of type 2 latex modified slurry seal applied to residential streets at various
locations throughout the Town of Gilbert.
b. Superintendent
c. $658,708.57
d. August 2015 — October 2015
e. Town of Gilbert
f. Kory Parker — (480) 503-6478, Chance Gilbert (480) 216-7103
City of Phoenix 2011 Slurry Seal Program:
a. 7106 tons of type 2 polymer modified slurry seal applied to streets at various locations throughout
the City of Phoenix.
b. Superintendent
c. $1,084,323.00
d. August 2011 — October 2011
e. City of Phoenix
f. David Pedroza (602) 361-5841, Rubben Lolly (602) 495-2048
Ryan Olson — Superintendent, 10 years with the firm
ADOT Somerton Highway 95 Avenue D-G:
a. Removal of approximately 18,000 raised pavement markers, fog seal of 5 miles of
highway shoulders, application of both type 2 and type 3 polymer modified slurry seal to 3 miles of
highway, survey, removal of delineators, installation of pavement markings, traffic control.
b. Superintendent
Page 10 of 11
IFB 175923 — Asphalt Maintenance & Repair Services
c. $428,474.00
d. August 2015 — October 2015
f. Jaime Hernandez (928) 317-2158
2015 City of Casa Grande Micro Surfacing Program:
a. 305,000 square yards of type 3 rubberized micro surfacing applied throughout the City of Casa
Grande. Pavement markings and traffic control were also a part of the project.
b. Superintendent
c. $878,022.00
d. April 2015 — May 2015
e. City of Casa Grande
f. Chris Lawson (520) 450-2607
This information (responder's profile and responses to questions for IFB175923) has
been captured and copied from the Bonfire portal spreadsheet, in its entirety, to this
Word document as to not lose information in the conversion from an Excel document
to a PDF or TIF format (for posting to the Pinal County website and for OnBase
retention).
Page 11 of 11
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ITEM 8. C.
Meeting Date: 04/20/2021
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Administration
Prepared by: Grady E. Miller, Town Manager
Staff Contact Information: Grady E. Miller, Town Manager
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF the Town
of Fountain Hills joining Arizona Thrives.
Staff Summary (Background)
At the recent Maricopa Association of Governments (MAG) Regional Council and Management
Committee, MAG staff gave a presentation on Arizona Thrives, a recent initiative to improve the quality
of life and economic well-being of Arizonans. Arizona Thrives is a coordinated effort by businesses,
governments and organizations to develop a path forward to achieving a healthy economy as Arizona
transitions to clean air, clean energy and low carbon emissions. Eric Anderson, MAG's executive
director, supported the initiative and encouraged other cities and towns to sign on.
Arizona continues to be one of the fastest growing states and is developing an increasingly diverse and
dynamic economy. To attract new business and maintain competitiveness nationally and
internationally, it needs to continue to embrace emerging technologies and support a healthy
environment. The attached Arizona Thrives report and framework are the product of a diverse group of
leaders working together to improve Arizona's air quality, ensure vibrant communities and bolster the
economy by accelerating the transition to lower cost and reliable clean energy.
In researching Arizona Thrives further, staff found that are no financial commitments such as
membership dues or annual fees to sign onto Arizona Thrives. There was no requirement, for instance,
to only purchase electricity from sustainable sources or to invest in electrical vehicle fleets. It appears
that the initiative is focused on encouraging industry leaders to make significant strides in their
respective sectors to achieve a healthy economy through clean air, clean energy, and low carbon
emissions.
Related Ordinance, Policy or Guiding Principle
General Plan and Strategic Plan.
Risk Analysis
After reviewing the Arizona Thrives Initiative, staff determined that there are no costs, economic
impacts, or apparent downsides to Fountain Hills joining Arizona Thrives.
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Since the Arizona Thrives Initiative is consistent with the 2020 voter -approved General Plan and a
number of environmental and economic priorities in the Strategic Plan, staff supports the Town of
Fountain Hills signing on with Arizona Thrives.
SUGGESTED MOTION
MOVE to approve the Town of Fountain Hills joining the Arizona Thrives Initiative.
AZ Thrives Powerpoint
AZ Thrives Report
Inbox
Finance Director
Town Attorney
Town Manager (Originator)
Form Started By: Grady E. Miller
Final Approval Date: 03/23/2021
Attachments
Form Review
Reviewed By Date
David Pock 03/23/2021 07:32 AM
Aaron D. Arnson 03/23/2021 08:42 AM
Grady E. Miller 03/23/2021 09:54 AM
Started On: 03/18/2021 03:53 PM
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ARIZONATHRIVES
Clean Air. Clean Energy. Thriving Together.
FRAMEWORK FOR ACTION
Increase coordination of mobility efforts; develop land use tools to
grow transit -oriented development; influence consumer behavior
Develop tools to reduce barriers to electric vehicle adoption;
coordinate charging station deployment
Continue and expand incentives for fuel -efficient vehicles, evaluate
'
' - • - •
buy-back programs for vehicles older than 2004, implement fleet
modernization and sharing programs
- . - - - • -
Create "cool islands" in urban cores; include pathways to transit
. • •
and shaded transit shelters
Incentivize storage innovation; proactively support utility research
- . ' •
and development; allow cost recovery for innovation and
transition.
Promote utility programs; support opportunities for increased
- -
• -
manufacturer and construction industry efficiency programs
'
Support the development of clean and/or carbon -neutral fuels
Thin forests by 501000 acres per year over 20 years; produce clean
biomass energy; increase forest carbon storage
Arizona Thrives Phase II
Creating a Path Forward
Eric Anderson, Executive Director, Maricopa Association of Governments
Erik Bakken, Vice President, System Operations and Environmental, Tucson Electric Power
U Kelly Barr, Associate General Manager & Chief Corporate Services and Sustainability Executive, Salt River Project
O Greg Bernosky, Director, Strategy Integration and Implementation, Arizona Public Service
Diane Brown, Executive Director, Arizona PIRG Education Fund
Coral Evans, Mayor, City of Flagstaff
Jordy Fuentes, Director, Residential Utility Consumer Office
Kate Gallego, Mayor, City of Phoenix
Pat Graham, State Director, Arizona Chapter, The Nature Conservancy
Q� Drena Kusari, Regional Director, Lyft
Dave Lock, Chief Executive Officer, Grand Canyon State Electric Cooperative Association
Cheryl Lombard, President and CEO, Valley Partnership
C Dave Martin, President, Arizona Chapter, Associated General Contractors
Ted Maxwell, President and CEO, Southern Arizona Leadership Council
Michael Peel, Statewide Sustainability Director, Local First Arizona
Peter Schlosser, Vice President and Vice Provost, Global Futures Laboratory, Arizona State University
O Steve Seleznow, President and CEO, Arizona Community Foundation
. N Brian Sherman, Chief Innovation Officer, Arizona Commerce Authority
Liz Shipley, Public Affairs Director, Intel Corporation
QLori Singleton, President and CEO, Arizona Forward
Ellen Zuckerman, Utility Program Co -Director, Southwest Energy Efficiency Project
Arizona Thrives Alliance
VISION
Ensure thriving communities, a healthy environment and robust economy
for the benefit of all Arizonans.
Roles of Arizona Thrives Alliance
► Support development of priority pathways
► Encourage aligning policy and practices
Elevate engagement and education of alliance goals
► Identify needs for innovation in technology and products
► Create a dashboard and progress indicators
Arizona Thrives Alliance Goals & Guiding Principles
GOALS
Clean air: Arizona communities are on track to meet or outperform air quality standards set under the
Clean Air Act (target 2025).
Clean energy: Arizona is on the path to achieve economy -wide net -zero carbon neutrality by 2050.
GUIDING PRINCIPLES
Promote clean air. Clean air that protects public health, our natural environment and sustainable
economic growth.
Accelerate clean energy. Energy that is affordable, reliable and carbon neutral.
Prove effective. Solutions that are integrated, durable, credible and actionable.
Benefit economy wide. Innovation in how we move, where we live and work, and how we power our
economy while limiting adverse impacts in our communities.
Ensure a healthier future. A process that values equity, access, and healthier communities an .
environment.
Arizona Thrives Focus Areas
How We Power Our Economy focus areas include:
► Consumer options that reduce peak energy demand
► Support carbon -reducing energy efficiency
► Responsible deployment of renewable energy
Where We Live and Work focus areas include:
► Increasing energy efficiency
► Increasing electrification of buildings
► Investing in infrastructure- including natural solutions- that supports rural and urban
communities
How We Move focus areas include:
► Accelerating the adoption of carbon -free vehicles including large state, municipal and
business fleets
► Promoting programs that reduce vehicle miles traveled
► Investing in new infrastructure that supports the goals of Arizona Thrives
List of Early Signers- A7 Thrives Alliance
Community Organizations:
American Lung Association -
Arizona
Arizona Community
Foundation
Arizona Forward
Arizona PIRG Education Fund
Arizona Public Health
Association
i Arizona State University
Arizona Technology Council
Black Chamber of Commerce
► Center for the Future of
Arizona
► Chicanos Por La Causa
► City of Flagstaff
City of Tucson
Grand Canyon State Electric
Cooperative Association
Greater Yuma Economic
Development Corp
Impact Maker (Valley
Leadership)
Interfaith Power & Light
Interwest Energy Alliance
Local First Arizona
Pima County
Southwest Energy Efficiency
Project
The Nature Conservancy
To Nizhoni Ani
Urban Land Institute - Arizona
Western Resource Advocates
Companies:
Arizona Public Service
Blue Cross Blue Shield AZ
Cox Communications
DLR Group
L]1
Gensler
Hensley
Lyft
Nikola
Novopower
Resolution Copper
Salt River Project
Southwest Gas
Sunbelt Holdings
Sundt Construction
Tucson Electric Power
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- ARIZGNA SHRIVES
CREATING SOLUTIONS
LiLTHAT WORK FOR
ARIZONA
Clean air. Clean energy.
Thriving together.
JOIN US
For more information:
Pat Graham, pgraham@tnc.org, (602) 909-9965
or azthrives@tnc.org
Benefits of
Joining the
Alliance
► Provide cross -sector collaboration opportunities
with companies and other alliance members
► Drive sustained economic growth by providing
reliable, affordable clean energy
► Demonstrate leadership to understand and discuss
complex clean air and clean energy issues
► Inform priority pathways towards alliance progress
indicators and goals
-'1 1%, 'r 1011
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A Path to a Healthy and Prosperous Future
December 2019
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WORK
Arizona Thrives
A Path to a Healthy and Prosperous Future
Table of Content
ExecutiveSummary......................................................................................................................... 3
A Pragmatic Approach to Prosperity..............................................................................................
4
WhyNow?...................................................................................................................................
4
OurApproach and Principles......................................................................................................
5
HowArizona Can Lead................................................................................................................
6
TheGoals.....................................................................................................................................
6
Elements of a Pragmatic Solution...................................................................................................
7
Clean Air: Achieving Attainment.................................................................................................
8
Addressing Mobility to Reduce Single -Rider Trips................................................................
10
Increasing Electric Vehicles and Low -Emissions Transport Solutions ...................................
11
Reducing Auto Emissions and Improving Fuel Efficiency......................................................
12
Increasing Tree Canopy Cover to Improve City Livability......................................................
14
Clean Energy: A Roadmap to Net Zero Carbon Emissions........................................................
16
Reliable and Affordable Clean Electricity Production...........................................................
16
Energy Efficiency and Built Environments.............................................................................
18
Clean -fuel Use in Industry and Commercial Transportation.................................................
20
ForestHealth/Biomass..........................................................................................................
21
Summary of Opportunities.......................................................................................................
23
The Power of an Integrated Approach.........................................................................................
23
Whatit Will Take.......................................................................................................................
24
SettingGoals..........................................................................................................................
25
Implementation.....................................................................................................................
25
OurGuiding Principles...........................................................................................................
26
Conclusion.....................................................................................................................................
27
Authors and Acknowledgements..................................................................................................
27
Endnotes.......................................................................................................................................
30
Arizona Thrives
A Path to a Healthy and Prosperous Future
i he Natu e
onsemuncy (N11
Arizonans have prospered by having a strong spirit and being resourceful and resilient. Arizona is the
sixth largest state, with the fifth largest city and is the third most biologically rich state in the nation.'
Arizona is on the rise. One of the fastest growing states in the country, Arizona is developing an
increasingly diverse and dynamic economy. This is all the more remarkable because it has been done in
an arid region where the ability to thrive was not guaranteed. Yet Arizonans have learned to adapt to
our environment and made some key investments and forward -looking policies.
Arizona is ahead of the curve. Today, Arizona's leaders are looking ahead toward new challenges that
must be addressed to continue growing a vibrant economy and a healthy and prosperous future for its
people. Attracting the industries of the future as well as maintaining competitiveness nationally and
internationally requires leveraging emerging technologies and promoting a healthy environment.
Phoenix is the hottest city in the nation and is projected to become much hotter. Several Arizona
counties rank among the lowest in the U.S. for air quality.' The forests that sustain our largest
renewable water supply are at risk of catastrophic fire.3 Twenty-year droughts may become the new
normal if proactive measures are not taken.
There is a growing agreement that more needs to be done and Arizona is positioned to lead in a way
that works for Arizonans. The convergence of public support, lower -cost clean energy, a need to meet
clean air standards, and demands by businesses for clean energy and healthy communities presents an
opportunity for broad -based leadership and individual action. Additionally, Arizona's rural and tribal
communities have unique opportunities and challenges that must be considered in developing a path
forward to ensure they are not left behind.
We can continue to debate and wage costly battles over the future of Arizona or we can act now to set
a course that will put us on a path where people and nature can thrive.
This report is intended to change the conversation about why it matters and what it will take to get
there. It provides a framework for Arizona to move toward clean energy that is affordable, reliable and
competitive, and attainment of clean air standards that will make Arizona more livable and able to
attract high -wage jobs. It recognizes there is no one solution and calls on us to work better together.
We have an opportunity to create a path that provides for us now and will allow our children and
grandchildren the opportunity to thrive and prosper in the future. The time to act is now.
Patrick Graham
State Director, The Nature Conservancy in Arizona
2
Arizona Thrives
A Path to a Healthy and Prosperous Future
Executive Summary
In March 2019, The Nature Conservancy convened a group of respected people who care about the
issues of clean air, clean energy and building a robust economy in Arizona, charging them with an
approach that would be inclusive and integrated versus polarizing and divisive. Since then, this group
has engaged experts and key stakeholders across sectors and defined a set of actions that make sense,
are achievable and will work for our state.
To clean up our air and make Arizona healthier and better for business we can:
• Make it easier for people to drive less, especially alone
• Make it easier to make, sell and buy clean fuel cars
• Get older, more polluting, cars off the road
• Plant more of the right kinds of trees in inner cities
The road to clean energy includes:
• Making it easier for power companies to develop and deliver clean solutions
• Promoting energy saving programs
• Using cleaner fuels to make and move goods to market
• Making our forests healthy and less likely to have big wildfires
The goals identified were to meet Federal Air Quality Standards for ozone emissions by 2024 and put
Arizona on a path to achieve net zero carbon emissions by 2050.
The specific areas of opportunity highlighted below are within our reach and are even more impactful
when taken together rather than implemented in isolation.
Increase coordination of mobility efforts; develop land use tools to
grow transit -oriented development; influence consumer behavior
Develop tools to reduce barriers to electric vehicle adoption;
coordinate charging station deployment
Continue and expand incentives for fuel -efficient vehicles, evaluate
• -. - . . buy-back programs for vehicles older than 2004, implement fleet
modernization and sharing programs
Create "cool islands" in urban cores; include pathways to transit and
shaded transit shelters
Incentivize storage innovation; proactively support utility research
and development; allow cost recovery for innovation and transition.
Promote utility programs; support opportunities for increased
manufacturer and construction industry efficiency programs
Support the development of clean and/or carbon -neutral fuels
Thin forests by 50,000 acres per year over 20 years; produce clean
biomass energy; increase forest carbon storage
3
Arizona Thrives
A Path to a Healthy and Prosperous Future
Meeting air quality standards and achieving progress towards clean energy goals requires working
across all sectors of the economy. Approaching each sector and element independently will be harder
and more expensive than solving for them together. An integrated approach will also help build a
broad coalition of stakeholders and increase our collective impact.
A Pragmatic Approach to Prosperity
Arizonans have prospered by having a strong spirit and being resourceful and resilient from the early
days of the Hohokam society over 4000 years ago to our thriving innovation economy today. A clean
economy will be a critical factor in helping Arizona continue a strong economic growth and attract
high -wage jobs.
We are positioned to build a thriving clean economy in Arizona. Arizona has everything we need to
lead on these issues if we work together.
Why Now?
There is a convergence of interests that make this the right time to come together and chart a course
for a future with clean air, quality jobs and clean energy to power our future growth. Over the past
decade tens of millions have been spent battling to influence Arizona's energy future with over $60M
of that spent on last year's Proposition 127 alone 5. New policy proposals promise to perpetuate that
battle and deepen divisions. Few people disagree about where we need to go. The battle has been
over how to get there. We believe there is a better way.
Polling confirms there is growing bipartisan support among the public for clean energy and clean air.
There is a growing awareness that being out of compliance with federal ozone standards will threaten
human health' and cost Arizona hundreds of millions of dollars in lost economic growth.
Market forces are making the transition to clean energy more affordable and competitive.' The recent
successful negotiations to avert a water crisis on the Colorado River illustrates both what is possible
and the consequences of delaying action.'
Many institutions, organizations and governments have been working on these issues over a long time.
The challenge is not a lack of good ideas or committed parties. Rather, it is the lack of a coordinated
effort, convening entity, or clear plan to steer these efforts so that they result in innovation and
progress rather than conflict and unneeded expense.
Throughout 2019 The Nature Conservancy in Arizona has engaged a range of interested parties to
explore the level of support for creating a framework and process that could offer a solution -oriented,
efficient, collaborative and integrated way to simultaneously promote clean air, clean energy and a
prosperous economy. Our belief that a better way is possible has been met by resounding support and
a real desire to carve out a new path.
4
Arizona Thrives
A Path to a Healthy and Prosperous Future
The Nature Conservancy's mission is to "conserve the lands and waters upon which all life depends."
Because of our reputation for being trusted and collaborative, we initially offered to be a catalyst for
changing the conversation and moving forward. There was also agreement that no institution or body
is positioned to do that currently, especially when looking across sectors and issues. We agreed our
role was not to tell people what to do. It was not to write a plan. Instead, we are working to help take
advantage of this critical moment in time to bring people together to do something none of us could
do on our own. We are creating the conditions for Arizonans to come together, to lead the way as they
have in the past.
We began with a nimble task force to help guide the creation of a framework and metrics for key
constituents. They included Kirk Adams, Gary Dirks, Hunter Moore, Karen Peters and Bill Post. We
engaged a broad cross section of experts and interests to frame up the issues and challenges and have
worked to synthesize an integrated way forward. That effort has produced the key levers and approach
outlined above and identified a coalition of key players well positioned to carry this work forward
together.
Our Approach and Principles
The approach we have taken recognizes there is no simple solution to complex issues. These issues are
connected in such a way that one can create unintended negative consequences by operating in
isolation or we can discover more effective solutions by looking at the issues together. The approach is
intended to be transparent, build trust and shift from interest -advocacy to collaborative problem -
solving. We set forth these principles to guide our work:
We are committed to outcomes that:
• Have real impact
• Are forward -thinking and adaptive
• People can depend on
We will get there by:
• Respecting the needs and concerns of
all stakeholders
• Building a broad base of support
• Building trust along the way
The framework we outlined above and detailed here aims to improve quality of life for Arizonans by
addressing clean air and clean energy together to create a thriving clean economy.
We are a state that values innovation and ingenuity and we have an opportunity and the need to
engage our residents in devising solutions that:
• Position us as a national leader in developing clean energy and air solutions
• Foster innovation and invite investment in both rural and urban areas
• Demonstrate the potential of emerging technologies
• Improve the livability of our cities by mitigating impacts of heat and air quality
• Positively impact the health of our most vulnerable populations
• Create opportunities for employment and recreation
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Arizona Thrives
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How Arizona Can Lead
Arizona is uniquely positioned to play a leadership role in this growing movement:
We have an abundance of sunshine and lands suitable for clean renewable energy and
storage.9
We are an ideal testing -ground for innovation:
o Arizona is the third -largest producer of solar energy"
o Private investment in electric vehicle manufacturing is locating here",12
o Nature -based solutions can significantly improve livability in neighborhoods and cities13
o Our unique political environment positions us to develop pragmatic solutions with
broad marketability beyond our borders
• The compounding effect of heat on pollution in our state gives us incentive to come up with
true innovations, not only incremental improvements14
• By investing in solving our forest health we can provide benefits to rural communities and
improve water supplies for urban areas, while reducing harmful emissions"
• We are positioned to be an exporter of clean energy in the future.
What we are proposing is an opportunity to create solutions that work for Arizona. Those solutions are
most likely to succeed if they consider the important connections between clean air, clean and reliable
energy, and a prosperous economy.
Currently those responsibilities are divided among different branches and levels of government and
across industries, communities and sectors. Success will depend on the active participation of people
and organizations across Arizona. This means providing useful information, support, incentives and
inspiration to take action.
Some of the players involved include the Department of Environmental Quality, Arizona Commerce
Authority, Arizona Corporation Commission, cities and counties, urban and rural communities,
Residential Utility Consumer Office, Indian Nations, utilities and electric co-ops, business interests large
and small, commercial and residential development, public interest groups, universities and more.
Some have regulatory authority; others are providers, consumers, researchers and entrepreneurs. All
need to work well together to chart this more integrated and coordinated set of solutions.
The Goals
It is time to accelerate the transition to a low -carbon future in a way that is affordable, reliable
competitive and equitable. The change has already begun, and the choice is to lead the way, or find
ourselves adapting to others' solutions. We need to chart the future in a way that will be sustainable
and enduring over time. Some actions and solutions are evident today while others will require new
innovations and discoveries. We can begin by addressing three goals.
M
Arizona Thrives
A Path to a Healthy and Prosperous Future
One goal is to come into attainment with the federal clean
air standards with respect to ozone. Much progress has
been made over the past two decades and the issue is
challenging because much of the ozone in Arizona comes
from outside the state. That makes it no less important.
Another goal is striving to achieve a reduce carbon
emissions. Addressing this issue economy -wide will result
in a more balanced and coordinated approach than prior
proposals. Often attention is only focused on the electric
utility sector, yet transportation, commercial and
residential development, and land use are larger sources of
emissions when combined.16
In achieving the first two goals it is important to design solutions in a way that allows our economy to
continue to prosper and to ensure that the needs of those adversely impacted by the transition will
be taken into account. A clean economy is one that produces goods and service while producing low -
carbon emissions and meeting air quality standards in a sustainable way. The solutions need to be
affordable, reliable and competitive. Some of the changes being driven by market forces or technology
create disruptions to economies, people and the environment. Considering those effects will support a
more just transition.
Arizonans have always thrived by being resourceful in the face of challenge and change. We need to
leverage our resources to create an Arizona for the 215t century. By powering innovation for clean air
and clean energy we will build communities and a natural environment that are livable and healthy.
We need to be working together to find solutions that build on the innovative spirit and
resourcefulness that brought us to this place in time.
Following, we outline how these elements, taken together, create real opportunity for pragmatic
solutions that will harness Arizona's ingenuity to create good jobs and fuel a clean economy.
Elements of a Pragmatic Solution
We have been focusing on identifying strategies to create a future where attaining cleaner air and
access to reliable and affordable clean energy fuels a growing, prosperous, and clean economy. The
problem is carbon dioxide and ozone, by-products of burning fossil fuels, along with other greenhouse
gasses are the waste products that are changing our climate and polluting our air.
Despite other differences, there is strong bipartisan support for clean air and clean energy. This allows
us to step over disagreements and move to solutions that a broad majority can support. As we have
pursued this integrated path, we have identified key levers that, taken together, present a pragmatic
path to progress that avoids the pitfalls of more polarizing, single -interest approaches.
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Arizona Thrives
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How we shape a healthy and prosperous future is important. Solutions that are mandate -driven or
focused narrowly on one aspect of the problem create unevenly distributed impacts, foster
divisiveness, and will ultimately fail to address the root causes of our challenges in lasting ways, or to
drive the kinds of innovation required to truly be leaders in a changing energy and economic
landscape.
We are changing the conversation to catalyze real and lasting change. Ultimately, we will succeed best
by inspiring and incentivizing businesses and the people of Arizona to be at the forefront of the efforts
to shape their own destiny. We are a proud and independent state and we have an opportunity to
build a movement by engaging Arizonans in the inspiring goal of crafting lasting and impactful solutions
to some of our greatest challenges by leveraging our own ingenuity, harnessing the power of our most
abundant natural resources, and attracting investments that will fuel innovative solutions that improve
our lives and can be exported to other communities facing similar challenges.
Together, we can set shared goals and lay out a path to reach them.
One of the galvanizing features of this work has been establishing a clear set of framework elements to
focus our work and identify opportunities for synergy. This has allowed for greater coordination of
effort throughout this process and sets us up to craft solutions that can be broadly supported going
forward. We believe that the most powerful solutions will address a combination of these elements:
• A clean air solution that improves quality of life and achieves attainment
o Addressing mobility to decrease reliance on single -driver trips
o Increasing electric vehicles and low -emissions transport solutions
o Reducing auto emissions and improving fuel efficiency
o Increasing tree canopy cover to improve city livability
• A clean energy approach that builds a pragmatic path to net -zero emissions by:
o Encouraging clean electric energy production solutions
o Improving the efficiency of our most energy -consuming sites and devices
o Increasing clean -fuel use in commercial transportation
o Promoting forest health and increasing the economic value of biomass
Clean Air: Achieving Attainment
The creation of the Clean Air Act (CAA) in 1963 launched a national effort to maintain healthy air
quality by controlling air pollution. While the Environmental Protection Agency (EPA) regulates many
air pollutants, certain pollutants are known as "criteria" air pollutants because the EPA uses health -
related criteria for permissible exposure levels.17 The permissible levels are known as the National
Ambient Air Quality Standards (NAAQS).11 A non -attainment designation under the Clean Air Act
carries serious repercussions including the loss of federal highway funding and the loss of economic
development opportunities. Some of the economic impacts of non -attainment include enhanced
regulatory oversight, permitting restrictions on new construction and mandatory emissions offsetting. 19
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The Arizona Department of Environmental Quality (DEQ), and many of the larger counties, routinely
track air quality standards.20 Achieving attainment of these standards is important both for air quality
and for economic development as non -attainment areas have barriers to investment that make it
harder to attract high -quality jobs in some areas of the state.21
Maricopa County has already
adopted the EPA's targets and set
a goal to meet these standards by
2024 that is intended to prevent a
status change from "marginal"
non -attainment to "serious" non -
attainment and avoid even more
punitive impacts.zz
Yet in Arizona, much of the ozone
that affects our air quality is
beyond our direct control, blowing
in from California and Mexico.zs
How to achieve this goal is still not
fully defined and more
coordinated efforts are needed.
Overview of CAA Ozone Nonattainment
Area Planning & Control Requirements
by Classification
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During the course of our work, partners from Arizona State University (ASU) and the Department of
Environmental Quality met to identify elements of a mobility framework and put forward the following
three tiers of actions for addressing air quality. Each of these will be necessary elements of achieving
attainment:
1. Reduce driving, and in particular reduce the number of single -driver trips.
2. Switch to clean fuels, including electricity, hydrogen and natural gas.
3. Encourage more fuel -efficient vehicles (that are less polluting).
By addressing these issues together, we can devise solutions that work for the largest number of
people while achieving maximum benefit in a lasting way.
In addition to these three strategies, our work also identified increased tree canopy in urban areas as
an important lever in improving air quality. Trees in urban areas absorb carbon and reduce urban heat
and have a synergistic effect with mobility solutions. Arizona has a real opportunity to pioneer livability
in our cities through natural solutions.
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Arizona Thrives
A Path to a Healthy and Prosperous Future
Addressing Mobility to Reduce Single -Rider Trips
Key insights: Arizona has experienced steady population growth over the last 50 years, and while the
rate has decreased somewhat, total population continues to increase; Maricopa County is currently the
fastest growing county in the U.S.24
As the population has grown, the Phoenix metro area
has ballooned in size to nearly 15,000 square miles."
This low -density, sprawling growth means that most
people drive long distances for their commutes.26 In
2015, people who worked in Phoenix tended to live
farther away than they did in 2000—increasing both
the time and cost of their commute.27
Of the more than 2.81VI Arizonans who commute to
work daily, 77.5 percent drive alone, with just 12
percent sharing a ride and 2 percent using public
transit.28 These factors contribute to Phoenix having
the fourth most stressful commute in the U.S.29
Percent commute to work statewide
Bicycle 1% Walk 2.2%
PublicTr
2.0%
■Draye alone ■ Carpool a Public Transk ■ Bigcle ■ Walk ■ Work -at-home
Today, only two percent of Arizona's population (143,400 people) currently use public transport to
commute to work each day.30 Increasing this number, particularly in major cities such as Phoenix and
Tempe, could help significantly reduce emissions across the state. In addition to reducing local air
pollution, reducing vehicle miles has further benefits such as alleviating congestion, improving safety,
and reducing infrastructure maintenance.31
Enduring Challenges: Changing how people move requires integrated planning that considers a range
of factors, including:
• Increasing population
• Transit (availability, cost, and impact on commuting time)
• Ridesharing (safer and easier to arrange and coordinate)
• Multi -modal transportation (including addressing first and last mile challenges)
• Heat action planning (ensuring adequate shade and shelter in transit areas)
Changing commuter behavior is also a challenge on the road to attainment. Figuring out how best to
reduce vehicle miles driven will be important to reducing emissions.
Areas of Opportunity: This is an area ripe for specific goals and innovative, coordinated effort. Both
direct and indirect approaches to influencing commuter behavior can make an important difference.
These may include land -use policies that support transit -oriented development, direct incentives and
public service advertising that encourage ride sharing or working with employers to offer teleworking
options.
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Arizona Thrives
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Increasing Electric Vehicles and Low -Emissions Transport Solutions
Key Insights: While efforts to increase mobility options and reduce single -rider trips is an important
element of any comprehensive clean energy and clean air framework, given the large number of those
trips that occur today, decreasing the emissions produced by those trips is also a top priority.
Even with today's energy mix, driving an electric vehicle (EV) is more than 50 percent less polluting
than driving a gasoline -powered vehicle.32 Using clean energy to charge EVs reduces their carbon
emissions to close to zero.33 Other alternative -fuel vehicles can also make a difference.
Enduring Challenges: First, infrastructure is still scarce and unevenly distributed as Arizona currently
has —474 EV charging stations across the state for more than 11,000 EVs with the majority of charging
stations clustered around Phoenix and Tempe.34
The business model for charging stations and pragmatics of when and where people will charge their
vehicles remains unclear and unresolved creating ambiguity that hinders both consumer adoption and
corporate investment. Infrastructure alone isn't enough though.
Second, the production costs of electric vehicles remain, on average, $12,000 per unit higher than
comparable internal combustion engine vehicles and carmakers still struggle to recover those costs
through pricing alone .35 So, the incentive to promote sales is low.
Third, EVs remain a less attractive option for many consumers. Few models are available, and many are
sold only in certain states 136 and a 2018 study found that on average the levelized cost of an electric
vehicle (including the high initial capital costs, depreciation costs and maintenance) remained
significantly higher than a comparable gasoline -powered vehicle.37
Making electric vehicles a cost-effective and attractive option for consumers and helping overcome
barriers to profitability can help address these challenges.
Areas of Opportunity: Overall, Arizona is uniquely positioned to both benefit from early advances and
increased usage of electric vehicles and to help serve as a catalyst for a rapidly evolving industry in
need of pragmatic partnership. Lucid Motors has announced plans to locate a manufacturing plant in
Casa Grande providing projected employment for up to 2,000 workers by 2022 and an intent to
eventually build 130,000 cars per year.38 Nikola Motor Company is also locating a hybrid -electric truck
factory in Coolidge and expects to start building trucks in 2021 and be able to build 35-50,000 trucks
per year by 2023.31 By partnering with both consumers and manufacturers the state could be a major
catalyst for both personal and commercial EV adoption and speed the path to profitability for Original
Equipment Manufacturers.40 Better coordination of charging station deployment can also help ensure
a smooth transition. Even modest efforts to shift public opinion and make adoption more attractive
can have a significant positive emissions impact.
Arizona Thrives
A Path to a Healthy and Prosperous Future
Policy incentives (including federal tax credits) and state and local incentives play a significant role in
stimulating EV adoption and Arizona is already demonstrating leadership in this area:
• In Dec. 2018, the Arizona Corporation Commission launched an EV Policy to incentivize
regulated utilities to invest in infrastructure and program -development."
• Salt River Project provides incentives for "super off-peak" charging rebates.42
• Tucson Electric Power offers residential time -of -use discounts.43
• Arizona Public Service offers off- and super -off-peak use rates decrease charging costs to the
equivalent of 30-90 cents/gal.44
Other statewide incentives for electric vehicles include:45
• Household tax credit
• License and registration discounts
• Parking incentives
• Insurance discounts
• Clean city programs
• HOV lane access policy
Creating clearer goals and more coordination of messaging around the benefit to the state's air
quality and economy of reduced emissions and developing tools to reduce barriers to EV adoption
could get more leverage out of existing programs as could improve coordination of charging station
deployment.
Reducing Auto Emissions and Improving Fuel Efficiency
Key Insights: In addition to ride displacement and increasing use of clean fuel vehicles, there is also a
significant clean air benefit to replacing older vehicles with newer ones that are less polluting.
According to the EPA, compared to 1970 vehicle models, new cars, SUVs and pickup trucks are roughly
99 percent cleaner for common pollutants (hydrocarbons, carbon monoxide, nitrogen oxides and
particle emissions).46 New heavy-duty trucks and buses are roughly 99 percent cleaner than 1970
models. In addition, every $1 spent to reduce emissions results in $9 of benefit to public health and the
environment.47
A 2019 vehicle that gets 40mpg produces 3.25 tons of COzfor an average of 15,000 miles travelled per
year compared to a car that gets 30 mpg (which produces 4.35 tons of COz over the same distance).
Following recent efficiency trends, by 2050, new gasoline cars could get as much as 60 mpg and reduce
their emissions to 2.15 tons of COz over the same distance.48
In addition, there is also a strong expectation of movements to adopt further increases in low sulfur
gasoline fuels. This could lead to a 90 percent reduction in sulfur emissions from gasoline vehicles.49
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Reducing these older, less efficient vehicles and replacing them with more efficient models at the same
time that single -rider trips are reduced and more EVs are adopted can have a significant positive effect
on emissions.
Enduring Challenges: There are two significant barriers related to achieving meaningful improvements
here.
The first is practical —simply "buying back" older cars makes no difference to air quality if they aren't
permanently removed from the road. The disposal of old vehicles, and production of new ones, have
their own negative impacts on air and energy.50 That said, as we saw above, newer cars get
considerably better fuel efficiency than older models meaning that moving to a newer vehicle is still
considerably better over the life of the vehicle than keeping the older one on the road.51
The second challenge is one of public perception. Any efforts that appear to limit personal choice or
mandate behavior tend not to be well received in areas that place a premium on individualism and
personal liberty. This perception affects both people's choice of personal vehicle and their preference
for the "freedom" that comes with driving themselves vs using other transit options. Making less -
polluting forms of transit attractive to consumers is key.
The polarization around this issue has caused some of these views to become even more entrenched
with things like "rolling coal" (causing one's car or truck to emit a burst of emissions) or ICE-ing
(blocking electric charging stations with pickup trucks or other large internal combustion engine
vehicles) gaining in popularity as a perceived rebuke to efforts seen as too extremely "liberal52." This is
bad for public health, bad for the environment and fosters divisiveness and contention on issues that
require us to come together.
Areas of Opportunity: The DEQ already provides incentives for owners of older vehicles that fail
emissions standards to make repairs.53 Arizona is also at the leading edge of states that have passed
legislation imposing civil penalties on motorists who block access to electric charging station S54. These
efforts can be more broadly promoted and expanded. Buy-back programs for high -emitting vehicles
(older than 2004) should also be evaluated along with implementation of fleet modernization and
sharing efforts.
One key area of opportunity for Arizona is exploring innovative offset solutions that help to solve some
of these challenges while also making Arizona attractive to industry. More and more companies are
experimenting with solutions that invest in clean technologies at various points in their supply chain
and/or that make a positive difference to local communities to offset their own carbon emissions.ss
Providing offset credits to large companies who fund buy-back programs and dispose of older vehicles
could immediately reduce emissions, increase the market for newer alternative fuel vehicles, and make
Arizona even more attractive to economic development. Likewise, fleet modernization and sharing
programs can both have an immediate positive impact on emissions and accelerate market transitions.
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Setting standards and attainable goals is also a powerful way to spark innovation and fuel economic
development. When the EPA first set emissions standards, the pressure it put on industry to generate
solutions created some of the most important environmental innovations (think catalytic converter)
and spurred inventions that have made cars and trucks cleaner, safer and more reliable.56 The
economic investment in developing things like computerized engine controls, on -board diagnostics and
fuel injection have created tens of thousands of jobs and billions of dollars of sales.57 Goals have
already been established that are good for air quality in Arizona. Creating the incentives that also spark
innovation and investment in the technologies of tomorrow will be important to meeting these goals.
Increasing Tree Canopy Cover to Improve City Livability
Key Insights: Heat is especially dangerous in cities, which tend to be much warmer than surrounding
less -developed areas.58 Cities also tend to have higher levels of air pollution, which contribute to 7
million deaths every year."Phoenix is the 6th hottest city in the world.60 Urban heat is impacting
people's health, safety, comfort and economic development, and this is projected to worsen over
time."The number of days above 110°F are expected to more than double by 2060.62 Phoenix was
also ranked the 7th most polluted city in the country in 2019, receiving an 'F' grade from the American
Lung Association in its 20th annual State of the Air report.63 With 60 percent of Arizona's population
concentrated around Phoenix, heat and pollution constitute a major public health concern.64 Over
1,000 people died due to heat in Maricopa County over the past decade and the numbers are
increasing each year.65 And, exposure to high ozone levels can aggravate asthma, cause a range of lung
diseases, and make it harder for the body to fight off infections, decreasing overall health and quality
of life.66
Ozone levels are also at their highest during the summer months.67 Pollution in urban areas, (including
CO2 and Nitrous Oxides from cars and factories) trap heat, and at the same time, urban heat
exacerbates pollution and global warming by increasing the demand for air conditioning and other
sources of cooling, which results in additional power plant emissions of heat -trapping greenhouse
gases. All of this represents a positive feedback cycle which leads to continual increases in urban
temperatures and worsening of overall air quality.68 In addition to these heat impacts, ozone pollution
is also bad for public health, especially in the heat of summer when high ozone levels can cause a wide
range of breathing difficulties, especially in vulnerable populations and among those who work or play
out-of-doors.69
Using lighter natural materials or even painting them white under the right conditions can significantly
reduce urban heat and disrupt this cycle.70 The sunshade created by trees has also been found to
reduce temperatures by 1-5C.71 Increasing tree and shade canopy cover by planting the right tree in
the right place can reduce temperatures and improve air quality substantially.72 Conversely, planting
the wrong trees can worsen overall air quality.71
Enduring Challenges: Rising temperatures and poor air quality in Greater Phoenix affect everyone.
However, underserved neighborhoods have the lowest percentage of tree canopy and are impacted
the most.74 On some days, there are neighborhoods that are as much as 130F hotter than others due to
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Arizona Thrives
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the lack of tree and shade canopy cover.75 Residents in underserved neighborhoods are less likely
and/or able to advocate for heat -reducing, nature -based solutions, and may not be aware of the role
that nature can play in mitigating urban heat.
While rising heat is and poor air quality are impacting our economy, their effects have not been well
quantified, and the cost of non -action has not been considered in decision -making. Trees are a cost-
effective solution in mitigating heat, improving air quality, storing carbon, reducing storm water runoff,
and promoting physical activity.76 While Phoenix has a goal to increase tree cover to 25 percent",
current budget levels barely allow the city to keep up with replacement of trees that die.78
Excessive heat also increases water and energy consumption which increase carbon emissions. An
estimated 5-10 percent of Phoenix's energy demand is used to compensate for the city's urban heat
problem.79
Areas of Opportunity: Cool islands have been found to have the greatest cooling benefits when
strategically targeted in urban city cores.80 Using lighter natural materials on roofs and planting the
right trees in the right locations can also reduce the negative effects of heat on air pollution. Planting
the wrong trees can worsen the situation. The iconic palm tree, for example, provides little shade,
consumes a lot of water, and emits more pollution than it absorbs. Strategically adding more green
space to Arizona's inner-city urban communities would have widespread health and economic
benefits. While investment will be needed to increase tree cover in underserved communities, many
communities can afford to take action to cool and improve air quality at their homes and in their
neighborhoods with the right information and incentives. Currently, July average daytime temperature
in Phoenix peak at around 104 ° F (40 ° C). Concerted efforts to address urban heat could make the city
more livable and improve air quality.
Networks of walkable cool corridors within and between neighborhoods and public transport hubs can
also incentivize biking, walking and increased public transport adoption.81 By proactively investing in
green spaces, particularly in inner city areas, Arizona can be a pioneer in improving city livability. By
also including bike and pedestrian -friendly pathways and ensuring that bus stops have shade, these
green spaces can also have a beneficial effect on mobility issues.82
Urban heat and air quality have become a priority for a handful of stakeholders from across sectors in
the Valley including City of Phoenix, Maricopa County, The Nature Conservancy, Arizona State
University and others. Similar programs exist in Tucson and Pima County. However, in order to reduce
heat and improve air quality at a scale large enough to make a difference, it will be important for
stakeholders to create a shared vision for heat mitigation and its benefits to air quality and disseminate
existing information and tools to decision -makers in order to achieve broader social change and
collective impact.
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Clean Energy: A Roadmap to Net Zero Carbon Emissions
Over the last several years many efforts to define a path to a clean economy have placed the burden
squarely on the shoulders of regulated utilities and rate payers via defined targets and timeframes.
Progress has been made. However, public debates over how and how fast to reduce emissions have
been costly and polarizing and have not yielded an agreed upon path to cleaner energy.
By taking the integrated approach to this work outlined above, Arizona can establish where it has the
greatest opportunity to lead in this regard so that smart targets can be collectively set. Creating a
pragmatic pathway to determining how we get there and in what timing, is better done through an
integrated and collaborative process that can endure, and with broad support it can improve results.
Reliable and Affordable Clean Electricity Production
Key Insights: While several of the proposals put forward in recent years have sought primarily to
address the clean energy mix in regulated utilities' portfolios, any such approach must be done in a
way that ensures both reliability and affordability for ratepayers. And, factors such as energy storage
and demand management are important elements of this equation.
Arizona has abundant renewable energy resources,
primarily solar.83 It is also a major nuclear power Net Energy Generation by Source
producer and net energy exporter.84 Achieving
carbon -neutrality in the energy sector will require
replacing fossil fuel sources with cleaner alternatives
and/or investing in other natural and technical
solutions to offset these emissions. Most agree that
achieving 80 percent clean energy by 2050 is
achievable with existing technologies, while the last
20 percent will require innovation or advancements85.
Salt River Project's 2035 Sustainability Plan committed
to a reduction in CO2 emissions per megawatt hour by
M1cn-��vnr-; i«-ie�i.ahles 3% Petroleum cl%
Source: EIA 2019
62 percent from 2005 levels by 2035 and by 90
• Non -hydra renewables •Petroleum •Natural Gas a Nuclear •coal • Hydroelearic
percent by FY 2050.86
The energy market is already driving this transition.87 Coal plants in Arizona and across the nation are
closing, and the pace at which others close will accelerate due to the low cost of natural gas and as
clean energy sources continue to become even more cost competitive.88 This presents an opportunity
to consider transition issues for communities and the state.
Today, cost -competitive renewable energy sources like wind and solar are intermittent and less able to
be accessed "on -demand" when energy consumption is highest. This means that storage and load
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management solutions will become even more critical as more renewable energy comes into electrical
energy portfolios.89,90
Over the last decade, a significant amount of clean energy resources, specifically solar electricity
generation, have been deployed in Arizona. These resources have largely been comprised of large-
scale, utility -owned and contracted facilities, as well as smaller, distributed generation facilities that
provide energy directly to customers (e.g. rooftop solar). While the challenge of managing peak
demand exists everywhere, Arizona has unique characteristics due to hotter temperatures.91
To address this challenge, short term storage technologies and advanced inverters are being developed
that can make energy sources that once depended on the time of day when they were produced (e.g.
solar and wind) able to be stored for later use and dispatched when needed.92
In 2019, Arizona Public Service announced it will add 850 megawatts of battery storage and at least
100 megawatts of solar generation by 2025, making its solar power officially "dispatchable.1193 The plan
includes outfitting existing utility -owned solar projects with 200 megawatts of batteries, deploying 500
megawatts of new battery resources, and contracting for 150 megawatts of third -party owned storage.
Major advancements in storage technologies have been achieved over the past five years, and while it
is expected that these technologies will become increasingly sophisticated and affordable in the next
few years, they are not yet at a point of fully solving the load management problem. The ground-
breaking Tucson Electric Power hybrid PPA, for example, is expected to provide low-cost energy (some
estimates are below 3C/Kwh) with 100 megawatts of solar and 30 megawatts of 4-hour storage.94 That
current industry -standard of four-hour storage is not yet long enough to fully provide overnight or
emergency supply or to fully address other load management issues, however.
For this reason, addressing demand management programs is also an important element of addressing
the energy mix, and opens the door to innovation in energy efficient technologies. In the most recent
Grid Modernization Index, Arizona moved up three spots to sixth overall for state support, customer
engagement, and grid operations.
As utilities advance policy to address demand -side management programs and create new incentives,
customers can sometimes struggle to understand their options.95 Having better coordinated solutions
can allow customers to make more informed choices while reducing uncertainty for industry.
Enduring Challenges: In Arizona, load management challenges are even greater than they are in other
states due to the hot climate which is experienced for most of the year.96 More than 9 in 10 homes
have air conditioning, creating major peak demand challenges especially during the summer months.97
One of the perceived hurdles to significantly increasing the proportion of renewable energy in the mix
has historically been that most renewable energy sources are easily able to be controlled by operators
or amped up according to demand.98 However, in 2019, this perception is no longer wholly accurate
due to advancements in storage, communication and control technologies.99
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Arizona Thrives
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Economic incentives are also often misaligned to demand -management goals and access to the
technologies is not evenly distributed making them a poor system -level fix.100
In addition, today's regulatory and rate structure environment means that regulated utilities must bear
the full cost of research and development and only successful innovations stand to be included in rate -
base setting. Meanwhile, the threat of deregulation creates uncertainty.101
Another challenge is that increases in large-scale renewable energy production will affect land use in
ways that may also impact critical ecosystems, habitats and landscapes creating the potential for
conflict between renewable energy development and conservation goals.
Areas of Opportunity: Advancements in smart inverters, batteries, communication and control
technologies are making traditionally renewable energy systems that have historically only been
available at certain times of day or under specific weather conditions (such as wind and solar),
increasingly able to be captured for later use. Encouraging storage innovation will help support the
transition to cleaner energy sources.102 Today, batteries primarily address short-term needs. Longer -
term storage solutions like pumped hydropower, hydrogen storage and Grid -Integrated Water Heating
(GIWH) and, EV-Grid Integration are ripe for innovation and already being explored and developed by
Arizona companies and utilities.101,101
Creating a mechanism to encourage early -stage innovation by utilities and rapid learning would likely
benefit ratepayers in the long term and engage utilities as partners in generating pragmatic, workable
solutions. As goals change, the way regulated utilities recover costs needs to change to support this
transition. Allowing cost recovery for innovation and a transition to cleaner fuels will help.
As new renewable energy installations are developed, a Nature Conservancy report has demonstrated
that site selection methods can help choose locations that are well -suited to energy production,
already developed in some way and close to transmission lines. This saves costs both in development
itself and in avoiding potential environmental impact delays.101
Energy Efficiency and Built Environments
Key Insights: An estimated 60-80 percent of energy is lost due to inefficiency.106 With almost 60
percent of Arizona's electricity coming from coal-fired and natural gas -fired power plants, this energy
loss contributes to excessive air pollution. The key benefits of energy -efficiency programs include
energy cost savings (for customers and utilities), jobs and economic growth, improved economic
stability, reduced water consumption and improved air quality. As an example, if Arizona used
electricity 10 percent more efficiently, it would cut pollution from the electric sector by almost 4.5
million metric tons, the equivalent of taking one million cars off the road for a year.107
While many of the efforts to address clean energy and air in Arizona have focused specifically on
utilities and electricity production and on personal vehicle use, taking a more holistic economy -wide
Arizona Thrives
A Path to a Healthy and Prosperous Future
approach allows us to address areas where the challenge is equally large and the opportunity for
impact even greater.
The goal of energy efficiency is to reduce the amount of this energy loss;
saved or recovered energy is generally considered the least expensive
energy resource.108
Simply put, it costs less to use the energy you have already purchased
more wisely than to buy more, even at lower costs. In 2010, the Arizona
Corporation Commission adopted an Energy Efficiency Standard that
required certain electric and gas utilities in the state to meet prescribed
energy efficiency requirements by 2020.101 According to Arizona Public
Interest Research Group, these efforts have generated savings
equivalent to the energy use of more than half -a -million homes in
addition to saving water and producing significant economic benefit.110
What Has Arizona's
Energy Efficiency
Standard Accomplished?
Provided savings
equivalent to the
energy use of more
than 500,000 homes.
Saved more than 14
J million gallons of
water.
Produced more than
$1 billion in net
economic benefits. 0
Energy efficiency programs in Arizona can have a significant positive economic impact by generating
jobs for Arizona workers and fostering economic development for Arizona's communities, including
those in construction and manufacturing.
Enduring Challenges: While lots of consumer data exists to demonstrate the long-term value of more
energy efficient products —especially larger appliances —shifting purchasing behavior remains a real
challenge."' Most research points to relatively straightforward obstacles: people don't do enough
research, they don't pay attention to energy ratings when exploring options, and/or they do what is
familiar or habitual even over things that might save them money in the long run, especially if up -front
costs are higher."'
Meanwhile, building codes and standards that require more efficient products and practices are cited
by some builders as making it harder to compete on price with the existing built environment, meaning
that some of the energy consumption of existing buildings is "locked -in;" potentially for decades."'
Because point -of -sale costs and lifetime -use costs are generally not well connected to one another,
and the actual cost -of -use depends on many factors including an individual's rates and participation in
a variety of demand -side management programs, determining the true cost of these durable goods can
be challenging for even the most committed and curious consumers.114 As alluded to above, variability
across utilities, and overtime, in demand -side incentives can make understanding one's options a
challenge that further complicates consumer choice.
Areas of Opportunity: Research shows that the main driver of energy efficient behavior adoption is
cost savings, which can be influenced both by policy, through business and consumer incentives, and
by promoting shared solutions. Making lifetime savings more visible up front, and/or providing
incentives to buy more energy efficient products has been shown to make a difference in buying
decisions.115
Arizona Thrives
A Path to a Healthy and Prosperous Future
As more appliances become "smart" there is also an opportunity to partner with utilities to promote
the adoption of technologies that also positively impact storage and load management.
Various energy efficiency policies, incentives and programs are currently available to Arizonans and
need to be maintained and/or expanded including:
Federal: The American Recovery and Reinvestment Act (ARRA),116 Weatherization Assistance
Program,"' lighting and appliance standards and rebates118 and "Challenge Home.119
State: ACC Energy Efficiency Standards,120 Natural Gas Demand -Side Management, 121 Arizona
Department of Housing Weatherization Program122 and Building Energy Codes.121
Local: Green Building programs (e.g. Scottsdale,124 Pima County125 and Energize Phoenix126)
Utility: Residential energy saving rebates and programs for residential and commercial
customers.127,128
Some of these challenges can also be addressed via incentives for retrofitting both residential and
commercial properties with more efficient technologies and is an area ripe for innovation. As above,
unique partnership opportunities could exist between developers who face cost pressures associated
with green building and the manufacturers of clean technologies in need of critical mass in the
marketplace to scale their solutions.
More and more leading developers are recognizing the negative impacts of heat and high energy
demands on their tenants and are investing in innovative heat resilience technologies that also have
energy efficiency benefits due to reduced indoor climate control demands. In Phoenix, the
redevelopment of Edison Eastlake is attracting national attention for using innovative building
strategies such as considering the orientation and construction materials for buildings and for
integrating open space, tree canopy, and shade into community planning.129
Building on existing incentive programs and promoting innovative partnerships between utilities,
manufacturers and merchants could have significant positive impact. These can be further enhanced
by support for increased manufacturer and construction industry efficiency programs.
Clean -fuel Use in Industry and Commercial Transportation
Key Insights: Both the industrial and transportation sectors use fuel from many sources and represent
areas of opportunity for innovative partnership and creative problem solving.
In 2018, the industrial sector consumed 32 percent of all energy economy -wide, and by 2025 that
proportion is expected to exceed 36 percent. The transportation sector is a close second, consuming
29 percent of energy nationwide.130
20
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The industrial sector has shown steady progress in improving energy efficiency over the past few
decades, and energy efficiency improvements are expected to continue."' The transportation sector,
too, has invested in replacing traditional petroleum -based fuels with cleaner energy sources.112 Where
each of these sectors may have unique solutions to develop, there is also opportunity to address them
in tandem in a more integrated way as many industrial consumers also operate transportation fleets
and/or are heavy consumers of transportation in moving goods to market.
Enduring Challenges: In industrial settings, barriers to energy efficiency are both internal and
external.131 For the businesses themselves, companies can face fierce internal competition for capital
requiring energy efficiency programs to return their full investment in very short timescales that often
provide a disincentive to up -front investment. Corporate tax structures that favor depreciation over
time and split incentives divide both up -front costs and incentive benefits across business units in ways
that complicate and slow down decision -making.
Some solutions are also more industry or site specific.134 For example, manufacturers might have large
sites in wide-open spaces that allow them to produce electricity with solar electric systems located on
their properties. Others may be able to use water both for industrial cooling and for power generation.
While these differences present obstacles to a one -size -fits all solution, they present real opportunity if
what we are looking for are pragmatic solutions to achievable goals.
Areas of Opportunity: Promoting innovation and fostering cross -sector partnerships between areas
like industry and transportation, coupled with investments in developing cleaner fuels could provide
beneficial cost savings to companies and consumers alike while fueling meaningful innovation in areas
that can make a big impact on clean energy and air.
Forest Health/Biomass
Key Insights: Arizona's Ponderosa forests are overgrown. Decades of fires suppression have created
forests that are up to 44 times denser than a healthy forest and full of low -value, small -diameter wood.
These forests are at great risk of catastrophic fire, which threaten life and property and can release
massive stores of carbon and contribute to poor air quality. Proactively thinning forests to return them
to a healthy, natural condition reduces the risk of wildfire and research from The Nature
Conservancy"' showed it would increase water yield by up to 20 percent.
TNC's research also showed forest restoration has direct impacts on carbon.136 If 60,000 acres were
thinned per year in the Four Forests of Northern and Eastern Arizona, it would lead to carbon benefits
equivalent to removing 110,000 passenger vehicles annually through 2100.
21
Arizona Thrives
A Path to a Healthy and Prosperous Future
Enduring Challenges: Two big challenges
in forest restoration are the poor
economics and the need to modernize
United States Forest Service (USFS)
business practices. The government
cannot afford to restore Arizona's forests
without industry. The cost would exceed
a billion dollars. It is necessary to develop
a diverse wood products economy in
Northern Arizona, yet the small -diameter
wood that makes up much of Northern
Arizona's forests is of limited economic
value, and there is minimal data available
to support industry investment and
decision -making.
Climate & Management Implications to Forest Carbon
Fate of carbon with and without forest thinning in
Arizona's Four Forest Restoration Initiative
$ r.r.m.f...,�. nrm.r. M d.l ra
R •16F �ummpl lempc
N M—h-1 Ihs .M, R.t<
6�66 Fl-su,000 m<sl�tr arer in 1
�i77€ - ^3U.On0 attnl�nrn. za yr Diffemnce is equivalent
t. the annual emissions
S of 110,000 passenger
w �Aov.c.vgvL w.20Yr� vehicles throuo2100
$ Me N�.nlnp
$ o
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Evidence of the problem is that the USFS released seven timber sales over the past year and did not
receive a single bid to thin the timber. Under the current plan there are requirements to remove much
or all the smallest trees, limbs etc. because of concern over fire risk. This creates further economic
challenges. The only use for those products has been burning as biomass to produce electric energy.
However, the cost to produce this electricity is more than double the least -cost option for energy. An
incentive will be needed to process the biomass to achieve the full restoration goal.
USFS business practices are based on a different era — when the focus was harvesting large, high -value
trees and leaving the small material behind to be burned. To reduce the cost gap between what is
economical for business to harvest, there is a need to modernize USFS business practices.
One TNC model showed that three simple changes to USFS practices would result in timber unit that is
now valued at a negative $18/ton to harvest could result in a potential profit of $4.90/ton. As with
many large organizations, change has been slow despite the data.
Areas of Opportunity: A Request for Proposals has been published to attract wood -products company
investment. The results of this process may not be known until mid-2020. In addition, there is an acute
need to conduct a comprehensive assessment of tree size and distribution and economic analysis to
inform USFS and the wood -products industry. Among other things, such an assessment would help
quantify how much of an economic gap exists so actions could be taken to close that gap. If USFS
accelerates modernization of their process it would provide more certainty and reduce costs further.
Returning forests to a fire -adapted state by enabling wood -products companies to thin forest acreage
is an important investment in long-term clean air and energy solutions. We know the math on this,
enabling wood products companies to thin forests by 50,000 acres per year over 20 years will have a
significant positive effect on forest health, reduced the risk of catastrophic fire, and provide needed
protection for Arizona's water supply.
22
Arizona Thrives
A Path to a Healthy and Prosperous Future
Summary of Opportunities
Our work has identified eight specific levers that can position Arizona as a leader, fostering the
innovation that will improve our air quality, fuel the transition to clean energy and attract high -wage
jobs to the state.
Taken alone, each of these is daunting and won't add up to adequate progress. Taken together,
however, no one industry or segment bears the burden alone and creative solutions become possible
that are not available in isolation.
TIMM,..
Increase coordination of mobility efforts; develop land use
• •
tools to grow transit -oriented development; influence
consumer behavior
Develop tools to reduce barriers to electric vehicle adoption;
coordinate charging station deployment
Continue and expand incentives for fuel -efficient vehicles,
• - • - • •
evaluate buy-back programs for vehicles older than 2004,
implement fleet modernization and sharing programs
Create "cool islands" in urban cores; include pathways to
transit and shaded transit shelters
Incentivize storage innovation; proactively support utility
'. . .
research and development; allow cost recovery for
innovation and transition.
•'
Promote utility programs; support opportunities for
increased manufacturer and construction industry efficiency
•
programs
'
Support the development of clean and/or carbon -neutral
fuels
Thin forests by 50,000 acres per year over 20 years; produce
clean biomass energy; increase forest carbon storage
The Power of an Integrated Approach
Integrated approaches to problem solving are more powerful and effective than isolated ones,
especially on complex issues that require "system leadership."13' The Institute for the Future138 has
spent more than 50 years helping organizations and communities look back from the future to make
smarter decisions in a present that is increasingly volatile, uncertain, complex and ambiguous. Many
systems facing large-scale complex change are confronting the need for greater integration in solving
seemingly intractable problems.
23
Arizona Thrives
A Path to a Healthy and Prosperous Future
A more isolated approach is less effective because when we look at something apart from the broader
system it sits in, we both magnify and mask the effects of individual parties. It can look like a problem
"belongs to" a given organization, geography or industry, but in most cases complex problems can't be
solved by any one entity. Any attempt to do so inevitably tends to take on symptoms of the problem,
not the problem itself. Only when we "zoom out" and take a broader view can we find truly innovative
solutions that will yield lasting results. Getting broad buy -in also tends to be easier when we look at
the big picture.
As our task force has worked to engage stakeholders and understand the underlying issues of creating
a framework for an integrated plan for clean air, clean energy and a clean economy in Arizona, we see
opportunity for synergy that can both help us come up with more powerful solutions, and give us real
incentive to come together around issues that, taken in isolation, have been polarizing.
A few examples include:
• Increasing electric vehicle use and deployment of charging stations by utilities or companies
looking to mitigate ozone emissions
• Communities and employers planting trees along transportation corridors to increase public
transit use139
• Advanced manufacturing and construction industries partnering with one another to bring
goods to market in cost -competitive, job -creating and eco-friendly ways14'
• Encouraging partnerships between industries who stand to benefit from energy efficiency
efforts and cleaner forms of transportation moving their goods to market14'
• Leverage abundant solar power as it becomes more inexpensive to create synthetic fuels14'
While these are just a few potential examples of the benefits that can come from an integrated
approach, the greater benefit comes from the coordination between these systems and the new ideas
and opportunities they can launch as each new solution starts feeding and reinforcing the others. For
example, innovations in commercial transportation can improve the fuel efficiency of construction
fleets, advanced manufacturing solutions can create good jobs and also make cities more enjoyable to
live in, and turning solar power into "liquid sunshine" can both help offset load management
challenges in the electric power sector and fuel other opportunities for economic growth as an energy
producer and exporter.
Coming up with these kinds of solutions, positions us to solve our own challenges together and have
shared pride in the outcomes.
What it Will Take
We propose shifting from an advocacy -based approach to an informed, pragmatic, solution -based one.
This approach can encourage more rapid learning and innovation co -creating solutions that are good
for Arizona. By evaluating the viability and impact of various strategies across sectors we can invest in
the best strategies moving forward.
24
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A Path to a Healthy and Prosperous Future
Arizona has unique conditions and resources that enable a uniquely Arizona solution. We have
committed government agencies; strong, engaged not -for -profit entities and organizations; a dynamic
business community; and an innovative system of research universities. The way our regulatory
authorities are structured, and the composition of our energy providers and their energy mix is unlike
most states. When combined with processes that have been in motion for some time, these conditions
all argue for a uniquely Arizona approach to the future of clean air, clean energy and economic
development.
Setting Goals
The goals for clean air are defined by the Federal Clean Air Standards and Arizona is working to come
into attainment for the new more stringent requirements for ozone. We propose Arizona commits to
the development of a framework that achieves a goal of carbon net neutral by 2050 economy wide.
Focusing only on the electric utility sector will only address an already declining portion of the
emissions and likely lead to less innovative solutions for the economy.
While a 2050 goal is our north star, it is distant and not achievable with current technology or
behaviors. By bringing together a collaborative group of stakeholders to develop interim goals that
reflect what each sector is able and willing to contribute to emission reduction, we can begin to focus
on what will need to be done. Those include electrical energy generation, residential and commercial
development, transportation and other industry. Along with public and nonprofit sector stakeholders
as well as rural and tribal perspectives, we can chart a course of action that will engage their
constituencies even more fully.
Approaching this path forward allows for learning, developing understanding and commitment. It also
recognizes that to be successful the broader public will need to be committed and make educated
choices. Many of the decisions needed to reach attainment will never be mandated such as what kind
or car, appliance or home to buy. Education about the benefits and incentives are ways to shift public
opinion and behavior can best be influenced in a coordinated way. In other areas, regulation will be
needed to level the playing field such as in setting emission standards for new cars.
Implementation
Over the past six months, we have changed the conversation to a more collaborative and solution -
oriented approach.
People agreed there was a convergence of interests that made now the right time — bipartisan public
support, positive market forces, to avoid the high cost of polarized advocacy, and an urgency to act.
We formed a nimble task force to guide and shape our work. After careful consideration we
determined that clean air and clean energy were closely linked as it relates to ozone and carbon
emissions and that to make a difference, we needed to look across all areas of the economy.
25
Arizona Thrives
A Path to a Healthy and Prosperous Future
We engaged over 50 experts over six months to help develop the key elements that serve as a
framework for a clean air and clean energy plan. We identified eight elements that have been
summarized in this report, Arizona Thrives.
Now we are preparing to take the next step.
Change is coming. We can react to the impending changes or envision and prepare for the future.
As we move forward, we have met with more than 40 leaders across industries, levels of government,
rural and urban to review these findings and get their advice. There is a high level of interest to move
forward and explore how diverse segments of the economy can work together to address these
strategies in collaboration and in a way that works for Arizona.
In the months ahead, we will convene leaders across four key economic segments, including electric
energy generation, local transportation, residential and commercial development, and other industry.
We will use the results of this report as a building block to identify and evaluate strategies within and
across sectors and agree upon goals.
Our Guiding Principles
Throughout the last few months, the taskforce and stakeholders have developed a set of guiding
principles to align around the goals and ensure progress:
Integrated
• Air and energy
• Economy wide/cross-sector
• Assess issues and options
Credible
• Objective and reliable information
• Independent
• Transparent
26
Durable
• Continues beyond any one
administration
• Builds lasting partnerships
• Creates enduring structures and
networks
• Financially sustainable
For implementation:
• Accelerates innovation
• Creates sustainable solutions
• Shared measurements
Arizona Thrives
A Path to a Healthy and Prosperous Future
Conclusion
There isn't a singular path to success. What is important is that we start now to turn polarization into
innovative, collaborative solutions that position Arizona as a pragmatic, effective leader in developing a
clean economy.
This is a big undertaking that will need focused attention for several decades and broad public
support and engagement to be successful. Progress requires collaboration among a broad
spectrum of stakeholders committed to developing integrated approaches to clean air, clean
energy and a clean economy.
There is a sense of urgency and at the same time a need to ensure solutions result in improved quality
of life, reliable, affordable, and competitive electric power and a robust and thriving economy. The
technology and markets are changing rapidly, and innovation and learning will need to accelerate. A
public, private and social impact partnership is one way to engage the strengths of all of Arizona in
crafting and implementing solutions. The work we do will generate near -term solutions and build the
partnerships necessary for next -generation innovation. Failing to act will have significant economic,
human health and environmental consequences for generations.
Authors and Acknowledgements
The most exciting part of this project continues to be the collaboration from so many. While the report
was produced by The Nature Conservancy, in partnership with Integrated Work, we could not have
done it alone. First, we deeply appreciate the leadership and participation of our Phase I taskforce and
helped target our approach. We deeply appreciate these individuals and their organizations:
Misael Cabrera
Arizona Dept. of Environmental Quality
Timothy Franquist
Arizona Dept. of Environmental Quality
Daniel Czecholinski
Arizona Dept. of Environmental Quality
Lauren Bouton
Arizona Governor's office
Diane Brown
Arizona Public Interest Research Group
Greg Bernosky
Arizona Public Service
Jacob Tetlow
Arizona Public Service
Marc Romito
Arizona Public Service
Eric Massey
Arizona Public Service
Jordy Fuentes
Arizona Residential Utility Consumer Ofc.
Hanna Breetz
Arizona State University
Deborah Salon
Arizona State University
Paul Chakalian
Arizona State University
Melissa Guardaro
Arizona State University
Chuck Redman
Arizona State University
Jenni Vanos
Arizona State University
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Arizona Thrives
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Nathan Johnson
Mojdeh Hedman
Tom Plant
Suzanne Tegan
Patrick Cummings
Bill Ritter
Nicole Antonopoulous-Woodman
Jesus Sapien
Marc Campbell
Darren Sversvold
Claire Kaufman
Laura Hyneman
Lakshimi Alagappan
Ren Orans
Nick Schlag
Bruce Polkowsky
Ian Caulkins
Rikki Seguin
Tina Wesoloskie
Hanna Valenzuela
Liza Golden
Vjollca Berisha
Leia Guccione
Cara Goldenberg
Cory Felder
Mark Dyson
Kathy Knoop
Hank Courtright
Chico Hunter
Nathan Morey
Kelly Barr
Sandy Bahr
Ellen Zuckerman
Jeff Schlegel
Tim Sullivan
Jeff Yockey
Ray Martinez
Eric Bakken
Cheryl Lombard
Suzanne Pfister
Amanda Ormond
Adam Stafford
Autumn Johnson
Stacy Tellinghausen
Arizona State University
Arizona State University
Center for a New Energy Economy
Center for a New Energy Economy
Center for a New Energy Economy
Center for a New Energy Economy
City of Flagstaff
City of Phoenix
City of Phoenix
City of Phoenix
City of Tucson
City of Masa
E3
E3
E3
Environmental Defense Fund
Interwest Energy Alliance
Interwest Energy Alliance
Maricopa County Air Quality
Maricopa County Air Quality
Maricopa Department of Public Health
Maricopa Department of Public Health
Rocky Mountain Institute
Rocky Mountain Institute
Rocky Mountain Institute
Rocky Mountain Institute
Salt River Project
Salt River Project
Salt River Project
Salt River Project
Salt River Project
Sierra Club
Southwest Energy Efficiency Project
Southwest Energy Efficiency Project
The Nature Conservancy
Tucson Electric Power
Tucson Electric Power
Tucson Electric Power
Valley Partnership
Vitalyst Health Foundation
Western Grid Group
Western Resource Advocates
Western Resource Advocates
Western Resource Advocates
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Arizona Thrives
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Special thanks to Hanna Breetz for her significant contribution to the Clean Air work and to TNC
staffers Diana Bermudez for her research and leadership in the Urban Heat Section and to Nicole Hill
for managing this project, providing thought leadership and keeping things connected and moving
ahead.
29
Arizona Thrives
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Endnotes
1 Colby B, G. and Jacobs K, L. (2007) Arizona Water Policy: Management Innovations in an Urbanizing, Arid Region
https://arizona.pure.elsevier.com/en/publications/arizona-water-policy-management-innovations-in-an-urbanizing-arid
2 Environmental Protection Agency. (2018) Air Quality Statistics Report. https://www.epa.gov/outdoor-air-quality-data/air-
quality-statistics-report
3 The Nature Conservancy. (2019). Restoring Arizona's Forests Project. https://www.nature.org/en-us/about-us/where-we-
work/united-states/arizona/stories-in-arizona/restoring-arizonas-forests/
4 Arizona Public Interest Research Group. (2019). Arizonans support clean and renewable energy due to economic benefits.
https:Harizona pirg.org/sites/pirg/files/resources/Pol I%20-%2OEnergy%2OMemo%20%202-19.pdf
5 Ballotpedia. (2018). Arizona Proposition 127, Renewable Energy Standards Initiative.
https://ballotpedia.org/Arizona Proposition 127, Renewable Energy Standards Initiative (2018)
6 Maricopa County Department of Public Health. (2016). Climate and Health Strategic Plan for Maricopa County 2016-2021
https://www. maricopa.gov/DocumentCenter/View/38688/Climate-and-Health-Strategic-Plan-2016-2021-PDF
7 US Energy Information Administration. (2019) Annual Energy Outlook 2019 with projections to 2050
https://www.eia.gov/outlooks/aeo/pdf/aeo20l9.pdf
'Central Arizona Project. (2019). Special Meeting of the Board of Directors January 24, 2019 10:00 AM
http://www.cap-az.com/documents/meetings/2019-01-24/1743-012419-W EB-Final-Packet-2-Special-Board-Meeting.pdf
9 National Renewable Energy Laboratory. (2019) Arizona Solar Map https://www.nrel.gov/gis/solar.htmi
10 US Energy Information Administration. (2019) Arizona State Energy Profile https://www.eia.gov/state/print.php?sid=AZ
11 Lucid Motors (2019) Careers https://Iucidmotors.com/careers/search?location=casagraodeaz
12 Nikola Corp (2019)) Careers https://nikolamotor.com/careers/jobs
13 Barton J, Rogerson M. The importance of greenspace for mental health. BJPsych Int. 2017;14(4):79-81. Published 2017
Nov 1. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5663018/
14 Wang, C., Myint, S., Wang, Z., & Song, J. (2016). Spatio-temporal modeling of the urban heat island in the Phoenix
metropolitan area: Land use change implications. Remote Sensing, 8(3), [185]. https://doi.org/10.3390/rs8O30185
"Arizona State Forestry (2014) Urban & Community Forest Assessment Project Southwest Area Summary, December 2014
https://azsf.az.gov/sites/default/files/files/forestry/ucf/Desert-Canopy-Summary-Com munity-Forest-
Assessment Final 013015.pdf
16 EIA (2019) Arizona State Energy Profile https://www.eia.gov/state/print.php?sid=AZ
17 Environmental Protection Agency (2019) Criteria Air Pollutants https://www.epa.gov/criteria-air-pollutants
18 Reviewing National Ambient Air Quality Standards (NAAQS): Scientific and Technical Information.
https://www.epa.gov/naags
19 U.S. Department of Commerce. (2010). Consequences of Non -Attainment. https://www.uschamber.com/consequences-
non-attainment
20 ADEQ (2019) Air Quality Monitoring and Assessments https://azdeg.gov/AQ/monitoring
21 Environmental Protection Agency. (2019) The Clean Air Act and the Economy https://www.epa.gov/clean-air-act-
overview/clea n-ai r-act-and-economy
22 Arizona Department of Environmental Quality. (2019). Presentation to Arizona Manufacturer's Council Environmental
and Sustainability Summit. https://azchamber.com/download/135/2019-environmental-and-sustainability-
summit/4672/day-2-adeq.pdf
23Mendoza et al. (2010). Modeling the Dynamics of Air Pollutants: Trans -Boundary Impacts in the Mexicali -Imperial Valley
Border Region. https://www.intechopen.com/books/advanced-air-pollution/modeling-the-dynamics-of-air-pollutants-
trans-boundary-impacts-in-the-mexicali-imperial-valley-borde
24 Office of the Governor (2019) Maricopa County #1 In U.S. For Population Growth
https://azgovernor.gov/governor/news/2019/04/ma ricopa-cou nty-1-us-popu lation-growth
21 Census Reporter. (2019). Phoenix -Mesa -Scottsdale, AZ Metro Area. https://censusreporter.org/profiles/31000US38060-
phoen ix-mesa-scottsdale-az-metro-area/
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26 Brookings Institute (2015) The growing distance between people and jobs in metropolitan America
https://www. brooki ngs.ed u/research/the-growi np-distance-between-people-and-lobs-in-metropolitan-a merica/
2' Brookings Institute (2015) The growing distance between people and jobs in metropolitan America
https://www.brookings.edu/research/the-growing-distance-between-people-and-lobs-in-metropolitan-america/
28 US Census (2017) Means of Transportation to Work
https://factfinder.census.gov/faces/tableservices/isf/pages/productview.xhtml?pid=ACS 17 1YR B08006&prodTvpe=table
29 Robert Half (2017) Boo! U.S. Cities With Spookiest and Most Stressful Commutes
https://www. robertha lf.com/blog/iob-market/boo-us-cities-with-spookiest-a nd-most-stressfu I -commutes
31 United States Department of Transportation —Federal Transit Administration. (2010) Public Transportation's Role in
Responding to Climate Change.
https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/PublicTransportationsRolelnRespondingToClimateChange2010.pdf
31 University of California Davis (2017) Cutting Greenhouse Gas Emissions Is Only the Beginning: A Literature Review of the
Co -Benefits of Reducing Vehicle Miles Traveled https://ncst.ucdavis.edu/wp-content/uploads/2017/03/NCST-White-Paper-
VMT-CoBenefits-White-Paper-LP EB.pdf
32 Environmental Protection Agency. (2019b) Zero -Emission Vehicle Standards for 2018 and Subsequent Model Year
Passenger
Cars, Light -Duty Trucks, and Medium -Duty Vehicles. https://www3.epa.gov/region9/CA-Air-
SIP/California%20Code%20of%20Regulations/Title%2013,%20Division%203,%20Chapter%201,%20Article%202,%20Section
%201962.2%20effective%2031%20Dec%202012. pdf
33 Environmental Protection Agency. (2019b). Zero -Emission Vehicle Standards for 2018 and Subsequent Model Year
Passenger
Cars, Light -Duty Trucks, and Medium -Duty Vehicles https://www3.epa.gov/region9/CA-Air-
SI P/Cal iforn is%20Code%20of%20Regu lations/Title%2013,%20Division%203,%20Cha Ater%201,%20Article%202,%20Section
%201962.2%20effective%2031%20 Dec%202012. pdf
34 Your Mechanic. (2019). Which States Love EVs the Most? https://www.yourmechanic.com/article/states-electric-vehicles
31 McKinsey and Company. (2019). Making electric vehicles profitable. https://www.mckinsey.com/industries/automotive-
and-assembly/our-insights/making-electric-vehicles-profitable
36 Union of Concerned Scientists. (2016). Electrifying the Vehicle Market (2016) https://www.ucsusa.org/clean-
vehicles/electric-vehicles/ev-availability#.V79G-2VB81
31 Breetz, H. & Salon, D. (2017). Do electric vehicles need subsidies? A comparison of ownership costs for conventional,
hybrid, and electric vehicles. https://energy.umich.edu/te3/wp-content/uploads/sites/2/2018/09/Final-Breetz-Salon-EV-
Ownersh ip-Costs-v3-TE3-2.pdf
38 Arizona Central (2019) Casa Grande preparing for Lucid's high -dollar Arizona car factory
https://www.azcentra l.com/story/money/business/tech/2019/02/18/l ucid-motors-brea k-grou nd-soon-casa-gra nde-ca r-
factory-arizona/2859345002/
39 Chamber Business News (2019) Nikola Motor to set up shop in Coolidge.
https:Hchamberbusinessnews.com/2019/03/29/ni kola-motor-to-set-u p-shop-i n-cool idge/
41 McKinsey (2019) Making electric vehicles profitable. https://www.mckinsey.com/industries/automotive-and-
assembly/our-insights/making-electric-vehicles-profitable
41 Phoenix Business Journal. (2019). New regulatory plan expected to jolt construction of Arizona electric vehicle charging
stations https://www.biz*ournals.com/phoenix/news/2019/07/24/new-regulatory-plan-expected-to-jolt-construction.html
42 Salt River Project (2019a) Electric Vehicle Price Plan https://www.srpnet.com/prices/home/electricvehicle.aspx
43 Tucson Electric Power (2019) Tucson Electric Power, Time of Use Rate https://www.tep.com/time-of-use/
44 APS (2019b) Take Charge Arizona Program 2019.
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41 Department of Energy (2019) Electricity Laws and Incentives in Arizona.
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46 Environmental Protection Agency. (2019) History of Reducing Air Pollution from Transportation in the United States
31
Arizona Thrives
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https://www.epa.gov/transportation-air-pollution-and-climate-change/accomplishments-and-success-air-pollution-
transportation
47Environmental Protection Agency. (2019) History of Reducing Air Pollution from Transportation in the United States
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48 Weiss, M.A., Heywood, J.B., Drake, EM., Schafer, A., AuYeung, F.F. (2000). On the Road in 2020. Massachusetts Institute
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78 AZ Central. Residents say Phoenix isn't doing enough to add trees and shade, and they want more.
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shade/529265002/
79 Environmental Protection Agency. (2019). Urban Heat Island Effect. https://www.epa.gov/heat-islands/heat-island-
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80 Harlan, S., Braze], A. J., Darrel Jenerette, G., Jones, N. S., Larsen, L., Prashad, L., & Stefanov, W. L. (2007). In the shade of
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continue
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demand https://www.eia.gov/todayinenergy/detaii.php?id=38872
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February 2019,
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91 National Oceanic and Atmospheric Administration. (2019) Climate at a Glance: Arizona
https://www.ncdc.noaa.gov/cag/statewide/time-series
33
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92 Conservation Law Foundation (2017) Making Renewable Energy "Dispatch able," January 19 2017,
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93 Bade, G (2019) APS to install 850 MW of storage, 100 MW of solar in major clean energy buy, February 212019
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mw-of-storage-100-mw-of-solar-in-major-clean-energy-buy/548886/
94 Tucson Electric Power (2017) TEP to Power 21,000 Homes with New Solar Array for Historically Low Price.
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95 US Energy Information Administration. (2019) Demand -side management programs save energy and reduce peak
demand https://www.eia.gov/todayinenergy/detail.php?id=38872
96 NOAA (2019) Climate at a Glance: Arizona https://www.ncdc.noaa.gov/cag/statewide/time-series
9' EIA (2019) Arizona Energy Profile https://www.eia.gov/state/analysis.php?sid=AZ
98 Conservation Law Foundation (2017) Making Renewable Energy "Dispatch able," January 19 2017,
https://www.clf.org/biog/making-renewable-energy-dispatchable
99 Conservation Law Foundation (2017) Making Renewable Energy "Dispatch able," January 19 2017,
https://www.cif.org/blog/making-renewable-energy-dispatchable/
100 EIA (2019) Demand -side management programs save energy and reduce peak demand
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101 National Association of Regulatory Utility Commissioners. (2015). Research and Development by Public Utilities: Should
More be Done? https://Pubs.naruc.org/pub.cfm?id=4AA29DB3-2354-D714-51DB-4CFE5EFE50A7
102 Conservation Law Foundation (2017) Making Renewable Energy "Dispatchable," January 19 2017,
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103 GreenTechMedia. (2019). Heat Pump Water Heaters Can be Demand Response Assets
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104 GreenTechMedia. (2019). Tying Together the Technology Standards Behind DER -Grid Integration
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behind-der-grid-integration
101 The Nature Conservancy. (2019). The Power of Place: Land Conservation and Clean Energy Pathways for California.
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106 Energy Resource Center. (2013). Spooky Statistics About Energy and Water Waste. https://www.erc-co.org/spooky-
statistics-a bout -energy -a nd-water-waste/
101 Environmental Protection Agency. (2019) Greenhouse Gas Emissions from a Typical Passenger Vehicle
https://www.epa.gov/greenvehicles/greenhouse-gas-emissions-typical-passengervehicle
10' Energy Star. (2019). About Energy Efficiency https://www.energystar.gov/about/about energy efficiency
109 Southwest Energy Efficiency Project. (2019). Arizona Energy Factsheet.
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2018 final.pdf
"'Arizona PIRG (2019) Support An Energy Efficient Arizona https:Harizonapirg.org/feature/azf/energy-efficient-arizona
111 City of Phoenix (2012) Energize Phoenix.
https://www.phoenix.gov/publicworkssite/Documents/energizephxyear2report.pdf
112 Frederiks, R. et al (2014) Household energy use: Applying behavioural economics to understand consumer decision -
making and behaviour, Renewable and Sustainable Energy Reviews, Volume 41,2015, Pages 1385-1394, ISSN 1364-0321,
https://doi.org/10.1016/m.rser.2014.09.026.
ll3 Clean Energy Solutions. (2019). Locking in Energy Savings through Building Codes.
https://cleanenergvsolutions.org/training/locking-energy-savings-through-building-codes
ll4 Frederiks, R. et al (2014) Household energy use: Applying behavioural economics to understand consumer decision -
making and behaviour, Renewable and Sustainable Energy Reviews, Volume 41, 2015, Pages 1385-1394, ISSN 1364-0321,
https://doi.org/10.1016/m.rser.2014.09.026 .
34
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"I WRI (2019) How Behavioral Science Can Boost Household Energy Efficiency. https://www.wri.org/blog/2018/06/how-
behavioral-science-can-boost-household-energy-efficiency
116 Department of Energy. (2019). The American Recovery and Reinvestment Act
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arra
11' Department of Energy. (2019). The Weatherization Assistance Program
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11s Department of Energy. (2019). Tax Credits, Rebates and Savings https://www.energy.gov/savings/dsire-
page?keyword=LED&page=1
119 Department of Energy. (2019). DOE Challenge Home (Now Zero Energy Ready Home) - Building America Top Innovation
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121 Arizona Corporation Commission. (2019). Energy Efficiency --Electricity and Gas.
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121 pima County (2019) Green Building Program https://webcros.pima.gov/cros/One.aspx?portalld=169&pageld=164258
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141 Permana, A., Perera, R., Aziz, N. & Ho, C. (2015). Creating the Synergy of Land Use, Transport, Energy and Environment
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36
ITEM 8. D.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 04/20/2021 Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Administration
Prepared by: Elizabeth A. Burke, Town Clerk
Staff Contact Information:
Request to Town Council Regular Meeting (Agenda Language): DISCUSSION WITH POSSIBLE
CONSIDERATION relating to any item included in the League of Arizona Cities and Towns' weekly
Legislative Bulletin(s) or relating to any action proposed or pending before the State Legislature.
Staff Summary (Background)
This is a regularly recurring agenda item on the Town Council agenda during the legislative session. The
goal of this agenda item is to obtain consensus from the Mayor and Council on legislative bills and to
provide direction, if any, to staff to communicate the Town's position on the bills. Each Council meeting
the Legislative Bulletin will be attached to the Town Council agenda which will include legislative
analyses of the bills and their impacts on municipalities. The Mayor and Council will have an
opportunity to review the bills that are under consideration in the Arizona State Legislature and provide
direction on supporting or opposing the bills. The Mayor and Council may also bring up other bills of
interest to the Town of Fountain Hills for discussion that are not listed in the Legislative Bulletin.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
N/A
SUGGESTED MOTION
MOVE to provide staff direction on one or more bills being considered by the State Legislature.
Issue 12
Issue 13
Attachments
Form Review
Form Started By: Elizabeth A. Burke Started On: 04/13/2021 09:31 AM
Final Approval Date: 04/13/2021
Issue 12 — April 2, 2021
Legislative Update
Today is the 82"d day of the legislative session. Each chamber's Appropriations committee held
lengthy hearings, marking the end of committee hearings for the session, with the exception
of budget bills. The Senate and House are expected to partake in more floor action in the next
weeks to finalize amendments onto bills and vote on pending legislation. As of today, the
Governor has signed 167 measures into law.
With the 100-day milestone approaching, the Capitol community is beginning to
speculate how long this session will be. In the past 11 regular sessions, only the 2015 session
adjourned prior to the 100t" day mark. The 11-year average is 117 days.
Regular Session Duration by Year
010-00
200
150
Lr,
�, 100
50
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2 UZ0
Year
I year average length of regular sessions is 116.6 days
Vaccine Passport Prohibition
One of the 33 measures considered by the Senate Appropriations committee included a
strike -everything amendment to H132190, sponsored by Senator Kelly Townsend (R-
Mesa). The measure prohibits local governments from requiring a person to receive a vaccine as
a condition of receiving government services, benefits, permits, use of public transportation or
entrance into a public building. Additionally, the striker prohibits local governments from
providing a financial benefit or other incentives to a person for receiving a vaccine. Cities and
towns expressed concern over this provision as it would preempt existing programs that provide
a financial incentive to employees for receiving the COVID-19 vaccine. Some municipalities also
have long-standing wellness programs that incentivize employees to participate in healthy
activities and traditionally provide rewards to getting the flu vaccines. These programs serve to
lower the costs of health insurance premiums.
The League testified to these concerns in committee, where the sponsor of the bill,
Representative Bret Roberts (R-Maricopa) offered to address these concerns as the bill moves
forward in the process. The bill passed committee on a party -line vote and has been considered in
the Rules committee and in one party's caucus but not the other.
Homeless
Senate Appropriations also heard a strike -everything amendment sponsored by Senator David
Gowan (R-Sierra Vista) that was brought forth by a Silicon Valley think tank called
Cicero Institute. Cicero has introduced this model legislation in a few states within the last few
weeks that purports to address chronic homelessness by siphoning state grant funding that is
distributed to local governments and non -profits to instead use these funds to erect homeless
camping sites on state property. However, among many other problems with the bill, it would
require local governments to enforce street camping bans and penalize cities and towns that do
not by defunding public safety of grant funding. It also establishes a Class 3 misdemeanor (up
to 30 days jail and maximum $500 fine plus surcharges) for sleeping in public, which
is unconstitutional due to the recent Martin v. Boise decision.
The League testified in opposition to the bill. While it passed the committee on a party -
line vote, the general sense is the legislation is fraught with many issues that may not be addressed
during the remainder of session.
Short -Term Rentals
On Thursday, the House considered SB1379 vacation rentals; short-term rentals;
enforcement sponsored by Senator J.D. Mesnard (R-Chandler) in Committee of the Whole and
Third Read. The bill was supported by the short-term rental (STR) industry as an attempt to
address some of the nuisance issues associated with short term rentals. SB1379 would have
allowed the Department of Revenue to suspend the TPT license of an STR owner after being the
subject of three verified violations within a 12-month period and outlined caps on civil penalties
imposed on STR owners.
The League opposed the measure because it did not provide meaningful remedies to
address the issues stemming from STRs in communities that have been overrun by
boutique hotels in residential neighborhoods such as Sedona, Paradise Valley and
Scottsdale. SB1379 failed to reinstate local control for zoning options that cities and
towns across the country are able to exercise. League staff participated in numerous
conversations with representatives of the STR industry with the goal of reaching a compromise
that would ultimately balance the property rights of constituents who live near short-term rentals
and those who operate STRs.
The measure ultimately failed to pass the chamber, receiving a 17-43 vote. The League
maintains that issues related to short-term rentals go beyond party houses and nuisance.
STRs have completely altered neighborhoods in some of Arizona's most popular
communities — affecting quality of life, in addition to housing availability and affordability.
The League remains committed to finding meaningful tools for communities to address
the immediate and long-term consequences of SB1350 (2016).
Legislative Bill Monitoring
All bills being actively monitored by the League can be found here.
Issue 13 — April 9, 2021
Legislative Update
Today is the 89t" day of the legislative session and to date the legislature has sent 252
bills to the Governor. Of those bills, 189 have been signed into law and none have been
vetoed. The remaining 63 bills await action from the Executive.
The House Rules committee has 72 measures pending consideration, while Senate Rules
has 73 bills awaiting action. Both the House and Senate each have just over 80 bills
pending Committee of the Whole and there are a total of 26 bills ready for Third Read,
the majority of which are in the Senate.
With committees no longer meeting, the Legislature's attention turns to crafting a budget
and moving forward outstanding high priority measures. This week, the Senate
withdrew SB1797 fantasy sports betting; event wagering from the Appropriations
committee, opening the bill's path to move forward in the legislative process. The
measure expands gaming by authorizing wagering on professional and college sports
and expanding keno and other games outside of tribal jurisdictions. The effort to
renegotiate the gaming compact has been a priority for the Governor's office this session.
The motion to withdraw the bill from the committee allows the bill to be substituted for
its mirror bill in the House, HB2772 which passed the chamber last month with
bipartisan support. If passed by the Senate and substituted for the House bill, the bill would move
directly to the Governor's desk.
State Budget
Details of the linchpin in the budget discussions were unveiled this week as Republicans are
proposing one of the largest income tax cuts in state history to stimulate economic growth
following the pandemic -related economic impacts and to follow up on campaign promises
to make significant income tax reductions. Of paramount concern to cities and towns is the
proposed 2.5% flat income tax proposal that would reduce collections by $1.5B over a period
of 3 years. The ability to balance city and town budgets is reliant on the allocation of income tax
they have been receiving from the state since 1972 following the passage of a voter initiative that
shared 15% of state income tax collections with municipalities.
If the proposal does not include some mechanism to maintain existing distributions to
local governments, it would result in a projected annual loss of $225M to local budgets. This
reduction would be a massive impact on government services, including public safety, roads,
parks and government operations. The League has compiled the projected losses to each city
and town and legislative district as a result of the legislature's plan.
In addition to the flat tax proposal, the House budget attempts to address some concerns
regarding the passage of Prop 208 that created a 3.5% surcharge on income above $250K or
$500K for joint filers to benefit K-12 education. The House proposal establishes a new tax
category that will provide small business owners who have their personal income passed through
their business the option to file based on their adjusted business income, providing an
opportunity to avoid the voter -approved education surcharge. This tax change combined
with the proposed $1.513 income tax reduction is the focal point of the budget discussions and is
likely to delay its enactment until enough rank -and -file are on board with the proposal.
Annexation
A measure to address unintended consequences related to 2020 legislation that
addressed a loophole in the annexation process passed the Senate with unanimous
support this week. SB 1336 was struck in the House with language to ensure that ongoing
plans between the city of Apache Junction and the State Land Department for the city to annex a
portion of state trust land can continue. While the annexation was approved by the State Selection
Board nearly two years ago, the process cannot be completed without legislation addressing the
2020 changes related to county islands. The League supported SB1336 and is thankful for the
Legislature's support of the bill. The measure is now pending action from the Governor. If signed,
SB 1336 will be effective immediately as the measure included an emergency clause.
Legislative Bill Monitoring
All bills being actively monitored by the League can be found here.
ITEM 2.
Meeting Date: 04/20/2021
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Community Services
Prepared by: Rachael Goodwin, Community Services Director
Staff Contact Information: Rachael Goodwin, Community Services Director
Request to Town Council Regular Meeting (Agenda Language): DISCUSSION and POSSIBLE
Direction regarding the proposed Community Services Parks, Recreation, and Trail Master Plan.
Staff Summary (Background)
In March 2020, the Fountain Hills Town Council authorized staff to proceed in initiating a Community
Services Parks, Recreation, and Trails Master Plan. This is the first comprehensive master plan
undertaken by the Community Services Department and is built upon the 2020 voter -approved General
Plan and current Strategic Plan. Together these important documents will act as a road map for the
future and guide the department over the next 10 years and beyond.
The Master Plan process included an integrated project team of key Town staff, the consultant team of
GreenPlay, SWABACK Architects and Planners, RRC Associates, and local Town leadership and
stakeholders. The project team provided detailed input to the consultant team throughout the process.
This allowed a collaborative approach to create a plan that blends consultant expertise with the local
knowledge of community members and stakeholders.
Focus groups, interviews, and a public forum were conducted during June 22-25, 2020. These meetings
were held using the Zoom digital platform. The goal of these sessions was to gather information that
would guide the development of the community recreation needs assessment survey and to identify
community member needs and desires. Over the course of four days, GreenPlay hosted three meetings
and spoke with 44 community members and stakeholders, and hosted an online public meeting with 53
community members attending. In addition, 23 comments were received in advance of the public
meeting.
As part of the project, a statistically valid survey was also conducted to assess the opinions, desires, and
needs of residents in Fountain Hills. The survey was conducted using three primary methods: 1) a mailed
survey to 4,000 households in Fountain Hills, 2) an online, password -protected invitation website, 3) an
open link survey for all other residents who were not included in the invitation sample. Invitation or
invite respondents were given a unique password to participate through the online survey.
Approximately two weeks after the mailed surveys began arriving in mailboxes, the open link survey
was made available to all residents who did not receive an invitation survey. Results were kept separate
to maintain the statistical validity of the invitation sample. The invitation sample contained 627
completed surveys (margin of error: 3.9%) with the open link closing with 131 completed surveys.
After analyzing the findings that resulted from this master planning process, including the Key
Issues matrix, a summary of all research, the qualitative and quantitative data, inventory
assessment, Level of Service, and input assembled for this study, a variety of recommendations
have emerged to provide guidance for parks and recreation services and facilities for the
Town of Fountain Hills over the next decade. Following adoption of the Master Plan, staff will
the findings and recommendations to improve and enhance the Town's facilities, amenities,
and programs.
Related Ordinance, Policy or Guiding Principle
2020 Voter -Approved General Plan and Strategic Plan.
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
The Community Services Advisory Commission and the McDowell Mountain Preservation Commission
have participated throughout the Master Plan process including focus groups and presentations.
Staff Recommendations)
Staff recommends That the Town Council review and provide direction regarding the proposed
Community Services Parks, Recreation, and Trails Master Plan.
SUGGESTED MOTION
MOVE to direct staff to bring a revised Community Services Parks, Recreation, and Trails Master Plan for
Council consideration and approval.
DRAFT CSPRT Master Plan
Inbox
Community Services Director (Originator)
Finance Director
Town Attorney
Town Manager
Form Started By: Rachael Goodwin
Final Approval Date: 04/13/2021
Attachments
Form Review
Reviewed By
Date
Rachael Goodwin
04/07/2021 03:13 PM
David Pock
04/07/2021 05:15 PM
Aaron D. Arnson
04/13/2021 08:46 AM
Grady E. Miller
04/13/2021 10:36 AM
Started On: 04/05/2021 04:39 PM
W'Ai
TOWN OF FOUNTAIN HILLS, AZ
COMMUNITY SERVICES
PARKS, TRAILS, AND
RECREATION MATER PLAN
DRAFT - APRIL 2021
c
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i
L'
C.
m
ACKNOWLEDGMENTS
MAYOR AND TOWN COUNCIL
Mayor Ginny Dickey
Vice Mayor David Spelich
Councilmember Gerry Friedel
Councilmember Sharron Gryzbowski
Councilmember Alan Magazine
Councilmember Peggy McMahon
Councilmember Mike Scharnow
ADMINISTRATION
Rachael Goodwin, Community Services Director
Patti Lopuszanski, Executive Assistant
Linda Ayres, Recreation Manager
Kevin Snipes, Parks Superintendent
Bryan Bouk, Recreation Coordinator
Kade Nelson, Recreation Coordinator
Mike Fenzel, Community Center Ma
Jennifer Lyons, Senior Services u vi
Kim Wickland, Volunteedinator
COMMUNITY SERVI DVIS COMMI§ ION
y Arn , pers
J e tista, missioner
p Barn Commissioner
y ell, ommissioner
Wil on, Commissioner
Ro uppert, Commissioner
Natalie Varela, Vice Chairperson
MCDOWELL MOUNTAIN PRESERVATION COMMISSION
Thomas Aiello, Commissioner
Tom Barberic, Commissioner
Bill Craig, Commissioner
Paul Garvey, Chairperson
Scott Grzybowski, Vice Chairperson
Janice Holden, Commissioner
DJ Willard, Commissioner
CONSULTANT TEAM
GreenPlay, LLC
Swaback Architects and Planners
RRC Associates
For more information about this document contact GreenPlay, LLC
At: 1021 E. South Boulder Road, Suite N, Louisville, Colorado 80027, Telephone: 303-439-8369
Email: info (a)areenplayllc.com www.greenplayllc.com
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan i
TABLE OF CONTENTS
EXECUTIVE SUMMARY.....................................................................................................................1
A. Purpose of this Plan.................................................................................................................. 1
B. Planning Process Summary....................................................................................................... 1
C. Key Issues Summary.................................................................................................................. 2
D. Inventory Assessment Summary..............................................................................................3
A. Summary of Recommended Goals and Objectives...................................................................5
I. INTRODUCTION TO THE PLANNING CONTEXT...........................................................................7
A. Purpose of this Plan..................................................................................................................8
C. Strategic Framework.................................................................................................................8
D. Community Services Department Overview............................................................................8
E. Related Planning Efforts and Integration..................................................................................10
F. Methodology of this Planning Process......................................................................................11
II. COMMUNITY AND IDENTIFIED NEEDS.......................................................................................13
A. Fountain Hills Demographic Profile....................................................................................14
B. Park and Recreation Influencing Trends...........................................................................19
C. Community and Stakeholder Input .............................. ....................................................27
D. Community Survey Summary .................................. ......................................................... 29
E. Bench marking/Comparative Analysis .......... ............ ....................................................33
F. Organizational Analysis ................................. 41
G. Recreation Programming Analysi 45
H. Potential Funding Sources ....... ....... ................................................................................56
III. FACILITY AND ASSET EN Y... .....................................................................................69
A. Existing Inventory S ary... .............................................................................................71
B. Asset Evaluation .......... .......................................................................................................74
IV. KEY ISSUES SUMMARY................................................................................................................ 109
V. RECOMMENDATIONS AND ACTION PLANS...............................................................................113
A. Recommendations.................................................................................................................... 114
B. Action Plan, Cost Estimates and Prioritization..........................................................................122
APPENDIX A: COMMUNITY SERVICES INVENTORY RESOURCE MAP..........................................135
APPENDIX B: CURRENT WALKABILITY LEVEL OF SERVICE MAP..................................................137
APPENDIX C: FUTURE WALKABILITY LEVEL OF SERVICE MAP.....................................................139
ii Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
TABLE OF FIGURES
Figure 1: Master Planning Process.......................................................................................................... 1
Figure 2: Population Trends in Fountain Hills from 2000 to 2024........................................................... 14
Figure 3: 2019 Age Distribution in Fountain Hills Compared to Arizona ................................................. 15
Figure 4: 2019 Racial/Ethnic Diversity of the Town of Fountain Hills ...................................................... 16
Figure 5: Median Household Income Distribution in Town of Fountain Hills .......................................... 17
Figure 6: Employment Overview in Town of Fountain Hills..................................................................... 18
Figure 7: Coronavirus Impact Planning for Town of Fountain Hills.......................................................... 19
Figure 8: Team Sport Household Participation....................................................................................... 20
Figure 9: Fitness and Wellness Participation.......................................................................................... 21
Figure 10: Outdoor Recreation Participation.......................................................................................... 22
Figure 11: Non -Traditional Services Desired in Community Centers....................................................... 24
Figure 12: Community Survey Methodology........................................................................................... 29
Figure 13: Key Findings from the Community Survey.............................................................................. 30
Figure 14: Residents Per Park.................................................................................................................. 34
Figure 15: NRPA Agency Performance Review Acres Residents Per Park ................................................ 35
Figure 16: Total Park Acres Per 1,000 Residents...................................................................................... 36
Figure 17: NRPA Agency Performance Review Acres of Parkland Per Residents .......................... 36
Figure 18: NRPA Agency Performance Review Park and Recre;o g cy Staffing .............................. 37
Figure 19: NRPA Agency Performance Review Responsili ' f Park a Recreation Staff ................. 38
Figure 20: Parks & Recreation Operating Expenditures Per i 39
Figure 21: NRPA Agency Performance Review Op g Exp itures Per apita................................ 40
Figure 22: 2020 Average Recreation Expenditures. .................................................................. 41
Figure 23: Community Sevices Depar gani rt............................................................. 42
Figure 24: 2019 Participation by Progr S ice A.......................................................................... 47
Figure25: Pyramid Metho ..... ......................................................................................... 51
Figure 26: Typical Parks an ecrea a cy budget allocation......................................................... 52
Figure 27: Service Assessme Matri.................................................................................................... 53
Figure 28: Preferred Commun Methods....................................................................................... 54
Figure 29: Preferred Communic 'on by Age Group............................................................................... 55
Figure 30: Parks & Recreation Operating Expenditures Per Capita......................................................... 56
Figure 31: NRPA Agency Performance Review Operating Expenditures Per Capita ................................ 57
Figure 32: Survey Results for Potential Funding Sources........................................................................ 58
Figure33: Park Location Map.................................................................................................................. 75
Figure 34: Desert Vista Park Map............................................................................................................ 78
Figure 35: Desert Vista Park Photographic Inventory.............................................................................. 79
Figure36: Fountain Park Map................................................................................................................. 83
Figure 37: Fountain Park Photographic Inventory................................................................................... 84
Figure38: Four Peaks Park Map.............................................................................................................. 88
Figure 39: Four Peaks Photographic Inventory........................................................................................ 89
Figure 40: Golden Eagle Park Map.......................................................................................................... 94
Figure 41: Golden Eagle Photographic Inventory.................................................................................... 95
Figure 42: Avenue Linear Park Photographic Inventory.......................................................................... 98
Figure 43: Community Center Map......................................................................................................... 100
Figure 44: Community Center Photographic Inventory........................................................................... 102
Figure 45: Golden Eagle Trailhead Photographic Inventory.................................................................... 105
Figure 46: Adero Canyon Trailhead Photographic Inventory.................................................................. 107
Figure 47: Best Communication Methods by Age Groups (Invite Survey) ............................................... 115
Figure 48: Best Communication Methods by Age Groups (Open Link Survey) ........................................ 115
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan iii
TABLE OF TABLES
Table1: Park Facility and Size..........................................................................................................
Table2: Park Facility and Size..........................................................................................................
Table 3: 2019 Town of Fountain Hills Educational Attainment........................................................
Table 4: Population of Benchmarked Communities........................................................................
Table 5: Total Acres of Park Land.....................................................................................................
Table 6: Jurisdiction Population Compared to FTEs.........................................................................
Table 7: Responsibilities of Staff......................................................................................................
Table 8: Agency Estimated Operating Expenditures........................................................................
Table 9: Investment in FTE by Areas of Responsibility.....................................................................
Table 10: Fountain Hills Program Service Areas..............................................................................
Table 11: 2019 Recreation Participation and General Fund Subsidy ...............................................
Table 12: Current Population in Fountain Hills by Age....................................................................
Table 13: Most important offerings — invite same by children in/out of the household .................
Table 14: Most important future facility needs — invite same by children in/out of the household
Table 15: Growth of Recreation Expenditures.................................................................................
Table 16: Sample Performance Measures, Purposes, and Outcomes ........................................
Table 17: Agency Estimated Operating Expenditures ..................... ...........................................
Table 18: Green Practices Focus Area and Action Steps ..... ..................................................
Table 19: Inventory Summary .............................................. ..... ...........................................
Table 20: Desert Vista Park Asset Evluationn ........ ................................................................
Table 21: Fountain Park Assest Evaluation .............
Table 22: Four Peaks Park Assest Eval ........ ............................................................
Table 23: Golden Eagle Assest Evalua .... ..............................................................................
Table 24: Avenue Linear Par i
ao..........................................................................Table 25: Community Cen Assestalu 'on..............................................................................
Table 26: Golden Eagle Asse Evalu on.......................................................................................
Table 27: Adera Canyon Trailh d est Evaluation.......................................................................
Table28: Action Plan.......................................................................................................................
3
4
...16
... 34
... 35
... 37
... 38
... 39
... 44
... 46
... 47
... 49
.... 50
... 51
... 52
... 53
... 56
... 68
... 73
... 77
... 82
... 87
... 93
... 98
...101
...104
...106
... 122
iv Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
EXECUTIVE SUMMARY
A. Purpose of this Plan
The Community Services Parks, Trails and Recreation Master Plan is the first master plan undertaken
by the Town of Fountain Hills Community Services Department and is being built upon the 2020-2023
Strategic Plan and the Town's comprehensive plan. Together, these important documents will act as a
road map for the future and guide the department over the next 10 years and beyond.
B. Planning Process Summary
The process utilized in developing this Town of Fountain Hills Community Services, Parks, Trails, and
Recreation Master Plan included the formation of an integrated project team of select Town of Fountain
Hills staff, the consultant team of Green Play, SWABACK Architects and Planners, RRC Associates, and
local Town leadership and stakeholders. The project team provided detailed input to the consultant
team throughout the project. This process allowed a collaborative approach to create a plan that blends
consultant expertise with the local knowledge of community members and stakeholders.
The development of this plan included the following tasks:
• Document Collection and Review
• Demographic and Trends Analysis
• Benchmarking and Comparative Analysis
• Community Engagement
• Organizational and Recreation Programming a
• Facility Inventory and Level of Ser ' lysis
• Potential Funding Opportunities
• Recommendations: GoaJd0@R1NctiV n ti Plan
The following graphic capt
public engagement.
Figure 1: Master Planning Process
Ister Planning process and identifies the four stages of
Information Gathering IV Findings
& Visioning
� •Needs Assessment
• Staff i�
• Stakeholders
• Public Meetings
• Focus Grcup
• Interviews
• Surveys
• Online Engage
Inventory
Strategic Kick -Off
• Critical Success Factors
• Key focus areas
• Meeting schedule
• Identification of
• All Assets
Key Stakeholders
• All Program Locations
• Gathering of All Relevant
• Other Providers
Documents
• Level of Service Analysis
• Briefing with
• GIS Component -Based
Decision Makers
Mapping
• Quality, Quantity,
Functionality
• Community Profile
• Historical & Planning
'��
Context
• Demographics
• Trends if
• Presentation/Feedback
Sessions
I■�Staff
Stakeholders
• Decision Makers
• What We Have Discovered
• Key Issues Matrix
• Key Ideas and Themes
• Analysis
• Programming
• Operations
• Maintenance
• Marketing&
Communications
• Financial Resources
En
Or
Re
• Sumrc
• Stratr
• Lor
• Shi
• Implii
• Fin
• Op
• Ma
• Recoi
• Actim
• Tas
• Tir
• Co!
• Revie
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 1
C. Key Issues Summary
From review of all of the input and findings, these
key issues were identified and presented in a
series of meetings with staff, key stakeholders,
and the public and determined to be relevant for
potential recommendations. The key issues are
organized by categories.
Organizational
• Additional staffing is needed to maintain and
enhance services to the public
• Increased communication about programs
and recreational opportunities in a variety
of methods is needed - Define brand and
Department image
• Volunteer programs and opportunities are in
high demand / Appli—ki- +„ c+ ,+o ,, D1-
• Ongoing program e�
needs analysis to de
programs and servic
Parks and Facilities
• Greater trail connec
community
• A gathering place fo
• New aquatic and re(
requested by the co
• A plan to create safe
pedestrians and bic)
• Wayfinding signs wil
to parks and trails
• Park amenities and landscaping (including
shade and picnic structures) provide a great
opportunity for improvement
• A new location for a new farmers market is
needed
• Adventure park amenities (zip lines, nature
obstacle course, etc.) are desired
• An Environmental Education Center is desired
• Provide new park spaces in underserved
areas of the town
• Some playgrounds require replacement or
upgrade
• Outdoor fitness equipment is needed in the
parks
• Fountain Park requires a specific capital
improvement plan
Programs and Services Delivery
• New programs (teens, youth, pre -teen, adult,
multigenerational, senior) are requested by
the community
• New events and festivals are requested by the
community
• Aquatic classes and programs are desired
• A focus on year-round programs is requested
by the community
• Development of outdoor and environmental
programs in the parks is needed
• A strategic process is needed for purposefully
scheduling classes and activities
• Expansion of opportunities for fitness and
wellness programs are important
Finance
• Funding is i
cient for management of
open space
)n funding for operations
intenance, repairs, and
ark amenities are needed
lion philosophy /pricing
to determine revenue
community services
irtnerships is beneficial and
-osts / applicable to Strategic
icy is needed
2 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
D. Inventory Assessment Summary
The Town of Fountain Hills Community Services Department provides a broad-spectrum of facilities and
amenities for the residents of Fountain Hills encompassing 127 acres of formal parks and numerous
community facilities including the Community Center.
The Town's park facilities are currently comprised of 5 formal parks. The largest, Fountain Park, is
an Arizona icon and the flagship attraction in Fountain Hills for residents and visitors. The two major
trailheads within the town, the Golden Eagle Trailhead and Adero Canyon Trailhead, offer trail access to
the McDowell Mountains and provide first-class trailhead facilities for hikers and bicyclists. The size of
each of these parks is listed in Table 1 and the summary of the entire Town of Fountain Hills inventory of
facilities and the number of amenities within each facility is listed in Table Appendix A.
Table 1: Park Facility and Size
Park
Size (estimated)
Desert Vista Park
12 Acres
Fountain Park
65 Acres
Four Peaks Park
16 Acr
Golden Eagle Park
2 es
Avenue Linear Park
Ac
Community Center
3.75 As
Golden Eagle Trailhead 10074
Acres
Adero Canyon Trailhead
2 Acres
Total
127.2 Acres
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 3
Table 2: Park Facility and Size
INVENTORY SUMMARY
PARK FACILITY / ASSET
-1a~c
Q
O
W Y
W Q
d
Q
w
C Y
O Q
LL d
Z
Q
Z Y
O Q
LL C
W
w
Z
'L
Y
O Q
l7 d
Q
W a
z
Z Q
> Z
Q J
F
Z
D
w
H
O W
CJ li
W
w
Z w
W =
J
O
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Z w
O O =
= Y J
Q
Q CJ H
QUANTITY
Amphitheater
1
-
1
-
Baseball / Softball Fields
6
2
-
4
Basketball Courts
3
1
-
2
Bridge (Pedestrian)
2
1
-
1
Buildings
8
1
1
4
1
1
Disc Golf Course (Holes)
20
-
-
20
-
-
Dog Park
1
1
-
-
-
-
-
Entry Monument Signage
9
-
1
3
3
1
1
Horseshoe Pit
1
-
1
-
-
Interpretive Signage
12
4
-
8
-
Sign Kiosk
10
5
3
-
1
1
Lake
1
1
Veteran's Memorial
1
1
Multi -Use Sports Field
3
3
Passive Lawn / Recreation
14
1
2
2
2
1
Parking Lot
9
0
3
2
1
Ramada (Picnic Tables)
14
4
5
rIL3
-
1
Shade Structure (Benches)
16
3
8
Playground 2-5
-
Playground 5+
21ff
Specialty Play
1Restrooms
r26
(Men's & Wome '
16
2
-
3Splash
Pad
Skate Park
1
Sand Volleyball
2
-
2
Tennis Court
6
2
4
-
Water Features
7
-
1
-
6
Trash Receptacles
155
29
20
34
52
9
3
4
4
Recycle
24
3
1
20
-
-
-
-
-
Benches
104
26
2
44
6
8
18
Picnic Tables
85
9
8
15
28
16
9
Drinking Fountains
29
8
3
8
8
2
-
-
Pet Stations
21
7
5
3
3
2
-
1
Bike Racks
46
0
9
7
19
8
1
2
Grill
12
3
1
3
5
-
-
-
Soccer Goals
6
6
-
-
-
Bleachers
29
-
6
23
Dugout Benches
15
7
8
Concrete Pots (Large)
14
-
14
-
Sculptures
53+
33
-
12+
8+
-
Wayfinding Signage
8
-
4
-
-
4
Shower
1
1
Little Library' Kiosk
1
1
Scoreboard
4
4
Exercise Equipment
1
1
Walking Track / Trails
5.1
0.9
0.6
2.0
1.2
0.4
4 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
A. Summary of Recommended
Goals and Objectives
From review of all the input, findings, and key
issues, these summarized recommended goals
and objectives were identified through a series of
meetings with staff. The discussions and visioning
with staff resulted in these recommended goals
and objectives, vetted with staff and determined
to be valid for the Fountain Hills Community
Services Department to achieve over the next ten
years. This summary of the recommended goals
and objectives also includes a linking to the 2020-
2023 Strategic Plan tasks.
GOAL 1: IMPROVE THE FOUNTAIN HILLS
COMMUNITY SERVICES DEPARTMENT
ORGANIZATION
• Increase staffing levels between 3.5 and up to
6 Full Time Equivalents (FTEs)
• Improve all Community Services
• Assist the community in improving the
Farmer's Market
• Create extreme sports amenities in parks and
enrich offerings at the skatepark
■ Applicable to Strategic Plan task 2.4.b
• Conduct a Feasibility Study to determine the
need and support of a new environmental
education center
■ Applicable to Strategic Plan task 5.2.a
• Research opportunities for equitable access
to park amenities by all residents
• Update the Playground Replacement Program
■ Applicable to Strategic Plan task 3.2.a
• Install outdoor fitness equipment in parks
■ Applicable to Strategic Plan tasks 1.3.a,
1.6.b
• Finalize a Fountain Park Capital Improvement
Plan
GOA H CE PROGRAM AND SERVICES
D ERY
communication avenues with the public 0 se addi al program spaces, staffing,
■ Applicable to Strategic Plan tasks 1.1.c,
2.2a, 2.2d, 2.3.a, 2.5.a, 5.2.a
• Enhance existing Volunteer Progr
■ Applicable to Strategi>ta4.5.f, 5.2.b
• Formalize a recreation roval lion
process
Applicable to Strategiks 5.4.a,
5.4.b, 5.4.c, 5.4.d
GOAL 2: IMPROVE PARKS, FACILITIES AND
AMENITIES
• Develop a long-range trails plan
■ Applicable to Strategic Plan task 4.1.f
• Create places for teen activities using local
teens as advisors
• Conduct a Feasibility Study to determine
the need and support of a new aquatic and
recreation center
• Create a Safe Routes to Parks Program
• Fund and implement existing wayfinding
signage program
■ Applicable to Strategic Plan task 1.3.d
• Repair, upgrade, and/or replace the Low
Scoring Amenities from the inventory
assessment (staff document)
■ Applicable to Strategic Plan task 2.1.a
a resources to create new programming
op tunities for teens, youth, pre -teen,
dult, multigenerational, and seniors
■ Applicable to Strategic Plan tasks 1.2.a,
1.2.b, 1.2.c
• Increase opportunities for additional special
events/festivals
■ Applicable to Strategic Plan tasks 1.2.b,
1.4.b, 4.5.d
• Offer a full range of aquatic programs if/when
an aquatic facility is developed, ensure a full
range of aquatic classes/programs
• Enhance year-round recreational
programming
• Increase outdoor/environmental education
programs in appropriate parks
• Strategically schedule classes and activities to
ensure access to all residents during times/
days they are available
■ Applicable to Strategic Plan task 5.4.d
• Expand fitness/wellness programming
■ Applicable to Strategic Plan tasks 1.6.a,
1.6.b, 1.6.c, 4.1.f
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 5
I GOAL 4: IMPROVE FINANCIAL POSITION
• Consider additional financing opportunities for capital and operational funding, future growth, and
improvement projects
■ Applicable to Strategic Plan tasks 4.4.a, 4.4.d, 4.5.d, 4.5.e, 4.51, 4.4.d
• Establish increased funds for ongoing deferred maintenance, repairs, and replacement for existing
amenities/facilities
■ Applicable to Strategic Plan tasks 4.3.d, 4.5.c
• Establish a cost recovery and resource allocation philosophy and policy
■ Applicable to Strategic Plan task 4.4.a
• Utilize partnerships with other service providers in the community
■ Applicable to Strategic Plan task 4.5.f
• Develop a Scholarship Program to ensure equitable access to all facilities and activities
6 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
_ _ �ic- —�� ,e -sue , � .�►� ' ' .�_� _ _
A. Purpose of this Plan
The Community Services Parks, Trails and
Recreation Master Plan is the first master plan
undertaken by the Department and is being built
upon the 2020-2023 Strategic Plan and the Town's
comprehensive plan. Together, these important
documents will guide the department over the
next 10 years and beyond.
The Town of Fountain Hills Community Services
Department provides a variety of excellent
programs and facilities for the residents of
Fountain Hills. The Town provides around 127
acres of park space with five parks for gathering,
passive and active recreation opportunities to
enjoy out of doors and nature experiences in
an urban -desert environment. The Department
stewards' miles of trails
of open spaces to serve
quality of facilities and i
provided by the Commi
is excellent in this town
The crown jewel of the
65-acre Fountain Park fi
famous fountain. It is or
continuously operating
center of a large man-rT
of water rises to 560 fe(
and normally rises 330
concrete water lily sculpture.
B. History of the Community Services Department
The Town was incorporated in December 1989
and Parks and Recreation was part of the original
town structure, formally established in 1991.
Organizationally, the Parks and Recreation
Department and the Community Center were
merged in 2008 and named the Community
Services Department.
Since the Department's inception in 2008, the
structure has remained relatively the same. A
volunteer coordinator was added in 2019 and
responsibility for Tourism was moved from the
Community Services Department to the Economic
Development Department.
C. Strategic Framework
This masterplan is the first comprehensive study
undertaken in the Department's history. With
population growth of 1.3% per year, the Town is
expected to see population reach a 33% increase
since 2000. However, most residential properties
(61%) are occupied on a seasonal or temporary
basis. This creates a "snow -bird" effect, impacting
Department programs, activities and facility use.
The medium age in Fountain Hills is 58.3 years old
and is expected to rise.
The Community Services Department produces 8
annual signature events that attract residents and
visitors throughout the Valley of the Sun. These
events include a 4th at the Fountain a 4th of July
Celebration, a Turkey Trot, and an Irish Fountain
signature events attract
The department annually
3000 community members
Inds tracks a community's
i park within a ten-minute
iember's homes. In Fountain
!sidents do not live within a
Services
...,.r�. ,..........verview
The Town of Fountain Hills is in Maricopa County
and overlooks the Verde River Valley and the
East Valley of the metro Phoenix area. For a
Town of its size, its annual budget allocations of
$2.6 million, and limited staff, the Fountain Hills
Community Services Department provides high
quality parks and delivers exceptional recreational
opportunities to the community of 25,200
residents in an area over just 20 square miles.
The Town's Park facilities are currently comprised
of 5 developed parks. The largest, Fountain
Park, has become an Arizona icon and attracts
residents as well as visitors from around the
Phoenix metropolitan area and beyond. In
addition, the Community Center provides many
critical and beloved programs and outreach for
the community. Fountain Hills is fortunate to
8 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
be surrounded by dramatic scenery. The two
major trailheads within the town, the Golden
Eagle Trailhead and Adero Canyon Trailhead,
offer trail access to the McDowell Mountains and
provide first-class trailhead facilities for hikers and
bicyclists.
The Department is responsible for management
and operations of Parks, Recreation, Community
Center, Senior Services, the McDowell Mountain
Preserve, Desert Botanical Garden, the trails
system, public art, and the Avenue of the
Fountains Linear Park. The Department operates
with thirteen full-time and fourteen part-time
employees.
The Community Services Department
Mission Statement & Values
The mission of the Community Services
Department is to provide exceptional customer
service to enhance the quality of life by providing
and maintaining safe, available, and accessible
parks and facilities, recreation programs, events,
and services that will meet the intellect ocial,
cultural, and leisure needs of all resi s.
• Provide recreation th spir ers al
growth, healthy lifesty and a nse
community
• Expand and strengthen o experiences
and opportunities to contribute to the
region's attractiveness as a place to live, work,
and play
• Optimize safe utilization of facilities,
amenities, and open space
• Actively seek progressive, future -oriented
options for funding, operations, and programs
• Embrace a collaborative spirit and support
teamwork with the department and
community
FOUNTAIN HILLS
COMMUNITY
SERVICES
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 9
E. Related Planning Efforts and Integration
The Community Services Department executed a strategic plan covering the years 2020-2023 that
focused on five visions. Each vision was described with objectives as show below. The Strategic
Plan included 105 very specific action items. Those action items are cross referenced (by numbers
in parenthesis) with the Master Plan recommended objectives in Table EE located in Section E of the
Executive Summary.
VISION #1
Provide recreation that inspires personal growth, healthy lifestyles, and a sense of community.
1. Revive the Medical Equipment Loaner Program
2. Expand Senior Program Offerings to Enhance Quality of Life
3. Maintain parks, recreation, and open space as a vital element in the quality of life for residen
4. Support and facilitate programs that appeal to and are appropriate for all ages and
demographics
5. Involve the community to guide future recreation programming
6. Enhance health and wellness programming
7. Increase the number of multi -day conventions held on annual basis, focusing on niche hobby -
type organizations
VISION #2
Expand and strengthen outdoor experiences and opport 'tie o con ute to the region's
attractiveness as a place to live, work, and play.
1. Preserve, protect, maintain, and enhance I res ces, parkland, and recreational
opportunities
2. Implement unique and attrac m ketin trategies and campaigns that highlight activities
and inspire all
4.
Expand tourname and
Enhance programs t
Highlight and advoca
VISION #3
-ks
e parks
Optimize safe utilization of facilities, amenities, and open space.
1. Enhance facility utilization to promote sense of Community
2. Provide for a system of safety inspections and maintenance of all facilities and equipment in an
efficient and effective manner
3. Create respectful ambassadors for parks, Community Center, and other facilities
4. Re-evaluate and update park rules and policies
5. Increase the number of monthly art displays (especially in summer months) and the number of
people attending monthly displays at the Community Center
VISION #4
Actively seek progressive, future -oriented options for funding, operations, and programs.
1. Expand effective Programming/Community engagement
2. Create and advocate for additional open space and recreational areas
3. Utilize financial resources efficiently and equitably
4. Create revenue producing programs
5. Consider alternative revenue sources
10 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
VISION #5
Embrace a collaborative spirit and support teamwork within the department and the community.
1. Become a recognized leader in the community, state, and nation for park and recreation
management
2. Continue to expand the level of public information and involvement in parks and recreation
3. Encourage an effective/efficient working relationship with community organizations, school
4. districts, and surrounding communities for the recreational needs of all agencies
5. Provide opportunities for customer feedback
6. Embrace education opportunities and trainings
F. Methodology of this Planning Process
The process utilized in developing the Town of Fountain Hills Community Services, Parks, Trails, and
Recreation Master Plan included the formation of an integrated project team of select Town of Fountain
Hills staff, the consultant team of GreenPlay, SWABACK Architects and Planners, RRC Associates, and
local Town leadership and stakeholders. The project team provided detailed input to the consultant
team throughout the project. This process allowed a collaborative approach to create a plan that blends
consultant expertise with the local knowledge of community members and stakeholders.
The development of this plan included the following tasks:
• Document Collection and Review 0 1 ity Inve ry and Level of Service Analysis
• Demographic and Trends Analysis 0 t 'al Fun g Opportunities
• Benchmarking/Comparative Analysis 0 ommendaons: Goals, Objectives, and
• Community Engagement Ac n Plan
• Organizational/Recreation Progra
Analysis
Document Collection d Re I
The Town of Fountain Hills vided e co sultants with information related to Department operations
to assist with the analysis an e ation of the plan including:
2020 23 S ' PI M k I f
• - trategic an
al et�ng n ormat�on
• General Plan 2020
Organizational Chart
• Annual Reports
Department Budget
• Parks and Facilities Inventory
• Policies and Procedures
• Capital Improvement Projects
0 Previous Planning Efforts
• Facility Replacement List
0 Comparative Analysis
• Programming Information
• Other Service Providers
• Department Operational Information
Demographic and Trends Analysis
Consideration of the profile of the community and demographics, including population growth and
projections of demographic changes expected to occur and influence the Town population
Research trends related to Fountain Hills and the surrounding communities and national, regional,
and local lifestyle trends to help guide the efforts to improve the delivery of parks and recreation
services
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 11
Benchmarking/Comparative Analysis
Comparative Analysis is a tool used for this
master planning process to collect and assess
certain attributes of 8 similar community parks
and recreation departments and compare
these attributes to the Town of Fountain Hills'
management practices. This benchmarking
process creates a deeper understanding of similar
alternative providers, Fountain Hills' place in the
market, and varying fee methodologies, which
may be used to enhance and improve the service
delivery of parks and recreation.
Community Engagement
Providing a variety of methods for the community
to participate results in the richest data for
analysis, using the following methods:
• Virtual focus groups
• Virtual stakeholder meetings
• Virtual community -wide public meetings
• Statistically valid community interest and
opinion survey
• Online open link survey
• Identification of alternative providers of
recreation services to determine market
needs and opportunities in the area for
potential new facilities and services
• Assessment of the condition of each amenity
in each park
• Inventory listing and map of each park with
photos
• Inventory Summary Chart with quantity of
amenities per park
• Map of Community Services Department
physical resources targeting walkability level
of service that is both feasible and aligned
with the desires of citizens expressed through
the statistically public outreach methods
Potential Funding Opportunities
• Introductio nd evaluation of potential
financi d cost recovery opportunities
ntial financing sources for
ure park %p development and CIP needs
Rec mendations: Goals, Objectives,
d ion Plan
Organizational/Recreational entification and categorization of
Programming Analysis recommendations into themes with
• Evaluation of current ram eri goals, objectives, and an action plan for
• Statistically -valid and o 'ne co u n i implementation
interest and opinion sur info ation Development of an action plan for capital
• Identification of alternativ iders improvements, including operational
• Identification of potential partner impacts, and timeframe to support the
implementation of the plan
organizations
Identification of opportunities that exist for
program expansion and improvement
Identification of opportunities that exist for
marketing and communication improvement
Facility Inventory and Level of Service
Analysis
A full inventory of parks and facilities using
existing mapping and on -site visits to verify
amenities and assess the condition of the
facilities and surrounding areas, along with the
following assessments:
Interviews and tours with staff to provide
information about parks and recreation
facilities and services, along with insight
regarding the current practices and
experiences in serving residents and visitors
The process allows the Town of Fountain
Hills to understand the current context of the
Department and the community regarding parks,
recreation, trails, and open space. All individuals
in the community have an opportunity to
provide input through stakeholder focus groups,
community meetings, the open link survey,
and public meetings. All information gathered
through the process was considered to identify
the needs and desires of the community and used
to construct a plan that will benefit the Town
of Fountain Hills for the next ten years, while
addressing the anticipated projected growth of
the community.
12 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
II. COMMUNITY AND IDENTIFIED NEEDS
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 13
A. Fountain Hills Demographic Profile
By analyzing population data, trends emerge that can inform decision making and resource allocation
strategies for the Town of Fountain Hills Community Service Department. Data referenced throughout
this report is sourced from Esri Business Analyst, which are point estimates representing July of the
current (2019) and forecast years (2024). Esri balances the Census 2010 against local data sources
such as building permits, residential postal delivery counts, and county data from the Internal Revenue
Service to generate estimates. Population projections are derived from a combination of models and
data sources on both a local and national level. Data for this report was compiled in June 2020.
Population 25,016
In 2000, the population in Fountain Hills was estimated at 20,202. In 2010, POPULATION
the population had reached 22,489 with an estimated annual growth rate
of 1.16 percent. By 2019, the estimated population reached 25,016. In Esri Business Analyst, 2019
2024, the population is projected to reach 26,882 with a growth rate of
1.45 percent per year. The Town had a relatively balanced population of
males (48%) and females (52%). The average household size was estimated at 2.15. According to Esri
Business Analyst, approximately 61.54 percent of housing units were utilized for seasonal/recreation/
occasional use in 2010, compared to 39.77 percent in Arizona and 3 ercent in the United States.
Figure 2: Population Trends in Fountain Hills from 2000 4044
30,000 IN
26,882
25,016
25,000
20,202
20,000 9i?
15,000
10,000
5,000
0
2000Total Population 2010 Total Population 2019 Estimated Population 2024 Projected Population
Source: 2019 Esri Business Analyst
14 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Age
According to Esri Business Analyst, the median age in the Town of
Fountain Hills in 2019 was 58.6 years old, significantly older than the
State of Arizona (37.3) and the United States (38.5). The median age in
2010 was 54 years old, and by 2024, it is expected to increase to 60.4
years old. The Town of Fountain Hills had the highest concentration
of residents between 60 and 70 years old (12% respectively).
Approximately 12.8 percent of the population was under 18 years old compared to state (24.6%) and
national (23.4%) averages.
Figure 3: 2019 Age Distribution in Fountain Hills Compared to Arizona
14%
12% 12% 12%
10%
8%
7%
7% 6%
7% 6%
6%7%
7%
6%
o
4% 4%
4%
4%
3%
3% 3%
3%
3%
2
0%
Age Age
Age Age Age Ag
ge ge
0-4 5-9
10-1415-19 20-24 25-2
-3 -39 4
Hills
Source:
2019 Esri Business
3Foun
Anal
7%
6%
6% 6%
—00
0
60 6 50 4% 4%
il
2 2%
T�
�A#*Age Age Age Age Age Age Age Age
45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+
Arizona
Race/Ethnic Character
The U.S. Census notes that Hispanic origin can be viewed as the
heritage, nationality, lineage, or country of birth of the person or
the person's parents or ancestors before arrival in the United States.
According to Esri Business Analyst, approximately 5.1 percent of
Fountain Hills residents identified as Hispanic in 2019.
5.1%
HISPANIC ORIGIN
Esri Business Analyst, 2019
An estimated 2.42 percent of Fountain Hills residents are Asian, and
only 1.30 percent of the population identified as Black or African American. The demographic makeup
Fountain Hills is primarily Caucasian — with approximately 92.36 percent identifying as White — higher
than the State of Arizona (70.0%) and the United States (69.6%).
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 15
Figure 4: 2019 Racial/Ethnic Diversity of the Town of Fountain Hills
100.00%
90.00%
80.00%
70.00%
60.00%
50,00%
40,00%
30.00%
20.00%
10.00%
n
r-INN
��
rla '1 _N- r-N I
111H
POALllatlonof
Hispanic
Other Race
Pacific
American Black/AfrKan
Asian Indian/Alaska Whde
Two or More
Population
Population
Islander
Amerman
Population Native Population
Races
population
population
Population
pFountain Hills 5.10% 1.19%
1.31%
0.11%
2.42% 1.30% 92.36%
■Arizona 31.94% 3.96%
12.97%
0.21%
3.45% 4.77% 70.03%
®United States 1A.57% 3.49%
6.99%
0.19%
5. 0 12.93% 69.60%
El Faun tai n Hills
wArizona
❑U st
Source: 2019 Esri Business Analyst
Educational Attainment
The chart below shows the pe tagRc
nts
8+) that obtained various levels of education. Less
than three percent of resi is ha
l igh
school in the Town of Fountain Hills, compared
to the States of Arizona (1 Oo) andd
States
(11.6%). Fountain Hills's population has a high
level of educational attain,m co
red to
Arizona
and the United States, with 30.95 percent of
residents receiving at least a b
or,degree
and 19.32
percent receiving a graduate/professional level
degree.
Table 3: 2019 Town of Fountain Hills Educational Attainment
Town of Flt untaln
LeYel Of EtluCatlon
,A rltona
USA
FAIL
Less than 9'" Grade
0.71%
5.17%
4.90%
9-12'h Grade/No Diploma
1.80%
7.31%
6.74%
High School Diploma
16.57%
20.14%
23.13%
GED/Alternative Credential
1,16%
3.94%
3,90%
Some College/No Degree
21.04%
24.81%
20.23%
Associate degree
8.46%
8.75%
8.58%
Bachelor's Degree
30.95%
18.59%
19.98%
Graduate/Professional Degree
19.32%
11.26%
12,54%
16 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Household Data
According to Esri Business Analyst, the median household income in
Fountain Hills in 2019 was $86,151, higher than the State of Arizona
($57,771). The median home value in Town of Fountain Hills was
$421,713, higher than Arizona ($247,346) and the United States
($234,154). The average household size was 2.15 persons in Fountain
Hills in 2019, compared to 2.64 in Arizona, and 2.59 in the United
States. An estimated 1.88 percent of households in Town of Fountain Hills received food stamps,
compared to the rate in Arizona at approximately 11.8 percent and the national average of 12.2 percent.
Figure 5: Median Household Income Distribution in Town of Fountain Hills
25%
20%
15%
10%
6%
5% 4%
0% n
\�ys
�tih
Source: 2019 Esri Business Analyst
Employment
In 2019, an estimated 5.1 percent of the population was unemployed,
compared to the rate of Arizona (5.8%) and the United States (4.6%).
According to Esri Business Analyst, in 2019, approximately 79 percent of
the population was employed in white collar positions, which typically
19%
C ¢O¢
o
5.1%
UNEMPLOYMENT RATE
Esri Business Analyst, 2019
performs managerial, technical, administrative, and/or professional
capacities. Approximately 9 percent were employed by blue collar positions, such as construction,
maintenance, etc. About 12% of residents were employed by the service industry.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 17
Figure 6: Employment Overview in Town of Fountain Hills
INCOME
$55,525
\
$86,151
Per Capita Income
$519,939
Median Household
income
Median Net Worth
Ii
995
Total Businesses
BUSINESS
6,975
Total Employees
COMMUTERS
Employment Overview EDUCATION
Fountain Hills 0
17%
No High School
Diploma
High School Diploma
29%
50%
Some College
Bachelor's/Grad/Prof Degree
KEY FACTS
• 25,016
&elm Population
Median Age
11,529 $69,$99
Households Median Disposable
[—me
EMPLOYMENT
Mi �P1
79% 9%
!
j -hi. Collar Blue Collar
� 1
i � •
16% 76.4% 5.1%
Thb:rop'aM'c e Alone to Wark r+ri.,acp[MNw. mr..tiwdmMnrwg me —ciata,imqi.
ao.b Spend T+hos Do
wmmtg toandfm MM 12%
Unemployment Rate
work per week 5endces
Source: 2019 Esri Business Analyst
Health Rankings
Understanding the status o e co unit s health can help inform policies related to recreation and
fitness. Robert Wood Johnso ou tion's County Health Rankings and Roadmaps provided annual
insight on the general health o tional, state, and county populations. Maricopa County ranked 1st of
15 Arizona Counties for Health Outcomes. The health ranking gauged the public health of the population
based on "how long people live and how healthy people feel while alive," coupled with ranking factors
including healthy behaviors, clinical care, social and economic, and physical environment factors.'
According to Esri Business Analyst, approximately 21.56 PERCENT of
households in 2019 had one or more residents living with some sort
of hearing difficulty, vision difficulty, cognitive difficulty, ambulatory
difficulty, self -care difficulty, and/or independent living difficulty. This is
lower than the state (26.2%) and national average (25.4%), confirming
the necessity of inclusive programming and ADA transition plans for
parks and facilities.
21.56%
LIVE WITH A DISABILITY
Esri Business Analyst, 2019
Data related to access to health insurance/services, transportation, and internet can help inform
decisions related to COVID-19. The following infographic can help the Town understand potential risks of
their population and how to respond appropriately.
1 University of Wisconsin Population Health Institute & Robert Wood Johnson Foundation, County Health Rankings 2019, htt
www.Countyhealthrankings.org
18 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 7: Coronavirus Impact Planning for Town of Fountain Hills
0000 CORONAVIRUS (COVID-19) IMPACT PLANNING REPORT
Fountain Hills
25,016 2.15 11,529 58.6 $86,151 $421,713 106 95%
Population A,95,xe Hausel,olds Median Medan Medan -i--g Imernet at
Ho l,.1d Age HosrseMld ineeme Home Vals,e Ah—t,b.hty Hame
POPULATION AND BUSINESSES
• HEALTN INSURANCE COVERAGE (ACS)
IF Pop 1934 r pap 35-64 Pop 65-
22,310 995 6,975
6eY
Dayd Tau, Total No IMu.— , sY
Population Businesses Employees Ow%
POVERTY
VA Health Gare o2%
Medicaid 13%
POPULATION NO HEALTH INSURANCE (ACS) 5O5 218 °'%
357 Hwzehdds Belo.. the H-.ehaldz Recemn9 o ox
Poverty Level Food SumpVSNPP93
Medicare lAx
osY
i" AT RISK POPULATION
1t_f. ts%
A& � ® Drett Pu•ch
207 asx
2,497 8,967 29 rmpl° S
ax
00.19 If 19.34 A3S6a aa9e65+ Hooyehelds Wilh Pepulatien 6Ss H olds
Disability Wnh hide 10% 20% 30%
Source: 2020 Esri Business Analyst
B. Park and Recreation In en ing en
The changing pace of toda ' eq s a zi recreation trends from both a local and national
level. From a national per s ctive, o ani ions Including the National Recreation and Park Association
(NRPA), the American Colle f Spo Me icine (ACSM), and the Outdoor Industry Association (OIA),
among many others, attempt s arize and predict the most relevant trends impacting health,
wellness, outdoor recreation, a parks for the current year. This broad level overview of 2020 trends
can help prepare agencies to understand what the future of parks and recreation might look, and how
agencies can be at the forefront of innovation in the field.
Local participation data, sourced from Esri Business Analyst, as well as community input generated
from the engagement process, determine the relevant trends directly related to Fountain Hills. This
information is intended to provide a foundational context for potential recommendations discussed later
in this report.
It should be noted that local participation data is gathered from ESRI Business Analyst and measures
the Market Potential for leisure activities. Market Potential provides the estimated demand for a service
or product by calculating the consumption rate from local and national datapoints.2 These estimates in
participation provide a snapshot of fitness and wellness activities throughout Fountain Hills; participation
estimates help frame activities that are uniquely preferred in Fountain Hills compared to the State. Those
activities that have the highest participation serve as a key perspective to understanding the community,
and thus providing reference for the recommendations referenced throughout the report.
2 "Methodology Statement: 2019 Esri Market Potential" Esri. https://downloads.esri.com/esri content doc/dbl/us/J9672 Market Potential
DB Methodology Statement 2019.pdf, Accessed March 2020
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 19
NATIONAL PARKS & RECREATION 2020 TRENDS
• The National Recreation and Park Association (NRPA) annually releases a number of predictions that
could likely impact parks and recreation agencies. The yearly article identifies the changes agencies
are likely to see in the coming year. A summary of key predictions for 2020 are listed below:
• One-third of agencies will have video surveillance in their parks and facilities, and the public will
want more for security
• Private businesses will capitalize on delivery services of food and goods via drones in local parks and
beaches. Agencies should be prepared on how to regulate the usage of drones in their public areas.
• E-sports will continue to increase in popularity; agencies who are able to provide tournaments or
league play can engage teens and young adults that would otherwise not participate in traditional
recreation programs.
• Landscape management practices may remove glyphosate, a common pesticide, due to concerns
from the International Agency for Research on Cancer (IARC) that the weed killer is "probably
carcinogenic to humans"
• Large parks have the ability to "cool a city" through the presence of trees and green infrastructure.
Agencies may look to linear green spaces and trail corridors to reduce climate change and the
impacts of extreme heat.
• Recreation centers will continue to become known as community " ellness hubs" These innovative
models of health and wellness will provide safe gathering spa ccess to healthcare providers,
food and nutrition assistance, and additional education o o un s. Partnerships will be formed
with health -related organizations.
Source: National Recreation and Parks Association
Local Participation
According to census data, household o tain igh levels of participation in basketball (7%),
tennis (4%) and soccer (4%).
Figure 8: Team Sport Hou noldP�Wp on
10%
8% 7% gT/,,-
6%
3% 4� 3/ 5� 4% 4% 4% 4%
3%
4% 2% 1 4%
2% F—]3%
0%
F1 F]
Baseball Basketball Football Soccer Softball Tennis Volleyball
0 Fountain Hills Arizona
Source: 2018 Esri Business Analyst
20 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
NATIONAL HEALTH & FITNESS 2020 TRENDS
For the past 14 years, the American College of Sports Medicine (ACSM) Health and Fitness Journal has
released its fitness trends survey, which collects survey data from 3,000 health and fitness professionals.
The following items made up the top ten fitness trends from the study for 2020:
1. Wearable Technology
2. High Intensity Interval Training (HIIT)
3. Group Training
4. Training with Free Weights
5. Personal Training
6. Exercise is Medicine
7. Body Weight Training
8. Fitness Programs for Older Adults
9. Health/Wellness coaching
10. Employing Certified Fitness Professionals
Source: American College of Sports Medicine
Local Participation
The figure below shows household participation in various fitness activi 'es in Fountain Hills.
Participation was highest for the following activities:
• Walking for exercise (31%)
• Swimming (21%)
• Weight Lifting (13%)
Figure 9: Fitness and Wellness Participation I
35%
30%
25%
21%
20% 9
15%F417-4
10% 9%
8%
5% 3%
3%
0%
Aembics Pilates Swimming Walking For Weight Lifting Yoga Zumba
Exercise
OFountainHills -Arizona
Source: 2018 Esri Business Analyst
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 21
OUTDOOR RECREATION
Outdoor recreation has become a thriving economic driver, creating 7.6 million jobs in 2018 and
generating $65.3 billion in federal tax revenue on a national level. Close to half of the US population six
and older participated in at least one outdoor activity in 2017. The most popular activity was running —
which included both jogging and trail running. Participation among Hispanics and Asians has increased
by 1.0 percent and 0.9 percent in the last five years, respectively.
According to the Outdoor Industry Report, in the State of Arizona, the outdoor recreation economy
generated:
• 201,000 direct jobs
• $21.2 billion in consumer spending
• $5.7 billion in wages and salaries
• $1.4 billion in state and local tax revenue
Source: Outdoor Industry Report
Local Participation
The figure below shows household participation in various outdoor activities in Fountain Hills.
Participation was highest for the following activities:
• Road Bicycling (15%)
• Hiking (14%)
• Camping (13%)
• Jogging or Running (13%)
Figure 10: Outdoor Recreation Participati n
16% 15%
14%
12%
10%
8%
6% 4%
4%
4% 3% 4%
2% FT3%� 3%
0%
tieQ0
�aA
cP
Source: 2018 Esri Business Analyst
14%
13%
1 2% 11% 12%
sl 10% 11% 12°
8%
6% 4% 50/
41,E
OFountain Hills
5%
Arizona
2% 3% 3%
n2%I 1 n
,rJ
22 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Relevant Research Trends
The next section focuses on national and regional research that supports community input heard
throughout the engagement process. Where applicable, local information is referenced to provide
additional context. Based on input from the community, Town demographics and results from a needs
assessment survey, the following trends are included in this section. See Appendix X for additional
research trends.
ADMINISTRATIVE
Municipal parks and recreation structures and delivery systems have changed as more alternative
methods of delivering services are emerging. Certain services are being contracted out and cooperative
agreements with non-profit groups and other public institutions are being developed. Newer partners
include the healthcare system, social services, justice system, education, the corporate sector, and
community service agencies. These partnerships reflect both a broader interpretation of the mandate of
parks and recreation agencies and the increased willingness of other sectors to work together to address
community issues. The relationship with health agencies is vital in promoting wellness. The traditional
relationship with education and the sharing of facilities through joint -use agreements is evolving into
cooperative planning and programming aimed at addressing youth inactivity levels and community
needs.
In addition, the role of parks and recreation management ha i ed yond traditional facility oversight
and activity programming. The ability to evaluate and int et data is itical component of strategic
decision making. In an article in Parks and Recreati n Mag m Feb ry 2019, there are several
components that allow agencies to keep up with istra trends and become an agent of change:'
• Develop a digital transformation ate ho i I y agency innovate and adapt to technology?
• Anticipate needs of the nit da — what information from your facilities, programs,
and services can be c cted a uti d fo ecision making?
• Continuous education - w ca ou e ucate yourself and your team to have more knowledge and
skills as technology evolv
• Focus on efficiency — in what ways can your operations be streamlined?
• Embrace change as a leader — how can you help your staff to see the value in new systems and
processes?
Reach out digitally — be sure that the public knows how to find you and ways that they can be
involved.
AQUATICS AND WATER RECREATION TRENDS
According to the National Sporting Goods Association (NSGA), swimming ranked second nationwide
in terms of participation in 2018.1 Nationally, there is an increasing trend towards indoor leisure and
therapeutic pools. Swimming for fitness continues to be the top aspirational activity for "inactives" in
all age groups, according to the Sports & Fitness Industry Association (SFIA) 2016 Sports, Fitness and
Leisure Activities Topline Participation Report, representing a significant opportunity to engage inactive
populations. An "inactive" person is defined as one who does not participate in any of the more than 120
sports/activities covered by the Physical Activity Council Report by SFIA, which includes everything from
individual and team sports to walking and running.
3 "The Digital Transformation of Parks and Rec" National Recreation and Parks Association, https://www.nrpa.org/parks-
recreation-magazine/2019/february/the-digital-transformation-of-parks-and-rec/ Accessed 2020.
4 "2018 Sport Participation Snapshot," National Sporting Goods Association, Accessed 2020.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 23
To add to a more unique aquatics experience, agencies are experimenting with including a variety of new
amenities to pools. Most of these elements are related to challenge course elements, with slides, rock
climbing elements, and other obstacles. Regarding pool design, zero -depth entry is considered more
accessible for young children, seniors, and those with disabilities. Splash pad elements are also becoming
more common in shallow waters. In addition, sometimes volleyball nets and basketball hoops can be
installed to encourage play.'
Additional indoor and outdoor amenities like "spray pads" or "splash pads" are becoming increasingly
popular as well. Splash pads are not only enjoyed by children, but also becoming increasingly important
because of climate change, and the increasing need for accessible cooling hubs as cities experience
hotter, drier summers.
COMMUNITY CENTERS
Parks and Recreation agencies serve their communities in many ways; one of the primary facilities that
many agencies operate are community centers. These facilities may host a variety of amenities, such
as sport courts, multi -purpose rooms, fitness gyms, aquatic facilities, and much more. There has been
a shift from traditional fitness and general activities in community centers to a more modern approach,
which includes healthy living classes, computer classes/internet access, and older adult transportation.
Data from the National Recreation and Park Association indicates tha reation centers play an
important role in communities across the country. The following ' aphic demonstrates the potential
for community services in offering non-traditional services
Figure 11: Non -Traditional Services Desired in Corkmunit
Per a recent NRPA
a widt
pation center to offer
ncluding...
Nature -Based
Activities
Access to Inclusive Facilites Health
Computers and for All Abilities Clinics and
the Internet and Needs Services
43% 41% 38%
These are in addition to services traditionally offered by park
and recreation agencies - including fitness centers,
out -of -school time programming and aquatic facilities.
``INRPANauonalgacreauon www.nrpa.org/Park-Pulse
Mind Dark Assoclabon
* -. Mewnry wn caMr.Nw MNY anw.rgw.tran MwKn w.np
. r ,:." "I'a Mt— iv� I.a.xn— amwrcw —I.. -- A. I — 0 MI
5 "Swim with the Current: What's Trending in Aquatics," Campus Rec https://campusrecmag.com/swim-current-trendiof--
aquatics . Accessed 2020.
6 National Recreation and Park Association, "Recreation Centers Play an Important Role in Communities" Accessed September
2019 https://www.nrpa.org/publications-research/park-pulse/park-pulse-survey-recreation-centers-role-in-communities/
24 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
GENERATIONAL TRENDS
On a national level, activity participation varies based on age, but also varies greatly based on
generational preferences. According to the 2018 Sports and Fitness Industry Association (SFIA) report,
Millennials were more likely than any other generation to participate in water sports — but typically
prefer fitness and outdoor activities!
According to Esri Business Analyst, Baby Boomers make up the largest generational group at 41PERCENT
of the population in Fountain Hills. Millennials only make up 11 percent of the population in the town,
but nationally they are the largest generational group.
• Generation Alpha (Born after 2017): 1%
• Generation Z (Born 1999 — 2016): 13%
• Millennials (Born 1981— 1998): 11%
• Generation X (Born 1965 — 1980): 18%
• Baby Boomers (Born 1946 — 1964): 41%
• Silent Generation (Born Before 1945): 16%
As Baby Boomers (people born between the years 1946 and 1964)
for opportunities in fitness, sports, arts, cultural events, and other
With their varied life experiences, values, and expectations,'Joyl
the meaning of recreation and leisure programming for re ad
Millennials/Generation Y in participation in fitness_and out
Boomers will look to park and recreati
is anticipated that recreation trends w
shuffleboard, because Baby
Older Adults and Senior PrMw
Many older adults and senior
benefits of regular physical ac
communities have found a ne
retirement, they will be looking
ies that suit their lifestyles.
rs are predicted to redefine
Lomers are second only to
�\V opportunities for hobbies and sports. It
es and activities, such as bingo, bridge, and
es with old age.
e c osing to maintain active lifestyles and recognize the health
With the large number of adults in these age cohorts, many
to offer more programming, activities, and facilities that support the
active lifestyle this generation desires
Public parks and recreation agencies are increasingly expected to be significant providers of such services
and facilities. The National Recreation and Park Association (NRPA) developed the Healthy Aging in
Parks initiative to support parks and recreation agencies in serving older adults in the community. This
initiative is based on the needs of older adults, including physical fitness, socialization, transportation,
and other quality of life desires. Some of the primary strategies of the Healthy Aging in Parks initiative
are as follows:
• Promote participation in physical activity through providing social engagement
• Provide safe environments, both inside and outside, —that limit barriers for participation
• Utilize evidence -based interventions to increase support and manage chronic diseases'
7 "2018 SFIA Topline Report" Sports and Fitness Industry Association, accessed 2020.
8 "About Healthy Aging in Parks" National Recreation and Park Association, Accessed September 2019, https://www.nrpa.org/
our-work/partnerships/initiatives/healthy-aging-in-parks/healthy-aging-in-parks-about/
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 25
E
Park and Recreation agencies can assist the aging demographic in staying healthy through providing
programs and facilities. According to an NRPA survey, nine in ten local Park and Recreation agencies
offer services for older adults. Surveys reveal that agencies are most likely to offer the following
services:
• Exercise classes (91%)
• Field trips, tours, vacations (70%)
• Arts and crafts classes (67%)
• Opportunities to volunteer in recreation centers (58%)
• Special events and festivals (58%)
• Group walks (53%)
• Opportunities to volunteer in parks (48%)
• Paid job opportunities to lead exercise classes, work in recreation centers or at parks (47%)
For underserved older adults, parks and recreation agencies can be a critical resource, providing low-cost
meals, low-cost or free fitness programs, and transportation services. However, many organizations are
faced with barriers that inhibit the ability to offer these programs, with the top responses being facility
space shortage (58%) and inadequate funding (50%). To overcome these obstacles, agencies will often
develop relationships with partners in the community who may speciali in serving the older adults.
Some of the primary partners include:
• Area agencies on aging (58%)
• Retirement communities (44%)
• Senior meals providers (42%)
• Hospitals and doctors' offices (39%)
• Local health departments (39%)
• Health insurance companies (381
• Community -based organiz ' ns ( d, Y CAs, etc.) (38%)
As adults continue to age, ny age ies er a localized bus service for seniors in need of
transportation. This type of vice n help seniors maintain their independence while meeting their
needs for grocery shopping, appointments, and other basic services. In addition, transportation
services can help combat isolation by providing a socializing experience. Some agencies, such as the
City of Walnut Creek, California, are experimenting with new technologies, such as Lyft, to further
bridge the gap. Funding for the Lyft pilot program — which provides free rides for qualifying Senior Club
members — was provided for by the Transportation Partnership and Cooperation for Contra Costa County
(TRANSPAC). To account for a lack of smartphones and technical assistance among older adults, Walnut
Creek created a Lyft reservation line where seniors can call and reserve a ride. Staff are also available at
recreation centers to provide tutorials on how to use the app if desired.'
9 Nathan, Suzanne, September 2018. "Giving Seniors a'Lyft"' National Recreation and Park Association. Accessed September
2019. https://www.nrpa.org/parks-recreation-magazine/2018/September/giving-seniors-a-lvft/
26 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
C. Community and Stakeholder Input
Focus groups, stakeholder interviews, and a public forum were conducted during June 22-25, 2020.
These meetings were held using the Zoom digital platform. The goal of these sessions was to gather
information that would guide the development of the community recreation needs assessment survey
and to identify community member needs and desires. Participants included:
• Users/community members
• Town/Department Staff
• Stakeholders
• Community Services Advisory Commissioners
• Youth and Teens
• Special Interest Groups
• School District PTO
• Library Services
• Town Elected Officials
• McDowell Mountain Preservation Commission
• Fountain Hills Dark Sky Association
• Public safety
• Sports advocates — youth sports, pickleball, disc golf, etc.
• Civic groups — Rotary, the Chamber of Commerce, and Fount s Cultural and Civic Association
• Seniors
Over the course of four days GreenPlay hosted three meetings and spoke with 44 community members
and stakeholders and hosted an online public meeting with 53 community members attending. In
addition, 23 comments were received in advance of the public meeting.
Top priorities that were identified during this portion of the planning process include:
• The Fountain Hills Community Services staff are collaborative, professional, responsive and desire to
serve all ages
• The department requires better funding. The Town struggles from a lack of operating and capital
budgets
• A community swimming pool is desired, perhaps near the high school
• Parks and facilities are well maintained and clean
• Fountain Hills teenagers require additional programs and services, especially in the summer
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 27
• The department offers great activities and well -planned events
• Trails are well -maintained, clean, and not too crowded, would love more trails, perhaps connecting
to McDowell and Scottsdale. Use washes for new trails
• The Department should focus on Dark Sky community opportunities
• The Town needs to build an indoor recreational space that may include basketball, senior, rental
opportunities
• Fountain Hills needs a place for teenagers, like a Teen Center
• The Department should offer more events. More like the Mountain to Fountain race or the White
Castle of the past, music concerts and music festivals
• Need to increase activities for young working adults - nightlife that could be centered around
community services offerings/town offeringsA Town -wide calendar should be kept, and some
improvement is being made by Fountain Hills Community and Civic Association. A real true calendar
of all events would be great
• More shade structures around walking paths and around the fountain and splash pad
• Wayfinding signs to get to parks are needed
• Park and Recreation should have a brand/image that it promotes inside and outside Fountain Hills
• Fountain Park is almost 50 years old and our crown jewel. The fountain requires maintenance to
make it look and smell beautiful
• The Town should host more events to showcase Fountain Par
• The Town should open and operate the closed bowling c e
• Public transportation is not sufficient for people who t drive
• The town needs a more focused direction and efinit ' identit What is the Town's identity?
Just seniors? Families? Tourists? We are a Iittl of eve hing!
• Many residents do not want growth ' in th o unit owever, for our community to thrive
and prosper, growth is necessary. e n n to Icome outside visitors and market outside
of the Town
• Broader emphasis on ow p nen
• The department need better ven steam — the community center is underutilized due to
marketing and allowing ma free or low-priced facility rentals. The recreation programs, senior
programs, non-profit prog ave limited revenue
• Fifty-seven partners were i entified in the process with the following identified as keys to
implementing the master plan.
■ Fountain Hills Unified School District
■ Fort McDowell Preservation Commission
■ Fort McDowell Yavapai Nation
■ Fountain Hills Chamber of Commerce
■ Fountain Hills Dark Sky Association
■ Maricopa County Parks & Recreation
■ The community at large
■ Fountain Hills & Arizona Disc Golf Clubs
Results from the community engagement process were provided as staff documents, and the Public
Meeting summary PowerPoint presentation was posted to the Department's website.
28 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
D. Community Survey Summary
As part of the project, a statistically valid survey was conducted to assess the opinions, desires, and
needs of residents in Fountain Hills. The survey was conducted using three primary methods: 1)
a mailed survey to 4,000 households in Fountain Hills, 2) an online, password -protected invitation
website, 3) an open link survey for all other residents who were not included in the invitation sample.
Invitation or invite respondents were given a unique password to participate through the online survey.
Approximately two weeks after the mailed surveys began arriving in mailboxes, the open link survey
was made available to all residents who did not receive an invitation survey. Results are kept separate to
maintain the statistical validity of the invitation sample. The invitation sample contains 627 completed
surveys (margin of error: 3.9%) with the open link closing with 131 completed surveys. A full survey
results report has been provided as a staff resource document.
Figure 12: Community Survey Methodology
Primary methods:
1 = Statistically Valid (invitation Survey)
Mailed survey with an option to complete online through password
protected website
2 = Open Link Survey
Online survey available to all residents of the City of Fountain
Surveys Completed
Key Findings
After reviewing all data received through the survey the consultant team summarized key findings which
are below in Figure 13. These findings present a quick overview of the survey outcomes. The purpose of
the community needs assessment study was to gather community feedback on Fountain Hills Community
Services facilities, services, programs, amenities, future planning, communication, and more.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 29
Figure 13: Key Findings from the Community Survey
N
re
Communication MethoV
The top two prevalent methods to receive information among invite and open link respondents
are Activity Guide/Brochure (61% overall) and word of mouth (46%). Open link respondents are
generally more likely to receive information via social media, (54%), but it is still a high priority for
invite respondents. Local media, the Town website and newsletters are important ways of receiving
information as well. Results demonstrate the Department uses a diversified group of methods to
communicate in Fountain Hills.
The four preferred ways to receive communication, per the invite survey were:
ACTIVITY SOCIAL LOCAL
EMAIL GUIDE/
MEDIA MEDIA
BROCHURE
E�smrg�- 4E ELI,
28% 25% 14% 12%
30 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Most Important Issues to the Community
On a scale of 1-5 with 1 being not at all important and 5 being very important, respondents identified the
most important issues as safe access to recreation opportunities (including walkable and bicycle access),
affordable programs and the promotion of active lifestyles.
Invite Sample Ensure parks and recreation
Open Link opportunities are accessible to all
residents (including safe bike and
walkable routes, trail connections)
Ensure facilities and programs are
affordable to all residents of °
Fountain Hills
What are the most
important parks and
recreation issues for
Fountain Hills Community
Services to focus on for
the future?
5 - Very important
0 1 - Not at all important
Encourage active
lifestyles/promote health,
wellness, and fitness
Provide a high level of safety and
security at facilities
Strengthen community image and 11
sense of place
Current Satisfaction
When asked how satisfied household
provided by Fountain Hills,
with all offerings a 4 or 5
satisfaction level as a 1 or 2'
link respondents.
Invite Sample
�7 Open Link
Prior to the COVID-19
pandemic, how
satisfied have you and
your family been with
the quality of Fountain
Hills parks and
recreation offerings?
5 - Very satisfied
4
1 - Not at all satisfied
4.5
rall quality of the parks and recreation offerings
)en link respondents rated their satisfaction levels
very satisfied), while a very small percentage rated their
special events rated the highest for both invite and open
Special Events
I
Town Parksl
Trails and pathways
Community Center
Recreation programs or services
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 31
Future Needs
In terms of future needs for programs and services, both the invitation and open link samples have the
greatest need or desire for new special events/festivals, improved communication and online information,
and additional adult classes/activities. The open link sample also rates youth, pre -teen, and teen classes/
activities particularly important. The open link sample expressed generally greater levels of importance
than the invite sample for most programs and services.
E Invite Sample
Open Link
New special events/festivals
Improve communication and online,
information
Over the next 5 to 10
years, what are the
Additional adult classes/activities
most important needs
for parks and^ _�
Additional youth, pre -teen, and
Over the next 5 to 10
years, what are the
most important needs
for parks and
recreation programs
and services to be
added,expanded,or
improved upon in
Fountain Hills?
E 5 - Very important
N 1 - Not at all, important
Volunteer opportunities
Increased focus on drawing in
tourism through parks and
recreation.
Special needs programs
(therapeutic and adaptive
recreation)
Pet friendly programs/activities
Improve accessibility and/or
transportation to programs
43" 3.4
SS;� 4.3
37 � 3.8
54 4-4
31% 3.7
42% 4.0
31 3.5
34% 3.7
20% 3.3
36% 3.8
22% 3.3
36% 3.6
17% 3.2
28� 3.6
25% 3.2
2Q% 3.l
t 446 3-0
32 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Importance and Performance Factors
To make solid data driven decisions that prioritize future resource allocation and services to offer, survey
respondents were asked which needs are important to their households and how well they thought the
Department is currently meeting those needs.
Among invite respondents, the items that require the most attention (high importance, lower meeting
of needs) are Amenities, (shade and picnic) at parks, volunteer opportunities, recreation programs/
activities and senior programs. Among the open link respondents, they were similar with special events,
recreation programs and activities, amenities, (shade and picnic areas) at parks and Four Peaks Park.
E. Bench marking/Comparative Analysis
Comparative analysis is a tool that allows for an assessment of certain attributes of the Town of Fountain
Hills' management practices. This process creates a deeper understanding of alternative providers, your
place in the market, and varying fee methodologies, which may be used to enhance and improve the
service delivery of parks and recreation.
It is very difficult to find exact comparable communities because each has its own unique identity, ways
of conducting business, and differences in the populations that it ser . The political, social, economic,
and physical characteristics of each community make the policie ractices of each parks and
recreation agency unique. Additionally, organizations do n ically ne the expenditures of parks,
trails, facilities, and maintenance the same way.
Agencies also vary in to
assess whether the pas
has significantly alterec
is important to take all
be a great comparative
rmation, and it may be difficult to
Anity. Finally, the impact of COVID-19
overall program delivery. Therefore, it
realizing that while benchmarking can
being a decision -making tool.
For the purposes of this stud r nal approach was taken to benchmark neighboring and regional
agencies listed below in Table . gencies were selected with assistance from Fountain Hills Community
Services staff, and were chosen based on similarity in jurisdiction population, as well as regional
similarities. All peer agencies were in Arizona, except Durango, Colorado, which was selected due to
recent CAPRA accreditation and commitment to best practices. Population data was sourced from Esri
Business Analyst, and current population numbers are listed below. In addition to regional comparison,
national data from NRPA Park Metrics was also provided to provide context. The map below shows the
locations of these agencies in relation to the Town of Fountain Hills.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 33
Table 4: Population of Benchmarked Communities
2020
Municipality
Population V
O
Fountain Hills, AZ
25,198
O
Apache Junction, AZ
40,462
*
Durango, CO
19,872
0
Florence, AZ
10,377 0
0
Marana, AZ
Phoenix Q nc: n°u
Cn
49,395
0
Oro Valley, AZ
46,556
O
Prescott City, AZ
46,526 V
Q
Prescott Valley, AZ
47,993 0 Aar
*Durango, CO not listed to preserve scale of map
Residents Per Park
With five formal parks in the Town of Fountain Hills, and opulation o 5,198 in 2020, there is
approximately one park per 5,040 residents. This i higher any of other peer agencies
compared in this study. All the other comparativ ties, ept Apache Junction, have a greater
number of parks to serve their resident tionaFa urc from NRPA Park Metrics, tells a similar
story. Communities with similar pop on es a t country have an estimated 1,963 residents
per park. This means that Fo Hi ccodate more than 2.5 times more residents per
park than the national av e.
Figure 14: Residents Per Pa
7,000
6,000 5,780
s,040
5,000 4,490
4,000
3,000
2,000 1,482
10000 — 485
Residents Per Parks
■ Fountain Hills, AZ ■ Apache Junction, AZ ■ Durango, CO
■ Marana, AZ I Oro Va Iley, AZ ■ Prescott City, AZ
3,581
2,115 1,920
0 E
■ Florence, AZ
■ Prescott Valley, AZ
34 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 15: NRPA Agency Performance Review Acres Residents Per Park
ANAgenaes
Median
There is typically one park for every 2.281 residents.
Click the uunons auoce to see no.,, in data charges oased on select" measwes
Less than 20 000
20.000 to 49.999 50.00 to 99 999 100.000 to 2%000
Median Median I.Iedian lAedtan
t,316 909 ® 1233 1, at.
4
Lower Upper• Lower Upper Lower U r Lower Upper Lower Upper
Ouarule Quartile Quartile Ouarlde Ou "rote Ora the Oua ple ouadlle
tItIWMI. PA.or APR
-Finding"
from Me 2020 Agency Per-c-- > dal" rl. NR oad: airy tecreal m agency performance 1lenchmarkag tool from
2g17-3o1g-
Over 2W,000
LWLan
Zola
Lower Upper
Quartile ouartlte
--INRPA
Wb^^
uu r.
Acres of Parkland for Re is Table 5: Total Acres of Park Land
Of all the agencies compared in this analysis, Fountain Hills had
the lowest number of acres of parkland with just 127 developed
acres. The highest amount of parkland was in Durango, CO.
Looking at the number of park acres to serve the community,
Fountain Hills had the lowest at five acres per 1,000 residents.
NRPA Park Metrics data, as seen in Figure X, indicates that for
populations of 20,000 to 49,999, the typical agency has 9.6 acres
per 1,000 residents.
Table X: Total Acres of Park Land
Fountain Hills
127
Apache Junction
2,230
City of Durango, CO
5,300
Town of Florence
348
Town of Marana
158
Oro Valley
449
Prescott City
2,353
Prescott Valley
274
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 35
Figure 16: Total Park Acres Per 1,000 Residents
300
267
250
200
150
100
55
51
50
5
34
3 10 �
6
Acres of Parkland Per 1,000 Residents
■ Fountain Hills
■ Apache Junction ■ City of Durango, CO
■ Town of Florence
■ Town of Marana
■ Oro Valley ■ Prescott City
■ Prescott Valley
Figure 17: NRPA Agency Performance Review Acres of Parkland Per 0 Residents
The typical park and recreation agency has 9.9 acres of par for eve 000 residents in the jurisdiction.
,st
au me L� :c^.s na.y io'
ailedAe Ageoes Less than 950.000 to 99 999 100,000 to 250,000 Over 250.000
Median
M
17.1
Medan
150
Median Median
5.2
5� 4.7
i0 -
..- Upper
tower Upper
—A
Lower Upper Lover
Upper
Lower Upper
Quenae Quande
Quande Quarufe
Quande Quamle Quartile
Quan'le
Quartile Quartile
www NRPA.orglAPR
'Fmdogs Irom the 2020Agency Performance Renew uses data from Park Afetnes NRPA'a park and recreation agency performance henchmarkerg loot from
2017-2019
kledran
5.3
Lower Upper
Quartile Quarlde
NRPA
36 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Staffing
The Town of Fountain Hills budget
allocated for 22 Total full-time
equivalent (FTE) employees in 2020.
Compared to peer agencies, the
number of FTEs fluctuated greatly,
from 7 to 41. However, on a national
level, the typical park and recreation
agency for populations between
20,000 and 49,999 allocated for 27.3
FTE employees. This is an indication
that Fountain Hills has fewer staff than
the typical agency on a nationwide
scale, and that other nearby agencies
may be understaffed as well.
Table 6: Jurisdiction Population Compared to FTEs
Total Resident
Population
FTEs
Fountain Hills
25,198
22
Apache Junction
40y462
42
City of Durango, CO
19,872
41
Town of Florence
10,377
25
Town of Marana
49,395
42
Oro Valley
46,556
63
Prescott City
46,526
22
Prescott Valley
47,993
27
*Population data for agencies sourced from Esri Business Analyst.
**Prison population of approximately 16,500 not included in Florence
population estimates
Figure 18: NRPA Agency Performance Review Park and Recreation Age cy Staffing
The typical park and recreation agency has a payroll of 4 ime equivalent staff (FTEs).
01-ck me Iwttons abort to see M a �hangKes on selected measures
AI Agencies Less than 20 000 20 0 w 49 99.10 99 M T00.000 to 250,000 Over 250 000
Median ". a Mcd,an Medrn Median Median
14.0 ■ 50 stO&Aaa, 14.7 324 610 1182
Lower Upper Lower UPPer Lower upper Loner Upper Lower Upper Lowtt Upper
QuxWe Quartile Quartile Quartile Quartile Qua * Quarwe Quartile Quartile Quafble Quartie Quxue
www.NRPA.wWAPR ��'•�
'FvMnga Mom ttm 7070 Agency Redormexe P.emw uses darer Iran Pmk Me— FIR PA'. park and eecreahon N4 .y pedonnence benchmarkmg bd from ' N RPA
2017•?019 auww WK-rl -
•ni pvl` A --
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 37
Staff Responsibilities
Data from agencies across the country indicate
that it is common for the typical Park and
Recreation staff responsibilities to be divided
into four primary categories: operations/
maintenance, programmers, administration,
and capital development. Table 7 shows the
responsibilities for the typical agency on a
nationwide level compared to the Town of
Fountain Hills.
Table 7: Responsibilities of Staff
Fountain
Hills
National
Average
(20,000 to
49,999)
Administration
14%
17%
Operations/Maintenance
57%
46%
Programmers
29%
32%
Capital Development
0%
5%
Operations and maintenance are the primary responsibility for park and recreation professionals on a
national scale, and that is true for Fountain Hills as well. Over 57 percent of staff in the Town of Fountain
Hills is dedicated to Operations, compared to 46 percent for the typical agency nationally.
Figure 19: NRPA Agency Performance Review Responsibilities of Park and Recreation Staff
Operations and maintenance are the primary work responsibility for park and recreation professionals
9111010-10"Of"*V'
GKk the butlMS above to see taw the data U eOsecteOmeaN
PoI Agencies Less than 20.000 20,000 to 49. 50. 99.999
100.000 to 250.000 Over 250 UJO
'00th, 104illilli,
6 3%
IN
ij OpefationsWairttenance E Programmers 7'AOmuustrahon
www.NRPA.orgIAPR
Capital Development 0 DOW
•FvrdYtgs from the 2020 Agency Pelf +marrm Ae,,e uses data from Park Metncs. NRPA's park: and recreatwn agency performance Deochmar" tool from
2017.2019
ANRPA
4algw carsata�
t,v V✓• �rvrUrtC�
38 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Operating Expenditures
Operating expenditures from current (2019)
year were researched from planning and budget
documents. These numbers should be used as an
estimate only, due to the possibility of errors, data
omissions, and changes due to COVID-19. Data
from the study indicate that expenditures varied
greatly, with majority of peer agencies spending
between 2.5 million to 7.3 million annually, except
for Oro Valley ($10.1 million). On a national level,
the typical parks and recreation agency with a
population between 20,000 to 49,999 residents
had expenditures of $2,885,847 annually. This
is equivalent to $95.34 per capita, similar in
comparison to several of the agencies in this study,
including Fountain Hills.
Table 8: Agency Estimated Operating Expenditures
Agency Estimated Operating
Expenditures
Fountain Hills
$2,595,839
Apache Junction
$4,467,000
City of Durango, CO
$7,256,124
Town of Florence
$2,605,234
Town of Marana
$4,656,735
Oro Valley
$10,111,731
Prescott City
$5,619,434
Prescott Valley
$2,557,810
Figure 20: Parks & Recreation Operating Expenditures Per Capita
$400,00 $365.14
$350.00
$300.00
$250.00
$200.00
$150.00
$100.00
$50.00
$-
$103.0
Operating Expenditures Per Capita
$120,78
• Fountain Hills • Apache Junction r City of Durango, CO ■ Town of Florence
• Town of Marana a Oro Valley a Prescott City ■ Prescott Valley
Source: Budget and Planning Documents, 2019 — 2021
$53.30
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 39
Figure 21: NRPA Agency Performance Review Operating Expenditures Per Capita
The typical park and recreation agency has annual operating expenses of $81.19 on a per capita basis.
Click the bullons above to see how the data changes based on selected measures.
All Agencies Less than 20.000 20,000 to 49,999 50.000 to 99,999 100,00D to 250,000 over 250.000
Median Median Median
11
$45.97 $56.34 554.90
Lower UpperI! Lauver Upper Lover Upper
Quartile Quartile Quartile Quartile Quartile Quartile
'Findings hom the 2020 Agency Performance Review uses data
2017-2019.
Average Recreation E ndit es IW
Looking at the average recre n enditures for the compared regions, data from Esri Business Analyst
indicates that Fountain Hills' r nts, on average, spend $1,028 per year on fees and admission costs
related to recreation and entertainment. This is the highest of the comparative agencies, and similar
themes emerged when looking at data related to membership fees, sports/recreation equipment, and
fees for recreational lessons.
40 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Median I Median Median
:rer pper
Lauver Upper
Lower Upper
mile rtile
Quartile Quartile
Quartile Quartile
�s A�
CIA
" I N R PA
rtaeaton agency performance
benchmarkmg tool. from
Figure 22: 2020 Average Recreation Expenditures
$1,200 co
N
0
fir n
m
$1,000 �" N
m
$800 41WI
w
$boa n
$400
$200
$0
Fees&Admissions- Membership Fees for
Entertainment&Recreation Social/Recreation/Health
(Avg) Clubs (Avg)
■ Fountain Hills
f Apache Junction
F. Organizational
Departmental Orgai
4
V! 00 07
co 6 CO
Fees for Recreational
Lessons (Avg)
■ City of Durango, CO
■ Prescott Va11eyTown
The Community Services De Xtm manages the Town's parks and outdoor spaces, programs, and
services for the public to enjo services and offerings are widely used in the community. Nine in ten
residents have used town parks in the last 12 months, followed by 73% who attended a special event
and 70% who used trails and pathways.
Residents are quite satisfied with the overall quality of Fountain Hills Community Services Department
offerings. Based on the survey results, satisfaction with special events rated the highest with 89%
rating a 4 or 5 (on the 1 to 5 scale). In fact, all offerings average 4.0 or higher for meeting needs of the
community, indicating a strong level of satisfaction with most facilities and services.
The Department is managed by a Director who autonomously manages the functions, budget,
personnel, programs, etc. Supporting the Director, the Department has six full-time community services
employees, six park employees, a Volunteer Coordinator, and an Executive Assistant.
In addition, recreation programs and services are supported by between 4-7 part-time employees that
assist with park tournaments and events. The Department does not employ seasonal or part-time
employees to operate its parks. The National Recreation and Park Association published a 2020 Agency
Review that reported data from over 1,000 parks and recreation agencies across the county and suggests
that a typical agency with a similar population would dedicate between 14.7 and 50.5 positions or a
median of 27.3. Fountain Hills invests in 22 positions which although lower than the national median,
reflects well on the Town's dedication to parks and recreation services.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 41
Figure 23: Community Sevices Department Organization Chart
Note: Numbers in
Organization
GreenPlay broac
Community Sen
current and future departmental responsibilities relating to the community's needs.
It is important to acknowledge that the median age of Fountain Hills residents is 58.6 compared to
the rest of Arizona (37.3 years old) and the United States (38.5 years old). The median age suggests
significant numbers of retired residents who have increased leisure needs for services from the
Department. These needs significantly impact the need for recreation employees.
Fountain Hills residents rate programs and services provided by the department as exemplary. When
residents were asked to rate their satisfaction with parks, programs, and facilities (between 1 and
5 - 5 being fully satisfied), the community rated special events, the community center/programs and
recreation programs extremely high which is primarily related to the professionalism and quality of both
leadership and staff. The consultants note that satisfaction ratings at this level reflect greatly on the
Department and the investment in the program.
42 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
A Invite Sample
Open Link
SpeciaL Events I
Town Parks
Prior to the COVIO-19
pandemic, how
satisfied have you and
your family been with
Trails and pathways
the quality of Fountain
Hills parks and
recreation offerings?
Community Center
5 • very samsfied
d
i3
r� 2
Recreation programs or services
f - Nat at ad satisfied
501ti 4.5
585> 4.4
58�4 4
59'h� 4 a
50`k 4.3
555,` 4. 3
Sox NW4
2
45K.
The needs assessment, including input from staff interviews, community and key stakeholder
engagement, the survey and level of service analysis, along with the consultant's expertise has identified
a few areas for operational enhancement that demonstrate a need for additional FTE during the time the
master plan is implemented.
Key areas for operational enhancement include:
• Address a need for additional programs and events
• Address staffing for maintenance to meet cur and f re demands for services.
• Increase marketing and communication of ser c rogr s, and activities.
• A gathering place and enhanced r for desired
• Aquatics programs/facility is desir
The span of control for eaID
ry loyee has in the opinion of the consultants acceptable and
efficient. While typical spmay be 3 to 4 positions, the size of the Department suggests that
for the Parks Superintendentdirect reports is an acceptable number to effectively manage.
Position:
Full Time Direct Reports:
Director
5 direct reports
Maintenance Superintendent
5 direct reports
Recreation Manager
2 direct reports
Senior Services Supervisor
0 direct reports
Community Center manager
2 direct reports
Staffing Analysis
Typical agencies dedicate FTE positions to meet the needs of their individual communities. Ir
comparison to what other similar agencies have, Fountain Hills dedicates positions in Table 9.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 43
Table 9: Investment in FTE by Areas of Responsibility
Fountain
Hills
FTE
Positions
Nationally
FTE
Positions
Overage/Deficit
Operations and
Maintenance
27%
6
45%
12
-6 FTE
Programming
59%
13
31%
8
+5 FTE
Administration
14%
3
18%
5
-2 FTE
Capital Development
0%
0
3%
.8
-.8 FTE
Other
0%
0
3%
.8
-.8 FTE
Total
100%
22 FTE
100°!
26.6
-4.6 FTE
Observations and staff feedback were considered to determine if the current staffing organization
was satisfactory within the Department. Analysis included the observations and assessments from
community input, staff focus group and community satisfaction ratings. Interviews with Department
staff resulted in the following observations:
• Our vision is bigger than we can always accomplish. It is hard to m ' tain quality
• We set high expectations and sometimes cannot be everythin veryone
• We have a shortage of staffing for the level of productivit e t works efficiently.
• Staff are collaborative, highly experienced and create rong, resp sive, and collaborative team
• Strong and flexible team which can adjust to meet co needs
Staffing Considerations
After evaluating the observations an ses ents e c Itant team has determined that the
Community Services Departm
administration to operate
and parks that Fountain Hi r
additional FTEs and up to SI
services at or above acceptab
The needed positions are liste
shou I incase FTE in operations and maintenance and
e tiv in t uture. In total, to maintain the high -quality services
ice enj , the Department will need to hire a minimum of 3.5
Jiff al FTEs to maintain existing and new facilities, programs, and
cards during the next ten years as the master plan is implemented.
)elow.
First Minimum 3.5 FTEs Positions Needed
1 Full Time Groundskeeper (+Benefits)
1 Full Time Park Attendant (+Benefits)
1 FTE Volunteer Coordinator
.5 FTE Community Center Executive/Support
3.5 FTE Total -
Positions to Reach 6 FTEs (in addition to above)
1.5 FTEs Recreation Leader and Site Supervisor
.5 Special Events Programmer
1 FTE Volunteer Coordinator
.5 Marketing/Communications Coordinator
6 FTE Total -
Annual Budeet Costs with Benefits
$65,969
$49,849
$91,287
32 160
$239,265
$63,951
$24,916
$91,287
24 916
$113,783
44 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Ideal Staffing Needs would include the following positions in addition to the above:
• 1 Full Time Community Center Building Supervisor (+Benefits)
• 1 FTE Groundskeeper
• 1 FTE Recreation Leader and Site Supervisor
• .5 FTE Marketing/Communications Coordinator (turn above .5 FTE position into 1 Full Time
+Benefits)
• .5 FTE Special Events Supervisor (turn above .5 FTE position into 1 Full Time +Benefits)
• .5 FTE Community Center Executive/Support (turn above .5 FTE position into 1 Full Time +Benefits)
G. Recreation Programming Analysis
At the core of the Department's mission and vision statements is the mandate to provide recreation
that inspires personal growth, healthy lifestyles, and a sense of community. The Department aspires
to expand and strengthen outdoor experiences and opportunities to contribute to the region's
attractiveness as a place to live, work, and play.
The purpose of this section of the master plan is to determine how well the Department is meeting the
recreation needs of Fountain Hills residents. This recreation program analysis will focus on the efficiency
and effectiveness of programs, events and activities related to the D ment's mission and vision.
Current Recreation Program Service Areas
Programs, events, and activities are offered primarily in s n s vice ar that collectively provide core
recreational and educational programs, camps, cl s, acti s, and eve is produced, hosted, staffed
and or facilitated by the Department. Description pro m service areas and 2019 participation
rates are summarized below, with ke tion a he end of each section.
• Special Events
• Community Events
• Special Interest Progr s
• Virtual Programs
• Health and Wellness
• Youth and Teen
• Sports Activities
• Senior Programs and Services
rem -
Him
"ilk
_ . a 4tili+MIT [ krw
Pry
1.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 45
Table 10: Fountain Hills Program Service Areas
Program Service Area
Program Type
Music Festival
Age Group
Turkey Trot
Special Events
All ages
Cultural Celebrations
41" of July Celebration
Movies in the Parks
Community Events
Holiday Celebrations
All ages
Back to School Bash
Dance
Cooking
Special Interest Programs
Music
Teens
Adults
Arts
STEM
Tours
All ages
Virtual Programs
Fitness
Arts
Tennis
Martial Arts
Health and Wellness
Zumba
All ages
CrossFit
Outdoor Fitness in the Parks
Youth Fitness
Excursions
Youth
Youth and Teen
Youth Sports
lc\
Teens
Open Gym
Preschool
Sports Activities
pr Softb
Adults
Me al Loan ogram
ervi (legal, health and
port ps)
D ing
Senior Programs Servic
Arts
Senior Adults
Social Opportunities (cards, games,
bingo, etc.)
Enhancement Classes
Health and Wellness
Participation Trends and Financial Investment in Recreation
Participation data demonstrates high demand for the activities and events offered by the Department.
The Department allocated $203,898 in general fund subsidy for recreation in 2019. For a town the size
of Fountain Hills, this is a minimal investment.
This analysis provides a focus on only the subsidy based on direct costs associated with the programs.
The actual subsidy, when full-time staff and other allocated costs are included, is significantly greater. The
Department recovered 41 percent of direct expenses for recreation in fees, charges, and sponsorships.
However, the Department recovered only five percent of total operating expenses, (including park
operations, administration, etc.) compared to other agencies across the nation, which is 25.9 percent.
See Table 11, 2019 Recreation Participation and General Fund Subsidy.
Tracking participation in recreation programs can be challenging due to the differences in programs and
activities. For this analysis, a contact hour was used to count each time an individual participated in a
particular activity.
46 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 24: 2019 Participation by Program Service Area
Special Events
Senior Programs and Services
Special Interest Programs
Health and Wellness Programs
Community Events
Youth and Teen
Sports Activities
7,197
Table 11: 2019 Recreation Participation and General Fund Subsidy
Program Name
Participation
Revenues
Expenses
Total
General
Fund Subsidy
%
General
Fund
Subsld
Subsidy per
Participant
Special Events
27,200
$ 72,000
$ 155
$ 83,000
$ 0.41
$ 3.05
Community Events
2,200
$ 25,698
$ 78
$ (220)
$ 0.00
$ 0.10)
Special Interest Prograrrs
14,7241
$ 5,078
i5jji
$ 10,743
$ 0.05
$ 0.73
Virtual Programs
Unknown
$
$
$ -
$ -
$ -
Health and Wellness
7,197 $ 22
$ 6,84
(15,615)
$ (0.08)
$ (2.17)
Youth and Teen
377
$ 4,466
29,915
25,449
$ 0.12
$ 67.50
Sports Activities
60
$ 3,199
52,170
$ 38,971
$ 0.19
$ 649.52
Senior Programs and Services
25 34
$
61,570
$ 61,570
$ 0.30
$ 2.38
Total
$ 1
$46,800.00
S 203,898
S 1 00
$ 2 63
Source: 2020 NRPA Agency Performance Revi
The Town does not have a mal sc lars program. Although there is not a significant number of
residents who may need or a ad tage of a scholarship program, one is recommended to ensure
access to recreation programs residents.
Program Locations
Programs were primarily offered at the Fountain Hills Activity Center. A few selected activities were
offered at Fountain Hills Park.
Facility Rentals
The town annually completes many facility rentals for community members. In 2018, income from park
rentals was $19,082 and income from Community Center rentals was $52,794. Parks, sports courts,
sports fields, and space in the community center are locations available for rent. There is not a shortage
of rental facilities available to the community.
SPECIAL EVENTS
The department offers special events that serve to connect the residents of Fountain Hills to each other
through social opportunities, cultural celebrations, and family activities. Special events are offered at a
minimal cost to promote a sense of community togetherness, and cultural diversity. The Department
considers activities with a regional draw to be classified as special events.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 47
The schedule features an Independence Day
celebration that draws greater than 12,000
community members, as well as Ballet Under the
Stars, a music festival, and a signature event, the
Turkey Trot. New to the Town's special events is
an Irish Fountain Festival, drawing an impressive
crowd - 8,000 community members for the
inaugural event in 2018. The Town dedicates
over 40 percent of the annual subsidy allotted
to recreation programs on these special events.
The immense popularity and efficiency in how
the Department offers the events demonstrates
a very good return on investment with a minimal
subsidy of just over $3.00 per participant.
Collectively, 27,200 people attended a special
event in 2019.
resources to monitor both the number of people
who come to the virtual classes and activities,
and the amount of time spent at the activities to
properly gauge interest.
Fitness and Wellness Programs
The Town offers a variety of traditional
fitness programs including tennis, cardio, and
mindfulness programs such as Tai Chi and
meditation, and programs held in the parks. The
intent is to provide inexpensive programs that
contribute to the individual's sense of wellbeing
and create a healthier community. Over 7,000
community member registrations were received
for these programs in 2019. Net revenue
received was just under $16,000 which offset the
Department's recreation subsidy.
Community Events
On a bit smaller scale than the Department's Youth and T Programs
special events are those intended to connect Youth and enrichment programs and
community members through events that feature activ' ' provi a safe and encouraging
holiday celebrations, outdoor entertainment, e onment wh children develop healthy
Noon Year's Eve party, Back to School Bash and an hab a enga g in activities including
"Eggstravaganza" (spring egg hunt & celebration). camp hysical activities and games designed to
Two thousand, two -hundred communit or ccess at any age, skill, or level of ability.
members participated in these activi in 19. A li ted number of youth reside in Fountain Hills
Community events receive a e in (<2,500) and the department attracted under 400
to cover all direct costs as sated h t youth participants in 2019. See Table 12.
activities.
Special Interest Program
These programs are intended to enrich the lives
of residents through offering classes in dance,
art, STEM, (science, technology, engineering, and
math), gardening, music, painting, cooking, first
aid, CPR, Spanish, creative writing, and others.
Overall, 14,724 community members participated
in many different activities. The Department
receives approximately $5,000 per year in
revenues from these important programs.
Virtual Programs
As a result of the Covid-19 Pandemic, the
department began offering virtual programs that
This program service area accounted for only
one percent of all recreation participation. Given
the Town's youth population (9.5%) compared
to Arizona (19.6%), it is understandable that the
department focuses more on adult and senior
activities.= (See Table 12). However, among
respondents of the invitation survey (statistically
valid +- 3.9% margin of error), youth and teen
programs were among the Town residents' top
5 priorities for the Department (25 percent of
respondents). For many departments, summer
camp programs are a staple offering. In Fountain
Hills, the Department offers one two -week
session with modest participation of 13 youth
attending.
include tours, yoga, fitness, and arts programs.
Youth sports are not offered by the Department
Measuring success and determining the number
because the Boys and Girls Club, and various
of people who take part is easy given access to
non-profit youth sports providers offer baseball,
the appropriate software. It is recommended
softball, soccer flag football, Jr. Suns Basketball
that the Department work with available IT
and Boys and Girls Club Basketball. In 2018, over
1,700 field rentals were utilized by local non-
48 Parks, Trails, & Recreation Master Plan I Town offo°Ounts in Piil�roviders or schools.
Table 12: Current Population in Fountain Hills by Age
Variable
Fountain Hills Town, AZ
Arizona
USA
2019 Total Population Age 0-4%)
2.51%
6.61%
5.99%
2019 Total Population Age 5-9
3.14%
6.57%
6.14%
2019 Total Population Age 10-14 (%)
3.88%
6.49%
6.30%
2019 Total Population Age 15-19 (%)
3.88%
6.35%
6.34%
2019 Total Population Age 20-24 (%)
2.79%
6.76%
6.69%
2019 Total Population Age 25-29 (%)
2.93%
7.46%
7.20%
2019 Total Population Age 30-34 (%)
3.03%
6.76%
6.80%
2019 Total Population Age 35-39 (%)
3.79%
6.42%
6.58%
2019 Total Population Age 40-44 (%)
4.55%
5.77%
5.99%
2019 Total Population Age 45-49 (%)
5.78%
5.79%
6.21%
2019 Total Population Age 50-54 (%)
7.12%
5.70%
6.30%
2019 Total Population Age 55-59 (%)
.22%
6.09%
6.75%
2019 Total Population Age 60-64 (%)
1.55%
5.96%
6.31%
2019 Total Population Age 65-69 ( 0)
%90%
5.58%
5.42%
2019 Total Population Age 70-74 (%)
9. %
4.62%
4.25%
2019 Total Population Age 75-79 (%)
6.29%
3.11%
2.85%
2019 Total Population Age )
4.16%
1.98%
1.87%
2019 Total Population -Lae 8
4.00%
1.97%
2.02%
Seniors Enrichment,ces, nd ents
The Senior Program area iSnces a rograms, activities and services designed and offered for adults
without an age restriction used at the Fountain Hills Community Center. Senior programs and
services accounted for 21,834 participants. The Senior program requires a membership at a cost of
$20.00 for residents or $30.00 for non-residents. Approximately 1,300 residents purchase memberships
to participate.
Programs included social activities, a robust schedule of events and critical services for seniors including
legal consultations, home meal deliveries, health education (balance management, BP 101, diabetes
management among others), and a variety of enrichment activities featuring writing, arts, poetry,
etc. Senior programs are offered by program volunteers, minimizing expenses to provide the services.
In 2019-2010, 5,215 meals were delivered to the homes of seniors 80+ years or older and those with
restrictive conditions.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 49
PROGRAM DEVELOPMENT
The demographic profile, public input received, and the needs assessment suggested a variety of areas
for future program development:
Demographic Profile
• The community has a significant number of people with lower educational attainment (16
percent less than 9th grade and an additional 15 percent without a high school diploma)
suggesting the need for providing lifelong learning classes and opportunities.
• There is a significant percentage of residents with a disability (27 percent). In addition to
ensuring facilities and programs are in compliance with the Americans with Disabilities Act, a
focus on inclusive programming is important
The Public Engagement Process
• Teens require additional programs and services, especially in the summer
• The Department needs to build an indoor recreational space that may include basketball, senior
services, and rental opportunities
• The Department needs to increase activities for young working adults - nightlife that could be
centered around community services offerings/town offerings
• The Department should offer more events like the Mountain to ountain race or the White
Castle of the past, music concerts and music festivals
• A Town -wide calendar should be kept
" e progra or children and teens in town
The Needs Assessment in havin go out of
• Special Events/Festivals A tow wimming, Diving, tennis, basketball courts,
• Additional adult classes
• Additional youth and teen cl
• Additional senior
• Multicultural acti)
• Aquatics program
%I/e,MWI programs, foreign
age programs, exercise and science
programs."
A quote from a survey respondent
EFFECT OF CHILDREN IN THE HOUSEHOLD ON IMPORTANCE OF CURRENT AND FUTURE
OFFERINGS AND FACILITY NEEDS
The responses from the statistically valid invite sample are broken out below by whether children were
living in the household or not. Few differences were present between the two groups as shown with the
top three items in each group in Table 13 and 14.
Table 13: Most important offerings — invite same by children in/out of the household
Most Important Offerings
With children in
the household
Without children in the
household
Fountain Park
4.5 (1)
4.6 (1)
Amenities at parks
4.5 (1)
4.4(2)
Trails and pathways
4.3(3)
4.3(3)
Special events
4.3(3)
4.3(3)
50 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Table 14: Most important future facility needs — invite same by children in/out of the household
Most Important Future Facility Needs
With children in
the household
Without children in the
household
Farmers Market
4.0 (1)
4.1 (1)
New aquatics center/indoor pool
3.8(2)
N/A
Adventure park amenities (zip lines,
natural obstacle course, etc.)
3.6(3)
N/A
Increase trail and pathway connectivity
3.6 (3)
3.7(2)
Make improvements and/or renovate
existing amenities at parks
3.3(3)
Other Recreation Service Providers in Fountain Hills
Other service providers (both for profit and not for profit) were identified during the planning process.
• Boys and Girls Club
• Fountain Hills Little League
• Fountain Hills Soccer Club
• Fountain Hills Theater
• Fountain Hills Library
The Town does not have a public swimming pool and reside ust r on swimming pools in
Scottsdale, (Cactus Aquatic and Fitness Center, Chaparral uatic Cente Idorado Aquatic and Fitness
Center and McDowell Mountain Ranch Aquatic a itness r) appro ately 12 -20 miles from
the Town. The benefits of low impact aquatic exe ewe ocumented for adults and seniors that
match Fountain Hill's demographic prRaservices
e To an o investigate partnership opportunities
with the City of Scottsdale, for greateo th facili s.
Resource Allocation d Sub licies
Parks and recreation faciliti progr are essential to improving the lives of the Fountain
Hills Community. However, In II f lities, programs, and services are equal. In general, the more a
facility, program, or service pro s a community benefit to its citizens as a whole, the more that service
should be paid for by all citizens with general fund allocation. The more a facility, program, or service
provides individual benefits, the more that service should be paid for through user fees. A resource
allocation and subsidy philosophy can acknowledge the many known public benefits a healthy parks and
recreation system provides to the community. Parks and recreation services are known to promote and
contribute to economic development, a
sense of safety, and the public's well-being.
Green Play, LLC has long championed
such a philosophy demonstrated using
the "Pyramid Methodology" shown in
Figure 25. This methodology develops
and implements a refined philosophy and
policy based on current best practices as
determined by the mission of the agency
and categorical service benefits to the
community and/or individual. A resource
Figure 25: Pyramid Methodology
�P
5 -Mostly Individual Benefit
°yo
5 .4
4 - ConsidamMe Individual Benefit
2 - Considerable Community Benefit
allocation and subsidy philosophy and
policy will support the Town of Fountain
Hills's public facilities and service goal of
ensuring public services which are cost-effective.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 51
Resources Dedicated to Recreation
Typical parks and recreation agencies will dedicate approximately 31 percent of their budgets to
programs and events. The Department dedicates 43 percent, prioritizing affordable programs with
minimal or no fees. Budgets have increased for Recreation programs and community center operations
since 2016/17 while the budget supporting senior center programs and services has decreased just
slightly. Overall, budgets for recreation have increased by 30 percent since 2016/17 (See Figure 26).
Figure 26: Typical Parks and Recreation agency budget allocation
Administration
18%
Programmers
31%
Table 15: Growth of Recreation Expendi es
Capital Development
3%
Other
ations /
Ma nance
Grow ofRetr Lion Exp
ditures
F 7
7-
FY18-19
FY19-20
Division
ctua
At ual
Revised
Proposed
Budget
Budget
Recreation
1&47,3ff
501,645
616,098
635,552
Community Center
2 60
240,316
293,198
286,622
Operations
,
Senior Services
202,898
195,665
197,875
212,946
Total
$866,843
$937,626
$1,107,171
$1,135,120
Recreation Program Effectiveness
The Department currently evaluates program satisfaction by administering surveys after approximately
40 percent of activities. Provision of a survey at the conclusion of each program and activity is
recommended with a goal of surveying a minimum of 75 percent of all program participants. The
Department can also use cancellation rates to help make decisions regarding resource allocation and
efficiencies in their marketing. Cancellation rates in 2019 included:
Adult Tennis
0.78
Pet CPR and First Aid
0.5
Preschooler Sports
0.5
Youth Tennis
0.49
STEM Programs
0.38
Open Gym
0.33
Gentle Balancing Yoga
0.27
Qiqonq
0.25
52 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Currently, performance measures are in place to report program satisfaction and quantity of programs.
An expanded evaluation process designed to determine both user satisfaction with each program and
activity, and a measure of variety of new programs may serve the Department well. Some sample
performance measures with outcome and purpose are in Table 16. A minimum of five performance
measures, reported quarterly, is recommended.
Table 16: Sample Performance Measures, Purposes, and Outcomes
Performance Measure
Purpose
Outcome
# of new classes per
Maintain a fresh and
Attract new and returning
quarter
novel recreation program
participants
# of program
Keep programming from
Make efficient use of coordination
cancellations
stagnating
time and marketing budget
Maintain and attract
Participant satisfaction
advocates, strong,
Encourage high quality program
rates
sustainable revenues, and
delivery
word of mouth marketing
Ongoing Patron
Receive continuing data
Sur t least 75 percent of
Satisfaction surveys
to improve programs
gr participants
Recreation Program Evaluation N
The Department should have a process in place t uate success of current program offerings
and criteria to determine if new program ould i ' ute r if changes should be made to current
programs, including eliminating or su n exis pr ms. The Service Assessment Matrix in
Figure 27 provides one tool for evalua eliv y of the recreation program.
Figure 27: Service Assess t Mat
o -�-
Where criteria intersect (in the Alternative I Alternative Allernative Alternative
purple hoxesl is the most logical �:_r__ -
Service Provision Strategy
Market
AFFIRM
Position
Market
STRONG
GOOD
fn
FIT
Market
Position
WEAK
a
10
POOR
FIT
A
Priority order for addressing the criteria is indicated by A. B. C. and a. Numbers indicate Service Provision Strategies
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 53
A few simple questions should be asked of participants and staff about each program:
• Is participation increasing or decreasing? If participation is increasing, then it could mean that the
program should be continued. If participation is decreasing, are there steps to take to increase
interest through marketing efforts, changes to the time/day of the program, format, or instructor? If
not, it may be time to discontinue the program.
• Is there information contained in the participation/staff feedback that can be used to improve the
program?
• Are cost recovery goals being met? If not, can costs be reduced or can fees be realistically increased?
• Is there another provider of the program that is more suitable to offer it? If yes, the Department
could provide referrals for its customers
• Is this program taking up facility space that could be used for expansion of new or more popular
programs in demand by the community?
Marketing Efforts, Channels, and Opportunities to Increase Program Participation
As service organizations, parks and recreation agencies require a proactive and consistent marketing
approach.
Typical agencies use annual reports, press releases, letters to the editors, letters to stakeholders,
letters to human service providers, newsletters, presentations to civ' ups, paid advertisements,
news features, brochures, flyers, information on press kits, dis I onstrations and electronic
communication and social media to publicize events and es.
The department does not have a marketing plan. Each co ina r is res risible for posting their
program information on social media. A review o Depa ent's Face ook page demonstrates
creative, informative, and up to date postings. A t ma ting plan, including a fee study is
recommended. 00W4k
COMMUNICATION METH
The needs assessment, rates
information on programs aril
mouth (46%) and local mediz
and social media (both 54%),
ITIES AND EVENTS
ked,'%rveV-demonstrated that most residents currently receive
Is from the activity guide/brochure (62%), followed by word of
`he open link receives information equally from the activity guide
d byword of mouth (47%) and local media (44%).
Figure 28 shows residents' preferred methods to receive communication. Residents receive
communication from the Department via work of mouth (46 percent) but prefer other methods.
Figure 28: Preferred Communication Methods
Overall
Invite Sample
Open Link
Email-27%
-2S%
74%
Aetivttyguide iorochure(TheLoop124%
-25%
20%
Social media IFacebook, Instagram, etc.) *= 16%
)_ 14%
22%
Lucai media M, radio, newspaper, el, 12%
12%
13%
Newsletter bSK
6%
6%
What is the best way for
Town website 6%
M6%
0 6%
you to receive
information on parks and
Word of mouth 12%
11%
9 5%
recreation facilities,
services, and programs?
Other ispecified previously) 13%
! 3%
11%
Flyers/posters at businesses 12%
12%
12%
At the recreation facility/program location 1%
12%
School emaitinewstetter 11%
10%
12%
0iltboards 10%
10%
n= 1421
296
125
54 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
There are typically differences in preferred communication methods, based on age and generation.
Figure 29 may assist the Department to focus communication for specific age groups (percentage of
preference in each age group).
Figure 29: Preferred Communication by Age Group
Overall
Under 35 35-44
55-64
65-74
75 or over
Email ■29%
.18% 32%4%
37% ■29%
Activity guide/brochure (The Loop) ■ 26%
18% 29%299622%
■ 29%Social
media (e g , Facebook, Instagram, Nextdoor) 114%
t4%-54
11896 25%
2096
'10%
I5%
Local media (e g, TV, radio, newspaper)'12%
9% 4%
6°6
IS%
29%
Town website 6%
646
3%
Newsletter 5%
18% 496 %
1
14%
I3%
At the recreation facility/programlocation 1%
'9% 2%
24:
Flyers/posters at businesses 1%
, 9% 2%
1''�
Word of mouth 1%
2?
1%
Billboards 0%
School email/newsletter 0% VP1 \ I
n= 296 11 - 38
Key Program Analysis Findings
• Aquatics programs are importantSform
own rve espondents placed an aquatic facility
among the top five new facilities nitie eede over the next 5 to 10 years. No aquatics
programs are currently o btm t
• A small amount of ca Ity exi pan n of activities for youth. Currently, only 1 percent of
the Department's parti ation i uth programs
• There is a need to better lin a between programs desired and those for which actual demand is
present
• Special events programs are well received and efficiently run with modest subsidy
• Participation data reflects high interest in sports and fitness programs although Senior softball is the
only sports activity offered
• Health and wellness is a top priority for the department, although only 9 percent of program
participation is in that service area. Health and wellness programs and opportunities, especially in
the area of walking programs may be an important focus area for program expansion
• The average fill rate for enrichment classes is 52 percent and may suggest the Department prioritize
other program areas and step away from programs offered by other providers such as the Boys and
Girls Club of Fountain Hills
• The Department's total cost recovery is 5 percent. There are additional revenue opportunities,
based on the Department's resource allocation philosophy and policy for fees and new programs
• The Department has a consistent way to evaluate the success of current program offerings.
Although the recreation team meets after events to talk about ways to improve, they do not always
solicit feedback directly from their community members. A performance measure would serve the
Department well
• The Department does not have a formal marketing plan. Department marketing efforts should be
evaluated. It is likely that the low fill rates for enrichment classes may be related to marketing efforts
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 55
H. Potential Funding Sources
The following section highlights the current financial
situation of the Department and identifying potential
funding opportunities of which the Town can take
advantage, as additional amenities and resources
are added that may come about from this planning
process.
Financial Comparison Analysis
Much of the financial assessment consists of
comparisons to seven Arizona park and recreation
departments and in Durango CO.
Table 17: Agency Estimated Operating Expenditures
Agency Estimated Operating
Expenditures
Fountain Hills
$2,595,839
Apache Junction
$4,467,000
City of Durango, CO
$7,256,124
Town of Florence
$2,605,234
Town of Marana
$4,656,735
Oro Valley
$10,111,731
Prescott City
$5,619,434
Prescott Valley
$2,557,810
Operating Expenditures
Operating expenditures from current (2019) year were researched from planning and budget documents.
These numbers should be used as an estimate only, due to the possibility of errors, data omissions, and
changes due to COVID-19. Data from the study indicate that expenditures varied greatly, with majority
of peer agencies spending between 2.5 million to 7.3 million annual) ept for Oro Valley ($10.1
million). On a national level, the typical parks and recreation ag th a population between 20,000
to 49,999 residents had expenditures of $2,885,847 annua his is e ivalent to $95.34 per capita,
similar in comparison to several of the agencies in this stu inc iding ntain Hills.
Figure 30: Parks & Recreation Operating Expendi er KC"ta
$400.00 36 4
$350.00
$300.00 $251.06
$250.00 $217.20
$200.00
$150.00 $103.02 $110.40 $120.78
$100.00 $94.28
$53.30
$50.$00 —
Operating Expenditures Per Capita
■ Fountain Wills ■ Apache Junction ■ City of Durango, CO ■ Town of Florence
■ Town of Marana Oro Valley ■ Prescott City ■ Prescott Valley
Source: Budget and Planning Documents, 2019 — 2021
56 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 31: NRPA Agency Performance Review Operating Expenditures Per Capita
The typical park and recreation agency has annual operating expenses of $81.19 on a per capita basis.
0
Glick the buttons above to see how the data changes based on selected measures.
All Agencies Less than 20,000 20.000 to 49,999 50.000 to 99,999
Nlediar5 I Median Median Madan I Median
3567'
36-76
sst
S45 55A.9D 552 91 545.
$22-76
Lower Upper Lower Upper Lo:rer Upper ver per Lower Upper Lower Upper
Quartile Quartile Quartile Quartile Qua Quartile ile Quartile Quartile Quartile Quartile
NR org1AP
'Fndmgs from the 202t7AgencyPerfarmance a from elnc. c=. s and recreation agency performance benchmarting lod, from
' "� N RPA
2017-2019_ N.non,u Fe. -
anr v:�u e.,,.. .
Survey Results of Finan 1 chanisms
The survey demonstrates mixe Qua
for various potential funding mechanisms, as seen in Figure 32.
Of all the funding mechanisms probed, more private/public partnerships and Town Council prioritizing
more funding to the Community Services Department have strong support as potential funding sources.
Support for a bond referendum or increased user fees is more middle of the road and increased/new
sales or property taxes have very limited support.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 57
Figure 32: Survey Results for Potential Funding Sources
5 • DIRnCely rUPppr=
Q: Please indicate how strongly you supporteach of the foilowing potential funding sources to implement the 1 a. prapaoly sucpa
improvements and upgrades you would like to see provided_ (Parks/Facilities) a.nld=�I
By"Source" 2-proltatily nm support
Rating Calegory
Sample
Eovite Sample
More privatelpu6lic partnerships
Open Link
Town Council prioritize more funding to pa rks
Envire Sample
and recreation
Open Link
Invite Sample
Bond referendum for speck projects
Open Link
Envite Sample
Increased user fees
Open Link
Invite Sample
New property tax
Open Link
Invite Sample
Increesedfnew dedicated sales tax
Open Link
Avg_
_ _n= 1 8 2
4A
561 110%
4.4
84 12%
4.0
571 18%
42
83 15%
33
544 =29%
3.8
83 .72%
33
567 =29%
a.6
86 .16%
25
%3 �57%
3.0
83 JW 41%
22
564 61%
2.7
85 fiiiir�e'-.48%
Percent Responding
Neutral (3)
■15%
18%
■ 19%
■ 17%
.22%
■ 17%
■21%
W26%
014%
111%
■77%
W 20%
1 • Definrely not seppori
4&5
�75%
72%---
789L
48%
22
32%
F. RRC
A component of this plan addressed potential funding through a cise aimed at identifying current
funding sources and potential funding sources for the futur variet f funding methodologies are
in use across the country for ongoing operations/mainte ce as well a apital/project related needs.
There are also many alternative funding opportun' 'es that een ids fied to recognize as long-
term potentials.
Iddgmk
Traditional Parks and Recreat O ratiis
s a►�11f Capital Funding Sources
e m There is an assortment of mTo of Fountain Hills can employ to provide services
and to make public impro ents. e m y Services Department's operating, and capital
development funding typic come ro onventional sources such as a portion of the General
Fund. Operating funds are ty ally pped by legislation; may fluctuate based on the economy, public
spending, or assessed valuatio d may not always keep up with inflationary factors. In the case of
capital development, "borrowed funds" sunset with the completion of loan repayment and are not
available to carry-over or re -invest without voter approval.
Alternative Parks and Recreation Operations and Capital Funding Sources
Alternative funding sources include a variety of different or non -conventional public -sector strategies for
diversifying the funding base beyond traditional tax -based support. A staff document has been provided
to Fountain Hills Community Services Department that includes known industry funding practices,
potential sources, and strategies, as compiled by GreenPlay, with definitions and examples for Fountain
Hills Community Services Department to use as reference.
The following is a list of funding sources or alternative providers/sources that Fountain Hills Community
Services Department identified as a current or potential mechanism for funding.
These funding sources are CURRENTLY BEING USED OR COULD EASILY BE USED by the Fountain Hills
Community Services Department to create the existing budgets for capital and operational
58 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
GENERAL OR OPERATING FUND
Parks and recreation services are typically funded
by an agency's General or Operating Fund, which
can be comprised of property tax, sales tax, and
other compulsory charges levied by a government
for the purpose of financing services performed
for the common benefit of a community. These
funds may also come from resources such as
inter -governmental agreements, reimbursements,
and interest and may include such revenue
sources as franchise taxes, licenses and permits,
fees, transfers in, reserves, interest income, and
miscellaneous other incomes.
DEVELOPMENT IMPACT FEES
Development impact fees are one-time charges
imposed on development projects at the time of
permit issue to recover capital costs for public
facilities needed to serve new developments and
the additional residents, employees, and visitors
they bring to the community. State laws, with a
few minor exceptions, prohibit the use of impact
REVENUE BONDS
Bonds used for capital projects that will generate
revenue for debt service where fees can be set
aside to support repayment of the bond. These
are typically issued for water, sewer or drainage
charges, and other enterprise type activities.
Annual Appropriation/Leasehold Financing
This is a more complex financing structure that
requires use of a third party to act as an issuer
of the bonds who would construct the facility
and retain title until the bonds are retired.
For example, an agency can enter into a lease
agreement with the third party with annual lease
payments equal to the debt service requirements.
The bonds issued by the third party are
considered less secure than general obligation
bonds of an age y and are therefore more costly.
Since a sep corporation issues these bonds,
they i ct an agency's debt limitations
a o not requ a vote. However, they also do
fees for ongoing maintenance or operations costsDkaip
Not all states allow the collection of imp ees.
OPan agel`y to levy property taxes to
he debt. The annual lease payments must
ated from existing revenues
DAILY ADMISSION AND AN L PA S INTER -LOCAL AGREEMENTS
OR VEHICLE PERMITS
Daily and annual pass fees Doislcount
re nal
parks and aquatics centers.ant team
recommends consideration
buying of daily admission fees marketed as
"monthly, seasonal, 3-month, 6-month, and/or
annual passes"
REGISTRATION FEES
This revenue source is for participating in
programs, classes, activities, and events which
typically require pre -registration to ensure a
place. These services may or may not have limited
space. These participant fees attempt to recover
most if not all the direct expenses and are often
revenue positive due to market demand.
General Obligation Bonds
Bonded indebtedness issued with the approval
of the electorate for capital improvements and
public improvements.
Contractual relationships could be established
between two or more local units of government
and/or between a local unit of government and
a non-profit organization for the joint usage/
development of sports fields, regional parks, or
other facilities.
PARTNERSHIP OPPORTUNITIES
Partnerships are joint development funding
sources or operational funding sources between
two separate agencies, such as two government
entities, a non-profit and a government agency,
or a private business and a government agency.
Two partners jointly develop revenue producing
park and recreation facilities and share risk,
operational costs, responsibilities, and asset
management based on the strengths and
weaknesses of each partner.
Creating synergy based on expanded program
offerings and collaborative efforts can be
beneficial to all providers as interest grows
and people gravitate to the type of facility
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 59
and programs that best suit their recreational
needs and schedules. Potential strategic alliance
partnerships where missions run parallel, and
mutually beneficial relationships can be fostered
and may include the following:
• School Districts
• Boys and Girls Club
• Kiwanis, Optimists, VFWs, Elks, Rotary, and
other service and civic organizations
• Chamber of Commerce
• Homeowner or Neighborhood Associations
• Youth Sports Associations
• Adult Sports Associations
• Private alternative providers
• Churches
• Professional Sports Teams/Organizations
• Senior Citizen Groups (AARP, Silver Sneakers)
• Medical Centers or Hospitals
GRANTS
Grants often supplement or match funds that
have already been received. For example, grants
can be used for program purposes, information
technology infrastructure, planning, design,
seed money, and construction. Due to their
infrequent nature, grants are often used to fund
a specific venture and should not be viewed as a
continuous source of funding.
Facilities and Equipment Grants
These grants help buy long-lasting physical
assets, such as a building. The applicant
organization must make the case that the
new acquisition will help better serve its
clients. Fund providers considering these
requests will not only be interested in the
applicant's c rrent activities and financial
• Neighboring counties/communities healtAyea
will also inquire as to the
fingram plans for the next
CORPORATE SPONSORSHIPS vernd providers do not want
An agency can solicit this revenue -funding source Ies to an organization or
itself or work with agencies that pursue and use p ram only to see it shut down in a few
this type of funding. Sponsorships are o used ye because of poor management.
for programs and events where there e g ter
opportunities for sponsor reco on General Purpose or Operating Grants
value to the sponsor). When a grant maker gives an operating
grant, it can be used to support the general
FUNDRAISING expenses of operating. An operating grant
Many park and recreation age ave special means the fund provider supports the overall
fundraisers on an annual basis to help cover mission and trusts that the money will be put
specific programs and capital projects. This can
include selling bricks, benches, pavers, tiles, and
commemorative tree plantings, etc.
CROWDFUNDING
Crowdfunding is the practice of funding a project
or venture by raising many small amounts of
money from many people, typically via the
Internet. Park and Recreation agencies are
beginning to incorporate crowdfunding efforts
alongside traditional fundraising strategies. NRPA
has implemented a Fund Your Park crowdfunding
platform. It is free to members; donations are tax
deductible and you have all the support you need
from NRPA staff. Source: Kara Kish, MPA, CPRE,
CPSI, article in Parks and Recreation Magazine,
December 2015. www.NRPA.org
to good use. Operating grants are generally
much harder to procure than program or
support grants.
Matching Grants
Many grant makers will provide funding only
on the condition that an amount equal to
the size of the grant can be raised from other
sources. This type of grant is another means
by which foundations can determine the
viability of an organization or program.
Planning Grants
When planning a major new program, an
agency may need to spend a good deal of
time and money conducting research. A
planning grant supports this initial project
development work, which may include
60 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
investigating the needs of constituents,
consulting with experts in the field, or
conducting research and planning activities.
Private Grant and Philanthropic Agencies
Many resources are available which
provide information on private grant and
philanthropic agency opportunities. A
thorough investigation and research on
available grants is necessary to ensure
mutually compatible interests and to confirm
the status of available funding. Examples of
publicly accessible resources are summarized
below.
• Information on current and archived Federal
Register Grant Announcements can be
accessed from The Grantsmanship Center
(TGCI) on the Internet at: http://www.tgci
Another resource is the Foundation Center's
RFP Bulletin Grants Page on Health at: http://
provider of a web -based Grants Locator
A program or support nt is gi n tJW
support a specific or con cted t of
activities that typically ha ginning
and an end, specific objectives, and
predetermined costs. Listed below are some
of the most common types of program or
support grants:
Seed Money or Start-up Grants
These grants help a new organization or
program in its first few years. The idea is to
give the new effort a strong push forward, so
it can devote its energy early on to setting up
programs without worrying constantly about
raising money. Such grants are often for more
than one year, and frequently decrease in
amount each year.
LAND AND WATER CONSERVATION FUND
This fund was reauthorized by Congress in
December in 2019. Generally, the funding
allocated to states is (through the State and Local
Assistance Program) for outdoor recreation land
acquisition and facility development is anticipated
to rise. Every state runs their State and Local
Assistance Program in a slightly unique manner,
so we encourage any municipal or county parks
personnel interested in LWCF to contact their
LWCF State Liaison Officer (typically someone
at a state's department of fish and game,
environmental protection, or conservation and
recreation) for more information.
NAMING RIGHTS
Many agencies throughout the country have
successfully sold the naming rights for newly
constructed facilities or when renovating existing
buildings. Additionally, newly developed, and
renovated parks have been successfully funded
through the sale
cost for nanimO
naming rights. Generally, the
its offsets the development
th the improvement. People
that selling the naming rights
ited for professional stadiums
ker high profile team sport venues. This
1% expanded in recent years to include
recreation centers and facilities as viable
naming rights sales opportunities.
Naming rights can be a one-time payment or
amortized with a fixed payment schedule over
a defined period. During this time, the sponsor
retains the "rights" to have the park, facility, or
amenity named for them. Also, during this time,
all publications, advertisements, events, and
activities could have the sponsoring group's name
as the venue. Naming rights negotiations need
to be developed by legal professionals to ensure
that the contractual obligation is equitable to
all agents and provides remedies to change or
cancel the arrangements at any time during the
agreement period.
PHILANTHROPIC OPPORTUNITIES
Philanthropy can be defined as the concept of
voluntary giving by an individual or group to
promote the common good and to improve the
quality of life. Philanthropy generally takes the
form of donor programs, capital campaigns, and
volunteers/in-kind services.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 61
The time commitment to initiate a philanthropic
campaign can be significant. If an agency decides
to implement a capital fundraising campaign and
current resources that could be dedicated to such
a venture are limited, it may be recommended
that the agency outsource some or most of this
task to a non-profit or private agency experienced
in managing community -based capital fundraising
campaigns. Capital campaigns should be limited
to large-scale capital projects that are desired by
the community, but for which dedicated funding
is not readily available.
Foundation/Gifts
These dollars are received from tax-exempt,
non-profit organization. The funds are private
EQUIPMENT RENTAL
This revenue source is generated from the rental
of equipment such as tables and chairs tents,
stages, bicycles, roller blades, boogie boards, etc.
that are used for recreation purposes.
FLEXIBLE FEE STRATEGIES
This pricing strategy would allow an agency
to maximize revenues during peak times and
premium sites/areas with higher fees and to fill in
excess capacity during low use times with lower
fees to maximize play.
FRANCHISE FEE ON CABLE
This would allow an agency to add a franchise
fee on cable designated for parks and recreation.
donations in promotion of specific causes, The normal fee is $1.00 a month or $12.00 a
activities, or issues. They offer a variety of year per househ d. Fees usually go toward land
means to fund capital projects, including acquisition pital improvements.
capital campaigns, gifts catalogs, fundraisers,
endowments, etc. LI ING FEE
So cies ch e additional fees for lighting
Friends Associations as it lies to leagues, special use sites, and
These groups are typically formed to ' e cial cilities that allow play after daylight
money for a single purpose that d i lude ho . This fee may include utility demand
a park facility or program will charges.
particular special inte o r th
pop
community. PERCENT -FOR -ART LEGISLATION
Volunteer Programs/In-Ki rvices
This revenue source is an indirect source in
that persons donate time to assist an agency
in providing a product or service on an hourly
basis. This reduces cost in providing the
service, plus it builds advocacy for the system.
To manage a volunteer program, an agency
typically dedicates a staff member to oversee
the program for the entire agency.
Adopt-a-Park/Adopt-a-Trail Programs
Programs such as adopt -a -park may be
created with and supported by the residents,
businesses, and/or organizations located
in the park's vicinity. These programs allow
volunteers to actively assist in improving and
maintaining parks, related facilities, and the
community in which they live.
Percent -for -art legislation dedicates a percentage
(usually .5 to 2) of publicly funded capital
improvement projects (CIP) for art in public
places, usually in, on, or adjacent to the project,
building, or park being constructed or improved.
This guarantees funding for public art projects
and that public art projects will be planned
with each new improvement. This can also be
conceived as an Art -in -the -Park program.
PROCESSING/CONVENIENCE FEES
This is a surcharge or premium placed on
electronic transfers of funds, automatic
payments, or other conveniences.
RECREATION SURCHARGE FEES ON SPORTS
AND ENTERTAINMENT TICKETS, CLASSES,
MASTERCARD, VISA
This fee is a surcharge on top of the regular
sports revenue fee or convenience fee for use of
MasterCard and Visa. The fee usually is no more
62 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
than $5.00 and is usually $3.00 on all exchanges. The money earned would be used to help pay off the
costs of improvements or for operational purposes.
SECURITY AND CLEAN-UP FEES
An agency may charge groups and individuals security and clean-up fees for special events other type of
events held at facilities.
BOOTH LEASE SPACE
Some agencies sell booth space to sidewalk vendors in parks or at special events for a flat rate or based
on volume of product sold. The booth space can also be used for sporting events and tournaments.
FILMING RIGHTS
Many agencies issue permits so that park sites may be used for commercial film and photography
activities. The production company pays a daily fee for the site plus the loss of revenue the agency would
incur during use of the community space.
LAND SWAPS
An agency may trade property to improve access or protection of reso
property gain by the agency for non-payment of taxes or a situatio
or smaller space to improve its profitability. The agency woul y ical
wap. recreation opportunities in exchange for the land s
MANUFACTURING PRODUCT TESTING AND D
An agency may work with specific manu
a program or service. The agency ma
back to the manufacturer. EXan=Les in
irrigation systems, seed &,
the costs of installation an
roes. This could include a
ere a developer needs a larger
again more property for more
s to eirWducts in a park, recreation facility, or in
ro unmK normal conditions and report the results
tin layground equipment, tires on vehicles, mowers,
licy may receive the product for free but must pay for
Research Fees may be charged to allow research to
occur on park lands or relat o e ment used at Parks. Companies may pay to have their equipment
installed and tested to prove ity and user satisfaction. Product Placement fees may also be an
option — having a company not only donate their equipment but also pay a fee to have their equipment
used at a public facility.
SPECIAL USE PERMITS
Special permits allow individuals to use specific park property for financial gain. The agency receives
either a set amount of money or a percentage of the gross service provided.
SURPLUS SALE OF EQUIPMENT BY AUCTION
Agencies often have annual surplus auctions to get rid of old and used equipment, generating additional
income on a yearly basis.
These funding sources are potential funding opportunities the Fountain Hills Community Services
Department WOULD CONSIDER for additional funding of capital and operational
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 63
PARK LAND DEDICATION ORDINANCE
Park land dedication requirements typically state
that all residential subdivisions of land (and
often commercial), with some exemptions, are to
provide for parks by either dedicating land, paying
an in -lieu fee (the amounts may be adjusted
annually), or a combination of the two.
TICKET SALES/ADMISSIONS
This revenue source is for accessing facilities for
self -directed or spectator activities such as splash
parks, ballparks, and entertainment activities.
Fees may also be assessed for tours, entrance or
gate admission, and other activities, which may
or may not be self -directed. These user fees help
offset operational costs or apply to new projects.
FULL FAITH AND CREDIT BONDS
Bonds that are payable from the general
resources of the agency. They are not tied to
a specific revenue source, but the payment of
principal and interest uses available operating
funds.
MANAGEMENT OR TECHNICAL AS A E
GRANTS
Unlike most project grant ech I a ' tan
grant does not directly sup rt the ssio
related activities of an agen Inste , they
support management or admi on and the
associated fundraising, marketing, and financial
management needs.
PROGRAM -RELATED INVESTMENTS (PRIS)
In addition to grants, the Internal Revenue
Service allows foundations to make loans —
called Program -Related Investments (PRIs)—to
nonprofits. PRIs must be for projects that would
be eligible for grant support. They are usually
made at low or zero interest. PRIs must be paid
back to the grant maker. PRIs are often made to
organizations involved in building projects.
GIFT CATALOGS
Gift catalogs provide organizations the
opportunity to let the community know what
their needs are on a yearly basis. The community
purchases items from the gift catalog and donates
them to an agency.
NEIGHBORHOOD PARK WATCH
To reduce costs associated with vandalism and
other crimes against property, an agency may
consider a neighborhood park watch program.
This program develops community ownership of
an agency's facilities.
IRREVOCABLE REMAINDER TRUSTS
These trusts are set up with individuals who
typically have more than a million dollars in
wealth. They will leave a portion of their wealth
to an agency in a trust fund that allows the fund
to grow over a period and then is available to
use a portion of the interest to support specific
park and recreation facilities or programs that are
designated by the trustee.
RAFFLING
Some agen ' ffer annual community raffles,
such ch g an antique car that can be
ra 0 off in co ts.
REC TIONAL TRAILS PROGRAM (RTP)
abIi an RTP as a not -for -profit organization to
so donations to be used on maintenance and
repair projects on recreational trails.
CAPITAL IMPROVEMENT FEES
These fees are on top of the set user rate for
accessing facilities such as sport and tournament
venues and are used to support capital
improvements that benefit the user of the facility.
These funding sources are potential funding
opportunities the Fountain Hills Community
Services Department COULD CONSIDER for
additional funding of capital and operational
expenditures.
SALES TAX
This revenue source often funds public park
and recreation agencies either partially or fully.
Sales tax revenue is very popular in high traffic
tourism agencies and with cities, counties,
and state parks. Special Districts cannot exact
sales taxes, which often calls into question the
issue of charging resident and non-resident fee
differentials.
64 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
LOCAL IMPROVEMENT DISTRICTS
Different from cities that are direct beneficiaries
of these funds, Special Districts (or local
improvement districts) are the beneficiaries of
pass -through funding from cities or counties,
which have responsibility for their interests.
Special Districts cannot exact or collect the land
dedication or the fee -in -lieu on their own.
SPECIAL ASSESSMENT BONDS
These bonds are payable from the proceeds of
special assessments such as local improvement
districts.
ADVERTISING SALES
Advertising sales are a viable opportunity
for revenue through the sale of tasteful and
appropriate advertising on items such as program
guides, scoreboards, dasher boards, and other MERCHAN G SALES OR SERVICES
visible products or services. This could be a viable This r n e s rce comes from the public or
strategy in the future if appropriate opportunities pr' e sector o sale items from gift shops,
present themselves, such as the acquisition of pro restau ts, concessions, and coffee
shop r either all the sales or a defined
cen e of the gross sales. Typically, agencies
en a in this type of service as a convenience to
their patrons and as a means of enhancing overall
operational cost recovery.
mitigations.
DOG PARK FEES
These fees are attached to kennel clubs who
pay for the rights to have dog park facilities for
their own exclusive use. Fees are on the dogs
themselves and/or on the people who take care
of other people's dogs.
CONCESSION MANAGEMENT
scoreboards, etc. Current sign codes should be
reviewed for conflicts or appropriate rev' ' S.
LIFE ESTATES
This revenue source is av ' e w so on
wants to leave their prope to an nc
in exchange for their contin resi nce on
the property until their death. ency can
usually use a portion of the property for park
and recreational purposes, and then use all of
it after the person's death. This revenue source
is very popular for individuals who have a lot of
wealth and their estate will be highly taxed at
their death. Their benefactors will have to sell
their property because of probate costs. Life
Estates allow individuals to receive a good yearly
tax deduction on their property while leaving
property for the community. Agencies benefit
because they do not have to pay for the land.
MAINTENANCE ENDOWMENTS
Maintenance Endowments are set up for
organizations and individuals to invest in ongoing
maintenance improvements, and infrastructure
needs of specific/targeted facilities. Endowments
retain money from user fees, individual gifts,
impact fees, development rights, partnerships,
conservation easements, and for wetland
Concession management is the retail sale or
rental of soft goods, hard goods, or consumable
items. Through contracting, the agency either
receives a percentage of the gross sales or the
net revenue dollars from the revenue above
direct expenses. Net proceeds are generally more
difficult to monitor.
PRIVATE CONCESSIONAIRES
Contracts with private sector concessionaires
provide resources to operate desirable
recreational activities. These services are typically
financed, constructed, and operated by a private
business or a non-profit organization with
additional compensation paid to an agency.
LEASEBACKS ON RECREATIONAL FACILITIES
Many agencies do not have adequate capital
dollars to build desired revenue -producing
facilities. One option is to hire a private investor
to build the facility according to the specifications
requested with the investment company
financing the project. An agency would then
lease the property back from the investor over
20+ years. This can be reversed whereby an
agency builds the facility and leases to a private
management company who then operates the
property for a percentage of gross dollars to pay
off the construction loans through a subordinate
lease.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 65
PRIVATE DEVELOPERS
Developers may lease land through a subordinate lease that pays out a set dollar amount plus a
percentage of gross dollars for recreation enhancements. These could include sports complexes and
recreation centers.
SUBORDINATE EASEMENTS — RECREATION/NATURAL AREA EASEMENTS
This revenue source is available when an agency allows utility companies, businesses, or individuals
to develop some type of an improvement above ground or below ground on its property. Subordinate
easements are typically arranged over a set period of time, with a set dollar amount that is allocated to
the agency on an annual basis.
COST SAVING MEASURES
In addition to aligning cost recovery with goals, charging appropriate fees, and using traditional and
alternative funding mechanisms, several cost saving measures can improve the overall cost recovery
picture for an agency.
Chanee Maintenance Standards/Practices
• Add one extra day onto the mowing interval: thus, reducing th mount of mowing in a season.
• Evaluate and determine actual maintenance needs and sc es for upkeep of different
facilities and landscape features/types. Based on nee val a resource needs (equipment,
staff, etc.) and production rates of staff/equipme r the syst 's regularly occurring
maintenance work and prioritize maintena ce pro eds, s dules and relevant resource
allocations.
• Consider turf management strat ' s by t f wea high intensity use and maintenance
needs (such as sports fields) sus w int ity areas such as lawns along the edge of a
woodlot or roadway — re a are of turf that are regularly maintained because
"they have alway en m ed y c ging the maintenance strategy to not mowing or not
regularly mowing h area ess e/resources need to be dedicated to mowing overall.
• Naturalizing areas o wn re you do not need lawn is a "going green" type of practice that
also reduces mainten eeds/costs.
• Buildings/Facilities
■ Evaluate needs and consider in-house versus contracted maintenance workers for different
needed services/trades.
Standardize equipment, fixtures, and relevant materials.
Are some facilities in such disrepair that continuing to throw limited funding on "band -
aids" no longer practical?
■ In designing new facilities, are simple sustainability factors being vetted (such as orienting
the building to maximize solar gain to reduce lighting and heating costs)?
• Add energy efficient fixtures, low flow water fixtures, eliminate throw away products like paper
towels and replace with energy efficient hand dryers.
• Strategically locate trash and recyclable containers to reduce cost of having staff empty these
and spend time picking up trash/recyclables that are not properly placed by patrons.
• Reduce cleaning frequency of office spaces and centralize trash and recyclables into one location
in employee work areas to save on costs of related to housekeeping.
• Consider having staff complete multiple tasks at the same time — emptying recyclables and trash
at the same time as doing rounds or inspections.
• Educate users to better utilize existing facilities and resources to cut down costs — clean up after
themselves.
66 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Equipment and Supplies
■ Purchase better equipment that last longer and requires less maintenance — saving money
on the front end does not always result in cost savings overall.
■ Standardize equipment (such as vehicles, grounds equipment and tools, etc.) to increase
efficiency in training staff to use it, and to simplify and reduce costs associated with parts
inventory and maintenance/repair programs (ex. Mechanic places one order for 10 air
filters for 1 type of lawnmower and gets bulk price from one vendor, versus ordering 10
different filters for 10 different mowers, from multiple vendors and keeping track of it all)
■ Consider leasing vehicles or other heavily used equipment - it can be more cost effective
for an organization to lease vehicles or equipment and rotate their fleet regularly versus
allocating resources to maintain and repair aging fleets of old, well used vehicles/
equipment that have higher likelihood of breakdowns and associated loss of production
time.
Use volunteers to assist with housekeeping and maintenance.
Solicit in -kind donation of time and services in exchange for maintenance assistance
CONTRACT RE -NEGOTIATE OR RE -BID
At every opportunity, review contracts to assure you are not paying mo than you must or are receiving
the maximum amount of revenue possible.
COST AVOIDANCE
An agency must maintain a position of not being a erythin eryone%t must be driven by the
market and stay with its core businesses. By shifti les a from being a direct provider of facilities,
programs, or services, an agency may ex 'ence di al s gs. This process is referred to as cost
avoidance. The estimated savings co a lize ou artnering, outsourcing, or deferring to
another provider in the provisi of a d/ facility. One example is purchasing in bulk.
GREENING TRENDS
Green Practices
• Use light, water, and sensors
• Conduct energy audits
• Update to energy efficient ballasts, motors, appliances
• Develop "Pack It Out" trash program
• Use greywaterUse solar and wind energy
• Implement green operating practices
Many agencies miss the easiest green practices in their everyday operating procedures and policies.
These include administrative procedures, best operating standards, and sustainable stewardship
performance measures. Many of the industry best practices outlined below (Table 18) may be currently
and successfully employed by your agency.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 67
Table 18: Green Practices Focus Area and Action Steps
Administrative
0
Recycle Office Trash (consolidate trash and recyclables to one common location — reduce cost
to empty containers in each office)
•
Clean offices weekly instead of daily
•
Go Paperless
+
Conserve Resources
+
Flex Scheduling
•
Virtual Meetings
Operating
+
Preventative Maintenance
Standards
+
Reduce Driving
Recycling in Parks
•
Eliminate Environmentally Negative Chemicals and Materials
•
Green Purchasing Policies
•
LEEDII Design
•
Purchase better equipment and supplies that require less maintenance and are more durable
Sustainable
+
Re -analyze and Revised Practices and Standards
Stewardship
+
Monitor and Report Results
•
Lead by Example
+
Public Education - agencies should lead by example tea g the public a little bit about what
green practices is and how they might be able to i orate some of the same features
(maybe raingardens or LED lighting) in their o n om help conserve our shared natural
resources.
•
Incorporate Stewardship Principles in all k a Recreat Services
•
Seek Available Grant FundinE a�llnitiativ rds
o�
68 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
III. FACILITY AND ASSET INVENTORY
S.
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 69
The Town of Fountain Hills Parks and Recreation under the auspices of the Community Services
Department provides a broad spectrum of programs and facilities for the residents of Fountain Hills. For
a Town of its size, its budget allocations, and limited staff, Fountain Hills provides outstanding facilities
and services for its residents. Encompassing nearly 125 acres of formal parks, miles of trails, nearly
1,000 acres of preserve land, and numerous community facilities including the Community Center, the
recreation outlets available to town residents and visitors are substantial.
The Town's Park facilities are currently comprised of five formal parks. The largest, Fountain Park, has
become an Arizona icon and attracts residents as well as visitors from around the Phoenix metropolitan
area and beyond. While Fountain Park and as an extension, the Avenue Linear Park, serve as the iconic
anchor to the system, the remaining three community focused parks (Desert Vista Park, Golden Eagle
Park, & Four Peaks Park) provide a wide array of facilities and amenities for residents. In addition, the
Community Center provides critical and many beloved programs and outreach for the community.
Fountain Hills is fortunate to be surrounded by dramatic scenery. The two major trailheads within
the town, the Golden Eagle Trailhead and Adero Canyon Trailhead, offer trail access to the McDowell
Mountains and provide first-class trailhead facilities for hikers & bikers.
The inventory and subsequent analysis of the Town's existing Park Syste is an instrumental component
to ongoing facility maintenance and future park planning. By and ding where the Park System's
facilities and amenities fall within their life cycle and how re n s a erved or underserved by these
community amenities the Town can appropriately and a ntly alloca esources to fully utilize
existing facilities and for future system expansion. The an d com ntary outlined herein are not
intended to outline specific solutions or methodo tom ate deficiencies, but to provide objective
observations and recommendations on urren o ' 'on character of facilities and suggestions
for improvement. Further detailed a uir nd should be performed on any specific
implementation plans or strat )smVoar
Park Facility/Asset Si
Park
Size (estimated)
Desert Vista Park
12 Acres
Fountain Park
65 Acres
Four Peaks Park
16 Acres
Golden Eagle Park
25 Acres
Avenue Linear Park
3 Acres
Community Center
3.75 Acres
Golden Eagle Trailhead
.4 Acres
Adero Canyon Trailhead
2 Acres
Total
127.2 Acres
COMMUNITY SERVICES DEPARTMENT MISSION STATEMENT
"To enrich and provide an active quality of life for all residents and visitors through proactive
community engagement, resolute stewardship of amenities and open spaces, while enhancing the
health and over well-being of our town."
70 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
A. Existing Inventory Summary
In summary, the overall character, condition, and maintenance regimens of the parks and open space
system are outstanding, especially considering limited budgets and staffing. The services and facilities
provided to residents are remarkable and a result of caring & knowledgeable staff committed to
providing exceptional services for the Town of Fountain Hills residents.
While the overall character and quality of the facilities within the system are very high, there are areas or
items in need of attention that should be addressed, although none are urgent for repair or replacement.
Specific areas for improvement are noted within each park assessment, but universal or overarching
areas of improvement to consider are outlined below.
1. CONNECTIVITY, PLANNING, & ACCESS
Due to historic development patterns of the town, ideal connectivity is challenging, but attention to
convenient and safe pedestrian and bike access to open space is critical, especially to attract younger
families to the community. As a recognized industry target, residents should have access to open space
or a park within a 5-10-minute walk of their home. Private communities, especially when gated, often
make optimal park location planning challenging because they can bisect critical connections. Where
possible, open space trail networks, delineated on -street pedestrian s, and/or private /public
partnerships may help to mitigate these challenges and provide r no
park access.
Currently park distribution is primarily focused in the Cent ea of nand may not provide easy
access or use to residents in outlying areas or communiti Ho ever, f re park locations have been
preliminarily indicated to better serve these curr uncle ed areas.
2. BUILT ENVIRONMENT
For the size of the community, the pa yst pro es a wide variety of recreation outlets and
facilities for residents of all ne cil es are well maintained, clean, and safe. No major
deficiencies or problems a note Ite out ned for repair or replacement are generally a result of
their age and normal wear tear. ortu ately, because nc elements or assets need immediate repair
or replacement from a public fe tandpoint, with the possible exception of the Cactus Wren Ramada
at Desert Vista Park, this allow e Town to prioritize and plan for improvement programs over time.
There is a somewhat universal theme of trash receptacles being outdated, damaged, and noted for
replacement throughout the system. While it is often a challenge to justify the expense of quality
receptacles, these are items that are the 'finishing touches' of successful open space. Subpar,
inadequate, or damaged accessories can make a park seem subtly less attractive and of a lower quality.
Thankfully, these concerns are easy to remedy by replacing fixtures when and where possible over time.
When looking to replace park accessories, consider cost savings of bulk purchases of uniform materials.
Uniformity and consistency are hallmarks of high -quality open space. Similarly, numerous elements
within the park system require replacement or repair due to faded paint/powder coat, or rust. Examples
of this are the light posts and metalwork throughout Golden Eagle Park. When selecting new fixtures or
paint colors, consider a more contemporary palette of colors. This is an easy and inexpensive way to give
a park a fresh 'updated' look as a result of regular maintenance.
Lastly, as noted the parks within the Town offer a wide variety of activities within a small number of
parks in a very efficient use of open space and resources. However, the Community Center seems
to struggle to be all things to all people. While a product of its own success, to a certain degree this
creates an image, branding, and operations conundrum. Who is it for? Who uses it most? What is
the public's perception and how does that work for or against its success? What demographics are
missing? Do we need to attract other demographics? What programs or services help the Center to
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 71
be economically viable and can we expand upon those without alienating less profitable programs?
None of these questions are easily answered but are important to consider. As demographics in the
Town change, different demands will be put on the facility that it may not be best equipped to provide.
Specific facilities to consider for the future that are currently not sufficiently provided by the Community
Center or any other facilities within the Town are dedicated fitness facilities, public pool(s), and a teen/
youth center. As the Community Center matures, it should evolve with the community to stay relevant.
This is true both programmatically and aesthetically. In the market today, community facilities are
leaning much more towards casual, interactive, and social spaces than their predecessors. The Town's
Community Center, in many ways is a relic of a different time and function of space. When considering
improvements to the lobby and facility in general, explore materials, colors, and accessories that help to
liven and brighten the space. Consider transforming the lobby into a casual yet active 'living room' that
can become an amenity in and of itself. Creative & comfortable seating, computers, charging stations,
table games, reading nooks, etc. are a vast departure from the sterile pre and post function space it is
today and would breathe new life into the facility and may even help to attract new patrons.
3. LANDSCAPE, PLANTS, AND SHADE
Throughout the park system, landscape treatments have reached maturity and need a refresh.
Generally, within the landscape industry in Arizona, landscape treatme s and irrigation systems should
go through a major overhaul/refresh every 15-20 years. Much of wn's facilities are past this
threshold. At the end of this timeframe, we see some plants a are st their prime, many plants that
have died and were never replaced, and trees that have red and c to new microclimates beneath
them. All of these conditions are evident within the Town . It is v likely that the Town's own
Parks do not meet the Town Development Standa r min um plant requirements new development
must adhere to. Consider implementati f a to -t re-v tation / landscape plan. As / if the
Town implements new landscape pr ms, onsi a owing:
• A comprehensive 'Sh as la hat lores the current state of shaded open space showing
deficiencies and provi insig n a as for improvement. Similarly, consider implementation of
'shade zones' througho he p s and parking lots that cluster trees around key nodes of activity to
utilize shade as efficiently sible.
• The use of 'broadleaf trees' in select revegetation / planting programs. Native trees have their place
in the landscape, but native or adapted broadleaf trees like elm, ash, etc. provide significantly more
shade and often outlive native trees especially in turf.
• Consider partnering with a nursery in 'contract growing'. Because of the large quantities of material
needed, nurseries often 'contract grow' allowing clients to purchase smaller plant material in
advance while it matures at the nursery for future use in the field. With large quantities required,
this can save significant capital.
• Consider renovations with 'desert pavement' where applicable and appropriate. This desert
natural surface is less maintenance, radiates less heat, and functions better for erosion control.
Decomposed granite has its place in more 'refined' areas, but in peripheral areas or for parks that
warrant a more natural appearance, desert pavement is an excellent choice.
• As substantial improvement / re -planting plans are considered, major irrigation system overhauls
may be warranted. Many of the parks' irrigation systems are likely towards the end of their lifespan
and often require significantly more maintenance than a new system does. Regularly fixing old
systems consumes scarce staffing resources and prevents them from being used elsewhere.
72 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Table 19: Inventory Summary
INVENTORY SUMMARY
PARK FACILITY / ASSET
Q
H
O
F
W Y
Vl
W Q
O d
Q
Y
O Q
W d
Z
Q
Z Y
O Q
W d
W
J
U
W
W
O Y
O Q
U m
Q
Z) Cr
Z Q
W W
>?
Q J
Z
2 w
O W
U U
W
J
U
W Q
Uj
w=
0 J
J
O or
(
Q
O O=
=% J
W
0 Q K
Q U H
QUANTITY
Amphitheater
1
-
1
-
Baseball / Softball Fields
6
2
-
4
Basketball Courts
3
1
-
2
Bridge (Pedestrian)
2
1
-
1
Buildings
8
1
1
4
1
1
Disc Golf Course (Holes)
20
-
-
20
-
-
Dog Park
1
1
-
-
-
-
Entry Monument Signage
9
-
1
3
3
1
1
Horseshoe Pit
1
-
-
-
1
-
Interpretive Signage
12
-
-
4
-
8
-
-
Sign Kiosk
10
-
-
5
3
-
1
1
Lake
1
-
-
1
-
-
Veteran's Memorial
1
-
-
1
-
-
-
-
Multi -Use Sports Field
3
3
-
Passive Lawn / Recreation
14
1
2
6
2
1
Parking Lot
9
0
3
pr 3
1
-
Ramada (Picnic Tables)
14
4
3
-
1
Shade Structure (Benches)
3
4
8
Playground 2-5
5
1
jol
1
1
-
Playground 5+
5
1
2
1
1
Specialty Play
-
1
-
Restrooms (Men's & Wo 's)
2
6
2
3
1
Splash Pad
1
-
-
1
-
-
-
Skate Park
1
1
-
-
Sand Volleyball
2
-
-
2
Tennis Court
6
-
2
-
4
-
Water Features
7
-
-
1
-
6
Trash Receptacles
155
29
20
34
52
9
3
4
4
Recycle
24
3
1
20
-
-
-
-
-
Benches
104
26
2
44
6
8
18
Picnic Tables
85
9
8
15
28
16
9
Drinking Fountains
29
8
3
8
8
2
-
-
Pet Stations
21
7
5
3
3
2
-
1
Bike Racks
46
0
9
7
1 19
8
1
2
Grill
12
3
1
3
5
-
-
-
Soccer Goals
6
6
-
-
-
Bleachers
29
-
6
23
Dugout Benches
15
7
8
Concrete Pots (Large)
14
-
14
-
Sculptures
53+
33
-
12+
8+
-
Wayfinding Signage
8
-
4
-
-
4
Shower
1
1
Little Library' Kiosk
1
1
Scoreboard
4
4
Exercise Equipment
1
1
Walking Track / Trails
5.1
0.9
0.6
2.0
1.2
0.4
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 73
B. Asset Evaluation
Understanding the overall quality of the facilities and amenities within the Town's Park System is a critical
step in evaluating the current standing of the Town's facilities and for projecting future improvement
timelines, strategies, and budgets. By examining how each park fits within the overall system and where
each facility falls in their respective life cycle, department management/staff can evaluate and prioritize
park improvement projects and generate informed strategies across the entire system.
The quality of each park and associated facilities were assessed as a part of an on -site inventory. During
the inventory, facility age, size, connectivity, use, and overall condition were assessed, photographed, and
documented. This assessment summarizes our in -field findings.
For each park facility outlined, a score is assigned to the amenities and components within it. These
scores are qualitative in nature and are determined based on the observations of the personnel
conducting the field inventory and compared to opinions formulated during the user surveys. The
following scoring system was used:
(0) Poor —The asset or facility is not functional or able to function regarding program intended and
should be prioritized for immediate improvement.
(1) Below Expectations — The asset or facility does not meet the ctation in terms of intended
function or existing condition. This can be influenced by equi 's age and intensity of use. Items
that score a 1 may be a priority for improvement progr
(2) Meeting expectations —The asset is functional an av age co ition. Elements scoring a "2",
may either need no renovation or improvem or wer erred su cient, but could benefit from
small improvement as a part of ongoing main e.
(3) Exceeding expectations —The of hi f q lity, function and well above the baseline
program requirements.
These categories were ev ted ba d o he i ividual asset's condition as opposed to the overall park
system during the inventor the a nity and/or facility was noted to exist in a condition well below
that of similar equipment wit o r parks, then it was noted as such. In addition, for each Park a
summarized assessment is out d providing more detail on specific elements within each facility.
74 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 33: Park Location Map
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FOUNTAIN HILLS WDOWELL MOUNTAIN PRESERVE — FH TRAIL
SCOTTSDALE McDOWELt SONORAN PRESERVE CONNECTINGTRAIk
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 75
DESERT VISTA PARK
Size - 12 Acres (approx.)
Location — 11800 N Desert Vista
Desert Vista Park is a well -used and unique Neighborhood Park in the Town's Park System in that it
contains a Dog Park and Skate Park. Desert Vista likely attracts more teens than other parks because of
the skate park. Although the Park shows its age, it is generally well maintained though some elements
noted need repair, replacement, or are nearing the end of their lifespan. There are some pedestrian
connectivity issues with the park that are unfortunately somewhat unavoidable due to its physical
location. The park is primarily bordered by non-residential uses and isolated from adjacent residential
by a wash and major roadway (N. Saguaro Blvd) with no sidewalks or crosswalks. Because of this
disconnect, most patrons must either bike or drive. To encourage pedestrians and especially biking,
adequate bike lanes along N Panorama Dr and pedestrian crossings are encouraged as well as additional
park bike racks as noted. Sidewalks are located from N. Panorama Dr to the Park but measuring at over
a five-minute walk (1,200 ft / % mi.) just to N. Panorama Dr would likely prove to be too far for most
pedestrians.
Highest priority/most notable items to consider:
• Resurface skatepark
• New planting /plants throughout park interior
• Shade trees at skatepark and playground to provideknovn
ade
• Cactus Wren ramada has structural damage to one oortive lumns and should be
repaired replaced immediately.
• Dog Park fabric shade structures in of re it replacement. Steel support and
support joints rustedOlocs
• Dog park temporary falls ould be replaced with permanent solution.
• Park would benefit fr a kate k and near playground / dog park.
• Ramp railings througain (chipping, fading, rust)
• Plantings & trees neearking
• Minor erosion at skat
• Some broken concretthroom planters
• Top dress decomposed granite — consider replacing with 'desert pavement' for erosion control and
to minimize maintenance.
• Consider addition of skatepark lighting to extend usable hours.
76 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Table 20: Desert Vista Park Asset Evluationn
DESERT VISTA PARK
FACILITY /
AMENITY / SITE
QUANTITY
CONDITION
NOTES
ELEMENT
Buildings
1
2
Restroom / maintenance
Dog Park
1
2
1 large dog / 1 small dog
Multi -Use Sports
3
2
Set up with soccer goals - not painted or striped.
Field
Passive Lawn /
1
2
Small lawn west of skatepark
Recreation
Parking Lot
0
All parking off alley or on -street
Ramada (Picnic
4
2*
Generally, in good condition, but Cactus Wren ramada has
Tables)
substantial cracks in column
Shade Structure
3
2*
Structure at bathroom building in good condition, but dog
(Benches)
park fabric structures rusting and need paint or replaced
Playground 2-5
1
3
1 structure (same playground) - excellent condition, needs
western shade
Playground 5+
1
3
1 structure (sa round) - excellent condition, needs
western
Res (Men's
1 Men' W en's - fixtures recently installed,
omen'rooms
& Women's)
2
3
tructure , metalwor eeds paint within 5 years, new
ting n ed
Skate Park
1
1
ee epainted, surfaces cracking and likely need
surfac soon, needs western shade
me inconsistency in model and quality. Older cans
Trash Cans
function, but don't reflect quality of the park. Can in dog
park bent / damaged
Recycle
3
2
Benches
26
2
Some inconsistency in model and quality. Older benches
likely need refinished / recoated in next 5 years.
Picnic Tables
9
2
Could use more picnic tables in dog park. People often
bring items they need to set down somewhere.
Drinking Fountains
g
2
2 mounted on restroom in new condition, freestanding (6)
throughout need repainted - rusted and/or faded
Pet Stations
7
2
Bike Racks
0
No bike racks noticed. Recommend installing at skate park,
playground / restroom building
Grill
3
2
Soccer Goals
6
3
Temporary / movable - excellent condition
Walking Track /
Generally good condition - would benefit from loop
Trails
94 mi
2
completion / connection at Tioga Dr
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 77
Figure 34: Desert Vista Park Map
PARK "ouRs:
PARK fiarn-ilpm DESERT VISTA PARK
•
• DOG PARK Gam-9pm 11800 N DESERT VISTA
• SKATE PARK 7am-SUNSET
ALL RAMADAS HAVE:
• LIGHTS
• ELECTRICAL OUTLETS
• HANDICAP TABLES
PASSIVE/SMALL DOG PARK
- 2 SHADE STRUCTURES
- 1 DRINKING FOUNTAIN
- 1 PET DRINKING FOUNTAIN
OPERATIONS BUILDING
- RESTROOMS
- CONCESSIONS
- MAINTENANCE OFFICE
ACTIVITY AREAS
8 PLAYGROUND ACTIVITY AREA
2 SKATE PARK
\ SHEA BLVD
SAXON DR
—RAMADA
- 4 TABLES
- 2 BARBQUES
C
OR
78 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 35: Desert Vista Park Photographic Inventory
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 79
FOUNTAIN PARK
Size - 65 Acres (ap
Location — 12925
Fountain Park is the largest
II -known park in the Town of Fountain Hills Park System.
Visitors from throughout the PWFix Metro area and beyond visit this Arizona icon. Primarily a passive
recreation park with two miles of walking trails around the lake, Fountain Park also has playgrounds, a
musical play area, splash pad, and disc golf course. In many ways, the park is the defining and unifying
feature of Fountain Hills. Fountain Park serves as a community hub, offering not just recreation, but
outlets for civic programs like movies, concerts, and community events.
While the park in general lives up to its standing in the community in terms of facility assets and quality,
there are some areas in need of improvement outlined below. General improvements to consider
include updates to plant material in sparsely planted areas and addition of more strategically placed
shade trees primarily around the perimeter walkway. Consider the use of 'shade zones' that efficiently
cluster trees around seating to provide shade throughout the day. Note, any new plant material should
consider high salinity of non -potable irrigation. In comparison to other parks in the system, it appears
that the park would benefit from more shaded bench seating both on and off the perimeter walk. New
benches as well as existing seating (where applicable) should be paired with a tree planting program to
provide shade zones at seating areas that can also shade the sidewalk. Many benches are currently in
full sun which likely limits their use and usability. Consider placement of some benches and/or picnic
tables under mature trees.
80 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Other more specific areas of improvement largely fall within the activity core of the park. These
elements are currently in relatively good condition and highly used but may be towards the end of their
life cycle and in comparison, to other parks within the system, are due for update/replacement. The
splash pad, though recently repainted, has worn components that are masked by the new paint. The
components and play elements are somewhat dated and likely due for replacement in the coming years.
The splash pad's surfacing is likely in need of a full resurfacing. There is inconsistency, chipping, cracking,
and flaking due to improper surface material application. The playgrounds are in good condition
and heavily used, but in comparison to other parks in the system, are simplistic and outdated. As the
premier park in the Town, it seems that the playground should be equally impressive.
While there is room for improvement, there are many superb elements to the park. Two new restroom
facilities have been recently completed and are a welcome addition. They are well situated and feature
drinking fountains and pet fountains. With the added density in the Town's core, the park is walkable for
some residents, but due to the adjacent single-family development patterns, Fountain Park is primarily
a destination park that people drive to. However, proximity to the Town core including restaurants,
shopping, and services as well as connectivity through the linear park do make the Town Center as a
whole, a destination that people can drive, bike, or walk to and spend a significant amount of time in on
foot. Fountain Park serves as an important anchor to draw residents and visitors to the Town Center for
recreation or civic events.
Highest priority/most notable items to consider
• Shade — consider the use of 'shade zones' of clustere es ar w ways and around seating
areas/benches and disc golf tees
• Consider the use of salt tolerant, broadleaf dIr
ous s,:e
rees
• Sign kiosks need repainted / refinish — rustd dvisible
• Splash pad needs resurfaced, an quip ent ce
• Playgrounds are outdated infe hrks in the system
• Additional trash rece es n ed Eas ing lot
• Consider additional sh d sea ar /benches throughout
_ I'di. . [� - •/.may"
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 81
Table 21: Fountain Park Assest Evaluation
FOUNTAIN PARK
FACILITY / AMENITY / SITE
QUANTITY
CONDITION
NOTES
ELEMENT
Amphitheater
1
2
Some concrete staining / efflorescence, some electrical outlets rusted,
and need replaced
Buildings
5
3
Includes 3 restroom buildings and pumphouses
Disc Golf Course (Holes)
20
3
Excellent course. Tees and baskets in excellent condition. Consider
periodic shade trees at tee boxes.
Entry Monument Signage
3
2
Original entry signs showing signs of wear and cracking
Interpretive Signage
4
2
Metalwork likely needs repainted in next few years
Sign Kiosk
5
1
Structures rusted & faded. Paint / repairs needed
Lake
1
2
29 acres. Staff expressed challenges with ongoing maintenance and
operations primarily due to salt content
Veteran's Memorial
1
2
Consists of memorial sculptures, memorial wall, paver plaza.
Passive Lawn / Recreation
6
2
Delineation/count from TOFH Park map, no physical delineation within
park. Lake is surrounded by 35 acres of lawn on all sides
Parking Lot
2
2
Parking within two 'park' lots as well as the Plaza at Fountainside lot
and on -street parking along Panorama Dr and El Lago Blvd
Ramada (Picnic Tables)
5
3
Playground 2-5
1
1
Playgrounds are ade and in good condition, in comparison to
other parks se and relatively small. Consider replacing
Playground 5+
1
2
Playgrou are adeq and in good condition, but in comparison to
othqfg&Ws seem date d relatively small. Consider replacing
Specialty Play
1
2
Musi vgrawd
Restrooms (Men's & Women's)
6
3
3 men' omen's
lash Pa nctions adequately and has been recently painted,
Splash Pad
1
1
ures d1ped and rusted under paint. Surface chipping / cracking.
on resurfacing in next few years
Water Features
1
3
Primary central fountain.
Trash Cans
34
Most cans need replaced and not complementary with the quality of
park facility
Recycle
20
2
Benches
44
3
Many benches in full sun. Consider tree planting program to plant 1-2
shade trees at bench locations.
Picnic Tables
5
3
New drinking fountains at restroom facilities. Includes two pet
Drinking Fountains
8
3
fountains at bathroom facilities. No freestanding fountains, however
restroom drinking fountains conveniently located and well situated.
Pet Stations
3
2
More pet stations would be convenient for pet owners and help
ensure pet cleanup
Bike Racks
7
2
5 loop (7 bike) racks per structure count. Total bikes - 49. Need paint
in next few years.
Grill
3
2
At shade ramadas
Light Bollards
278
2
Bollards all matching and in decent shape, but will paint starting to
fade and will likely need paint in next few years
Concrete Pots (Large)
14
1
At amphitheater, some cracking, one needs replaced.
Sculptures
33
3
Mostly on western half of park but scattered throughout.
Fit Trail Trailhead
1
3
Walking Track / Trails
2 mi.
3
Includes perimeter sidewalk along N. Saguaro Blvd where it abuts the
park. Excludes roadside sidewalks along commercial frontage
82 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 36: Fountain Park Map
FOUNTAIN HILLS BLVD
Aq4,rSA1DES ozVD
PERFORMANCE PAO—
PqR A-t,jEwq �
>Q
.4
FO�Op
`COMMUNITY
CENTER
,-, "A 1-
THE PLAZA
rJr FOU^f ^fA�INSIC
SHEA BLVD
�.lyTA.IN
n
r
��rb4f la A�,�oi
0
0
FOUNTAIN PARK
12925 N SAGUARO BLVD
1 PLAYGROUND ACTIVITY AREA
1 2 ROTARY SPLASH PAD
r 3 GREAT LAWN
ISLAND VISTA
0 5 PERFORNCE PAD
6 SHE
HIMALLS
7 RED YUCCA LAWN
8 GOLDEN BARREL LAWN
i Q 9 VETERAN'S MEMORIAL
�90
R
�O
O
r
,/
�r.
RED YU
ii Y PAD O
7
WA AM
P
00 TROL BLDG
KINKING
NTAINS OO
GOLDEN BARREL
CHUPAROSA RAMADA RAMADA `� o
PLAYGROUND
IRONWOOD RAMADA
1 �
! O�
ALL RAMADAS HAVE:
PUMP HOU5E /// 2ti�
`��
• LIGHTS
y>Q
VETERANS MEMORIAL
• ELECTRICAL OUTLETS
-
2 STANDARD TABLES
— 155mm HOVATZER
I HANDICAP TABLE
A•
I BARBQUE
N Built in 1970. Fountain Hills World Famous Fountain draws
from a 33 acre. million gallon lake and reaches a height
Or-*E of 330 ft. with two pumps for 15 minutes on the hour
from gem to 9pm daily. On special occasions the fountain
S can attain 560 ft. with all three pumps running. In the
event winds exceed 10 mph the fountain will automatically
shut —down.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 83
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 85
FOUR PEAKS PARK
Size - 16 Acres (approx.)
Location — 14789 N Del Cambre Ave
Four Peaks Park is a neighborhood park primarily serving the Northeast corner of town. The Park shares
a site with the Boys and Girls Club and repurposed elementary school. Many program elements of the
park including playgrounds, tennis, and basketball have been newly installed or recently renovated and
attract a wide array of patrons of all ages. While the park provides a variety of activities, elements are
spread out and the 'main' portion of the park and restroom facilitie across a pedestrian bridge
over a natural wash. This separation can be an asset for sense o i or when providing multiple
events, but it also disconnects park elements and only all or use o e park element at a time.
This disconnect is likely most evident for families with a br d gap in ildren. The disconnect
could be partially mitigated by installing new way .ng sig a to familiarize patrons with the varying
park elements. The newly installed playgrounds a s rb b would benefit from shade structures,
additional seating, trees, landscape, hroo ci The old school playgrounds, according to
staff are likely to be removed / replac gree ith this assessment. The fixtures are outdated and
in need of refinishing or re a de c res covering the old playgrounds need new fabric
and structure paint. Cor i r repla g alternate program elements in lieu of new playgrounds.
Walking paths are primarily wly i alled and would provide a substantial walking loop with the
addition of new sidewalk alon outhern park edge. Consider completing the sidewalk loop.
Lastly, the connection of the Bo s and Girls Club is a significant and mutually beneficial asset, but the
connection of the two properties could be improved.
Of all parks within the Town Park System, Four Peaks Park has the best connectivity to adjacent
residential development and truly functions as a 'neighborhood park' The 'pedestrian shed' (5-10 min
walk) of the park captures more homes than other parks and provides access from all sides. The only
limitation for accessibility is the lack of sidewalks in adjacent neighborhoods. To encourage safer and
more usable pedestrian access, consider addition of crosswalks, signage, and striping.
Highest priority/most notable items to consider
• Signage at West and East parking
• Complete sidewalk loop on Southern edge
• Wayfinding sign package
• Replace old playgrounds with new park program elements
• Shade trees and landscape on southern park section.
• Pave playground parking lot
• Bathroom at new playgrounds
• New plantings needed at southern half of park and parking lots
• Shade trees at southern half of park and parking lots
86 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
• Pathway lighting at southern half would extend usability and provide safety
• Shade needed at new playgrounds — structures or trees
• Fencing at Boys and Girls Club stairs damaged
• New/additional benches needed around new playgrounds and North lawn to help separate patron
groups.
• Consider new landscape at bridge nodes
• Some pavers and curbing broken / buckled at bridge nodes
Table 22: Four Peaks Park Assest Evaluation
FOUR PEAKS PARK
FACILITY / AMENITY / SITE
ELEMENT
QUANTITY
CONDITION
NOTES
Baseball / Softball Fields
2
2
Fields, backstop, dugouts, & seating in good / very good
condition
Basketball Courts
1
3
3 hoops
Bridge (Pedestrian)
1
3
Minor graffiti. Because bridge is rusted steel, graffiti
maintenance is challenging.
Buildings
1
3
Restroom & maintenance.
Entry Monument Signage
1
3
Consider additional signage at East and West entrances
Interpretive Signage
0
Consider new wayfinding e. Park elements are spread
out - patrons and pro may benefit from signage
Passive Lawn / Recreation
2
2
1'formal lameorth parce small lawn at new playground
Parking Lot
4
1
No h Lot exc est lot ne landscape and signage.
E needs si ge, paving, and landscape.
Stratuillftund a n good condition, stone veneer
Ramada (Picnic Tables)
1
fo Its ssing stone veneer pieces. Consider repair
19
/ re ce missi g stone.
Shade Structure (Benches)
tru re within tennis courts
New playground structures excellent. Old playground
Playground 2-5
3*
structures adjacent to old school dated and need replaced /
removed. Shade structures in need of immediate repair
New playground structures excellent. Old playground
Playground 5+
2
3*
structures adjacent to school dated and need replaced /
removed. Shade structures in need of immediate repair
Restrooms (Men's &
2
3
1 Men's -1 Women's. Consider additional restroom facility at
Women's)
new playgrounds
Tennis Court
2
3
Newly improved fencing. Surfaces in good condition
Trash Cans
20
1
Need replaced. Cans functional, but are old, dated, damaged
and do not compliment the overall quality of the park
Recycle
1
2
Consider additional Recycle bins
Benches
2
3
2 within tennis courts. Seat walls function as benches in
places, but no traditional benches in park - consider additional
Picnic Tables
8
3
Drinking Fountains
3
3
2 within restroom facility. Consider additional at tennis /
basketball and new playgrounds
Pet Stations
5
2
Bike Racks
9
2
Consider additional at tennis / basketball and new playgrounds
Grill
1
3
Bleachers
6
3
Dugout Benches
7
2
Generally good condition. Newly installed 10' sidewalks on
Walking Track / Trails
.6 mi
2
southern parcel. Consider completing walking loop on
Southern Park edge. Some buckling at El Sobrante Ave stairs
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 87
Figure 38: Four Peaks Park Map
FOUR PEAKS NEIGHBORHOOD PARK
EL PUEBLO AVE 14825 N. DEL CAMBRE
NOTE: ALL RAMADAS ARE UT
AND HAVE ELECTRICAL
d� OUTLETS
MESQUITE
RAM S. TABLES �Z
- 2 HANDICAP TABLE dp
- 1 LARGE EBG
NORTH
soccER
FIELD
RESTROOM
CONTROL BLDG g
- DRINKINGP AY PHONE
BRIDGE
5AN MUCUS OR
BASKETBALL
EAST COURTS
FIELD
A�7p AVE C) SOUTH
MULTIPURP
TENNIS ELD U1
COURTS
- ucHTs
LU
FOUR PEAKS
ELEMENTARY SCHOOL sn
f CHILDREN
U PLAYGROUNDS
J 0
Lu F.H. BOYS & GIRLS
CLUB (F.H.U.S.D.)
CALAVERAS AVE °c
Zn
GRANDE BLVD
N
N E
102
88 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
90 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
GOLDEN EAGLE PARK
Size - 25 Acres (approx.)
Location — 15900 E Golden Eagle Blvd
Golden Eagle Park is primarily an active recreation park and the Western most of the Town parks. The
park's facilities and amenities draw users from throughout the community and beyond. The facilities are
generally in very good condition and most major elements need only superficial repair if any.
Golden Eagle Park consists of two playgrounds (2-5 yr. & 5 yr. +) in exc nt condition with 'like new'
and unique play equipment. The three shade structures in and a t to the playgrounds are in very
good condition. The four tennis courts are in very good co ' 'on an eir fencing has been recently
repainted. The largest draw to the park are the 4 baseba softball fiel The fields and associated
facilities (benches, dugouts, shade structures, etcre in e t condi n and provide a very high -
quality amenity for local league or tournament pl e vol ball court sand is new and netting and
associated structure appear to be in ver d co i ' hou the uprights may need paint in the
next few years. The portion of wall a fen g re ved the rear of the volleyball courts should
be replaced. It seems there i y la tity trash cans for the size of the park. Generally,
trash receptacles are old nee be lac . If replacing, consider less receptacles strategically
located throughout. Planti is spar an eeds to be revamped, especially at the Southern Parking
lot. Numerous trees are stu d a / or damaged. Consider replacement with canopy shade trees and
additional plant material.
Of items that need attention, the pedestrian lights are the most critical. Most fixtures are rusted through
at the base and should be replaced. Baseball / softball scoreboards need to be fully repainted and re -
lettered. The ramadas and restroom/control building are in relatively good condition, but all metalwork
will need repainted soon and porcelain bathroom fixtures may warrant replacement with stainless
steel fixtures in the future. Similarly, most metalwork/metal components throughout the park need
repainted. These include railings, bike racks, free-standing drinking fountains, and the pedestrian bridge.
Consider a more contemporary color palette. Picnic tables at the Ocotillo and Saguaro ramadas are
haphazardly placed and need replaced soon. Consider periodic reorganization of picnic tables as part of
the maintenance regime.
Although the park is technically centrally located within the Town's boundaries, its pedestrian
accessibility is limited due to adjacent development patterns and topography. Trail connectivity does
exist through the Falcon and Sunridge FIT trails, although their accessibility to the park for casual use is
likely limited due to the travel distance required. In comparison to other parks in the system that lack
trail access, this 'regional' pedestrian access is an asset.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 91
Highest priority/most notable items to consider
• Replace light posts throughout
• South Parking lot needs new trees, parking stripes, and plant material
• Metalwork throughout needs repainted. Ramp railings, ramadas, bike racks, and bathroom building
included.
• Repaint free-standing drinking fountains
• Sidewalk around outside of field #1 has damaged edges and minor buckling near the wash.
• Areas between fields 1 and 2 need fill dirt adjacent to walkway
• Consider landscape installation around perimeter loop walkway
• Debris in wash east of field 4 should be cleaned up.
• Replace picnic tables
• Pedestrian bridge sidewalls buckling due to thin metal stock
• Refinish/replace horseshow pit
• Replace rear wall of sand volleyball and paint uprights
• Volleyball approach ramp has chipping / flaking cement topping. Consider refinishing.
• Replace trash receptacles (less than current amount)
• Consider addition of removable bollards between south parking lot and saguaro ramada to prevent
driving onto the lawn.
92 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Table 23: Golden Eagle Assest Evaluation
GOLDEN EAGLE PARK
FACILITY / AMENITY / SITE
QUANTITY
CONDITION
NOTES
ELEMENT
Baseball / Softball Fields
4
3
Fields (infield and outfield) are in excellent condition
Basketball Courts
2
2
2 courts 4 hoops
Bridge (Pedestrian)
1
2
Side railings and wall panels need paint. Side wall metal panels wavy
and may need replacing in next few years.
Buildings
1
2
Restrooms, concessions, storage, offices, multi -purpose room. Green
metalwork needs paint
Entry Monument Signage
3
3
Horseshoe Pit
1
1
In need of significant repair, possible backstop and sand replacement
Sign Kiosk
3
1
Wood kiosk at far NW corner of park beyond field #1. Structure in
decent condition, - broken 'glass' should be replaced
Passive Lawn / Recreation
2
2
South lawn at saguaro ramada & at ocotillo ramada
Parking lots need landscape / trees. South lot would benefit from
Parking Lot
3
2
removable bollards between parking and saguaro ramada lawn to
prevent vehicles on lawn.
Ramada (Picnic Tables)
3
2
Ramadas need paint / some fading & rust showing. May consider
more contemporary paint colors
Shade Structure (Benches)
4
3
Newly installed betw ds 2,3, & 4
Playground 2-5
1
3
1 primary struct ncillary. Shade structures in good condition
Playground 5+
1
3*
3 struct shade st ures (2 over play & 1 over seating) - 1
strut needs repaired laced
Restrooms (Men's & Women's)
2
2
1 Men' n's - port -n fixtures in decent condition
111111111KNew
san prights need paint & removed section of back wall
Sand Volleyball
2
3
ing / VINeed replaced. Some damage to ramp surface entering
Tennis Court
4
Fencin cently painted
Trash Cans
Should be replaced. Functional as is, but not complimentary to the
overall quality of the park
Benches
6
2
Numerous other seating options and seat walls
Picnic Tables
28
1
Many should be replaced soon. Placement in ramadas is haphazard
and disorganized. May need periodic reorganization
Drinking Fountains
2*
2 at building recently replaced. Freestanding fountains need repainted
or replaced
Pet Stations
3
2
Bike Racks
19
2
Each loop can hold two bikes (38 total bikes). All need repainted
Grill
5
2
Wayfinding Signage
4
2
Likely need paint soon. One 'fit'sign included
Bleachers
23
3
Shower
1
1
Dugout Benches
8
3
Little Library' Kiosk
1
2
Scoreboard
4
1
Need paint and re -lettering. Unsure of functionality
Exercise Equipment
1
2
Pullup bars on far Northwest corner of field 1
Fit' Trail Trailhead
1
3
Walking Track / Trails
1.2 mi
1
Sidewalks generally in good condition. There is some buckling and
edge damage along wash corridor behind and east of field #1
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 93
Figure 40: Golden Eagle Park Map
BAINBRIDGE AVE
GOLDEN EAGLE PARK
15900 E GOLDEN EAGLE BLVD
NOTE: ALL RAMADAS ARE LIT
AND HAVE ELECTRICAL
` LDS CHURCH OUTLETS
\ice
--
F7ELD #1 CHRIST CHURCH
l I p I 1 Km (.67 Mi)
WALKING PATH ROUTE
\`
DESERT CAwOtjOR
FIELD FIELD #3
�O
�O f
�2
"; 0`
RESTROOM / CONTROL FIELD #4 /` COTTONWOOD
BUILDING r RAMADA
I — 4 TABLES
CHILDRENS / — I SMALL BBQ
PLAYGROUNDS ® ® SAND VOLLEY —
TENNIS m BALL COURTS
COURTS
m /
0C011LLO
SUNRIDGE CANYON RAMADA
— s TABLES
GOLF COURSE — NO BWa
1
BASKETBALL SAGUARO
RAMADA
COURTS
; a — 13 TABLES
— 4 LARGE BBVm
�►IN �l pf, � HORSESHOE
PIT
W E HIGH SCHOOL
S
PALISADES BLVD
94 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 41: Golden Eagle Photographic Inventory
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 95
96 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
AVENUE LINEAR PARK
Size - 3 Acres (approx.)
Location — E. Avenue of the Fountains, west of Fountain Park
The Avenue Linear Park is a boulevard median park within the E. Avenue of the Fountains Right of
Way. The Park / Open Space is perfectly and strategically situated adjacent to mixed residential
and commercial development and has a direct axial relationship with the fountain at Fountain
Park. Stretching at over 1/3rd of a mile, this proximity to development and to Fountain Park greatly
compliment open space like the Avenue Linear Park and ensure regular use within the Town Center as
passive recreation, a connectivity corridor, or potentially as civic event space.
The park is in excellent condition and serves its purpose and patrons perfectly for its intended use. It
provides varied experiences and seating areas, a progression of 'outdoor rooms', a series of fountains,
and ample shade along pathways and for seating areas. Water features, light posts, sculptures, specialty
site walls, and turf are all in very good condition.
Overall, minimal intervention is needed within the park. Paving is generally in good condition. There are
small areas of paver buckling where pavers are next to Sissoo trees. These will likely get progressively
worse and become tripping hazards with time. Electrical outlets, critic for event use and especially
within turf areas, are rusting and should be replaced. The primar of concern and in need of
improvement are the tensile shade structures. Shade struct f ri in good condition, but the metal
structures themselves need refinishing. It is unknown w er the str res have an alternate finish
and are intended to patina, or if they have powder coat th iled. I ither case, structures are
faded appear in need of refinishing. Similarly, be#46,thro out will soon need to be refinished.
IV
Due to the proximity to the adjacent er nsit sid al, consider additional pet stations to grassy
areas in the park. It is assume at if ent f the adjacent developments have dogs, they
regularly use the park for s an a ed itional stations. Generally, the park is well shaded
in comparison to other pa within e s m but consider additional shade trees at Morgan Plaza
adjacent to the Fountain Par The za feels somewhat exposed and would benefit from shaded tree
canopy.
Highest priority/most notable items to consider
• Replace ground level electrical outlets
• Refinish shade structures
• Refinish benches
• Additional pet stations
• Addition of trees at far Eastern plaza adjacent to Fountain Park
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 97
Table 24: Avenue Linear Park Assest Evaluation
AVENUE LINEAR PARK
FACILITY/AMENITY/
SITE ELEMENT
QUANTITY
CONDITION
NOTES
Passive Lawn / Recreation
2
2
Lawn throughout each block
Shade Structure (Benches)
8
2
Powder coat is failing and needs to be resurfaced / recoated
Water Features
6
3
6 features in 5 plazas. One feature is split in two.
Trash Cans
9
2
Excellent condition
Benches
8
2
Benches in need of fresh powder coat / paint
Picnic Tables
16
3
Drinking Fountains
2
3
Pet Stations
2
2
Bike Racks
8
3
Walking Track /Trails
35 mi.
2
Generally walks and plazas are in excellent condition, some
buckling of pavers at Sissoo trees
Figure 42: Avenue Linear Park Photographic Inventory
f
98 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
COMMUNITY CENTER
Size — 3.75 Acres (approx. / incl. partial parking lot and Centennial Circle)/30.000 sqft facility
Location — 13001 N La Montana Dr
The Town of Fountain Hills Community Center is an exceedingly important and well utilized facility for
the residents of Fountain Hills. At around 30,000 sgft, with 4 large partitioned ballrooms, 7 classrooms,
a commercial catering kitchen, and numerous offices, the Community ter is a hub for many
services and programming provided by the Town. While providin ices for a broad spectrum of the
population's needs is critical, this 'all things to all people' ca om at problematic and demands
much from the facility and staff alike. Flexibility in facilit ogram spa such as classrooms is critical
for offering so many varying programs, but limits s ecific u functi that may be desired by
residents. An example of this challenge for the fa are a cise or fitness class 'studio' space.
Currently, because there is no designat�ness d ac tness classes must use classroom
space that may not be best suited forltnes1fictivi Wr
oruses. These 'specific use' facilities and/or
programming are not current) vid Co unity Center but are likely desired by residents.
These 'specific use' faciliti eside m desi include true fitness facilities with exercise equipment,
a public pool providing op tunitie or er fitness, lap swimming, and swim lessons, and a teen
center, among others.
At 20 years old, the facility itself is in relatively good condition though is showing its age. The exterior
has been recently repainted. The interiors are in relatively good condition but show their age more in
terms of 'style' and color palette than quality or condition. Paint, fixtures, floor coverings, furniture,
etc. are all in generally good condition but look dated. An updated paint palette, refinished or replaced
furnishings, and new floor coverings would help the facility to feel less dated, brighter, and potentially
more inviting to a broader audience. The lobby and lounge feel more like a 'conference center' or even
hospital lobby than a community center. Consider addition of amenities / elements in the lobby to liven
up the space. The lobby should function more as an active space for pre and post function, or as an
amenity itself. Consider expanding the lounge programming into the lobby space with tables and chairs,
games, seating areas, reading nooks, etc.
As uses expand and demands on the facility increase, one opportunity to expand the Community Center,
especially during the COVID19 pandemic, is to provide more outdoor spaces conducive to programmed
events or outdoor classes. Centennial Circle can function for larger events, but smaller outdoor, shaded
'classrooms' would help alleviate demands on the building when weather permits.
Centennial Circle is in relatively good condition with ample paved areas and shaded seating along
the perimeter. The main plaza is nearly ONE acre and can accommodate sizable events. A few trees
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 99
surrounding the plaza need to be replaced due to poor health or over pruning. There is minimal paver
'buckling' and the light posts as well as monument signs along the perimeter are faded and cracked and
should be refinished.
The Community Center parking lot appears adequately sized and surfaces are in relatively good
condition. The parking lot and site in general are in need of plant material and tree cover. While
planning new parking lot, plaza, or outdoor classroom trees, consider the use of desert adapted
broadleaf, deciduous trees that provide ample shade that native desert trees often can't. This ample
shade around the Community Center can provide a 'shade zone' that can extend uses outdoors and
generally create a more desirable destination in the warmer months.
Highest priority/most notable items to consider
• Expanded/re-programming and renovation of the lobby. The lobby should feel more like a 'family
room' than a foyer.
• Paint, interior and exterior. Consider more contemporary color palette.
• Flooring. Consider more contemporary materials.
• Expansion/addition of shaded outdoor classroom spaces
• Some ceiling tiles broken in 'back of house' areas
• Storage inadequate. Heavy duty racks or shelving may help w' aller items
Long range planning should consider a public pool, dedic 'tn facility, and teen / youth center
to accommodate/attract a broader demographic and et the nee of the facility inadequacies.
Figure 43: Community Center Map
SOUTH
100 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Table 25: Community Center Assest Evaluation
COMMUNITY CENTER
FACILITY / AMENITY / SITE
QUANTITY
CONDITION
NOTES
ELEMENT
Condition is fair but visually appears dated and sterile. Consider
amenities / accessories to liven up the space and contemporary
Lobby
1
1
material palettes and accessories / fixtures. Flooring is
functional, but likely needs replaced in coming years.
Lounge
1
2
Seating is in fair condition but is stylistically dated.
Unsure of exact number. As / if programming, use, demand, &
Offices
7*
2
staffing increase, more office space will likely be needed,
however space for office expansion is limited
Office Conference Room
1
2
Classrooms /Multipurpose
Classrooms are in fair condition, but are dated and somewhat
7
2
dark / heavy feeling. When remodeling, consider contemporary
Rooms
palettes that help to brighten rooms
Storage Rooms
2 *
2
2 major storage rooms. 1 next to the art room and 1 next to the
kitchen. Otherjanitorial and small-scale storage.
Kitchen
1
3
1,000 sgft'commerc' ade catering kitchen. Also used
periodically for classes.
Ballrooms
4
2
4 -1,800 allroo n be quartered or combined into two
or on ge 7,000+ sqft m
Entry Monument Signage
1
2
Signage t of libra nd grouped with multiple uses.
filionsider
d-alone signage
e ad to somewhat ineffective. 'Large' lettered sign
Community Center' Building
2
ten ial Plaza and not the street and is partially
Signage
obscure by trees. Consider monument sign to increase
isibility.
Interpretive Signage
g
2
Sign monuments are faded and cracked. Need refinishing and
signage repaired / replaced.
Passive Lawn / Recreation
1
2
Small lawn on East side of building.
Parking Lot
2
Shared with adjacent uses. Parking lot needs substantial
amount of landscape and shade trees
Restrooms (Men's &
1 Men's / 1 Women's'public' restrooms & 1 in 'senior services
Women's)
3
1
office'
Trash Cans
3
2
Outdoor cans. Consider additional receptacles in Centennial
Circle Plaza
Benches partially shaded, but damaged, stunted, or
Benches
18
2
underperforming trees should be replaced. Consider shade
trees to extend plaza use
Picnic Tables
9
2
Tables on the East patio behind fencing.
Bike Racks
1
2
Unsure if actual bike rack... single loop to the left of entrance.
Consider additional racks.
Sculptures
numerous
2
Sculptures throughout the site, near the Comm. Center
entrance and in Centennial Circle
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 101
Figure 44: Community Center Photographic Inventory
102 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Town of Fountain Hill IParks, Trail & Recreation Master Ann 103
GOLDEN EAGLE TRAILHEAD
Size - .4 Acres (approx.)
Location — Eagle's Nest Sales Center & Gatehouse — E. Golden Eagle Blvd.
The trailhead at the gatehouse of Eagle's Nest is one of two trailheads within the Town that provide
access the McDowell Mountain Regional Park and McDowell Sonoran Preserve. Specifically, the
trailhead provides parking, a restroom, and access to the Dixie Mine Trail.
The trailhead is incorporated with the Eagle's Nest sales center and shares parking and restrooms with
the center. This 'shared use' provides an incredibly beautiful environment for a trailhead. Though the
parking lot is small, it appears adequately sized considering the trailhead's somewhat remote location.
Access, signage, visibility, and furnishings are excellent, although the trail sign will need repainted soon.
No pet stations were visible and would likely be a benefit to hikers. If the neighborhood is averse to a
pet station within their sales center area, consider adding one on the opposite side of the road where
the trail/sidewalk begins.
Highest priority/most notable items to consider
• Repaint/refinish trail sign kiosk
• Add pet station
Table 26: Golden Eagle Assest Evaluation
GOLDEN
E4fiLE TRA D
FACILITY / AMENITY /
SITE ELEMENT
QUANTI
CON
NOTES
Sign Kiosk
1 Ik
UF R
Needs paint, especially at bottom of posts.
Restrooms (Men's &
Inside sales center building w/ separate
Women`s)
3
entrance
Trash Cans
3
Wayfinding Signage
)?4
3
Stone'trail parking` &'trailhead' signs. Unsure
if signage is owned by eagle's nest
104 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 45: Golden Eagle Trailhead Photographic Inventory
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 105
ADERO CANYON TRAILHEAD
Size - 2 Acres (approx.)
Location — Adero Canyon — North end of Eagle Ridge Dr.
At the time of assessment, the Adero Canyon Trailhead was not open to vehicular traffic or users.
Currently, Eagle Ridge Drive within Adero Canyon is under construction and slated to be completed in
the Fall/Winter of 2020.
The facilities at the trail head are completely new and superb. The site design, architecture, and parking
all fit exceptionally well into this stunning site. Because the site is wholly new, no deficiencies are noted,
and parking is ample.
Similar to the Golden Eagle Trailhead, the site is somewhat remote for residents outside of Adero Canyon
and will largely demand that hikers drive. While exceptionally convenient for residents within Adero
Canyon, consider outreach programs within the community to promote the new facilities and trailhead
use.
The trailheads and trail access within Fountain Hills are an incred4inreserve
t that should be promoted to
current and prospective residents. The trailheads are less crowdether access points and provide
a unique experience in comparison to more frequented trailsy�it or Regional Park.
Table 27: Adera Canyon Trailhead Assest Evaluation
ADERO CA TRAI AD
FACILITY / AMENITY /
SITE ELEMENT
QUA ITY
CO 10
NOTES
Entry Monument Signage
1
19
New, excellent condition
Sign Kiosk IL
IS
3
New, excellent condition
Ramada ( Picnic Tables)
3
New, excellent condition
Trash Cans
4
3
All fixtures new
Pet Stations
1
3
New, excellent condition
Bike Racks
2
3
New, excellent condition
Light Bollards
13
3
New, excellent condition
106 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 46: Adero Canyon Trailhead Photographic Inventory
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 107
THIS E I NTE IN** LEFT BLANK
108 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Key issues and themes for focus were identified using several tools, including review of existing plans
and documents, virtual focus groups/stakeholder meetings, a community survey, inventory and level of
service analysis, and staff/project team input.
The findings are summarized on the Key Issues Matrix, which captures all the key issues that surfaced
during the Master Plan process and prioritizes them on one matrix. The key issues were placed into four
categories on the matrix:
a) Priority
b) Opportunity to Improve
c) Minor or Future Issue
Left Blank means the issue did not come up or was not addressed in that venue
The qualitative data planning tools used to determine the priority of key issues include:
1) Staff Input
2) Public input
3) Town Leadership input
4) Consultant team's expertise
The quantitative data planning tools used to determine the priorit e key issues include:
1) Community Survey
2) Existing planning documents
3) Inventory Assessment and Level of Service
These issues and a summary of all findin ere p se a s es of meetings with staff, key
stakeholders, and the public. During dis ssion d ning with staff, potential recommendations
were vetted and examined for seq sis, asibility, and financial discussions.
y I ues Analysis Matrix
Fountain Hills Co nit vices Master Plan
Qualitative Data
Quantitative Data
Key Issue Scale
<, REENPLAYuc -Rating
a
O
+wasoerera.rw*mp a - priority
a
t
° c
J
• b- opportunity to improve
c
a E
y
c -minor or future issue
m
t
blank means the issue didn't come up or wasn't addressed
rq
a'
�
N
O o
4
U
Finance
Funding is insufficient for management of parks, trails and open space
Increase focus on funding for operations and on -going maintenance, repairs and replacements
A resource allocation philosophy /pricing model is needed to determine revenue opportunities vs.
community services
Greater use of partnerships are beneficial and may help defray costs
Scholarship policy is needed
110 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
E
Key Issues Analysis Matrix
Fountain Hills Community Services Master Plan
Qualitative Data
Quantitative Data
GREENPLAYcc Key Issue Rating Scale
-
v g
c
'
2 me�..w.eeea.mr...�,n�re.ue
5
a
•y,
rn
amoo. sw..w�w•� a -Priority
5
a
r
c
•,�� - b -opportunity to improve
c
a
N
'�«. ••"° c -minor or future issue
m
s
w
c
blank means the issue didn't come up or wasn't addressed
y
Q.
—j
rn
O o
Q
U
Organizational
Additional staff is needed to maintain and enhance services to the public
Increased communication about programs and recreational opportunities in a variety of methods is
needed - Define brand and image
Volunteer programs and opportunities are in high demand
-
Ongoing program evaluation and needs analysis is needed to determine real demand for programs
and services
Key Issues Analysis Matrix
Fountain Hills Community Services Master Plan
Qualitative Data
Quantitative Data
dREENPLAYac Key Issue - Rating Scale
i rteea.mymp•msmneus.em,
�^�... •v a -priority
• b- opportunity to improve
°'�• . �•" • c - minor or future iss
blank means the issue didn't come up or wasn't sed
c
3
E
o
a
a
y
y
—j
N
in
m
r
c Y
m
o
L U
O o
rn
N
N
Q
C
U
Parks and Facilities
Greater trail connectivity is requested by the community
A gathering place for teens is needed
New aquatic and recreation facility/facilities are requested by the commu
A plan to create safe routes to parks for peclestriansjIMPRIZVEW is need
Wayfinding signs will assist with connectivity
Park amenities & landscaping (includi icnic s ide a t opportunity for
improvement
A new location for a new farmers RWet is neede
Adventure park amenities (zip lines, re obstacl urse, a c-) are desired
-
Environmental Education Center is des if
Provide new park spaces in underserved the town
Some playgrounds require replacement or upgrade
Outdoor fitness equipment is needed in the parks
Fountain Park requires a specific capital improvement plan
Key Issues Analysis Matrix
Fountain Hills Community Services Master Plan
Qualitative Data
Quantitative Data
oV n sok"' &EENPLAY., Key Issue - Rating Scale
A
4 f u
1Ae [wCMi [dwmPMa Reuartm,
3
G
r
N
a -priority
o
t
«
° c
• b- opportunity to improve
u
i
o f
N
°"• ••"° c - minor or future issue
m
?
s u
w
c
blank means the issue didn't come up or wasn't addressed
in
a
in
O o°
a
U
Programs and Service Delivery
New programs (teens, youth, pre -teen, adult, multigenerational, senior) are requested by the
community
New events/festivals are requested by the community
Aquatic classes/programs are desired
A focus on year-round programs is requested by the community
-
Development of outdoor/environmental programs in the parks is needed
A strategic process is needed for purposefully scheduling classes and activities
Expansion of opportunities for fitness/wellness programs are important
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 111
THIS E I NTE IN** LEFT BLANK
112 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
V. RECOMMENDATIONS AND ACTION PLANS
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 113
A. Recommendations
After analyzing the findings that resulted from this master planning process, including the Key Issues
matrix, a summary of all research, the qualitative and quantitative data, inventory assessment, Level
of Service, and input assembled for this study, a variety of recommendations have emerged to provide
guidance in consideration of how to improve parks and recreation services and facilities for the Town
of Fountain Hills. This section describes ways to enhance the level of service and the quality of life with
improvement through organizational efficiencies, financial opportunities, improved programming and
service delivery, and facilities and amenities.
1. Improve the Fountain Hills Community Services Organization
INCREASE STAFFING
The Fountain Hills Community Services Department must prepare for future staffing needs to perform
those duties necessary to implement the Master Plan. Several of these areas have been identified
through the master planning process and the identified below in a two phased approach.
After evaluating the observations and assessments, the consultant team has determined that the
Community Services Department should look to increase FTE in oper s and maintenance and
administration to operate more effectively in the future. In total \se
in the high -quality services
and parks that Fountain Hills residents enjoy, the Departm i:1neeire a minimum of 3.5
additional FTEs within the fourth to sixth years of the plan d o tional FTEs in the last three
years of the plan to maintain existing and new fa ' 'es, pro s, anices at or above acceptable
standards during the next ten years as the master I imp ented. The needed positions are listed
below.
First Minimum 3.5 FTEs Positi Nee Annual Budget Costs with Benefits
1 Full Time Groundskeep en ) $65,969
1 Full Time Park Attendant enefit $49,849
1 FTE Volunteer Coordinator $91,287
.5 FTE Community Center Exe Support $32,160
3.5 FTE Total - $239,265
Positions to Reach 6 FTEs (in addition to above)
1.5 FTEs Recreation Leader and Site Supervisor $63,951
.5 Special Events Programmer $24,916
1 FTE Volunteer Coordinator $91,287
.5 Marketing/Communications Coordinator $24,916
6 FTE Total - $113,783
IMPROVE COMMUNICATION
One of the key findings from the survey and public input is that there was a lack of awareness about
Community Services programs and services and suggests the top avenues for improvement in marketing
communication and distribution include email, The Loop, social media, and local media.
Utilization of these top communication methods is broken down by the demographics of age groups by
both the invite (statistically valid) survey in Figure 47 as well as the open link (online) survey in Figure
48 to assist with aligning with and implementing the best and most successful means of communication
with the public.
114 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Figure 47: Best Communication Methods by Age Groups (invite Survey)
Q: What is the best wayforyouto receive information on parks and recreation facilities, services, and programs?
By "What is yourage?" & "Invite Sample"
Overall Under35 35-44 45-54 55-64 65-74 75 or over
Email ■ 29% .18% 92136 ■ M4 -A 27n,. - 37% ■ 29%
Activity gu ide/brochure (The Loop) ■ 26% .18% 29% ■ 29% 27ti ■ 22% ■ 294�
social media (e g, Facebook, Instagram, Nextdoor) 114% .18% � 25% I2U F's
7 ' 101K � 9%
Local media (e g, TV, radio, newspaper) 122% ' 9% � 4•Ir, ' 10% 115% ■ 29%
Town website 16% 110% 16% 13%
Newsletter I5% 01.8% I .2 1
15% I 1 I4% 13%
i
At the recreation facility/program location I1% 19% I2% I
Flyers/posters at husinesses 1% � e% I2% 1.
word of mouth 1% � � 1%
Billboards 0%
School email/newsletter 0%
n= 296 11 is
Figure 48: Best Communication Methods by Age s (O Link Survey)
Q: What is the best way for you to rec inf atio n park and recreation facilities, services, and programs?
By "What isyourage7" & "Op
verall Under 35 35-44 45-54 55-64 65-74 75 orover
ail % 23a-, ' 25% ' �S ' 28% ■ 60%
Social media (e g. Facebook, Instagr door) 122% 0s7% ■ Vi'% �254e 19%
Activity guide/brochure (The Loop)20% 8% '17% ' 16% ' ZD%
Local media (e g, TV, radio, newspaper) 113% ,33% i s 119% 11095
Town website 16% 8% ' 171K, 11 16%
Newsletter I5% 15%e I13% l
Word of mouth 15% 16% a 10%
sch0olemail/newsletter 2%
Flyers/postersat businesses 24
n= 125
896
I3%
1
32
10
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 115
The Community Services Department
should continue to create a Marketing and
Communications Plan that will guide its efforts
in communicating and promoting its activities
and facilities to residents of Fountain Hills,
and those that visit the Town to use their
recreational trails, parks, and amenities. This will
create greater awareness and should include
all recommendations in the Master Plan for
programs, services, and facility upgrades. The
plan should include all the marketing strategies
previously mentioned as well as incorporating
the efforts of partnerships and volunteerism.
Additionally, the Marketing and Communications
Plan should be reviewed and updated as needed.
The Department can also benefit from creating
a strategic plan to define branding image and
establish identity of Community Services in
Fountain Hills.
To be able to accomplish these recommendation
within the life span of the Master Plan, the
additional half-time Marketing/Communications
Coordinator will be needed.
ENHANCE EXISTING VOLU
The Community Services
a great formal volunteer I
to continue to market to an(
to assist with the quality del
expected within the Town. One important area
of improvement includes the enhancement
of communication with existing and potential
volunteers that would include email, The Loop,
social media, and local media.
The continual development of volunteer
program goals and objectives that align with the
Town of Fountain Hills mission and values will
ultimately expand the service delivery resources
to accomplish more quality activities that are
facilitated through community involvement.
the retention and recruitment of volunteers and
showcase the collective impact of volunteers.
Partnering with established volunteer groups
to enhance volunteer programming and
opportunities is another way to improve and
increase the volunteer program.
To be able to accomplish these recommendations
within the life span of the Master Plan, the
additional full-time Volunteer Coordinator will be
needed.
FORMALIZE A RECREATIONAL PROGRAM
EVALUATION PROCESS
A tool that can assist the Community Services
Department in assessing the quality of services is
to implement a standardized program evaluation
process. A sta dized process will allow the
s
Departm
ear from those current users
thr0 feedb
on the quality of the programs,
th gist ation
cess, facility conditions,
inst s, and
of r pertinent information that
ill a t in making
improvements to current
ra ing. A
formal program evaluation
pro ess can also
be utilized to determine,
track, and evaluate
the trends, need, demand,
Areas to include in developing these goals
and objectives include recruitment, training,
scheduling, participation numbers, tracking
hours, evaluations, logo apparel, reward/award
system, annual celebration that thanks people
for their help. These will all improve and enhance
participation levels, satisfaction rates etc. for
all recreation and senior program offerings as
well as gain feedback for suggestions on future
programming needs, amenities, and other issues
that affect the department.
11. Improve Parks, Facilities and
Amenities
Develop a Long -Range Trails Plan
The community input revealed that trails and
connectivity are identified as very important
to the residents. The Community Services
Department should act as the catalyst to develop
a Long -Range Trails Plan with input from relevant
community organizations to establish connectivity
to regional trails, parks, neighborhoods, schools,
attractions, etc. The plan should also include
trail standards and mapping for trail users.
The promotion of healthy lifestyles, outdoor
recreation, and connectivity should be a top
priority for the Town through expansion and
improvement of existing pedestrian paths and
bikeway connections.
116 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
CREATE PLACES FOR TEEN ACTIVITIES
The Community Services Department should
research availability to provide space for teen
programs and activities within Community
Services facilities at the days and times that
work for most of the local teen population.
The Department can utilize and support the
formulation of a Teen Advisory Committee to
create and support teen programs, activities,
locations, days, times, etc. The Mayor Youth
Council and youth commissioner on the CSAC
Commission are great resource to assist with this
objective.
CONDUCT AN AQUATIC AND RECREATION
CENTER FEASIBILITY STUDY
The community input revealed the importance
wayfinding signage plan to improve directional
signage to Community Services facilities.
REPAIR, UPGRADE, AND/OR REPLACE LOW
SCORING AMENITIES
After review of the full inventory and level of
service analysis, in alignment with the identified
key issues and community input, a variety of
recommendations arose for specific parks and
facilities. A trending priority from the public input
was for the Town to take care of what they have
prior to adding new amenities and/or facilities.
Through the inventory assessment process,
each amenity within the Community Services
Department's facilities were scored based on
the current condition, are they functioning as
intended, do they meet the Town's standards,
and need for a new aquatic and recreation center etc. Several par menities had low scoring
to increase health, wellness, fitness, aquatics, com Pone40T on a 3-point scale). The low -
and recreational opportunities in Fountain Hills. scorin a c ponents and amenities need
In the long term of this Master Plan, the Town to addresse priorities of the master plan
should hire a qualified unbiased consultant team an ing all s. A full list of Low Scoring
to conduct a Feasibility Study to determine need Com ents has been submitted as a staff
and support of this major venture includ' our ocument.
defining the appropriate owner, oper r,
amenities, size, location, capit sts, The Department needs to prioritize the existing
operational and mainten cos tc. assi amenities in need of repair, upgrade, and/or
with future decision makin or new cre 'onal replacement by coordinating priorities on the
facilities. Low Scoring Amenities list from the inventory
assessment with those listed in the 2020-2023
CREATE A SAFE ROUTES TO PARKS PROGRAM
The Town of Fountain Hills should contribute to
improving the overall community connectivity
priority the public revealed by utilizing an
implemented Safe Routes to Schools Program to
create a Safe Routes to Parks Program. This can
be done by reviewing the Safe Routes to Schools
system to identify connections to Fountain Hills
parks and recreation facilities from those existing
routes. Typically grants are used to fund these
projects and the Town has already applied for
one. A great resource for this national program
is GPRED (www.gpred.o1g), a non-profit parks,
recreation, trails, and open space organization.
FUND AND IMPLEMENT EXISTING
WAYFINDING SIGNAGE PROGRAM
In the long term, the Town of Fountain Hills
should find funding to implement the existing
Strategic Plan action items.
In addition to improving the low scoring
amenities, the Town should implement a long-
term town -side shade tree program and become
Tree City certified.
ASSIST COMMUNITY IN IMPROVING
FARMER'S MARKET
A trend that came out of the community input
included the need to improve the existing
Farmer's Market in the Town of Fountain Hills
including needing a new location. There are
many different conditions and challenges in
determining how to improve the current situation
or if any improvement will satisfy the overall
community.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 117
There are several Farmer's Markets in the
immediate area that appear to saturate the
market and on the prime days of Saturdays and
Wednesdays these markets are much larger
with many more vendors. This makes it difficult
to compete with the standards local customers
are accustomed to plus many of the vendors will
not participate in the smaller markets on other
days. Finding a suitable day, time, and location/
size of the venue for the Town of Fountain Hills to
successfully host an additional Farmer's Market
may be very challenging.
The current Farmer's Market is operated by a
private promoter and any future improvements
should include an evaluation of potential
operators. It is a big challenge to find a qualified
and dedicated operator as well as dedicated and
willing vendors.
The Community Services Department can assist
the community in improving the Farmers Market
by working with community organizations to
determine if there is a good location, da . e,
vendor support, operator, etc. to imp e t
Farmer's Market in Fountain H' ith nt
saturation in the area. On y to ie this
is to conduct a local surve poll v dor d
potential customers for par atio esires.
CREATE ADVENTURE PARK AMENITIES IN
PARKS
Fountain Hills Community Services Department
should explore programming options and site
layouts that use available parks to the full
extent. Some parks provide an opportunity for
adventure park amenities such as zip lines, nature
playgrounds, skateparks, nature obstacle courses,
mountain bike skills park, bike pump track,
etc. This will create positive local and regional
economic impact to the Town.
The Department should investigate, prioritize, and
design adventure park amenities and determine
where these new trending options should
be located to add new and different outdoor
recreational perspective and opportunities and
become a regional leader.
CONDUCT AN ENVIRONMENTAL EDUCATION
CENTER FEASIBILITY STUDY
The community input revealed the importance
and need for a new environmental education
center to increase the outdoor recreational
opportunities in Fountain Hills including Dark Sky
initiatives and surrounding natural areas. In the
long term of this Master Plan, the Town should
hire a qualified unbiased consultant team to
conduct a Feasibility Study to determine need
and support of this major venture including
defining the appropriate owner, operator,
amenities, size, location, capital costs, annual
operational and maintenance costs, etc. to assist
with future decision making for new outdoor
recreational and environmental education facility.
RESEARCH OPP RTUNITIES FOR EQUITABLE
ACCESS T KS
The T n o continue to monitor and
i ve access arks for all demographics in
Fou ills incl ing potentially providing new
park ces in the underserved portions of town.
U TE PLAYGROUND REPLACEMENT
PROGRAM
The Town needs to update the current playground
replacement program including the prioritization
and timeline to replace or upgrade the immediate
playground equipment needs based on the
low scoring amenities list and life expectancy.
Currently the playground replacement program is
underfunded, and resources should be identified
to maintain these assets to the Town's standards.
111. Enhance Program and Service
Delivery
CREATE NEW PROGRAMMING
OPPORTUNITIES
The Town of Fountain Hills will benefit by
exploring opportunities to provide additional
program spaces for teens, youth, pre -teens,
adults, multigenerational, that meet the
demands of the community and creates equity
throughout the Town. Seniors make up a large
percentage of the population in Fountain Hills
and the Department should continually explore
additional activities and special events that
118 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
cater to this age group although the public input
supported the need for more programming for
teens, youth, pre -teens, and adults, as well as
multigenerational programs.
The Department should continue to research,
document, and track available capacity in
existing and potential new program spaces for
opportunities to expand recreational programs
and activities based on community demand
and current trends. The Department should
also continue to monitor recreational trends
and community needs to stay current with
programming and demand. As new programs
and services are developed and implemented,
continue to create a balance between passive and
active recreation.
Evaluating and impleme
potential additional reci
opportunities will allow
improve and provide pr,
to the demographic der
they have the resources
INCREASE ADDITIONP
FESTIVAL OPPORTUNI
The Town currently has
events which are popuk
These events provide a
address programming fc
time residents. The events sho
uld be evaluated
on a regular basis, identifying opportunities to
make improvements to continue growing the
diversity of participants and the level of service
provided.
Increasing community events was a priority for
focus group participants and survey respondents
The Department should continue to look for
opportunities to expand community special
events by working to create local partnerships
and recruit event organizers to collaborate to
offer as many events as can be staffed. The
Department can help facilitate the growth of
community events with local and/or regional
draw that reflect the diversity of the community
while engaging the community in event
development.
This does not mean that the Department needs
to be "in charge" of the events but can include
focus on providing spaces and support services
for others in an organized and proactive way. The
indirect economic benefit for the community
should be acknowledged as these services are
provided and staffed, as the direct financial
benefits may not always be apparent.
ENSURE FULL RANGE OF AQUATIC CLASSES/
PROGRAMS IF/WHEN AQUATIC CENTER IS
DEVELOPED
Public comments included the need for aquatic
programs although the Town of Fountain Hills
does not own or operate any aquatic facilities.
If a Feasibility Study supports and the Town
secures funding for developing an aquatic center,
d research, evaluate,
st potential aquatic
nities for all age groups and
and staffing necessary to
IND RECREATIONAL
mming priorities, the
e an increase the number
rograms to offer additional
s a year. The Town does not
ration center. If a Feasibility
e Town secures funding for
developing a recreation center, the Department
should research, evaluate, and implement
the best potential recreational programming
opportunities for all age groups and include the
resources and staffing necessary to implement
them.
INCREASE OUTDOOR/ENVIRONMENTAL
EDUCATION PROGRAMS IN APPROPRIATE
PARKS
Outdoor recreation opportunities were identified
as a need for the community and the Department
can expand programming in this area through
administering their own programs, as well
as seeking partnerships and cross promoting
activities that would meet these needs.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 119
The Town benefits by having many natural
resources and trails located throughout the
community and surrounding area. Developing
outdoor opportunities by capitalizing on
these resources provide a unique opportunity
to explore partnerships and collaborative
efforts with other organizations, allowing the
Department to work cooperatively in meeting
the demands of the residents. The Department
should research, evaluate, and implement
the best potential recreational programming
opportunities for all age groups and include the
resources and staffing necessary to implement
them.
STRATEGICALLY SCHEDULE ACTIVITIES TO
ENSURE ACCESS TO ALL RESIDENTS WHEN
THEY ARE AVAILABLE
The public input supported the need for more
evening adult program opportunities for the
working and commuting portion of the Fountain
Hills community. The Department should
research, evaluate, and test additional times/
for operations and capital budgets must be
addressed. Creating a financial plan to address
this situation will be important in continuing
to fund the Department and meet the future
demands recommended in the Master Plan. The
Town will benefit by identifying opportunities
for additional funding options for operations as
well as capital needs. Developing strategies to
seek alternative funding sources identified in the
Master Plan will benefit the town.
The Town Council should increase the Community
Services Department's portion of general fund
budget annual allocation as supported by 75
percent of the community according to the
survey. This would align the Department's
annual budget with the actual operations and
maintenance As toprovide the maintenance
standards d by the public and the town
and e r th nnual budgets keep pace with
th creasing c s of staff, utilities, supplies, etc.
of i ments d new development.
days for appropriate recreational progra o
accommodate the working public inc ing e
resources and staffing necessa
EXPAND FITNESS/WELL S PRO A ING
The community would like t e fit ss
and wellness programs expan s well as
additional programs for special needs, teens, and
seniors.
The Town would benefit by the Department
researching, evaluating, and implementing
additional fitness/wellness trends that would
enhance existing programs as well as introducing
new programs while ensuring the resources and
staffing are available.
IV. Improve Financial Position
CONSIDER ADDITIONAL FUNDING
OPPORTUNITIES
Lack of funding for the Community Services
Department is a key issue and theme brought
forward throughout the master planning process
by many of the information gathering tools.
Current staffing levels as well as overall funding
To should consider a bond referendum by
th to of the town for specific future capital
projects is supported by community by 71% on
the online survey and 51% of the invite survey.
Floating a bond referendum is the single most
popular method of funding the large costly
capital projects in Master Plans. If the timing
is right within the community, successful bond
referendums can be passed as long as a well -
publicized plan that includes exact facilities,
location, total project capital cost estimates,
annual O&M cost projections, cost benefit,
economic impact for Fountain Hills, and
conceptual plans are presented to educate the
voting public.
Fifty-five percent of the surveyed public
supported increasing user fees as a way to
increase funds for the Community Services
Department.
INCREASE FUNDS FOR ONGOING DEFERRED
MAINTENANCE, REPAIRS, REPLACEMENT OF
EXISTING AMENITIES/FACILITIES
An ongoing theme of the master planning
community input included the public wanting
120 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
the Department to fix up the existing facilities
and amenities before building anything new.
The Town needs to verify all facilities are future
funded to ensure repairs and/or replacement that
will improve the quality as well as increase the
longevity and safety of existing resources. The
Department should continually update a deferred
maintenance and equipment replacement plan
based on expected life cycle.
ESTABLISH A COST RECOVERY AND RESOURCE
ALLOCATION PHILOSOPHY AND POLICY
Create a cost recovery and resource allocation
philosophy and policy to create equitable and
defendable user fees based on benefits and value
Many programs and services are provided by
youth organizations or other service providers.
The Department should continue to evaluate
programs and services and continue to improve
the development of partnerships with other
service providers to provide recreational
opportunities and services for town residents.
New partnerships with other service providers
in the community need to ensure that the
partnership reduces duplication of services and
maximizes resources. Equitable agreements to
benefit both partners need to be developed
and should be reviewed annually for relevance
and equity for all parties while still aligning
directly with the mission and vision of the Town.
The Department should pursue a formal resource This opens the opportunity for any agreement
allocation and cost recovery philosophy, model, addendums tha fight benefit both parties
and policy that is grounded in the values, moving for
vision, and mission of the Department. The
GreenPlay team conducted a workshop for staff D op a Sc larship Program to
on the Pyramid Methodology and provided En uita Access to All Facilities
resource materials for the Department. The and tivities
Department should consider developin icing cho hip program should be created during
methodology that reflects the comm y's th tailing of the cost recovery policy to allow
values, while generating reven to h for inclusion and equity for all participants
sustain Fountain Hills faci ' , pa pr am and families. Currently, there are inequities in
and services. As part of th olicy, t cur t income, resources, levels of service, and access to
scholarship program should exp ed and facilities/amenities/programs across the Town.
publicized to allow for inclusio equity for all
participants and families.
Utilize Partnerships with Other Service
Providers
The Community Services Department does not
have the resources to provide all the recreational
services needed by Fountain Hills community.
It is important that they work with a variety of
other potential partners to collaborate in service
delivery for the public. A list of key potential
partners was created with significant input
from stakeholders and the public that included
non -profits, businesses, government agencies,
health -related organizations, and others. This list,
located in the focus group summary, can serve
as a foundation for a resource/contact list for all
likely partners within the community.
A funding source will need to be dedicated to
allow for funding participation which is typically
from the business community. The Department
should implement an objective, user-friendly
process that allows for participation from all
residents, regardless of ability to pay, through
an informed and easy to use scholarship system.
A membership card can help with this through
simplification of the registration process and
justification paperwork which is typically
partnering with schools on their free or reduced
lunch process.
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 121
B. Action Plan, Cost Estimates and Prioritization
The following Goals, Objectives, and Action Items for the recommendations are drawn from the public
input, inventory, level of service analysis, findings feedback, and all the information gathered during
the planning process with a primary focus on maintaining, sustaining, and improving the Town of
Fountain Hills Community Services, Parks, Trails, and Recreation. All cost estimates are in current year
(2021) figures where applicable. Most costs are dependent on the extent of the enhancements and
improvements determined or known at this time.
Timeframe to complete is designated as:
• Short-term (up to 3 years)
• Mid-term (4-6 years)
• Long-term (7-10 years)
• Ongoing (continuous improvement)
Table 28: Action Plan
Goal 1: Improve the Fountain Hills Community Services Department Organization
Objective 1.1:
Increase staffing levels between 3.5 and up to 6 Full Time Egyiv Ant%TEs)
Actions
Capital Cost
Estimate
ratio Budget
Impact
Timeframe to
Complete
1.1.a
N
$239,265
Mid Term
Hire 3.5 FTEs including: 1 Full Time
Groundskeeper (+Benefits
Time Park Attendant (+B fits),
1 FTE Volunteer Coordinat .5
Q.
FTE Community Center Exec
Support
1.1.b
N/A
$113,793
Long Term
Hire additional 2.5 FTEs including:
1.5 FTEs Recreation Leader and
Site Supervisor, .5 Special Events
Programmer, .5 Marketing/
Communications Coordinator
122 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Objective 1.2:
Improve all Community Services communication avenues with the public
Actions
Capital Cost
Operational Budget
Timeframe to
Estimate
Impact
Complete
1.2.a
N/A
Staff Time
Long Term
Improve marketing communication
.5 FTE Marketing
and distribution including email, The
$24,916
Loop, social media, and local media
1.2.b
N/A
Staff Time
Short Term
Continue to create a marketing plan
that focuses on full and part time
residents
1.2.c
$30,000
S Time
Long Term
Create a strategic plan to define
branding image and establish
identity of Community Services in
Fountain Hills
Objective 1.3:
Enhance existing Volunteer Pram
Actions
X )
Ca tal Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
1.3.a
N/A
Staff Time
Ongoing
Continue to market and recruit
1 FTE Volunteer
volunteers
Coordinator
$91,287
1.3.b
N/A
Staff Time
Ongoing
Enhance communication including
email, The Loop, social media, and
local media
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 123
Objective 1.4:
Formalize a recreational program evaluation process
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
1.4.a
N/A
Staff Time
Ongoing
Determine, track, and evaluate the
trends, need, demand, participation
levels, satisfaction rates etc. for
all recreation and senior program
offerings
Goal 2: Improve Parks, Facilities, and Amenities
Objective 2.1:
Develop a long-range trails plan
Actions
Capital Cost
Estimate
Opera ' I Budget
I
Timeframe to
Complete
2.1.a
If outside consult
Sta Time
Long Term
Develop a long-range trails plan
$25 00
Ongoing
with input from relevant community
organizations to establish
connectivity to regional trails, parks,
neighborhoods, schools, attr s,
etc. The plan should also ' ude
trail standards.
Objective 2.2: NO
Create places for teen activities using local teens as advisors
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.2.a
N/A
Staff Time
Ongoing
Provide space for teen programs and
activities within Community Services
facilities
2.2.b
N/A
Staff Time
Ongoing
Utilize Mayor Youth Council and
TBD
youth commissioner on the Park and
Supplies
Recreation Commission to formulate
Instructors
a Teen Advisory Committee to
create and support teen programs,
activities, locations, days, times, etc.
124 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Objective 2.3:
Conduct a Feasibility Study to determine the need and support of a new aquatic and recreation
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.3.a
Grants
Staff Time
Ongoing
Hire qualified unbiased consultant
team to conduct a feasibility study
to determine need and support
as well as the appropriate owner,
operator, amenities, size, location,
costs, etc.
Objective 2.4:
Create a Safe Routes to Parks Program
Actions
Capital Cost
Estimate
Opera ' I Budget
I
Timeframe to
Complete
2.4.a
Grants
Sta Time
Ongoing
Utilize an implemented Safe Routes
to Schools Program and identify
connections to Fountain Hills parks
and recreation facilities
Objective 2.5: N
Fund and implement existi0ayfi ing signage program
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.5.a
$50,000
Staff Time
Long Term
Implement the existing wayfinding
signage plan to improve directional
signage to Community Services
facilities
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 125
Objective 2.6:
Repair, upgrade, and/or replace the Low Scoring Amenities from the inventory assessment (staff
document)
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.6.a
$283,000 - $605,000
Staff Time
Ongoing
Fix the existing amenities by
(see low scoring
coordinating priorities on the Low
amenities staff
Scoring Amenities list from the
document for
inventory assessment with those
ranges for individual
listed in the 2020-2023 Strategic
amenities)
Plan action items
2.6.b
TBD
Staff Time
Ongoing
Implement long-term town -side
shade tree program and become
Tree City certified
Objective 2.7:
Assist the community in improving the Farmer's t�et
Actions
ap I Co
e
Operational Budget
Impact
Timeframe to
Complete
2.7.a
N/A
Staff Time
Short Term
Work with community orgV
to determine if there is a g
location, day, time, vendo
operator, etc. to improve the
Farmer's Market in Fountain Hills
with the current saturation in the
area
2.7.b
N/A
Staff Time
Short Term
Conduct a local survey to poll
Volunteers
vendors for participation desires
126 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Objective 2.8:
Create adventure park amenities in parks to create positive local and regional economic impact
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.8.a
TBD
TBD
Mid Term
Design adventure amenities such
Dependent on what
Dependent on what
as zip lines, nature playgrounds,
is built
is built
skateparks, nature obstacle courses,
mountain bike skills park, bike pump
track, etc. and determine where
they should be located
Objective 2.9:
Conduct a Feasibility Study to determine the need and support of a new environmental education
Actions
Capital Cost
Estimate
Opera ' al Budget
I
Timeframe to
Complete
2.9.a
$30,000
St Time
Long Term
Hire qualified unbiased consultant
team to conduct a feasibility study
to determine need and support
as well as the appropriate owner,
operator, amenities, size, to
costs, etc. Include Dark
initiatives and natural are
Objective 2.10: v
Research opportunities for equitable access to park amenities by all residents
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.10.a
TBD
Staff Time
Ongoing
Continue to monitor and improve
access to parks for all demographics
in Fountain Hills
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 127
Objective 2.11:
Update the Playground Replacement Program
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.11.a
$1-1.5 Million over
Staff Time
Long Term
Replace/Upgrade immediate
10 years
Ongoing
playground equipment needs based
on the low scoring amenities list and
life expectancy
Objective 2.12:
Install outdoor fitness equipment in parks
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.12.a
TBD
ff Time
Mid Term
Determine park/trail locations and
types of outdoor fitness equipment
to install
Objective 2.13: Ir
Finalize a Fountain Park Ca ro an
Actions
Ca W61 Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
2.13.a
TBD
Staff Time
Ongoing
Finish the Fountain Park CIP to
Dependent on 10-
include priorities, costs, and
year CIP
timelines for needed repairs,
upgrades, replacements, deferred
maintenance items, etc.
128 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Goal 2: Enhance Program and Service Delivery
Objective 3.1:
Increase additional program spaces, staffing, and resources to create new programming opportunities
for teens, youth, pre -teen, adult, multigenerational, and seniors
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
3.1.a
N/A
Staff Time
Ongoing
Research, document, and track
available capacity in existing and
potential new program spaces
3.1.b
N/A
Staff Time
Ongoing
Evaluate and implement the best
potential additional recreational
programming opportunities
including the resources and staffing
necessary
400
Objective 3.2:
Increase opportunities for additional spP I eve&/*va�ls(
Actions
Co
'm
Operational Budget
Impact
Timeframe to
Complete
3.2.a
N/A
Staff Time
Ongoing
Create and recruit partnersh
Volunteers
with event organizers, comm y
TBD based on
organizations to bring additional
event(s)
events to Fountain Hills
Objective 3.3:
If/when an aquatic facility is developed, ensure a full range of aquatic classes/programs
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
3.3.a
N/A
Staff Time
Long Term
Research, evaluate and implement
the best potential aquatic
programming opportunities for all
age groups including the resources
and staffing necessary
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 129
Objective 3.4:
Enhance year-round recreational programming as a priority
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
3.4.a
N/A
Staff Time
Ongoing
Increase the number of indoor
Long Term
recreation programs, or partner
with other organizations, to offer
additional experiences 12 months
a year if/when a new recreation
center is developed
Objective 3.5:
Increase outdoor/environmental education programs in appropriate parks
190
Actions
Capital Cost
Estimate
O nal Budget
pact
Timeframe to
Complete
3.5.a
N
Sta me
Ongoing
Research, evaluate and implement
the best potential outdoor/
environmental education
programming opportunities i ks
for all age groups includi e
resources and staffing ne sary
Objective 3.6:
Strategically schedule classes and activities to ensure access to all residents during times/days they are
available
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
3.6.a
N/A
Staff Time
Ongoing
Research, evaluate, and test
additional times/days for
appropriate recreational programs
to accommodate the working public
including the resources and staffing
necessary
130 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
Objective 3.7:
Expand fitness/wellness programming
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
3.7.a
N/A
Staff Time
Ongoing
Research, evaluate and implement
additional fitness/wellness trends
for both enhancing existing
programs as well as introducing new
programs including the resources
and staffing necessary
Goal 2: Improve Financial Position
Objective 4.1:
Consider additional financing opportunities for capital and operation nding, future growth, and
improvement projects
Actions
Capital Cost
Operati I Budget
Timeframe to
Estimate
pact
Complete
4.1.a
T
TBD
Short-term
Increase general fund budget annu
allocation from Town Council
4.1.b
TBD
Staff Time
Mid Term
Consider bond referendum fo
specific future capital projects
4.1.c
N/A
Staff Time
Long Term
Increase user fees equitably utilizing
cost recovery policy
Town of Fountain Hill I Parks, Trails, & Recreation Master Plan 131
Objective 4.2:
Establish increased funds for ongoing deferred maintenance, repairs, and replacement for existing
amenities/facilities
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
4.2.a
TBD
Staff Time
Short Term
Continually update a deferred
Mid Term
maintenance and equipment
Long Term
replacement plan based on expected
life cycle
4.2.b
TBD
Staff Time
Short Term
Verify all facilities are future funded
Mid Term
to ensure repairs/replacement
Long Term
to improve quality and increase
longevity/safety of existing
resources
Objective 4.3:
Establish a cost recovery and resource allocation osoph d policy
Actions
a I Co
s ' to
perational Budget
Impact
Timeframe to
Complete
4.3.a
$4 ,000 if
Staff Time
Long Term
Create a cost recovery and source
contracted
allocation philosophy and p y
create equitable and defenda
user fees based on benefits and
value
Objective 4.4:
Utilize partnerships with other service providers in the community
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
4.4.a
N/A
Staff Time
Ongoing
Improve Boys & Girls Club existing
partnership
132 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
4.4.b
N/A
Staff Time
Ongoing
Create new partnerships with other
service providers
Objective 4.5:
Develop a Scholarship Program to ensure equitable access to all facilities and activities
Actions
Capital Cost
Estimate
Operational Budget
Impact
Timeframe to
Complete
4.5.a
N/A
Staff Time
Mid Term
Develop support and funding of
a Scholarship Program within the
business community to ensure
affordability to all residents
Town of Fountain Hills I Parks, Trails, & Recreation Master Plan 133
THIS NTE L FT BLANK
134 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
APPENDIX A: COMMUNITY SERVICES INVENTORY RESOURCE MAP
Fountain Hills, AZ
Inventory and Resource Map
Legend
Fountain Hills McDowell Mountain Preserve
Scottsdale McDowell Sonoran Preserve
- Parks
FFuture Park
® Future Park - State Trust Land
------ PH (FIT) Trail
PH (FIT) Future Trail
------ PH Trail
Bikeways
Roads
0 0.15 0.1 1
Miles
Note: Walkability based on estimates of o. 75 and I. 5a mi.
distances, which correspond to approximately 95 and 30 minute
walk times, respectively.
Projected Coordinate System:
NAD 1983 StateRane_Arizona West FIPS 0203 Feet Intl
Geographic Coordinate System:
GCS North American 1983
Town of Fountain Hills I Parks, Trails & Recreation Master Plan 135
THIS NTE L FT BLANK
136 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
APPENDIX B: CURRENT WALKABILITY LEVEL OF SERVICE MAP
Eagle Tradhead
Trarlhead
Park
L
Sunrrdge Trail
---------------
r
r
i
our PeaKs a
V
I
Z
Fountain ark
AL
Desert Vista Park*"
ark *"
Fountain Hills, AZ
Current Park Walkaibility Map
Legend
Fountain Hills McDowell Mountain Preserve
Scottsdale McDowell Sonoran Preserve
- Parks
Future Park
® Future Park - State Trust Land
------ PH (FIT) Trail
FH (FIT) Future Trail
------ PH Trail
--- - Bikeways
Roads
Walking Time
15 minutes
30 minutes
0 0.2
1
o.s 1
Miles
Note: Walkability based on estimates of o- 75 and 1-50 mi-
distances, which correspond to approximately 15 and 30 minute
walk times, respectively.
Projected Coordinate System:
NAD 1983 StatePlane_Arizona West F1PS 0203 Feet Intl
Geographic Coordinate System:
GCS North American 1963
Town of Fountain Hills I Parks, Trails & Recreation Master Plon 137
THIS NTE L FT BLANK
138 Parks, Trails, & Recreation Master Plan I Town of Fountain Hills
APPENDIX C: FUTURE WALKABILITY LEVEL OF SERVICE MAP
Golden Eagle Trallhaad
1
L
ftq
Canyozl TrWlhead
�y
Sunridge Traii
-'4�.
1
! •1
-_--- ------------
»>--- r�
r
i
i
Four Peaks Park
Fou nta irapa rk
Desert Vista Park `='
Fountain Hills, AZ
Future Park Walkability Map
Legend
Fountain Hills McDowell Mountain Preserve
CScottsdale McDowell Sonoran Preserve
- Parks
Future Park
® Future Park -State Trust Land
------ FH (FIT) Trail
FH (FIT) Future Trail
------ FH Trail
-- Bikeways
Roads
Walking Time
15 minutes
30 minutes
6 11
.25 6.5 1
I 1 1 l I l I l I
Miles
Note: Walkabifity based on estimates of 0.75 and 1.50 mi.
distances, which correspond to approximately 15 and 30 minute
walk tunes, respectively.
Projected Coordinate System:
NALL 1983 StatePlane Arizona West FfPS 4203 Feet Ind
Geographic Coordinate System:
GCS North American 1983
Town of Fountain Hills I Parks, Trails & Recreation Master Plan 139