table of contents for city council packet january 7 ... - City of Phoenix

TABLE OF CONTENTS
FOR CITY COUNCIL PACKET
JANUARY 7, 2014
The January 8, 2014 Formal Meeting is Cancelled
POLICY SESSION AGENDA
1. Council Information and Follow-up Requests/Consent Agenda/Call for an
Executive Session/Reports and Budget Updates by the City Manager
2. Employee Service Recognition Announcements (NO REPORT)
3. 2014 Legislative Updates
A. 2014 State Legislative Agenda
B. 2014 Federal Legislative Agenda
4. 2014 Water and Wastewater Financial Plans, Capital Improvement Program, and
Rate Recommendation
5. Sustainability Updates
A. Sustain Phoenix-Annual Sustainability Report
B. Energize Phoenix Initiative Update
C. Solar Update
D. Greenhouse Gas Emissions Goal
E. Reimagine Phoenix Update (Reimagine Phoenix, ASU GIOS Sustainability,
Solid Waste Program Study Recommendations)
CONSENT AGENDA
1. Naming of the Phoenix Fire Department Training Academy
2. Inspections Smart Phone Pilot Program

GENERAL INFORMATION
• Liquor License Applications Received for the Period of December 16, 2013 through
December 27, 2013
• 2014 Human Relations Awards Honorees
Packet Date: January 2, 2014

CITY OF PHOENIX
CITY COUNCIL POLICY SESSION
TUESDAY, JANUARY 7, 2014 - 2:30 P.M.
CITY COUNCIL CHAMBERS
200 WEST JEFFERSON
Pursuant to A.R.S. § 38.431.02, notice is hereby given to the members of the City
Council and to the general public that the City Council will hold a meeting open to the
public on Tuesday, January 7, 2014, at 2:30 P.M. located in the City Council Chambers,
200 West Jefferson, Phoenix, Arizona.
1:00 P.M. - AN EXECUTIVE SESSION WAS CALLED
FOR THIS TIME AT THE POLICY SESSION
OF DECEMBER 10, 2013.
THE TIMES LISTED FOR AGENDA ITEMS ARE ESTIMATED. ITEMS MAY BE
DISCUSSED EARLIER OR IN A DIFFERENT SEQUENCE.
ESTIMATED
1. 2:30 P.M.-
COUNCIL INFORMATION AND
FOLLOW-UP REQUESTS.
This item is scheduled to give City Council members an opportunity to publicly request
information or follow-up on issues of interest to the community. If the information is
available, staff will immediately provide it to the City Council member. No decisions will
be made or action taken.
CONSENT AGENDA.
This item is scheduled to allow the City Council to act on the Mayor’s recommendations
on the Consent Agenda. The Consent Agenda has been publicly posted.
CALL FOR AN EXECUTIVE SESSION.
A vote to call an Executive Session may be held.
REPORTS AND BUDGET UPDATES BY THE CITY MANAGER.
This item is scheduled to allow the City Manager to report on changes in the City
Council Agenda and provide brief informational reports on urgent issues. The City
Council may discuss these reports but no action will be taken.

THE TIMES LISTED FOR AGENDA ITEMS ARE ESTIMATED.
ITEMS MAY BE DISCUSSED EARLIER OR IN A DIFFERENT
SEQUENCE.
POLICY SESSION AGENDA -2- TUESDAY, JANUARY 7, 2014
ESTIMATED
2. 3:00 P.M.- EMPLOYEE SERVICE
RECOGNITION
ANNOUNCEMENTS
(NO REPORT)
Staff: Zuercher
(Presentation 5 min.)
This item is for information only. No City Council action is required.
ESTIMATED
3. 3:05 P.M.- 2014 LEGISLATIVE UPDATES Staff: Takata, Remes
(Presentation 15 min.)
A. 2014 State Legislative Agenda
B. 2014 Federal Legislative Agenda
3A. This report seeks approval, guidance, and direction from the Mayor and Council
on state legislation of interest to the City.
3B. This report seeks approval, guidance, and direction from the Mayor and Council
on federal legislation of interest to the City.
These items are for information, discussion, and possible action.
Backup included in Council packet/City Clerk’s Office.
ESTIMATED
4. 3:20 P.M.- 2014 WATER AND
WASTEWATER FINANCIAL
PLANS, CAPITAL
IMPROVEMENT PROGRAM,
AND RATE
RECOMMENDATION
Staff: Naimark, Sorensen,
Young
(Presentation 15 min.)
This report provides information concerning the financial requirements necessary to
support the Water Services Department Operations and Capital Improvement Program
for 2014-15 through 2018-19 for the water and wastewater systems. In addition, this
report requests approval of no change to the water and sewer rates for 2013-14,
resulting in a zero percent rate increase.
This item is for information, discussion, and possible action.
Backup included in Council packet/City Clerk’s Office.

THE TIMES LISTED FOR AGENDA ITEMS ARE ESTIMATED.
ITEMS MAY BE DISCUSSED EARLIER OR IN A DIFFERENT
SEQUENCE.
POLICY SESSION AGENDA -3- TUESDAY, JANUARY 7, 2014
ESTIMATED
5. 3:35 P.M.-
SUSTAINABILITY UPDATES
A. Sustain Phoenix- Annual
Sustainability Report
B. Energize Phoenix Initiative
Update
Staff: Naimark
Staff: Naimark, McNeely
(Presentation 5 min.)
Staff: Naimark, Takata,
Mann, Hallett
(Presentation 5 min.)
C. Solar Update Staff: Naimark/Mann
(Presentation 5 min.)
D. Greenhouse Gas Emissions
Goal
E. Reimagine Phoenix Update
(Reimagine Phoenix, Arizona
State University Global
Institute of Sustainability,
Solid Waste Program Study
Recommendations)
Staff: Naimark/McNeely
(Presentation 10 min.)
Staff: Naimark/Mann
(Presentation 20 min.)
5A. This report presents the “SustainPHX Annual Report” which highlights the City’s
overall sustainability efforts.
This item is for information only. No City Council action is required.
5B. This report provides an update on the outcomes of the Energize Phoenix
Program, a community energy efficiency initiative to save energy and money for
residents and businesses along a 10-mile stretch of the light right corridor.
This item is for information and discussion only. No City Council action is
required.
5C. This report provides an update on the City’s solar initiatives and requests
approval to negotiate and enter into an agreement with Arizona Public Service
and the Town of Buckeye for a partnership development of a 10MW utility scale
solar project at the SR 85 landfill.
This item is for information, discussion, and possible action.

THE TIMES LISTED FOR AGENDA ITEMS ARE ESTIMATED.
ITEMS MAY BE DISCUSSED EARLIER OR IN A DIFFERENT
SEQUENCE.
POLICY SESSION AGENDA -4- TUESDAY, JANUARY 7, 2014
5D. This report presents the results of the City of Phoenix 2012 Greenhouse Gas
Emissions Inventory Comprehensive Report (Report). The Report is an update to
the City’s 2005 greenhouse gas (GHG) emissions inventory and presents a status
of the City’s progress toward meeting its current GHG reduction target. Staff
requests City Council approval to set a new GHG reduction target of 15 percent
below 2005 levels by 2015 and for the City to coordinate regional stakeholders in
development of a regional GHG emissions inventory.
This item is for information, discussion, and possible action.
5E. This report provides an update on Reimagine Phoenix initiatives, requests
approval to implement Solid Waste Program Study recommendations, maintain
the residential monthly solid waste base fee at $26.80 for Fiscal Year 2014-2015,
and enter into an Intergovernmental Agreement (IGA) with Arizona State
University Global Institute of Sustainability for a one-year period with up to
three additional option years. The IGA will assist the City in defining technologies
and development plans to establish a Center for Resource Intelligence (CfRI).
This item is for information, discussion, and possible action.
Backup included in Council packet/City Clerk’s Office.
ESTIMATED
4:30 P.M. – ADJOURNMENT
For further information, please call the Management Intern, City Manager's Office, at
602-262-4449.
For reasonable accommodations, call the Management Intern at Voice/602-262-4449 or
TTY/602-534-5500 as early as possible to coordinate needed arrangements.
Si necesita traducción en español, por favor llame a la oficina del gerente de la Ciudad
de Phoenix, 602-262-4449 tres días antes de la fecha de la junta.
PHOENIX CITY COUNCIL MEMBERS
Councilman DiCiccio
Councilwoman Gallego
Vice Mayor Gates
Councilman Nowakowski
Councilwoman Pastor
Councilman Valenzuela
Councilman Waring
Councilwoman Williams
Mayor Stanton

CITY COUNCIL REPORT
POLICY AGENDA
TO:
FROM:
Lisa Takata
Deputy City Manager
Thomas Remes
Government Relations Director
AGENDA DATE: January 7, 2014
ITEM: 3A
SUBJECT: 2014 STATE LEGISLATIVE AGENDA
This report describes the City’s proposed state legislative agenda for the Second
Regular Session of the 51st Arizona State Legislature. Once considered and approved
by the City Council, the agenda will define the City’s state legislative priorities and guide
the City’s lobbying activities at the State Legislature. As bills are introduced and
debated, the agenda will evolve as directed by the Mayor and Council. The session will
commence on Monday, January 13, 2014.
Staff will brief the Mayor and Council throughout the session and seek policy direction
regarding bills and amendments that impact the City.
GUIDING PRINCIPLES AND KEY PRIORITIES
In order to prioritize and guide staff’s lobbying efforts, we recommend that the Mayor
and Council endorse familiar, but critical, guiding principles as our highest priorities –
maintaining and protecting shared revenues, opposing unfunded mandates, and
preserving local authority.
Shared Revenues – The City’s budget includes revenues from a number of State
sources, most importantly “shared revenues” from state income, sales, and vehicle
license taxes. Shared revenues makes up close to 28 percent of the City’s general
fund, helping to pay for police, fire, streets, parks, and other critical City services. Staff
recommends the City oppose any reduction of shared revenues.
Oppose Unfunded Mandates – Staff recommends the City oppose state legislative
efforts to shift new responsibilities to the City without accompanying funds.
Local Authority – The City’s Charter empowers Phoenix residents to determine the
structure and authority of city government in our unique community. Staff recommends
the City work to protect the ability of the Mayor and Council to set policy at the local
level and oppose legislation that preempts local authority.
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OTHER LEGISLATIVE PRIORITIES
Each year Government Relations works with other City staff to identify issues or
concerns that will require state legislative action to address. The Law Department
assists to confirm the need for state legislation as well as with legislative drafting. Staff
recommends that the City pursue and/or support legislation in the following areas:
Public Safety
A. Enhanced penalties for sex trafficking – A coalition of law enforcement, human
services, and non-profit agencies are working towards the enactment of
legislation that would increase penalties for those trafficking and soliciting minors
for prostitution. Specifically, the coalition would seek the elimination of a
loophole that allows those found guilty of soliciting a minor to avoid receiving a
maximum sentence if they claim they did not know they were engaging with a
minor. Staff recommends supporting these efforts.
B. Animal cruelty definitions – Last session, legislation that updated animal cruelty
statutes to include hoarding and adequate shade and water definitions failed to
advance in the House of Representatives. In the interim, Councilwoman Thelda
Williams has worked with stakeholders to garner support for legislation that
mirrors the City’s animal cruelty ordinance. Staff requests approval to pursue
legislation that introduces these definitions into state statute.
C. Alarm agent amendments – Two years ago, the legislature created a statewide
licensing and registration program for alarm companies and alarm installers.
Implementation of this new regulatory scheme has revealed that the criminal
background checks of alarm agents and the alarm information that law
enforcement receives when responding to a call are in need of legislative clean
up. Staff requests the authority to pursue legislation that will make this process
work for law enforcement.
Neighborhoods
D. Anti-graffiti legislation – Last session, graffiti legislation was introduced that
included numerous penalties for minors convicted of graffiti crime. The
provisions stemmed from the work by the City’s Anti-Graffiti Task Force, chaired
by Councilmen Michael Nowakowski and Tom Simplot. The bill did not receive a
hearing. However, Representatives Chad Campbell (D – Phoenix) and Kate
Brophy McGee (R – Phoenix) held stakeholder meetings during the interim and
have general support for legislation that prohibits minors from purchasing graffiti
instruments and requires retailers to keep these same instruments behind the
counter. Staff recommends support.
E. Require working cooling/heating systems in multi-family rental properties – Each
year, the Neighborhood Services Department responds to tenant concerns about
health and safety issues at multi-family rental properties. During summer
months, commonly reported complaints are lack of adequate cool air, which can
create serious health and safety issues for tenants. Currently, state statutes that
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address slum properties do not require working cooling and heating systems.
Staff requests approval to pursue legislation that would require multi-family units
to have working cooling and heating systems.
Economic Development
F. Enhancement of Industrial Development Authorities (IDA) – Staff has been
working with stakeholders throughout Arizona to gauge interest in expanding the
current IDA statutes to allow for the financing of private sector job creation in
such areas as retail and small business, hospitality, and office projects. This
proposal is meant to augment the Arizona Commerce Authority by providing
capital to qualifying businesses in order to achieve the goal of creating 75,000
high wage jobs. Approval is being requested to expand the IDA’s mission and
efforts.
Human Services
G. Mandate training for those providing Batterer Intervention Programs – Attending
a Batterer Intervention Program is often ordered in misdemeanor domestic
violence cases for the perpetrator. In the past, because this is a specialized type
of treatment and therapy, providers of this service were required to have
completed a minimum of 40 hours of domestic violence training. Over the
summer, the Arizona Department of Health Services removed the 40-hour
requirement. The Arizona Coalition Against Domestic Violence will be
spearheading the introduction of legislation to require this training and staff
recommends supporting their efforts.
H. 2-1-1 system funding – 2-1-1 Arizona is a program of Community Information and
Referral Services (CIR), a nonprofit that was designated in 2010 by the Arizona
Corporation Commission to provide 2-1-1 dialing access in the state of Arizona
on a 24/7 basis for free health, human, community and government service
information and referrals. Since activating 2-1-1 services in 2011, 2-1-1 Arizona
has experienced more than a 100% increase in service requests statewide, more
than 1.34 million calls in FY 2013, and a current 38 % call abandonment rate, all
without statewide financial support. To meet the demand of this service, staff
recommends supporting 2-1-1 Arizona in their efforts to secure a permanent
funding source that does not impact City revenue streams.
Education
I. Arizona State University’s (ASU) parity and performance funding plan – ASU will
pursue legislation that will ensure it and the other two state universities – The
University of Arizona and Northern Arizona University – receive the same state
funding per full time student. In addition, performance funds, based on the
number of degrees awarded, student credit hours completed, and increased
sponsored research and public service expenditures, will also be requested.
Staff recommends support.
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Miscellaneous
J. Support increased T-Gen funding – State appropriations for T-Gen operations
have been impacted over the last few years. The Governor’s Office is expected
to recommend increased funding for T-Gen’s mission in next year’s state budget.
Staff recommends supporting those efforts.
K. Codify relocation statutes – Last session, relocation statutes were revised in
response to changes in the federal surface transportation reauthorization law
(Moving Ahead for Progress in the 21st Century or MAP-21). Only one portion of
state law was revised which has created several inconsistencies in other areas
that could lead to affected businesses not receiving the updated amount of
relocation costs. Staff requests approval to seek the codification of relocation
procedures in Arizona Revised Statutes.
L. Align emissions inspections for alternative fuel and gas/diesel vehicles – The
Arizona Administrative Code allows new, non-alternative fuel vehicles to be
exempt from emission inspection for the acquisition year and the next four model
years. State law requires that alternative fuel vehicles have an emissions
inspection in the fourth registration year and in subsequent years. Staff proposes
changing state law to allow alternative fuel vehicles to have the same emission
inspection interval as gasoline and diesel vehicles. The City would save $11.50
for each Alternative Fuel vehicle for each of the two years they would not be
required to have an emissions inspection. Staff requests approval to seek this
change.
M. Update emissions inspection requirements for light duty vehicles – State law
requires a holder of a fleet emissions inspection station permit to perform an
emission inspection on its 1996 or newer light duty vehicles at least once
annually following any original registration or re-registration. However, the
Arizona Administrative Code requires the inspection of these vehicles biennially.
Staff requests that state law be amended to mirror the administrative code.
There will be monetary savings due to vehicles needing to be taken out of
service once every two years instead of each year for an emission inspection.
CONCLUSION
This report requests City Council approval of the proposed state legislative agenda for
the Second Regular Session of the 51st Arizona State Legislature. As bills are
introduced and debated, the agenda will continue to evolve as directed by the Mayor
and Council.
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CITY COUNCIL REPORT
POLICY AGENDA
TO:
FROM:
Lisa Takata
Deputy City Manager
Tom Remes
Government Relations Director
AGENDA DATE: January 7, 2014
ITEM:
3B
SUBJECT: 2014 FEDERAL LEGISLATIVE AGENDA
This report describes the City’s proposed federal agenda for the second session of the
113th Congress. Once input is received from the Mayor and Council, the agenda will
define the City’s federal legislative and regulatory priorities and guide the City’s lobbying
activities at the federal level. This report contains the overall priorities for four issue
groups: (I) Transportation; (II) Public Safety; (III) Community Development; and
(IV) Water and Environment. A detailed description of departmental priorities and
specific milestones for each issue group is provided in Attachment A.
BACKGROUND AND GUIDING PRINCIPLES
The City has many critical relationships with the federal government, and is committed
to understanding and complying with federal laws and regulations that impact our
operations. The federal government provides significant grant funding to the City.
Some funds pay for operating programs such as Head Start, police officers, and
emergency preparedness. Other funds pay for capital improvements like airports,
transportation, and river restoration projects. Some funds are distributed by formula
and others are competitive grants. In return for these federal funds, the City becomes
responsible for compliance with established requirements.
With the elimination of earmarks and the decline in federal grant funds, the City works to
identify new grant opportunities for program funding. Applying for and securing grants
from non-traditional sources, such as private foundations and large corporations, is
critical to the City’s grant fund portfolio.
The City interacts with Members of Congress and works regularly with the federal
agencies that handle regulations and funding. It is vital for the City to work with our
federal partners in order to achieve successful outcomes. The federal lobbying team in
Washington, D.C. is an integral part of the City’s success as they are able to negotiate
with the numerous federal agencies and assist City staff with resolving the myriad of
issues that occur.
In order to prioritize and guide federal lobbying efforts, staff recommends that the Mayor
and Council endorse two guiding principles as the highest priorities: (1) to promote
fiscal sustainability and (2) to protect local authority.
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Promote Fiscal Sustainability
To promote fiscal sustainability, the City would, for example, support efforts to achieve
parity in federal funding for Phoenix with other cities of equivalent population. Staff
would also oppose federal actions imposing unfunded mandates on cities or reducing
funding available for important programs or infrastructure needs.
Protect Local Authority
To protect local authority, staff would support federal action that empowers local
communities and oppose efforts to preempt local decisions.
PROPOSED AGENDA FOR CALENDAR YEAR 2014/FEDERAL FISCAL YEAR 2015
Staff from departments within each issue group identified their priorities for Calendar
Year 2014/Federal Fiscal Year (FFY) 2015. Priorities represent specific requests from
the City’s departments; and action items represent the measureable outcomes. These
departmental requests are consistent with the City’s guiding principles. Staff
recommends that the City include the following specific issues in its agenda for
FFY 2015.
I. Transportation - Aviation, Street Transportation, and Public Transit
Staff from the City’s Aviation, Street Transportation, and Public Transit Departments
identified the following priorities.
A. Aviation
Aviation staff identified priorities of (1) eliminating across-the-board budget cuts at the
Federal Aviation Administration (FAA), (2) working to address airport funding and
staffing needs, (3) opposing unfunded mandates, and (4) seeking federal funding for
capital airport projects.
B. Street Transportation
Street Transportation staff recommends advocating for federal funding through
transportation reauthorization, grants, and/or appropriations for large capital projects
including arterial expansions, bridges, and improvements to freeway projects in
Phoenix.
C. Public Transit
Public Transit staff identified priorities of (1) continuing to dedicate a portion of motor
fuels taxes to the Mass Transit Account, (2) identifying alternative reliable federal
sources to fund public transit, (3) restoring the Alternative Fuel Tax Credit, (4) revising
federal funding, (5) securing funding in the President’s annual budget for light rail, and
(6) increasing capital funding for the region to advance the replacement of aging rolling
stock used for fixed route services.
D. Surface Transportation Reauthorization Legislation
Staff recommends that the City work to include the following priorities in the next
surface transportation reauthorization bill: (1) increase federal transportation
infrastructure investment, (2) place program emphasis on energy independence and
sustainability, (3) support an urban focus, (4) streamline and simplify the federal aid
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process, with direct funding to large cities and Metropolitan Planning Organizations
(MPOs), and (4) support a longer term (four to six years) authorization upon expiration
of the Moving Ahead for Progress in the 21st Century Act (MAP-21) to allow for better
planning.
II. Public Safety – Police, Fire, Office of Emergency Management, Regional
Wireless Cooperative, Prosecutor, and Family Advocacy Center
Staff from the City’s Police, Fire, Office of Emergency Management, Regional Wireless
Cooperative, Prosecutor, and Family Advocacy Center Departments identified the
following priorities.
A. Police
Police Department staff identified priorities of (1) identifying funding to make public
safety technology enhancements to improve service to the community, (2) ensuring
adequate funding for programs supporting local public safety efforts, and (3) advocating
for public safety grants and programs.
B. Fire
Fire Department staff recommended that the City continue efforts to (1) advocate for
sustained funding levels for the Urban Search and Rescue (USAR) program, Staffing for
Adequate Fire and Emergency Response (SAFER) and the Assistance to Firefighters
(AFG) grant programs, and (2) search for funding opportunities to expand the Crisis
Response Unit program.
C. Office of Emergency Management (OEM)
Emergency Management staff identified priorities to maintain and enhance the region’s
emergency/disaster response capacity by (1) advocating for a higher federal risk level
ranking, (2) ensuring that the Metropolitan Medical Response System (MMRS) remain
an individual federal program, and (3) advocating for homeland security grants and
programs.
D. Regional Wireless Cooperative (RWC)
The RWC staff identified priorities of (1) advocating for the passage of the Middle Class
Tax Relief and Job Creation Act of 2012, (2) requesting that the First Responder
Network Authority (FirstNet) take specific clarifying actions regarding the National Public
Safety Broadband Network (NPSBN), and (3) continuing to pursue postponement of the
January 2017 FCC deadline for 700 MHz narrow-banding to Calendar Year 2024.
E. City Prosecutor’s Office
City Prosecutor’s staff recommends that the City seek funding through appropriations or
competitive processes to (1) expand and improve service to the community through a
Prosecutor’s Office Domestic Violence Unit, (2) develop and expand the City’s Veterans
Court, and (3) develop technological solutions for receipt of evidence in criminal cases.
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F. Family Advocacy Center (FAC)
FAC staff recommends asking Congress to (1) fully fund Violence Against Women Act
(VAWA) priorities, (2) maintain a $1.07 billion dollar cap on Victims of Crime Act
(VOCA) funding, and (3) increase funding for Futures Without Violence, which is a
critical funding source for domestic violence shelters and the National Domestic
Violence Hotline.
G. Comprehensive Immigration Reform
On March 26, 2013, the Mayor and Council adopted a policy statement to “support
immigration reform legislation that offers border control and security for Arizona without
imposing new mandates on local law enforcement, as well as an immigration system
that fosters economic development, preservation of families and allows all of the
residents of Phoenix to fully participate in our economy and community.” Staff
recommends that the City continue to work closely with the federal lobbying team and
the U.S. Conference of Mayors and National League of Cities (NLC) to track and
provide input on immigration reform legislation and support legislation that includes the
Mayor and Council's priorities.
III. Community Development – Neighborhood Services, Housing, Human
Services, and Community & Economic Development
Staff from the City’s Neighborhood Services, Housing, Human Services, and
Community & Economic Development Departments identified the following priorities.
A. Neighborhood Services
Neighborhood Services staff identified priorities to support full funding in the areas of
(1) Community Development Block Grants, (2) the Neighborhood Stabilization Program,
(3) the Weatherization Assistance Program, and (4) the Lead Based Paint Hazard
Control Grant.
B. Housing
Housing staff identified priorities to provide full funding in the areas of (1) Public
Housing Operating Subsidy, (2) Public Housing Capital Fund Program, (3) Section 8/
Housing Choice Voucher Program, (4) Choice Neighborhood Initiative, (5) HOME
Investment Partnerships Program, and (6) Other Housing Programs.
C. Human Services
Human Services staff identified priorities to maintain or increase funding levels in the
areas of (1) Head Start, (2) Low Income Home Energy Assistance Program,
(3) Community Services Block Grant, (4) Older Americans Act, (5) Homeless
Emergency Assistance & Rapid Transition to Housing Act, and (6) Social Services
Block Grant.
D. Community & Economic Development
Community & Economic Development staff identified priorities in the areas of
(1) working with the University of Arizona, Arizona State University, and other partners
to identify linkages and enhance funding for bioscience education and research at
Phoenix Bioscience Center, Medical School and Downtown Campus, (2) creating
waivers for Arizona to expand Graduate Medical Education (GME), (3) making the New
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Market Tax Credits (NMTC) program permanent and seeking additional funding,
(4) protecting Luke Air Force Base, (5) reauthorizing the Workforce Investment Act
(WIA), and (6) requesting continuing funding for Phoenix YouthBuild.
IV. Water and Environment – Water Services, Environmental Programs, Public
Works, and Parks & Recreation
Staff from the City’s Water Services, Environmental Programs, Public Works, and
Parks & Recreation Departments identified the following priorities.
A. Water Services
Water Services staff identified priorities in the areas of (1) appropriating funding to
complete the Rio Salado Oeste Ecosystem Restoration, (2) securing funding for the
Tres Rios Environmental Restoration and Flood Control, (3) establishing a Federal
Infrastructure Bank, (4) monitoring Chemical and Cyber Security Legislation,
(5) monitoring new Stormwater Regulations, (6) working to clarify the jurisdiction of the
Clean Water Act on the Waters of the U.S., (7) monitoring the Drinking Water
Standards, (8) providing comments on the Lacey Act, and (9) monitoring Environmental
Protection Agency (EPA) regulations in Water Quality Standards. An overall goal is to
minimize EPA and Endangered Species Act mandates that impact cost of water
supplies, water and wastewater system operation and stormwater management.
B. Environmental Programs
Environmental Programs staff identified priorities in the areas of (1) advocating for
legislation that would provide federal funding for environmental assessment, clean-up
and redevelopment of Brownfields, (2) participating in local, state, and federal efforts to
reform the Endangered Species Act, and (3) continuing to work with the EPA to revise
its rule to provide more clarity and flexibility to states in their Exceptional Event
demonstrations in the Clean Air Act.
C. Public Works
Public Works staff identified priorities in the areas of (1) identifying opportunities for
federal funding and authorization in furtherance of the City’s sustainability program,
such as funding for acquisition of open space and preserve lands or other incentives for
energy efficiency programs and solid waste diversion programs, (2) continuing funding
for the Better Buildings Competitive Grant, (3) identifying funding opportunities for Solar
and Sustainable Communities programs, and (4) funding for power or fuel production
projects using solid waste resources Landfill Programs.
D. Parks & Recreation
Parks & Recreation staff identified the following two priorities to (1) support funding for
America’s Great Outdoors program as well as for competitive and discretionary grants
to assist with purchase of property in the City’s Sonoran Preserve and (2) coordinate
and interact with the U.S. Department of Interior and tribal communities to transition the
property at the northeast corner of Indian School Road and Central Avenue to
community use.
RECOMMENDATION
Staff recommends approval of this proposed federal agenda.
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Attachment A
2014 FEDERAL LEGISLATIVE AGENDA
DETAILED DESCRIPTION OF DEPARTMENTAL PRIORITIES
I. Transportation – Aviation, Street Transportation, and Public Transit
Staff from the City’s Aviation, Street Transportation, and Public Transit Departments
identified the following priorities and milestones.
A. Aviation
In 2013, the Aviation Department had to contend with impacts to the Federal Aviation
Administration (FAA) as a result of mandatory, across-the-board federal budget cuts
enacted by Congress known as sequestration. As a result of sequestration, the FAA
furloughed air traffic controllers in the spring of 2013 and proposed to eliminate funding
for the Phoenix Goodyear Airport Contract Tower effective June 15, 2013. While
Congress eventually funded both of these areas by using Airport Improvement Program
(AIP) capital funds, this was only through FFY 2013. For FFY 2014, the FAA faces
continued uncertainty as to how and when sequestration will be implemented. These
decisions will have a direct impact on the Aviation Department.
With Congress’ continued focus on agency budget reductions and recent raid on AIP
funds, maximizing the spending power of user-specific fees such as the Passenger
Facility Charge (PFC) is crucial. The PFC, which is the main source of funding for the
Aviation Department’s capital improvement programs, has not been increased from the
current rate of $4.50 since 2000. Since 2000, the value of the dollar has fallen and
construction costs have risen, yet the PFC is still at $4.50, eroding the purchasing
power of airports to build facilities to serve the traveling public.
Phoenix Sky Harbor is actively working to expand its international flights and recently
added service from Guadalajara, Mexico and added service from Mexico City in
December 2014. Customs and Border Protection (CBP) hours of operation and staffing
levels remain of key importance to the Aviation Department. This ensures the ability to
receive international flights at the times requested by the airlines and assists with
passengers being processed through Customs in a timely fashion. A November 2012
economic impact study conducted by the W.P. Carey School of Business found that
non-stop international flights created a total economic impact of approximately $3 billion
within the Greater Phoenix metropolitan area in 2011. The ability to receive international
flights is critical to the entire Phoenix metropolitan area’s economic growth.
Finally, the Aviation Department continues to face the challenge of unfunded federal
mandates. On October 1, 2013 the Transportation Security Administration (TSA)
informed the Department that on January 1, 2014, it must assume responsibility for
staffing all exit lanes, a function the Aviation Department has never before assumed and
which properly belongs with the TSA after the events of September 11, 2001. It is
estimated that this unfunded mandate will cost approximately $1.3 million annually. This
change was announced without the TSA going through the Notice of Proposed
Rulemaking Process outlined in the Administrative Procedures Act.
- 6 -

Aviation staff recommends that the City continue to work on the following priorities:
Eliminate across-the-board budget cuts at the Federal Aviation Administration
(FAA), including the specific and unequal targeting of the Contract Tower
Program.
Increase the Passenger Facility Charge (PFC) from $4.50 to $8.50 with future
indexing for inflation.
Increase staffing for Customs and Border Protection (CBP) at airports of entry to
allow for a maximum processing time of 30 minutes; allow either overtime for
after-hours service or expanded CBP operating hours.
Maintain or enhance Transportation Security Administration (TSA) staff available
to screen passengers through security checkpoints and maintain a 10-minute
standard wait time.
Oppose unfunded mandates, including exit lane staffing.
Advocate for additional time for the FAA to evaluate its plan to require airports to
implement its Safety Management System (SMS), with a focus on the unfunded
costs to implement the SMS, the liability of airports and the expansion of the
scope of Federal Aviation Regulation (FAR) Part 139.
Seek federal funding for the following airport projects:
o Phoenix Sky Harbor Airport --Reconstruction of Terminal 4 North Apron –
Phase I (federal share $12,000,000).
o Phoenix Sky Harbor Airport - Reconstruction of East Hold Bay (federal
share $5,625,000).
o Phoenix Deer Valley Airport - Construction of Acute Angle Taxiway
Connectors A6 and A7 (federal share $1,566,000).
o Phoenix Goodyear Airport -Rehabilitation of Runway 3-21 (federal share
$3,700,000).
B. Street Transportation
Staff recommends advocating for federal funding available through transportation
reauthorization, grants or appropriations for large capital projects identified in bold font
below, and an explanation for each recommendation is provided.
Design and construct the 67th Avenue Salt River Crossing between Southern
Avenue and Broadway Road, a bridge crossing including roadway and
intersection improvements. The project provides a regionally significant roadway
for the southwest area of Phoenix and another point of access across the Salt
River in times of flooding, increasing traffic flow and helping to eliminate traffic
congestion on the existing parallel bridges. The project reduces operation costs
during flooding periods and supports continued development in an underserved
area of the City that has experienced rapid growth. A design concept report has
been completed that outlines design options and associated cost estimates.
Design and construct dry crossings (bridges) for all major arterials in the
northeast region of the Phoenix metropolitan area, bounded by the Central
Arizona Project (CAP) on the south, Carefree Highway on the north, the
Interstate 17 Freeway (I-17) on the west and Cave Creek Road on the east.
Many large drainage conveyances in the area require extensive bridge drycrossings.
These crossings are regionally significant and would alleviate some
congestion along the I-17 through this area.
- 7 -

Design and construct Avenida Rio Salado/Broadway Road (ARS), located
between 67th Avenue and 51st Avenue. The ARS project is an integral part of
the planned regional transportation system, including connections to the planned
State Route (SR) 30 freeway and the SR 202 Loop. ARS would also improve
access to downtown and provide an east-west alternative to Interstate 10 (I-10),
which demonstrates continued traffic congestion. Construction of roadway
improvements and a bridge across the Salt River between 67th Avenue and
51st Avenue also gives this project regional significance as river crossings are at
a premium in this area. In addition, the segment from 51st Avenue to 7th Street is
currently funded and has obtained final environmental clearance to proceed.
Design and construct bridge crossings for all major arterials in the northwest
region of the Phoenix metropolitan area, bounded by the CAP on the south,
Carefree Highway on the north, city boundary on the west and 7th Avenue on the
east. Many large drainage conveyances in the area require extensive bridge drycrossings.
These crossings are regionally significant and would alleviate some
congestion along the I-17 through this area.
On the segment of I-17 from I-10 East to Loop 101 (Agua Fria/Pima),
construct additional general purpose lanes, provide for High Occupancy
Vehicle (HOV) lanes, and extend the existing HOV lane system along I-17
from I-10 East adjacent to Sky Harbor International Airport. Improvements are
programmed through FFY 2024. In addition, the project proposal would request
funding for the continuation of High Capacity Transit (HCT) along I-17 from
Bethany Home Road to Loop 101 and consideration for a HCT Multimodal eastwest
connection that would extend the Northwest Extension of the Phoenix Light
Rail Transit (LRT) at Dunlap and 19th Ave to the MetroCenter along the
Mountain View Road corridor.
On the segment of I-10 from 83rd Avenue to 32nd Street, construct
additional general purpose lanes in conjunction with a future HCT Corridor
along I-10 from Central Phoenix to 83 rd Avenue that is currently scheduled for
2019. This project would accelerate implementation of these planned
improvements, as well as connect to any future HCT Corridor west of
83rd Avenue for the West Valley.
C. Public Transit
MAP-21 repealed several discretionary Federal Transit Administration (FTA) programs,
making most FTA programs formula-based. The primary remaining discretionary
program is the Section 5309 Fixed Guideway Capital Investment Program, which has
been used in the Phoenix metropolitan area for light rail projects.
Staff recommends that the City continue work on the following transit-related legislative
priorities:
Continued dedication of a portion of motor fuels taxes to the Mass Transit
Account to provide a predictable fund source for public transit.
With the decline of the motor fuels tax revenue, identify alternative reliable
federal sources to fund public transit.
Restoration of the Alternative Fuel Tax Credit, which provides about $3.2 million
per year for the City’s alternative fuel operations.
Revise federal funding formulas to mitigate the negative impact of 2010 Census
data on the Phoenix-Mesa Urbanized Area (UZA) funding apportionment.
- 8 -

o There are five new large UZAs as a result of the 2010 Census, receiving a
projected total apportionment amount of $90 million. As a result,
apportionments for preexisting large UZAs will be decreased as more
share in only a slightly larger total amount of large UZA funding. The
FFY 2012 Section 5307 Phoenix-Mesa UZA apportionment was $52
million. The FFY 2013 partial year apportionment (approximately half-year
with a Continuing Resolution through March 27, 2012) for the Phoenix-
Mesa UZA is $22.6 million, which projects to a full year apportionment of
about $45 million, a decrease of nearly $8 million for FFY 2013.
Secure up to $20.6 million in the President’s annual budget for construction of
the Central Mesa light rail extension, bringing the total Section 5309 funding up
to $75 million (City is the federal designee for federal transit funds).
To help achieve the FTA's goals relative to Transit Asset Management and State
of Good Repair as outlined in MAP-21, increase capital funding for the region to
advance the replacement of aging rolling stock used for fixed route services.
Replacements will be needed in the coming years for local and Bus Rapid Transit
(BRT) routes, and the region is looking to expand its articulated fleet in order to
accommodate passenger demands, as well as to keep fleets in good working
order.
With the expiration of MAP-21 on September 30, 2014, support a longer term
transportation reauthorization bill, for a minimum of four to six years. Transit
planning is a long term issue and a two year reauthorization does not provide a
consistent funding stream that allows for long term planning for activities such as
facility construction and fleet replacement.
D. Surface Transportation Reauthorization Legislation
In June 2012, Congress approved the 27-month surface transportation reauthorization
bill known as Moving Ahead for Progress in the 21st Century Act (MAP-21). This
measure set the stage for future transportation policy, and made changes to the
distribution of funding for federal highway and public transportation funding.
Since MAP-21 is a short-term bill, Congress has already begun working on a new
authorization bill. Staff recommends that the City work to include the following priorities
in the next surface transportation reauthorization bill:
Significantly increase federal transportation infrastructure investment.
Place program emphasis on energy independence and sustainability.
Support an urban focus that heightens the federal commitment to mass transit
and other alternatives to highways and private autos.
Dramatically streamline and simplify the federal aid process, with direct funding
to large cities and Metropolitan Planning Organizations (MPOs).
Longer term (four to six years) authorization upon expiration of MAP-21 to allow
for better planning.
____________________________________________________________________
Transportation Milestones for FFY 2014/2015:
Schedule at least six meetings with key members of Congress or staff on the
issues of PFC reform and CBP staffing.
- 9 -

Meet at least once a quarter with the FAA or Department of Homeland Security
(DHS) agencies, such as the TSA or CBP, to discuss key administrative and/or
legislative issues, including the Safety Management System FAR Part 139, noise
data, One Engine Inoperable surfaces, alternative delivery methods for capital
projects and CBP staffing levels.
Meet at least four times with key members of Congress or staff on surface
transportation reauthorization, emphasizing the need for a long term surface
transportation authorization bill.
Meet at least four times with key members of Congress or staff on continuation of
Alternative Fuel Tax Credit.
Meet at least four times with key members of Congress or staff on identifying
alternative reliable federal sources to fund public transit.
____________________________________________________________________
II. Public Safety – Police, Fire, Office of Emergency Management, Regional
Wireless Cooperative, Prosecutor, and Family Advocacy Center
Staff from the City’s Police, Fire, Office of Emergency Management, Regional Wireless
Cooperative, Prosecutor, and Family Advocacy Center Departments identified the
following priorities and milestones.
A. Police
Police Department staff identified its priorities of (1) making public safety technology
enhancements to improve service to the community, (2) ensuring adequate funding for
programs supporting local public safety efforts, and (3) advocating for public safety
grants and programs.
1. Public Safety Technology Enhancements to Improve Service to the Community -
Staff recommends seeking funding through appropriations or competitive processes
to:
Expand local/regional critical infrastructure protection capacity: Funding would be
utilized to expand the capacity of the Automated Reconnaissance and
Information Acquisition (ARIA) project that was initiated in 2006 by the City as
part of the National Infrastructure Protection Plan, which is designed to protect
the critical infrastructure in and around the Phoenix urban area. The goal of the
ARIA project is to provide public safety officials with data that may be readily
converted into a practical format to reduce risk, maintain the integrity of critical
infrastructure sites and efficiently prevent criminal activity. One of the primary
capabilities inherent with the ARIA project involves the use of high quality
security cameras, which provide officials and managers the type of
comprehensive, real-time information about a situation that can only come from a
live video feed. Through this initiative, the Police Department would expand the
capacity of the current system through the acquisition of additional fixed, portable
and mobile camera assets. None of these components are covert in nature and
are easily recognized as security camera equipment. By deploying this
technology, the Police Department would be able to expand its police presence
to promote safety without the need for additional personnel resources.
- 10 -

Establish a Digital Evidence Unit within the Police Department: Funding would be
utilized to establish a dedicated Digital Evidence Unit within the Police
Department. The need for this function has grown exponentially in recent years
as the number of digital hand-held devices such as smart phones have become a
common means for communication by society. Information such as texts, emails,
camera images, and web history contained on these devices provide immense
investigative benefit during the course of criminal investigations. Digital evidence
examinations performed on these devices, however, require specialized
equipment to extract the data; trained personnel to perform the examination; and
adequate storage capacity that is maintained in a secure environment to ensure
the evidentiary value of the data is preserved throughout the criminal justice
process.
Also contributing to the need for a Digital Evidence Unit is the increasing amount
of digital evidence being produced on a daily basis by new technologies
employed in the field, including audio/video from on-officer camera systems,
high-resolution photos from crime scenes and surveillance camera footage.
Funding through this initiative would be used to secure the infrastructure needed
(computers, network upgrades, extraction devices and data storage) to establish
the unit. With the creation of a Digital Evidence Unit, digital evidence
examinations performed by the Police Department would be completed by
trained, certified personnel using updated instrumentation and policy that would
be most appropriate. It would also ensure the extracted data and related reports
would be properly stored and managed to preserve evidentiary integrity.
Support infrastructure improvements in the Police Department’s crime laboratory:
Funding would be utilized to purchase a software application to interface with
the Arizona Department of Public Safety (DPS) Crime Laboratory’s Rapid Hit
DNA program. The software would allow for the sharing of local DNA databases,
including DNA profiles from suspects and deceased individuals, which is
currently not possible using the federal Combined DNA Index System (CODIS).
Use of this system would also allow for the possibility of conducting familial DNA
searches in collaboration with the DPS crime laboratory. These two uses would
greatly enhance the Police Department’s ability to solve violent crimes.
Funding would also be used to acquire new instrumentation to expand the crime
laboratory’s evidentiary capacity and to replace aging instrumentation, ensuring
the high levels of service currently being achieved continue to be maintained.
Develop an advanced messaging infrastructure for the City’s justice partners:
Funding would be utilized to establish an advanced messaging infrastructure for
the City’s justice partners (Police Department, Municipal Court, Prosecutor’s
Office and Public Defender’s Office), to securely and reliably communicate
criminal justice information. This technology infrastructure is essential for the
City’s existing and future justice system data sharing requirements and will be
expanded to other departments that handle civil and criminal case information,
including the Fire Department, Parks ad Recreation Department, Neighborhood
Services Department, Finance Department and Public Works Department.
Increased criminal justice exchanges through the messaging infrastructure will
- 11 -

eliminate many current manual processes performed by staff within each
department. This proposal will significantly improve the City’s justice information
integration as recommended by the Phoenix Justice System Innovations and
Efficiency Study. Expand local/regional critical infrastructure protection capacity:
Funding would be utilized to expand the capacity of the Automated
Reconnaissance and Information Acquisition (ARIA) project that was initiated in
2006 by the City as part of the National Infrastructure Protection Plan, which is
designed to protect the critical infrastructure in and around the Phoenix urban
area.
2. Ensure Adequate Funding for Programs Supporting Local Public Safety Efforts -
Staff recommends continued support for federal programs and initiatives that aid
local public safety efforts, such as those offered through the Office of Community
Oriented Policing Services (COPS) and the Edward Byrne Memorial Justice
Assistance Grant (Byrne-JAG) Program. For more than a decade, the COPS Office
and the Byrne-JAG grant programs have enhanced the City’s capacity to combat
crime and violence in our communities.
3. Advocating for Public Safety Grants and Programs – Staff recommends the City
continue to advocate for public safety grants and programs that provide direct
support and resources to assist in multi-jurisdictional crime fighting and prevention
efforts.
B. Fire
With the passage of the Patient Protection and Affordable Care Act (PPACA), the
Phoenix Fire Department may need to change its emergency medical services delivery
model to be compliant with the new law. The Fire Department will need to determine
what, if any, certification and training will be required of Emergency Medical Technicians
and Paramedics in order to comply with the PPACA.
The Staffing for Adequate Fire and Emergency Response (SAFER) and the Assistance
to Firefighters (AFG) grant programs provide funding directly from the Federal
Emergency Management Agency (FEMA) to local fire departments. The SAFER grant
program provides assistance to increase the number of frontline firefighters in local
communities and the AFG program provides needed firefighting equipment to local
communities.
Phoenix has received grant funding for a total of 98 firefighter positions for three years
from the SAFER program and numerous AFG grants for firefighter safety training and
equipment.
The Urban Search and Rescue (USAR) program provides trained emergency
responders from all over the nation for natural and manmade disasters. Phoenix, a
member of the Arizona Task Force One group, has been a member of the program
since 1994. Federal funds are provided for equipment, training and planning.
Staff recommends advocating sustained funding levels for the USAR, SAFER and AFG
programs.
- 12 -

Public safety personnel at the scene of an incident must concentrate their efforts on
protecting and investigating crime scenes, performing emergency medical assistance or
conducting fire suppression. A consistent resource, such as the Phoenix Fire
Department’s Crisis Response Units, helps maintain that focus by responding on scene
and assisting with crisis stabilization and emotional recovery of crime victims or other
individuals suffering a traumatic event, such as a house fire. Crisis Response crews
conduct an assessment and provide an appropriate connection to resources and
referrals, thus alleviating the need for first responders to remain on scene, and allowing
emergency personnel to utilize their time more effectively. Crisis Response crews also
provide support to first responders by assisting with calls involving social service or
behavioral health complications. These callers often utilize the 9-1-1 system as a means
for assistance when other services would be more appropriate, which causes
emergency response units to be unavailable for other needs. Crisis Response teams
can assess and connect these individuals through case management and follow-up
services with appropriate entities and alleviate hundreds of calls from the dispatch
system.
Staff recommends searching for funding opportunities to expand the Crisis Response
Unit program.
C. Office of Emergency Management (OEM)
Residents of Phoenix and the surrounding region have benefited from Department of
Homeland Security (DHS) and Department of Justice (DOJ) programs. DHS distributes
Homeland Security Grant Program (HSGP) funds to help build enhanced and
sustainable preparedness capabilities to prevent, protect, respond, mitigate and recover
from acts of terrorism, human-caused incidents, and natural disasters. The City is a
recipient of two grants that have been significantly reduced under the HSGP: UASI and
the State Homeland Security Grant Program (SHSGP). In FFY 2011, the Phoenix Urban
Area Security Initiative (UASI) allocation was $7.7 million; in FFY 2012, the allocation
was $4 million. For FFY 2013, the Phoenix Urban Area received an increase of $1.5
million for a total award of $5.5 million.
Phoenix UASI grant funds have been used to assess critical infrastructure sites,
implement target hardening measures to protect those sites, purchase equipment and
vehicles, conduct training and exercises and develop programs such as the Terrorism
Liaison Officer Program and Community Emergency Response Teams (CERT).
The Phoenix UASI is in jeopardy of losing funding or being eliminated as an eligible
Urban Area. The number of UASIs was reduced from 64 to 31 in FFY 2011 and reduced
to 25 in FFY 2013. For FFY 2014, all 12 Federal Emergency Management Agency
(FEMA) State and Local Grants may be bundled and the Secretary of Homeland
Security has the authority to determine final funding levels. There is also a possibility
that DHS would limit grants to the highest risk areas.
Staff recommends continuing to advocating that Phoenix be ranked higher in the federal
risk level in order to obtain funding that, as the nation’s sixth largest city, Phoenix should
receive in order to sustain its capability to protect the region and its residents. DHS
determines a region’s risk level based on a number of factors that are reflected in its
Metropolitan Statistical Area (MSA) formula. Staff is working with DHS and related
- 13 -

agencies to confirm that the data they are using for the Phoenix area is accurate and
interpreted correctly.
The Metropolitan Medical Response System (MMRS) is a grant program under the
HSGP that provides funding to support integration of emergency management, health,
and medical systems into a coordinated response to mass casualty incidents caused by
any hazard. It is critical that the MMRS program continue to be an individual program at
the federal level, rather than be bundled or absorbed by another program.
Staff recommends continuing to work closely with Congress and the federal agencies to
retain the Phoenix UASI and sustain funding levels for UASI, SHSGP and MMRS.
D. Regional Wireless Cooperative (RWC)
Passage of the Middle Class Tax Relief and Job Creation Act of 2012 established the
First Responder Network Authority (FirstNet) to oversee allocation of the “D-block” of
700 MHz radio spectrum for use in developing and deploying the National Public Safety
Broadband Network (NPSBN). FirstNet established a State, Regional, Local and Tribal
Consultation Committee and directed it to establish and execute FirstNet’s State,
Regional, Tribal and Local Consultation Plan. The Arizona Public Safety Interoperable
Communications (PSIC) office is responsible for coordinating the State of Arizona’s
responses to FirstNet. The RWC Executive Director, as well as other information
technology subject matter experts, serve on Arizona’s NPSBN policy subcommittee.
Staff proposes requesting that FirstNet take the following actions regarding the NPSBN:
Carefully consider the financial impacts to the region regarding access and use
of state, county and City-owned right-of-ways and microwave or other
infrastructure for the NPSBN.
Clearly communicate that the NPSBN is a data system, not intended to replace
public safety land mobile radio (LMR) in the foreseeable future.
Develop clear and simple grant guidance that enables equitable and coordinated
grant funding opportunities for local jurisdictions.
The Federal Communications Commission (FCC) has mandated narrow-banding of all
700 MHz channels allocated for public safety use by January 2017. The narrow-banding
requirement would limit RWC talk-groups using existing 800 MHz equipment to provide
region-wide roaming for end users; therefore, all 800 MHz infrastructure must be
transitioned, in order to comply with the 700 MHz narrow-banding deadline. This
process entails replacing base stations and other equipment at a cost of over $40
million and subscriber equipment costs exceeding $90 million for RWC participants. The
RWC has filed two FCC petitions on behalf of its 20 members. The FCC recently ruled
in favor of the state of Louisiana’s petition to delay the narrow-banding implementation
date to 2024.
Staff recommends that the City continue to pursue postponement of the January 2017
FCC deadline for 700 MHz narrow-banding to 2024, as was allowed for the state of
Louisiana.
- 14 -

E. City Prosecutor’s Office
City Prosecutor’s staff recommends that the City pursue the following legislative
priorities:
First, staff recommends seeking funding through appropriations or competitive
processes to implement a designated Domestic Violence Unit in the City of Phoenix
Prosecutor’s Office. Funding would allow for 10 dedicated domestic violence
prosecutors, 10 dedicated victim service advocates and 10 dedicated support staff
members to handle all aspects of a domestic violence case from charging to case
conclusion. Funding would include technology hardware for each position (i.e., high
resolution printers for quality reproduction of photographs of injuries, laptops for use in
court, etc.)
The Domestic Violence Unit would work closely with the police precincts and the Family
Investigations Bureau to increase communication during the charging and prosecution
of domestic violence cases. The Domestic Violence Unit would also work closely with
the community to develop problem-solving initiatives to promote the “change the
culture” and reject domestic violence. Specialization would improve the ability of
prosecutors and advocates to understand and respond to victim behavior, increase
offender accountability and to educate and provide outreach assistance for community
awareness.
Second, staff recommends seeking funding through appropriations or competitive
processes to further develop and expand the City’s Veterans Court. The funding would
allow for additional services for veterans, including a peer support program, a navigator
program, two dedicated contract defense attorneys, a prosecutor and a community
specialist to oversee the coordination of all justice and mental health partners involved
in the court process, as well as oversight of existing and implementation of new
programs. According to the National Center for State Courts, successful specialized
problem-solving courts require dedicated and specially trained prosecution and defense
attorneys. Funding would include the technology to support each position.
Third, staff recommends seeking funding through appropriations or competitive
processes to further develop and expand the Prosecutor’s Office Electronic Case
Management System and its integration with Police Department business systems and
the Records Management System (RMS) currently being developed. The funding would
allow for the development of business systems that would provide the exchange of
information. Funding could include programming to develop interfaces by which to
receive and exchange information both internally and in order to meet the Prosecutor’s
Office’s disclosure requirements in criminal cases. The Prosecutor’s Office has
developed electronic interfaces to disclose evidence to defense attorneys. However,
some evidence is still being stored, copied and provided in hard copy form. Providing
these items electronically would save staff time and costs associated with materials,
storage and mailing. The systems that would be developed would be available to the
Prosecutor’s Office, Police Department, Municipal Court, Public Defender’s Office, Fire
Department, Parks Department, Neighborhood Services Department, Finance
Department and Public Works Department.
- 15 -

F. Family Advocacy Center (FAC)
Though the FAC Victim Services Unit does not receive any grant funding for program
operations, FAC community partners (both on-site and community based) are impacted
by federal funding through the Violence Against Women Act (VAWA) and the Victims of
Crime Act (VOCA). In addition, Services/Training/Officers/Prosecution (STOP) funding
and Futures Without Violence (formerly the Family Violence Prevention and Services
Acts) funding supports a diverse local network of nonprofit and government agencies
that interact with and provide services in support of domestic and sexual violence
victims and services.
Staff recommends asking Congress to:
Fully fund VAWA priorities and exempt them from sequestration or other
reductions, thus increasing funding for STOP grant funding available to criminal
justice system partners including victim services, courts, prosecution and law
enforcement.
Maintain a $1.07 billion dollar cap on VOCA funding and the requirement that
Congress may not move VOCA funding to non-VOCA federal programs.
Increase funding for Futures Without Violence, which is a critical funding source
for domestic violence shelters and the National Domestic Violence Hotline.
G. Comprehensive Immigration Reform
On March 26, 2013, the Mayor and Council adopted a policy statement to “support
immigration reform legislation that offers border control and security for Arizona without
imposing new mandates on local law enforcement, as well as an immigration system
that fosters economic development, preservation of families and allows all of the
residents of Phoenix to fully participate in our economy and community.” Staff
recommends that the City continue to work closely with the federal lobbying team and
the U.S. Conference of Mayors and National League of Cities (NLC) to track and
provide input on immigration reform legislation and support legislation that includes the
Mayor and Council's priorities.
______________________________________________________________________
Public Safety Milestones for FFY 2014/2015:
Meet and communicate with the congressional delegation and federal officials on
a quarterly basis in the following areas: 1) Reauthorization of the 9/11 Act; 2)
Restructuring of SHSGP; and 3) Accuracy and correct interpretation of the
Phoenix MSA formula and corresponding data.
Detailed briefings for Arizona delegation regarding homeland security/emergency
response needs in the MSA.
Meetings between the Phoenix Chief of Police and staff from the Department of
Justice in support of funding opportunities for the Department’s technology
needs.
Meetings between the Phoenix Chief of Police and members of the Arizona
Congressional Delegation to secure support for law enforcement/criminal justice
technology enhancements.
Briefings for Congressional and agency staff regarding funding to reinstate a
Domestic Violence Unit in the City of Phoenix Prosecutor’s Office.
Briefings for Congressional and agency staff regarding Veterans Court
expansion.
- 16 -

Secure delegation and other support for criminal justice partner technology
improvements.
Attend detailed briefings for congressional delegation regarding homeland
security/emergency response needs in the Phoenix metropolitan area.
Track and report significant activities of the FirstNet Board specifically related to
grant funding and policy impacts on local government.
Track and report actions taken by the FCC’s Public Safety and Homeland
Security Bureau related to the FCC’s 2017 dead for narrowbanding 700 MHz.
____________________________________________________________________
III. Community Development – Neighborhood Services, Housing, Human Services,
and Community & Economic Development
Staff from the City’s Neighborhood Services, Housing, Human Services and Community
& Economic Development Departments identified the following priorities and milestones.
A. Neighborhood Services
Neighborhood Services staff identified priorities in the areas of (1) Community
Development Block Grants, (2) the Neighborhood Stabilization Program, (3) the
Weatherization Assistant Program, and (4) the Lead Based Paint Hazard Control Grant.
1. Community Development Block Grants (CDBG):
CDBG is a critical priority as the financial cornerstone of sustainable revitalization in our
City during the current economic times. Phoenix has used CDBG funds as the catalyst
for extensive partnerships and fivefold leveraging of resources that have turned
neighborhoods around; however, more than $1 billion in funding has been cut at the
national level over the past three years.
According to U.S. Census data, Phoenix experienced growth in population, poverty,
overcrowded and aging housing units and other indicators of need far in excess of
national averages. In 2010, the Phoenix poverty rate rose at twice the rate of increase
nationally. Yet Phoenix, as the sixth largest city in the country, is only twelfth in CDBG
funding and receives less funding per capita than many other cities. The CDBG
distribution formula must be reformed to reduce the funding disparity between older
communities and fast growing central cities like Phoenix.
Staff recommends asking Congress to:
Support CDBG funding at a minimum of $3.3 billion nationally, which would
return program funding to the FFY 2011-12 level.
Reform the CDBG formula for distribution of block grants to communities.
2. Neighborhood Stabilization Program (NSP) and Foreclosures:
Despite recent improvement, homeowners in distress continue to have a destabilizing
influence on Phoenix neighborhoods. Based on unprecedented high foreclosure rates,
Phoenix received over $116 million in three NSP funding rounds to address foreclosed
properties. The program is contributing to a widespread improvement in the Phoenix
housing market: 506 Phoenix homebuyers have purchased foreclosed homes; 1,866
multi-family units have been purchased and are being rehabilitated; and a failed
subdivision has been rescued and completed. The NSP projects are providing jobs
- 17 -

through contracts with small and economically disadvantaged Phoenix construction
companies.
Phoenix NSP partners and programs have received various recognitions for their
accomplishments, including the U.S. Department of Energy Challenge Home Builder
Award, Valley Forward Environmental Excellence Crescordia Award and two Most
Valuable Partner Awards from the Phoenix HUD office, among others.
Staff recommends asking Congress to:
Continue funding programs such as NSP that help to stabilize neighborhoods
with high foreclosure rates.
Continue foreclosure prevention efforts like the Home Affordable Refinancing
Program (HARP), which is currently expanding to increase the number of
homeowners who can qualify for refinancing at lower rates. Housing counseling
funding is also critical to both preventing foreclosures and promoting new,
financially healthy homeownership of vacant homes.
3. Weatherization Assistance Program (WAP):
WAP is a one-time grant to homeowners that funds repair and/or replacement of
existing energy-related building components and improvements to reduce energy
consumption, such as sealing duct systems; insulation; cooling and heating systems;
and lowering heat-gain through windows and doors. Over the years, the City has
successfully provided assistance to low-income residents through this program.
Staff recommends asking Congress to support funding WAP at 2008 funding levels.
This will provide funding to meet the community need and support critical weatherization
workforce jobs.
4. Lead Based Paint Hazard Control (LBPHC) Grant:
Since 1995, the City has received eight LBPHC grants funded by HUD to address lead
hazards in privately-owned housing. The City’s Lead Hazard Control Program has
remediated lead hazards in 1,377 privately-owned low-income housing units where
children under six years of age reside. The program has also provided significant
community education for 30,312 people and trained 466 housing industry workers in
lead-safe work practices.
Staff recommends asking Congress to continue full funding of the LBPHC Grant.
B. Housing
As the City’s Public Housing Authority (PHA), it is the Housing Department’s charge to
provide decent, safe, sanitary and affordable housing for Phoenix’s families. Continuous
federal funding cuts and prorations have had a significant negative impact on the
condition of the inventory and service levels the PHA is able to provide. The Housing
Department continues to review its financial position to minimize the impact on core
services caused by ongoing funding cuts, sequestration and overly-burdensome
administrative regulations.
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Housing staff identified priorities in the areas of (1) Public Housing Operating Subsidy,
(2) Public Housing Capital Fund Program, (3) Section 8/Housing Choice Voucher
Program, (4) Choice Neighborhood Initiative, (5) HOME Investment Partnerships
Program, and (6) Other Housing Programs.
1. Public Housing Operating Subsidy:
Staff requests support for full funding of operating costs based on the negotiated
funding formula for public housing operating funds and prevention.
2. Public Housing Capital Fund Program (CFP):
Over the past several years, CFP appropriations have significantly fallen behind the
actual need to maintain and modernize aging housing stock. These cuts impair the
City’s ability to provide necessary capital improvements to the aging public housing
stock. Staff requests support for adequate funding that supports annual capital
improvement needs.
3. Section 8/Housing Choice Voucher Program:
Staff requests support for full funding of the Section 8/Housing Choice Voucher (HCV)
program and restoration of full funding for administrative fees. These funding
appropriations are necessary to ensure that the needs of the vulnerable families
participating in the City’s housing programs are met. Additionally, staff requests support
for substantive voucher program administrative and regulatory reform.
4. Choice Neighborhood Initiative (CNI):
CNI, an innovative program to help transform neighborhoods with extreme poverty into
mixed income neighborhoods, is the successor program to HOPE VI. Staff requests
continued support and funding appropriation for this valuable housing revitalization
program, especially targeting PHAs.
5. HOME Investment Partnerships Program (HOME):
Staff request support for restoring funding for the HOME program, which allows Phoenix
to prioritize and address critical affordable housing needs.
6. Additionally, for FFY 2015 staff requests congressional support for the following:
Advocacy for the reauthorization and expansion of the Move to Work (MTW)
program.
Support for and clarification of policies and programs that allow for additional
options to invest in and preserve existing public housing stock, such as the
Rental Assistance Demonstration (RAD) program.
Support for fungibility across programs to help offset prorations and continued
reductions in funding, allowing PHAs to direct resources toward their highest
priority need regardless of funding source.
A halt to overly burdensome policies that PHAs are unable to implement due to
funding and staffing restrictions.
Expansion of rental assistance through Section 202 Supportive Housing for the
elderly.
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C. Human Services
Human Services staff identified priorities in the areas of (1) Head Start, (2) Low Income
Home Energy Assistance Program, (3) Community Services Block Grant, (4) Older
Americans Act, (5) Homeless Emergency Assistance & Rapid Transition to Housing Act,
and (6) Social Services Block Grant.
1. Head Start Programs:
The FFY 2013 funding level for Head Start was authorized at approximately $8.017
billion. As a result of sequestration, the actual funding was reduced to approximately
$7.573 billion. As a result, the City received a 5.27 percent decrease in funding. A total
of 186 slots and 11 City staff positions were eliminated. In addition, contractors also
eliminated 20 staff positions.
The City does not receive its fair share of funding for Head Start services. The program
is currently able to serve only 24 percent of eligible children, well below the national
average of 40 percent. With designation renewal leading to re-competition of funding,
the Office of Head Start has the opportunity to remedy the inequity in levels of service
across the country. Head Start should be encouraged to target the re-competition of
these funds to underserved areas including Phoenix.
Staff recommends asking Congress to:
Appropriate Head Start funding at a minimum of $8.1 billion.
As part of the designation renewal process, redistribute Head Start slots to areas
such as Phoenix that are not receiving their fair share.
2. Low Income Home Energy Assistance Program (LIHEAP):
The Mayor and Council, staff and community leaders have all worked extensively with
the Arizona Congressional delegation to increase Arizona’s share of LIHEAP funds. The
primary strategy has been to seek appropriation levels triggering funding to warm
weather states. Additionally, the City continues to build a coalition to seek legislative
formula revisions.
In FFY 2012, the LIHEAP appropriation was reduced by 23 percent. The resulting
reduction for the State of Arizona was 28 percent. The amount of the reduction was
caused by two factors. First, a “hold-harmless” clause within the new LIHEAP funding
formula prioritizes winter heating over summer cooling needs. Second, Congress
continues to override the application of the new formula for the majority of the
appropriation using the old formula which does not include any cooling factors. The 28
percent decrease reduced the program’s capacity in Phoenix by approximately 5,000
households annually. FFY 2013 and 2014 have been funded at FFY 2012 levels.
LIHEAP remains unauthorized since 2007.
The City currently receives over $5 million in LIHEAP funds to provide emergency utility
assistance to approximately 10,000 households. LIHEAP helps low-income households
make utility payments more affordable, avoid shutoff of utility services and maintain a
safe and healthy environment for households with young children, elderly and disabled.
Without these payments, utility disconnections can lead to further issues such as job
loss, sickness and homelessness.
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For FFY 2015, staff recommends asking Congress to:
Reauthorize and appropriate LIHEAP funding at $5.1 billion.
Ensure Arizona receives its fair share of base and emergency LIHEAP funding
by eliminating new formula overrides and removing the “hold harmless” clauses
from the entire LIHEAP allocation formula.
Reform the distribution formula for emergency contingency LIHEAP funding so
that it is awarded through the same base funding formula to assure low-income
families in Phoenix receive their fair share of relief from rising energy costs.
3. Community Services Block Grant (CSBG):
CSBG supports employment, food, housing, health and emergency assistance to lowincome
families and individuals (including those without children who do not qualify for
other types of assistance like Medicaid), the homeless and the elderly. HHS distributes
these funds to states based on population. States, in turn, distribute 90 percent of the
funds to local community action agencies. CSBG authorization expired in 2003.
The City’s Human Services Department is designated as the Community Action Agency
for the City and currently receives $1.2 million in CSBG funding, representing a 7
percent reduction from prior year funding, as a result of sequestration. Every dollar in
CSBG funds received by the City leverages $41 in matching dollars from federal, state
and local sources. As a result of this leveraging, any reduction in CSBG would have a
far more consequential impact than the actual reduction, as it would also decrease
capacity to fully use leveraged funding dependent on CSBG’s flexibility. Moreover, a
reduction or elimination of CSBG funding would impair the City’s capacity to collaborate
with community partners to provide an integrated network of services for low-income
people. These partnerships include case management services to homeless families,
domestic violence initiatives and technical assistance to community and faith-based
social service programs and developing nationally recognized Earned Income Tax
Credit and financial education programs.
The President’s FFY 2014 budget proposed a 50 percent reduction in CSBG for the
second year in a row. The budget provides $350 million and proposes to use
competition to target funds to high-performing agencies that are most successful in
meeting important community needs. A 50 percent reduction to the City would be
approximately $700,000, impacting approximately 1,200 Phoenix residents. The basis
for the proposed reductions is Community Action Agencies are not held accountable by
producing national program outcomes. Producing meaningful national outcomes
remains a challenge for a block grant designed to meet local needs.
Staff recommends asking Congress to:
Support at least $700 million in CSBG funding for FFY 2015.
Support reauthorization of CSBG at a minimum of $746 million.
4. Older Americans Act:
The Older Americans Act (OAA) provides funds for Meals on Wheels (home delivered
meals), congregate meals, senior center services, transportation, family caregiver
support, home and community services, health promotion and disease prevention, civic
engagement and community service employment for low-income older workers. The
Administration on Aging within HHS distributes these funds to states. The State of
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Arizona, in turn, distributes the funds to eight regional Area Agencies on Aging (AAA),
which allocate to local funding providers that compete for the funds in specific service
areas.
The City currently receives approximately $2.4 million in OAA funding from AAA Region
One. In FFY 2013, the City used these funds to provide up to 354,000 nutritious, homedelivered
meals to seniors and disabled adults.
Staff recommends asking Congress to:
Support reauthorization of OAA; the current authorization lapsed in 2012.
Support the National Council on Aging request for $2 billion for FFY 2015, which
was also proposed for FFY 2012 and 2013.
5. Homeless Emergency Assistance & Rapid Transition to Housing (HEARTH) Act:
The 2009 HEARTH Act substantially changed the McKinney-Vento Homeless
Assistance programs in 2011. Through sequestration, the City received a 24.8 percent
reduction to its allocation of Emergency Solutions Grant (ESG) funds in FFY 2013-14,
from $1.3 million to $1.08 million.
The City’s Human Services and Housing departments continue to collaborate by
combining wrap-around outreach and re-housing services with housing vouchers. This
collaboration reflects the Housing First model for serving chronically homeless
individuals and families and is in line with HUD and local priorities. Continued federal
funding is critical for the success of the Housing First model and will provide valuable
emergency shelter, prevention, outreach and rapid re-housing services to the
community. The HEARTH Act authorized the program for two years.
Staff recommends asking Congress to:
Support for reauthorization of the HEARTH Act.
Return appropriation of $2.231 billion for HEARTH Homeless Assistance Grants
or limit reductions to those already incurred by grantees.
6. Social Services Block Grant (SSBG):
SSBG provides funding to states for a broad range of services, providing a flexible
funding source that enables local communities to meet the unique needs of their most
vulnerable populations, with primary focus on low-income children, families, elderly and
persons with disabilities. Every dollar in SSBG funds received by the City leverages $98
in matching dollars from federal, state and local sources. As a result, any reduction in
SSBG would have a far more consequential impact than the actual reduction. A
reduction would also decrease capacity to fully use leveraged funding dependent on
SSBG’s flexibility. In Phoenix, SSBG funds provide direct casework services at Family
Services Centers. Since 1996, SSBG funds have been reduced from $2.8 billion to $1.7
billion. Congress has not passed any increases or provided a means to assure SSBG
funding keeps pace with inflation.
Staff recommends requesting Congress to continue to appropriate at least $1.7 billion for
SSBG for FFY 2015.
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D. Community & Economic Development
Community & Economic Development staff identified priorities in the areas of (1)
Phoenix Bioscience Center, Medical School and Downtown Campus, (2) Graduate
Medical Education (GME), (3) New Market Tax Credits (NMTC), (4) Protection of Luke
Air Force Base, (5) Workforce Investment Act (WIA):, and (6) Phoenix YouthBuild.
1. Phoenix Bioscience Center, Medical School and Downtown Campus:
The City has worked with the Translational Genomics Research Institute to support
construction of its facility in downtown Phoenix, which is also the headquarters of the
International Genomics Consortium. Staff recommends that the City continue working
with the University of Arizona, Arizona State University and other partners to encourage
federal funds for research at the Phoenix Bioscience Campus.
2. Graduate Medical Education (GME):
In 1997 Congress placed a cap on the number of GME positions that the Medicare
program would support. The cap was set at the number of GME positions that Medicare
supported in 1996 on a hospital-specific basis. As a result, a hospital that wished to
increase its number of GME positions had to cover the entire cost of the new positions
from other sources. Not surprisingly, new GME positions established in the country as a
whole during the past 15 years are substantially fewer than the number established in
the 15 years before the cap, and are unevenly distributed throughout the country.
Among all of the states, Arizona and Georgia have been most disadvantaged by
imposition of this cap. The Arizona and Georgia GME enterprises rank 37 th and 41 st in
size, respectively, among all of the state GME enterprises and the states’ physician
workforces rank 33 rd and 41 st in size, respectively, among all state workforces.
Moreover, Arizona, the 16 th most populous state, grew its population by 26.4 percent
during 2000-11 and Georgia, the ninth most populous state, grew by 19.9 percent
during the same period. It is clear that both states will have a limited ability to generate
a physician workforce adequate for their populations, primarily due to the fact that they
have small GME enterprises. (Arizona needs 850 new residency positions just to meet
the national average.) As a result, both states face the prospect of experiencing a major
physician shortage in the coming years.
Growing states must expand their GME enterprises to meet physician supply needs for
the future. While simply removing the GME cap would create a significant rise in
Medicare expenditures for GME, allowing individual states to seek a waiver from the
GME cap, based on physician workforce considerations and significant growth, will have
a negligible impact on total Medicare expenditures for GME. Staff requests support to
seek legislation that would grant Arizona and Georgia a waiver, allowing them to
expand their GME enterprises and, thereby, avoid a major physician shortage.
3. New Market Tax Credits (NMTC):
On January 1, 2012, the NMTC program was extended for two years. In Phoenix, the
NMTC program provides competitively-priced loans to encourage private sector
investment in qualified low-income communities in Phoenix. The Department of
Treasury Community Development Financial Institutions Fund awarded Phoenix
Community Development and Investment Corporation (PCDIC) $263 million in NMTC
allocations: $170 million in 2003, $40 million in 2008 and $53 million in 2011. The
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allocations have been capitalized with traditional lenders and corporate tax credit
investors from across the U.S. The loans attracted over $350 million in additional private
investment, which funded acquisition, new construction and/or rehab of commercial real
estate. Presently, PCDIC is managing a commercial real estate portfolio of $276 million.
PCDIC certified to the Department of Treasury in its June 30, 2013 annual report that
these NMTC investments have created 3,852 construction jobs, 9,384 additional new
jobs, plus retained 1,700 jobs in Phoenix. While this program supports a range of
economic development strategies, NMTC is particularly valuable to the City’s efforts to
implement neighborhood and downtown commercial revitalization.
Staff supports the efforts of the NMTC Coalition to obtain congressional approval to
make the NMTC program permanent after 2013 as well as to seek an additional $5
billion annually.
4. Protection of Luke Air Force Base:
Luke Air Force Base was established in 1941 on land donated to the federal
government by the City. It has evolved in the decades since to become a major
economic force in the Phoenix region. The City partners with west valley cities and
Maricopa County to protect and enhance Luke Air Force Base (AFB). Our goals are to:
Protect the mission of Luke AFB by ensuring property owner participation and
cooperation in federally–funded acquisition of land.
Advocate for follow-on and joint missions for Luke AFB.
Assist to secure and safeguard funding for Luke AFB.
Monitor any Base Realignment and Closure Commission (BRAC) or other Force
Structure Adjustment-related issues.
5. Workforce Investment Act (WIA):
Reauthorization of WIA is nine years overdue. Given current economic conditions and
high unemployment rates, workforce services are in high demand.
National education, labor and other organizations have provided recommendations for
WIA reauthorization regarding the size of public boards; sequence of services;
performance measures; reporting requirements; and infrastructure funding. Staff
recommends continued support for authorizing and appropriating actions to increase
resources and provide maximum flexibility for service delivery and training for the 21 st
century economy and workforce. The City recommends continuing to partner with
Maricopa County to inform the Congressional delegation about workforce needs in our
region and the positive impacts of federal funding.
Staff recommends asking Congress to:
Reauthorize WIA to maintain strong local flexibility for cities and local Workforce
Investment Boards and ensure that local and regional employer needs are met.
Ensure that the one-stop systems are demand-driven, responsive and reflective
of local workforce needs.
Support WIA appropriations with separate streams of level funding to preserve
current adult, dislocated worker and youth service levels.
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6. Phoenix YouthBuild:
YouthBuild funds are used to provide workforce development services for young people
that support GED completion, academic and work-related skill attainment, gainful
employment and connection to vocational/post-secondary education.
The Phoenix YouthBuild Program is a comprehensive community development program
that provides people between 16-24 years of age the opportunity to work towards a
GED while learning construction skills. Construction projects range from restoring multiunit
buildings to building single family homes in the sustainable construction industry.
Strong emphasis is placed on leadership development and community service.
Staff recommends asking Congress to continue funding for the YouthBuild Program.
____________________________________________________________________
Community Development Milestones for FFY 2014/2015:
Work with HUD, City staff and Congress on CDBG regulation changes,
especially the development of a population and needs-based formula for
allocation of funds. The outdated two-formula allocation system has caused
significant cumulative disparity in allocations throughout the country during the
past 35 years.
Support interagency initiatives that improve the urban environment through more
coordinated use of limited resources, policies or practices.
Support programs for distressed homeowners, particularly housing counseling.
Provide input regarding the implementation of the various consumer protection
aspects of the Dodd-Frank Act, the new Office of Housing Counseling and the
National Mortgage Settlement.
Work with HUD and Congress on revisions to NSP to adapt to changing market
conditions via letters or other means of depicting Phoenix-specific needs and
providing recommendations.
Support innovative pilot projects looking at utilizing the Housing First model with
public housing programs providing a waiver for project participant eligibility for
chronically homeless families without impacting overall eligibility criteria.
Work with key Congressional members and HUD officials in Washington to
prevent further cutbacks to the Phoenix Emergency Shelters Grant (ESG)
formula allocation.
Research and report on new fair share funding strategies, including allocation
formula reforms and coalition building, to prevent cutbacks to the CDBG, ESG,
LIHEAP and Head Start programs.
____________________________________________________________________
IV. Water and Environment – Water Services, Environmental Programs, Public
Works, and Parks & Recreation
The City has worked in partnership with federal agencies such as the Environmental
Protection Agency (EPA) to improve our water, land and air quality and enrich the
environment of our community. One large-scale effort has been with the U.S. Army
Corps of Engineers (USACE) to restore the dry and environmentally-damaged Salt
River bed. Three projects – Rio Salado, Rio Salado Oeste and Tres Rios – span over
20 miles in Phoenix and link with other flood control and river restoration projects in the
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Phoenix metropolitan area. The City’s interests also include any legislation that affects
clean air and water, the Endangered Species Act, water security, salinity research and
regulations, brownfields legislation, as well as energy and sustainability programs.
Staff from the City’s Water Services, Environmental Programs, Public Works, and Parks
& Recreation Departments identified the following priorities and milestones.
A. Water Services
Water Services staff identified priorities in the areas of (1) Rio Salado Oeste Ecosystem
Restoration, (2) Tres Rios Environmental Restoration and Flood Control, (3)
Establishment of a Federal Infrastructure Bank, (4) Chemical and Cyber Security
Legislation, (5) New Stormwater Regulations,(6) Waters of the U.S., (7) Drinking Water
Standards, (8) Lacey Act, and (9) Water Quality Standards. An overall goal is to
minimize Environmental Protection Agency (EPA) and Endangered Species Act
mandates that impact cost of water supplies, water and wastewater system operation
and stormwater management.
1. Rio Salado Oeste Ecosystem Restoration:
Completion of the $100 million Rio Salado Habitat Restoration Area from 24 th Street to
19 th Avenue is an important accomplishment for the City in collaboration with USACE.
Rio Salado provides needed habitat for Arizona wildlife, regional trails and economic
development benefits beyond the banks of the riverbed. The next segment of the plan is
the Rio Salado Oeste ecosystem restoration project. Rio Salado Oeste will restore an 8-
mile reach of the Salt River between 19 th Avenue and 83 rd Avenue. The project is
currently in the first phase of design from 19 th Avenue to 51 st Avenue. Since 2008, the
project has received appropriations of over $3.4 million.
Staff recommends seeking appropriation of $1.5 million (the balance of FFY 2012 CR of
$1.646 million) to USACE for Rio Salado Oeste pre-engineering and design.
2. Tres Rios Environmental Restoration and Flood Control:
Tres Rios is a 500-acre constructed wetlands, flood control and environmental
restoration project with water quality benefits and recreation opportunities along the
Salt, Gila and Agua Fria Rivers located downstream from 83 rd Avenue, west of Phoenix.
Water for wetlands and river restoration will be supplied by the 91 st Avenue Wastewater
Treatment Plant (WWTP). The wetlands are critical to expansion of the WWTP and
provide an economical alternative for meeting water quality standards. Tres Rios also
will provide flood control to more than 600 structures in the project area.
The USACE has completed the project’s levee from 105 th Avenue to 123 rd Avenue. The
flow regulating wetlands and over-bank wetlands were completed in November 2010.
The pump station for a continuous water supply to the constructed wetlands was
completed in July 2012. Phases III A & B, in-river features, from 105 th Avenue to El
Mirage Road, were completed in May 2012. Phase III C, which has yet to be designed
or constructed, will complete the final reach of the environmental restoration of the Salt
and Gila Rivers, from El Mirage Road to the confluence with the Agua Fria River. The
recreational component of the project is scheduled to be constructed and completed by
October 2014, which will include public access to the constructed wetlands for passive
recreation and bird watching.
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Staff recommends asking Congress to:
Appropriate $15 million to the USACE for continued construction of Tres Rios.
Include reauthorization of the Tres Rios Project at a maximum cost of $238
million in the Water Resources Development Act (WRDA) of 2014 or 2015.
Re-introduce language to waive 902 limits for two years, allowing the USACE to
include Tres Rios in its work plan to complete the final stage of the project.
3. Establishment of a Federal Infrastructure Bank:
Over the past year, there has been discussion about creating a new financing
mechanism using elements of existing programs along with new tools based on the
National Infrastructure Bank legislation proposed in the last Congress. Funds such as
loan guarantees and additional assistance to state revolving fund programs would be
available for replacing infrastructure as well as for new infrastructure and an
infrastructure bank would review and prioritize projects for funding.
Staff recommends support of this or similar proposals.
4. Chemical and Cyber Security Legislation:
The current Administration has suggested that chemical facilities, including water and
wastewater treatment plants, are potential terrorist targets and that better protective
measures should be mandated. There has also been debate about the risks of cyber
attacks on critical infrastructure. In the past Congress, several bills were proposed to
require water utilities to develop security and emergency response plans, with the
federal government developing baseline threat information and designating substances
of concern and threshold quantities that would trigger regulatory actions. A key point of
contention is the issue of "inherently safer technologies" that would require water
utilities to reduce/replace the use of gaseous chlorine as a disinfectant with "safer"
disinfection. The "safer" technologies come with problematic limitations, especially for
the desert Southwest.
Staff recommends that the City continue to participate in the national discussion to
represent the City’s concerns.
5. New Stormwater Regulations:
The EPA released a draft strategy that outlined plans for new rules and initiatives for a
number of water quality issues, including expansion of coverage for municipal
stormwater permits. Among other things, EPA wants to ensure that storm sewer
systems use green infrastructure approaches, including long-term control plans for
sewer overflows and green infrastructure alternatives in enforcement orders and
consent decrees. EPA also plans to develop wastewater treatment requirements that
minimize the effects of sanitary sewer overflows, expand stormwater permitting to
currently unregulated areas and establish performance standards for stormwater
discharges. New regulations often are drafted on a “one size fits all” model that is illsuited
for the arid Southwest and that may create implementation problems for Phoenix
and other southwestern cities.
Staff recommends that the City continue to participate in the national discussion to
represent the City’s concerns.
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6. Waters of the U.S.:
In September 2013, the EPA announced that it would abandon pursuit of guidance on
Waters of the US and instead pursue a formal rulemaking process to clarify the
jurisdiction of the Clean Water Act (CWA). The EPA and USACE sent a draft rule to the
White House Office of Management (OMB) the same day of this announcement. The
EPA's decision to pursue rulemaking will afford the City an opportunity to comment on
the proposed rule.
Staff recommends that the City continue to monitor and participate in the rulemaking
process to represent City concerns.
7. Drinking Water Standards:
Recent EPA decisions indicate an effort to promulgate additional drinking water
standards. The drinking water industry expects to see several new or revised standards
proposed in the next year or two, likely including perchlorate, nitrosamines, several
volatile organic chemicals, chromium and revisions to the lead copper rule.
Regulation of hexavalent chromium and perchlorate are controversial, with some
members of Congress lobbying heavily to set new rules. The EPA previously released
health assessments on both, but new information suggests plans to announce a
decision regarding the need to regulate them.
Staff recommends that the City continue to monitor and participate in this discussion.
8. Lacey Act:
The U.S. Fish and Wildlife Service (FWS) recently announced it was considering
categorical exclusion for several organisms, including quagga mussels. Categorical
exclusion under the Lacey Act prohibits any interstate transfer of a listed species for any
reason. Categorical exclusion would greatly shorten the listing process and one of the
first species in line would be quagga mussels, which have recently been found in the
Colorado River and several Arizona lakes and canals. Water supply in the arid
Southwest cannot function without the transfer of water over state borders, which would
be impacted by these changes.
Staff recommends that the City continue to monitor and participate in this discussion
9. Water Quality Standards:
The EPA recently proposed a rule outlining a number of possible revisions to water
quality standards. These regulations directly impact states and how they establish and
implement their water quality programs. The proposed water quality standards serve as
a guide to states in implementing their permitting programs and each state
subsequently determines discharge permit conditions, including monitoring
requirements and discharge limits for pollutants. Many of the proposed changes would
ultimately impact permitted discharges under the Clean Water Act's National Pollutant
Discharge Elimination System (NPDES) permits. The City holds several of these
permits as issued by the EPA and Arizona Department of Environmental Quality
(ADEQ).
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Staff recommends that the City continue to monitor and participate in this discussion
B. Environmental Programs
Environmental Programs staff identified priorities in the areas of (1) Brownfields, (2)
Endangered Species Act, and (3) Clean Air Act.
1. Brownfields:
Staff recommends that the City monitor and advocate for legislation that would provide
federal funding for environmental assessment, clean-up and redevelopment of
brownfields, including federal tax credits for environmental cleanup.
2. Endangered Species Act:
The City is impacted by various requirements of the Endangered Species Act. Staff
recommends that the City continue to participate in local, state and federal efforts to
reform the Endangered Species Act that promote a reasonable balance between
protection and recovery of threatened and endangered species and the regulatory
impacts of the Act on the City and its operations.
3. Clean Air Act (CAA) – EPA Exceptional Events Rule for PM-10:
The City and region are significantly impacted by EPA’s current approach to interpreting
and implementing CAA provisions for addressing high levels of particulate matter (PM-
10) air pollutants due to high winds. The EPA’s Exceptional Events Rule that
implements those CAA provisions is flawed. Staff recommends that the City continue to
work with the EPA to revise its rule to provide more clarity and flexibility to states in their
Exceptional Event demonstrations; better ensure cooperation between EPA and states;
and ensure reasonable and consistent implementation of the rule.
C. Public Works
Public Works staff identified priorities in the areas of (1) Open Space and Solid Waste,
(2) Better Buildings Competitive Grant, (3) Solar and Sustainable Communities, and (4)
Landfill Programs.
1. Open Space and Solid Waste:
The City is committed to sustainability and strong environmental stewardship and has
initiated and implemented many programs that go beyond regulatory requirements and
laws, resulting in national recognition and a local leadership role.
Staff recommends researching opportunities for federal appropriation and authorization
language in furtherance of the City’s sustainability program, such as funding for
acquisition of open space and preserve lands or funding or other incentives for energy
efficiency programs and solid waste diversion programs, such as a waste-to-energy
project. The City would also benefit from solid waste research and development to
maximize diversion, recycling and beneficial reuse.
2. Better Buildings Competitive Grant:
Phoenix received a $25 million American Recovery and Reinvestment Act of 2009
(ARRA) Better Buildings Competitive Grant for Energize Phoenix, a public/private
collaborative with Arizona State University and Arizona Public Service to provide
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energy-efficient improvements to residences and commercial buildings along a 10-mile
stretch of the light rail corridor. Specific goals of the project include:
Reduce energy consumption through retrofits and education.
Upgrade up to 2,000 residential and 30 million square feet of commercial/
industrial space.
Reduce greenhouse gas/carbon emissions by 50,000 metric tons.
Generate up to 1,000 sustainable jobs.
As the program is successfully closing out its activities, by year end 2013, the City will
have completed over 800 commercial projects, accounting for over 33 million square
feet of space and over 2,000 residential units citywide. Finally, six commercial projects
have been completed using the financing component, in partnership with the program's
financial partner.
Staff recommends continued funding of the Better Buildings Competitive Grant program
that was used for the Energize Phoenix Program to enable the replication of this
program in other parts of the City.
3. Solar and Sustainable Communities:
The City has initiated solar energy projects and, with ARRA funding and Solar Service
Agreements (SSAs), plans to have over 15 megawatts (MW) of solar capacity installed
on City facilities by Spring 2014. Renewable energy is a focus of sustainability efforts in
Phoenix. Significant capacity can be added to City buildings to offset utility purchases
from fossil-fueled generating plants and reduce the City’s carbon footprint. In addition to
roof-top solar projects, staff recommends that utility-scale solar projects be funded, as
Arizona is uniquely positioned to develop these solar generating plants for local
consumption and export to neighboring states. Realizing that transmission capacity and
system constraints have made these projects extremely difficult, staff recommends
seeking financial assistance (federal grants, continuation of federal loan guarantees) to
effect interconnect studies and transmission line construction so that substantial solar
capacity (500 MW-2 GW) can be developed in the Arizona desert and in close proximity
to the Palo Verde power trading hub. These large projects can help with moving solar
manufacturing to the Arizona region and spur job growth in “green” industries.
The City has considerable solid waste resources that end up in landfills, which in turn
generate landfill gas through decomposition. Both resources, solid waste material and
landfill gas, can be used to generate electricity for use by the local grid or fuel byproducts
that can fuel the City and other local government fleets. Staff requests that
Congress support funding for power or fuel production projects using solid waste
resources that are currently placed in landfills. These projects will eliminate flaring of
digester gas, a valuable commodity, and/or extend the life or landfills by putting less
solid waste in the ground.
D. Parks & Recreation
Parks & Recreation staff identified the following two priorities:
1. America’s Great Outdoors:
On April 16, 2011, President Obama signed a Presidential Memorandum establishing
the America’s Great Outdoors Initiative to promote and support innovative community-
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level efforts to conserve outdoor spaces and to reconnect Americans to the outdoors.
The initiative builds on successes in communities across the country and will facilitate a
national dialogue about conservation that supports the efforts of private citizens and
local communities.
The America’s Great Outdoors report recommends funding for a new competitive grant
program targeted at public parks and green spaces, landscape conservation and
recreational waterways. These grant funds will help states promote outdoor recreation
and conservation in large urban centers where access to natural areas is limited or
unavailable.
Staff recommends support for this initiative and any other funding opportunities for
urban parks and outdoor recreation. Staff also recommends seeking competitive and
discretionary grants to assist with purchase of property in the City’s Sonoran Preserve.
2. Coordination and Interaction with the U.S. Department of Interior on Indian School
Property:
Staff seeks support to coordinate and interact with the U.S. Department of Interior and
tribal communities to transition the property at the northeast corner of Indian School
Road and Central Avenue to community use. The federal lobbying team will use local
relationships to work with federal agencies to find a successful resolution to this matter.
Because of the complex trustee obligations, developing a meaningful dialogue with the
local Indian Community is likely to be a key factor in this issue’s success.
____________________________________________________________________
Community Development Milestones for FFY 2014/2015:
Secure increase in 902 funding limit for Tres Rios construction as well as funding
to complete work.
Monitor proposed federal legislation and the Federal Register for notices,
proposed and final rules for regional air quality issues, stormwater, endangered
species and brownfields that could impact City operations and provide updates
on any meeting with pertinent federal agencies and the Arizona Congressional
delegation and staff.
Brief Congressional and agency staff regarding City’s sustainability program and
objectives.
Look for opportunities to support growing the city's vacant lot initiative throughout
the City to foster ongoing sustainability efforts to develop and overcome
obstacles for blight elimination and urban decay.
____________________________________________________________________
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CITY COUNCIL REPORT
POLICY AGENDA
TO:
FROM:
Ed Zuercher
Acting City Manager
Rick Naimark
Deputy City Manager
Kathryn Sorensen
Water Services Director
Neal Young
Acting Chief Financial Officer
AGENDA DATE: January 7, 2014
ITEM: 4
SUBJECT: 2014 WATER AND WASTEWATER FINANCIAL PLANS, CAPITAL
IMPROVEMENT PROGRAM, AND RATE RECOMMENDATION
This report provides information concerning the financial requirements necessary to
support the Water Services Department Operations and Capital Improvement Program
(CIP) for 2014-15 through 2018-19 for the water and wastewater systems. In addition,
this report requests City Council approval of no change to the water and sewer rates for
2013-14, resulting in a zero percent rate increase. The proposed plan continues
significant investment in the City’s water and sewer system to ensure the long-term
sustainability of the City’s infrastructure.
The Transportation and Infrastructure Subcommittee recommended City Council
approval of this item on December 10, 2013.
THE ISSUE
Five-year financial plans have been prepared by the Water Services and Finance
Departments which reflect both the capital infrastructure requirements and financial
requirements of the water and wastewater systems.
The City Council has consistently taken the necessary actions to meet the needs of a
rapidly growing city, maintain the infrastructure for existing residents, and meet federal
standards for safe drinking water. This included an efficiency study by an independent
consultant to review the water and sewer systems in 2011, and the creation of a
citizen’s advisory panel to review efficiency study recommendations. These actions
continue to provide for a more efficient, safe and reliable system; help maintain a
AAA bond rating from Standard and Poor’s; and provide for the overall lowest cost to
Phoenix customers. The Phoenix combined water and sewer utility bill is currently the
fifth lowest of the 20 largest U.S. cities.
These actions have resulted in two years of combined zero percent water and sewer
rate adjustments, and has had a long-term impact on the financial forecasts with
another zero percent adjustment proposed for 2014. With this recommendation, water
and wastewater rates have not changed since July 2012.
- 1 -

The innovation and efficiency actions have also led to strong fund reserves, a strong
pay-as-you-go CIP, and manageable debt service levels which continue to support
AAA credit ratings for the Phoenix Water / Wastewater systems. Future rate
adjustments are forecasted in the Financial Plans to address rising operating costs and
to fund capital improvements to maintain safe and reliable systems.
OTHER INFORMATION
The following sections outline the financial requirements for proposed rate adjustments.
Capital Improvement Program
The water and wastewater capital improvement programs are the largest cost
components in the Water Services Department and therefore significant drivers of the
rate increases periodically necessary to maintain financially viable water and
wastewater utilities.
Given the impact of the recent economic downturn on customers, the proposed
2014-2019 CIP budgets were carefully crafted to minimize costs while upholding the
Department’s mission to provide safe and reliable water and wastewater services that
meet or exceed regulatory requirements. The proposed 2014-2019 Water and
Wastewater Five Year CIP budgets are 5 percent and 7 percent higher, respectively,
than the 2013-2018 CIP. The water and wastewater capital projects outlined are
necessary to maintain regulatory compliance and to ensure reliable infrastructure
performance.
Water Capital Improvement Program
The proposed Five-Year Water CIP totals $710.3 million. Attachment 1 lists the
proposed 2014-2015 through 2018-2019 projects by fiscal year. Some of the key CIP
changes are summarized below.
The Five-Year Water CIP continues to emphasize rehabilitation of system
infrastructure. Approximately 74 percent of the Water CIP is allocated for this purpose
including: repair and replacement of substandard distribution water mains, valves, and
hydrants ($158 million); assessments and rehabilitation of large transmission mains
($98 million); rehabilitation of wells, booster stations and reservoirs ($103 million), and
equipment replacement, rehabilitation, and operational improvements at the treatment
plants ($130 million).
Wastewater Capital Improvement Program
The proposed five-year Wastewater CIP totals $472.6 million. Attachment 2 lists the
proposed 2014-2015 through 2018-2019 projects by fiscal year. Key projects are
highlighted below.
- 2 -

The increase in the five-year Wastewater CIP can largely be attributed to the need for
assessment and rehabilitation of large sanitary sewer mains in the City’s sewer
collection system. These projects will help mitigate system failures, disruption of
service, and sanitary sewer overflows. Six new gravity sewer main projects
($12.2 million) and lift station expansion projects ($10.3 million) are planned to support
the wastewater infrastructure needed for growth, as projected in the 2012 Wastewater
Master Plan.
The Wastewater CIP also focuses on rehabilitation of the system’s infrastructure with
approximately 63 percent allocated for this purpose. Projects include: condition
assessments, rehabilitation, and replacement of sewers and manholes ($193 million);
equipment replacement, rehabilitation, and operational improvements at wastewater
treatment plants ($91.3 million); lift station replacement and process control
optimization efforts ($15.5 million), to name a few. To keep CIP costs down, the
Department has postponed some projects to future years and has also secured project
savings through value engineering.
Water and Wastewater Financial Plans
The financial plans forecast minimal inflationary level adjustments necessary to support
future operational and maintenance costs and CIP costs of the system based on the
following assumptions:
Continued slow economic recovery with 1 to 2 percent incremental annual
increases in revenue due to growth and before proposed rate adjustments.
Operating expenditures are budgeted for the first two years and are projected to
increase 4 percent annually thereafter for system growth and inflation.
Finance $175 million of water CIP needs through existing and planned bond
authorizations. This results in additional debt service of $11.1 million annually
starting in fiscal year 2014-15.
The proposed 2014-15 to 2018-19 Five-Year CIP totals for water is $710.3
million, and $472.6 million for wastewater.
Fund balance, debt service and other ratios are maintained at the system’s
current AAA bond rating levels.
Future proposed rate adjustments are shown below.
Effective
Date
2014
PROPOSED WATER AND WASTEWATER
RATE REVENUE ADJUSTMENTS
Combined Water and Sewer Water Sewer
Previous Current Current Current
Forecast Forecast Forecast Forecast
2.0 %
0.0 %
0.0 %
0.0 %
March 2015
March 2016
March 2017
March 2018
March 2019
2.0 %
2.0 %
2.0 %
2.0 %
Not Forecasted
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
2.0 %
- 3 -

RECOMMENDATION
Staff requests City Council approval of no change to the water and sewer rates for
2013-14, resulting in a 0 percent rate increase. The proposed plan continues significant
investment in the City’s water and sewer system to ensure the long-term sustainability
of the City’s infrastructure. The Transportation and Infrastructure Subcommittee
recommended approval of this item on December 10, 2013. Efforts will continue in
identifying and implementing additional efficiencies to impact future rate adjustments for
the next five fiscal years.
- 4 -

ATTACHMENT 1 - PROPOSED WATER CAPITAL IMPROVEMENT PROGRAM
FY 2014-2019
PROJECT DESCRIPTION 2014-15 2015-16 2016-17 2017-18 2018-19 TOTAL
WATER TREATMENT PLANTS
Val Vista WTP Rehabilitation $ 2,955,000 $ 16,410,000 $ 750,000 $ 160,000 $ 4,125,000 $ 24,400,000
Deer Valley WTP Rehabilitation $ 160,000 $ 1,775,000 $ 9,590,000 $ 750,000 $ 160,000 $ 12,435,000
24th Street WTP Rehabilitation $ 9,852,500 $ 650,000 $ 470,000 $ 2,700,000 $ 13,725,000 $ 27,397,500
Union Hills (UH) WTP Rehabilitation $ 24,816,500 $ 662,000 $ 2,055,000 $ 11,025,000 $ 800,000 $ 39,358,500
Raw Water Pump Station and Pipeline - UH WTP to Cave
Creek WRP Reservoir $ 4,595,000 $ - $ - $ - $ - $ 4,595,000
Lake Pleasant WTP - Finished Water Pump Variable
Frequency Drive (VFD) $ 1,958,000 $ - $ - $ - $ - $ 1,958,000
Val Vista Business Automation $ - $ 192,000 $ 864,000 $ - $ - $ 1,056,000
SRP Mobile Substation - Three Plants $ 1,208,000 $ 148,000 $ 148,000 $ 148,000 $ 148,000 $ 1,800,000
Water Reclamation Facilities Rehabilitation $ 30,000 $ 30,000 $ 1,390,000 $ 3,855,000 $ 780,000 $ 6,085,000
Replacement Fund - Four Plants $ 8,450,000 $ 7,550,000 $ 9,400,000 $ 8,550,000 $ 10,850,000 $ 44,800,000
Subtotal - Treatment Plants $ 54,025,000 $ 27,417,000 $ 24,667,000 $ 27,188,000 $ 30,588,000 $ 163,885,000
WELLS / BOOSTERS / RESERVOIRS
Ground Water Management Program $ 2,655,000 $ 3,780,000 $ 7,020,000 $ 4,200,000 $ 7,875,000 $ 25,530,000
Reservoir Rehabilitation and Improvements $ 10,607,000 $ 9,230,000 $ 5,841,235 $ 3,530,000 $ 5,180,000 $ 34,388,235
Process Control Optimization $ 710,000 $ 2,032,550 $ 500,000 $ 2,099,250 $ 510,000 $ 5,851,800
Booster Pump Station Replacement Program $ 7,855,000 $ 11,917,000 $ 4,550,000 $ 9,050,000 $ 4,100,000 $ 37,472,000
Remote Facilities Replacement Fund (Wells/Boosters) $ 5,705,000 $ 6,400,000 $ 5,900,000 $ 6,400,000 $ 6,400,000 $ 30,805,000
Subtotal - Wells / Boosters / Reservoirs $ 27,532,000 $ 33,359,550 $ 23,811,235 $ 25,279,250 $ 24,065,000 $ 134,047,035
WATER MAINS
New Water Distribution Mains $ 2,921,500 $ - $ - $ - $ - $ 2,921,500
Replace Mains, Valves, Hydrants, and Services $ 7,220,000 $ 7,420,000 $ 7,620,000 $ 7,820,000 $ 8,020,000 $ 38,100,000
Water Main Replacement Program $ 22,502,131 $ 28,445,616 $ 16,590,932 $ 30,650,000 $ 30,650,000 $ 128,838,679
Transmission Main Inspection, Assessment, Rehab and
Replacement $ 16,818,675 $ 28,105,650 $ 26,310,750 $ 26,715,300 $ 27,434,700 $ 125,385,075
New Transmission Mains $ 731,700 $ 3,926,000 $ 964,000 $ 3,740,000 $ 11,019,000 $ 20,380,700
Subtotal - Mains $ 50,194,006 $ 67,897,266 $ 51,485,682 $ 68,925,300 $ 77,123,700 $ 315,625,954
Attachment 1 - Proposed Water Capital Improvement Program Page 1 of 2

ATTACHMENT 1 - PROPOSED WATER CAPITAL IMPROVEMENT PROGRAM
FY 2014-2019
PROJECT DESCRIPTION 2014-15 2015-16 2016-17 2017-18 2018-19 TOTAL
MISCELLANEOUS
Business Automation Projects $ 3,178,680 $ 2,802,047 $ 3,814,033 $ 15,254 $ 3,400,000 $ 13,210,014
Acquire Additional Water Resources $ 11,294,106 $ - $ - $ - $ - $ 11,294,106
Security Improvements - Wells, Boosters and Reservoirs $ 1,280,000 $ 5,300,000 $ 750,000 $ - $ 750,000 $ 8,080,000
Water Related Facilities Replacement $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,500,000
Percent for Arts $ 134,700 $ 517,200 $ 75,000 $ - $ - $ 726,900
Water Contingency $ 7,034,576 $ 8,429,859 $ 10,988,638 $ 10,590,351 $ 9,797,000 $ 46,840,424
Water Impact Fee $ 11,427,723 $ - $ - $ - $ - $ 11,427,723
Energy Conservation $ 1,080,000 $ 1,080,000 $ 1,080,000 $ 200,000 $ 200,000 $ 3,640,000
Subtotal - Miscellaneous $ 35,729,785 $ 18,429,106 $ 17,007,671 $ 11,105,605 $ 14,447,000 $ 96,719,167
PROGRAM TOTAL $ 167,480,791 $ 147,102,922 $ 116,971,588 $ 132,498,155 $ 146,223,700 $ 710,277,156
Attachment 1 - Proposed Water Capital Improvement Program Page 2 of 2

ATTACHMENT 2 - PROPOSED WASTEWATER CAPITAL IMPROVEMENT PROGRAM
FY 2014-2019
PROJECT DESCRIPTION 2014-15 2015-16 2016-17 2017-18 2018-19 TOTAL
91st AVE WASTEWATER TREATMENT PLANT
1 Replacement Fund $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 25,000,000
2 Operational Improvements $ 4,855,500 $ 5,886,000 $ 4,833,500 $ 11,968,500 $ 6,197,500 $ 33,741,000
3 Instrumentation and Control $ 1,529,292 $ 392,000 $ 2,914,000 $ 960,000 $ 1,600,000 $ 7,395,292
4 Plant Studies $ 122,000 $ 10,000 $ 125,000 $ 10,000 $ 2,210,000 $ 2,477,000
5 Tres Rios Wetlands $ 305,000 $ - $ - $ - $ - $ 305,000
Subtotal - 91st Avenue WWTP $ 11,811,792 $ 11,288,000 $ 12,872,500 $ 17,938,500 $ 15,007,500 $ 68,918,292
23rd AVE WASTEWATER TREATMENT PLANT
6 Replacement Fund $ 1,965,000 $ 2,000,000 $ 2,100,000 $ 2,100,000 $ 2,250,000 $ 10,415,000
7 Operational Improvements $ 3,684,000 $ 1,185,000 $ 1,035,000 $ 1,085,000 $ 840,000 $ 7,829,000
8 Instrumentation and Control $ 877,000 $ 168,000 $ 1,391,000 $ 60,000 $ 930,000 $ 3,426,000
9 Plant Studies $ 87,000 $ 15,000 $ 225,000 $ 15,000 $ 405,000 $ 747,000
Subtotal - 23rd Avenue WWTP $ 6,613,000 $ 3,368,000 $ 4,751,000 $ 3,260,000 $ 4,425,000 $ 22,417,000
LIFT STATIONS
10 Replacement Fund $ 2,143,000 $ 2,070,000 $ 2,085,000 $ 2,200,000 $ 2,200,000 $ 10,698,000
11 Expansions $ 670,000 $ 7,370,000 $ - $ - $ 2,300,000 $ 10,340,000
12 Process Control Optimization $ 934,000 $ 985,000 $ 895,000 $ 975,000 $ 1,040,000 $ 4,829,000
Subtotal - Lift Stations $ 3,747,000 $ 10,425,000 $ 2,980,000 $ 3,175,000 $ 5,540,000 $ 25,867,000
Attachment 2 - Proposed Wastewater Capital Improvement Program Page 1 of 2

ATTACHMENT 2 - PROPOSED WASTEWATER CAPITAL IMPROVEMENT PROGRAM
FY 2014-2019
PROJECT DESCRIPTION 2014-15 2015-16 2016-17 2017-18 2018-19 TOTAL
SEWER PROJECTS
13 Sewer Main Rehabilitation $ 25,189,000 $ 11,890,000 $ 31,195,000 $ 10,150,000 $ 20,130,000 $ 98,554,000
14 Regional Sewer Capacity Improvements $ 9,290,000 $ 62,385,000 $ 150,000 $ - $ - $ 71,825,000
15 Odor Control $ 5,945,000 $ 8,000,000 $ 38,800,000 $ 150,000 $ - $ 52,895,000
16 Relief Sewers $ 1,063,000 $ 7,490,000 $ 5,189,960 $ 5,150,000 $ 5,150,000 $ 24,042,960
17 New Gravity Sewers $ 890,000 $ 9,790,000 $ - $ 95,000 $ 1,458,000 $ 12,233,000
18 Manhole Replacement/Rehabilitation $ 1,386,000 $ 2,125,000 $ 2,125,000 $ 2,185,000 $ 2,185,000 $ 10,006,000
19 Emergency Repair Contract $ 961,000 $ 1,060,000 $ 1,380,000 $ 1,144,000 $ 1,355,000 $ 5,900,000
20 Sewer Service Connections $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ 1,350,000
21 Light Rail NW Extension Sewer Relocations $ 167,000 $ - $ - $ - $ - $ 167,000
22 Broadway Road Sewer Main Improvements $ 139,000 $ - $ - $ - $ - $ 139,000
Subtotal - Sewer Projects $ 45,300,000 $ 103,010,000 $ 79,109,960 $ 19,144,000 $ 30,548,000 $ 277,111,960
MISCELLANEOUS
23 Wastewater Impact Fee Accounts $ 32,646,594 $ - $ - $ - $ - $ 32,646,594
24 WW Contingencies $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 7,200,000 $ 7,200,000 $ 26,400,000
25 General Engineering Support $ 617,000 $ 1,559,000 $ 1,759,000 $ 2,114,000 $ 2,415,000 $ 8,464,000
26 Business Automation Projects $ 1,624,835 $ 1,283,271 $ 1,283,271 $ - $ 1,600,000 $ 5,791,377
27 Energy Conservation $ 799,000 $ 799,000 $ 799,000 $ 300,000 $ 300,000 $ 2,997,000
28 Support Facilities Replacement $ 190,000 $ 190,000 $ 195,000 $ 195,000 $ 245,000 $ 1,015,000
29 One Percent for Art (Set Aside) $ 161,120 $ 570,788 $ 223,114 $ - $ - $ 955,022
Subtotal - Miscellaneous $ 40,038,549 $ 8,402,059 $ 8,259,385 $ 9,809,000 $ 11,760,000 $ 78,268,993
PROGRAM TOTAL $ 107,510,341 $ 136,493,059 $ 107,972,845 $ 53,326,500 $ 67,280,500 $ 472,583,245
Attachment 2 - Proposed Wastewater Capital Improvement Program Page 2 of 2

CITY COUNCIL REPORT
POLICY AGENDA
TO:
FROM:
Rick Naimark
Deputy City Manager
Philip McNeely
Environmental Programs Manager
AGENDA DATE: January 7, 2014
ITEM: 5A
SUBJECT: SUSTAINPHX FY 2012-13 ANNUAL REPORT
This Council report presents the “SustainPHX Annual Report” which highlights the City’s
overall sustainability efforts. SustainPHX was coordinated and developed by the City’s
Green Team and shares some of the City actions taken during Fiscal Year 2012-2013.
THE ISSUE
Sustainability benefits residents with a variety of services, such as job training, helping
businesses grow, helping residents find affordable housing, growing and maintaining
parks, or working to ensure that services are provided fairly. Phoenix employees,
businesses, and residents work together to balance the long-term costs and benefits for
the community, economy, and environment.
The SustainPHX Report provides insight into the City’s approach to pursue the ultimate
goal of making Phoenix the most sustainable desert city. Mirroring the framework
established by the Sustainability Tool for Assessing and Ranking (STAR) Program, it is
organized by the three sustainability spheres/categories (community, economy,
environment) and identifies major accomplishments critical to achieving the mission of
sustaining Phoenix across these areas.
The sustainability projects contained in the report demonstrate collaboration, innovation
and the generation of cost savings that creates an optimal quality of life and a strong
economy while reducing impacts to our environment.
The full report may be viewed online at http://phoenix.gov/greenphoenix/index.html.
RECOMMENDATION
This report is for information only.
- 1 -

CITY COUNCIL REPORT
POLICY AGENDA
TO:
Rick Naimark
Deputy City Manager
AGENDA DATE: January 7, 2014
FROM:
Lisa Takata
Deputy City Manager
Neil Mann, PE
Public Works Director
Chris Hallett
Neighborhood Services Director
ITEM: 5B
SUBJECT: ENERGIZE PHOENIX INITIATIVE UPDATE
This report provides an update to the City Council on the outcomes of the Energize
Phoenix Program (EPHX), a community energy efficiency initiative to save energy and
money for residents and businesses along a 10-mile stretch of the light right corridor.
THE ISSUE
The City of Phoenix has been committed to energy efficiency as a best management
practice for over 30 years. During this timeframe, the City has realized significant
operating cost savings and/or avoidance. The Mayor and Council recently elevated the
City’s commitment to energy efficiency by joining the federal Better Buildings Challenge
Program and adopting an energy efficiency goal to reduce energy use 20 percent below
2009 levels by 2020.
In 2010, the City of Phoenix was awarded a $25 million federal competitive grant to
catalyze energy efficiency in the community through the implementation of EPHX, a
three-year energy efficiency pilot program. EPHX provides energy efficiency upgrades
for residential, commercial, and industrial buildings along a 10-mile stretch of the Light
Rail Corridor, generally bounded by Camelback Road to Washington Street, 7th Avenue
to 40th Street. EPHX is a public private partnership between the City of Phoenix,
Arizona Public Service (APS), Arizona State University (ASU), and National Bank of
Arizona (NBIAZ). In addition to these partners, over 175 contractors were involved in
driving demand and performing the energy efficiency retrofits.
EPHX set ambitious and challenging goals to: provide energy upgrades to 30 million
square feet of commercial space; 1,700 residential units; generate overall energy
savings for the community of at least 15 percent (110 million kWh); and generate
approximately 1,000 direct/indirect jobs while stimulating the local economy. Long-term
goals included embedding energy efficiency into the culture and effectuating behavioral
change to save money and save energy.
- 1 -

OTHER INFORMATION
EPHX was designed to leverage existing utility (APS) incentives by providing matching
rebates to encourage and accelerate energy efficiency retrofits in the EPHX corridor.
Residential projects included single and multifamily residential units for energy
upgrades such as air sealing, duct sealing, insulation, HVAC upgrades and tune-ups,
sunscreens, and solar water heaters. Commercial facility projects included small and
large businesses as well as schools, churches, state and local government facilities,
and non-profits for energy upgrades such as lighting, chiller replacements, HVAC tuneups,
daylighting controls, motors, and variable speed drives. As EPHX closes out
activities, the program has met and exceeded its goals. The tables below indicate
EPHX program close-out results:
EPHX Commercial Upgrades ($12.1 Million Budget)
Projects Number Square Feet
Completed 811 33,350,506*
* exceeded goal by 11 percent (33.35 million vs. 30 million sq. ft.)
EPHX Residential Upgrades ($6.6 Million Budget)
Projects Qualified/Audit Upgrades
Multi Family Rental 2,075 1,722
Single Family-Low-
80 72
Moderate Income
Single Family-Rebate 299 220
Totals 2,454 2,014**
**exceeded goal by 18 percent (2,014 vs. 1,700 residential units)
EPHX experienced robust demand in the commercial sector for retrofits with residential
activity picking up during the last 18 months. A revolving loan fund, originally intended
to sustain EPHX beyond its pilot phase, was part of the original program strategy. It
proved not to be viable due to local and national market conditions. However,
six commercial projects totaling $1,023,285 were financed by NBIAZ leveraging,
$316,000 in EPHX funding. Once repaid, the $316,000 will be returned to the City for
additional energy efficiency programming. The City will work with Department of Energy
(DOE) to structure a strategy for utilization of these future funds by November 2014.
The EPHX program's economic impact was analyzed by ASU's W.P. Carey School of
Business. This study, using the Regional Economic Models, Inc. (REMI) forecasting
model, has determined that EPHX provided $31 million of economic activity to the local
community. The final evaluation will be shared by the City with the DOE and data will
be compiled with other grantees across the country. In addition, the study indicates that
commercial and residential energy savings will reach 17 percent and 12 percent
respectively. This translates annually into over 135 million kWh of energy and over
$12.5 million of energy cost avoidance for the community. This also exceeded program
projections by at least 20 percent.
- 2 -

EPHX has successfully created energy efficient buildings along a 10-mile stretch of the
Light Rail Corridor. The $25 million program has been fully expended with loan
repayment funds to be programmed for future energy efficiency activities as approved
by DOE. The program met and exceeded performance goals in upgrading commercial
and residential units. It achieved a community annual energy savings of $12.4 million
and provided $31 million to the local economy. Hundreds of residents and businesses
have saved money and saved energy, and the economic impact in the region has been
significant. The City’s partners, APS and ASU, as well as the financial institutions
National Bank of Arizona and Neighborhood Housing Services of Phoenix helped make
the EPHX program a success.
RECOMMENDATION
This report is for information and discussion only. No action is required.
- 3 -

CITY COUNCIL REPORT
POLICY AGENDA
TO:
FROM:
Rick Naimark
Deputy City Manager
Neil Mann, PE
Public Works Director
AGENDA DATE: January 7, 2014
ITEM: 5C
SUBJECT: SOLAR UPDATE
This report provides the City Council an update on the City’s solar initiatives and
requests approval to negotiate and enter into an agreement with Arizona Public Service
(APS) and the Town of Buckeye for a partnership development of a 10MW utility scale
solar project at the SR 85 landfill. This item was presented at the November 20, 2013
Finance, Efficiency, and Economy Subcommittee.
THE ISSUE
The City of Phoenix has a long-standing commitment to energy management,
efficiency, and innovation. In keeping with this commitment, the Mayor and City Council
adopted the following goals to continue promoting clean energy generation, energy
security, and local job creation:
Renewable energy target of 15 percent by 2025, through solar, landfill, and/or
digester gas resources available to the City;
Climate Action Plan Green House Gas (GHG) reduction goal of five percent below
2005 levels by 2015; and
Energy Efficiency Goal to reduce energy use 20 percent by 2020
With the recent infusion of federal economic stimulus dollars and the addition of public
sector solar financing tools, the City has been able to augment and accelerate solar
energy initiatives.
OTHER INFORMATION
Commercial Project Activities
The City currently generates over 14 Megawatts (MW) of renewable energy from solar
sources (enough to power 2,800 homes). Today, the City uses solar applications at
24 sites for the Aviation, Fire, Housing, Library, Neighborhood Services, Parks and
Recreation, Phoenix Convention Center, Public Transit, Public Works, and Water
Services Departments. The systems range from roof-mounted, canopy-mounted, and
ground-mounted to solar irrigation units mounted on 20 foot poles.
- 1 -

A number of solar projects were completed during the last three years. Two 50 Kilowatt
(kW) solar projects were installed at the Sunnyslope Community Center in north
Phoenix with locally manufactured inverters and solar panels. Construction was also
completed in the general downtown area including a 10 kW project at the Walker
Building, a 20 kW project at Fire Station No. 1, a 148 kW project at the Burton Barr
Central Library, a 90 kW project at Public Works Metro Facilities, and an 85 kW project
at the Phoenix Children’s Museum.
Three large solar projects (1 MW or greater) were completed during the last two years.
These projects are primarily financed via Solar Service Agreements (SSAs), similar to
performance-based contracts, wherein the developer designs, builds and owns the solar
array, and the City purchases the energy generated for use on site. Two solar projects
with a combined capacity of 5.4 MW were completed at the Sky Harbor International
Airport East Economy Parking Facilities (two garages) and Rental Car Center in 2011.
Similarly, Water Services energized a project for 7.5 MW at a water facility in December
2012. The Public Works Department has energized two projects for 1.18 MW of solar
capacity at the 305 West Washington and Adams Street downtown parking garages,
which are scheduled to be fully operational in January 2014.
Residential Activities
National Bank of Arizona and Paramount Solar offered a residential solar financing
program - Solar Phoenix 2. This program was made possible by a $25 million private
investment and included solar options for low and moderate income homeowners in
Phoenix and surrounding areas. Solar Phoenix 2 was the second residential solarfinancing
program available to valley residents. The first Solar Phoenix program sold
out in a year and funded solar systems on 445 homes, generating nearly 3 MW of solar.
In total, Solar Phoenix 1 and 2 has allowed over 1,000 qualified homeowners in the
valley to adopt solar power, without a large upfront investment, for approximately 7 MW
of residential capacity.
Future Opportunities
The City continues to evaluate solar project development opportunities, and depending
on availability of utility incentives, will continue to assess projects for the Aviation,
Phoenix Convention Center, Parks and Recreation, Public Transit, and Public Works
sites. Staff is also in discussions with Arizona Public Service for a partnership
development of a 10 MW utility scale solar project at the SR 85 landfill site owned by
the City of Phoenix and located in Buckeye. The project received approval by the
Arizona Corporation Commission in December 2013. Staff will also continue to
evaluate all new utility scale solar opportunities.
RECOMMENDATION
This report requests approval to negotiate and enter into an agreement with Arizona
Public Service (APS) and the Town of Buckeye for a partnership development of a
10MW utility scale solar project at the SR 85 landfill. This item was presented at the
November 20, 2013 Finance, Efficiency, and Economy Subcommittee.
- 2 -

CITY COUNCIL REPORT
POLICY AGENDA
TO:
FROM:
Rick Naimark
Deputy City Manager
Philip McNeely
Environmental Programs Manager
AGENDA DATE: January 7, 2014
ITEM: 5D
SUBJECT: 2012 GREENHOUSE GAS EMISSIONS UPDATE
This report presents the results of the City of Phoenix 2012 Greenhouse Gas Emissions
Inventory Comprehensive Report (Report). The Report is an update to the City’s 2005
greenhouse gas (GHG) emissions inventory and presents a status of the City’s progress
toward meeting its current GHG reduction target. Staff requests City Council approval
to set a new GHG reduction target of 15 percent below 2005 levels by 2015 and for the
City to coordinate regional stakeholders in development of a regional GHG emissions
inventory.
THE ISSUE
In 2008, the City Council adopted a goal to reduce GHG emissions from City operations
to 5 percent below 2005 levels by the year 2015. The Office of Environmental
Programs (OEP) contracted with the non-profit organization ICLEI to assist the City in
performing a GHG Emissions Inventory for the baseline year of 2005, and a Climate
Action Plan (CAP) adopted by the City Council on December 17, 2008, for City
operations. The CAP identified 10 reduction measures in energy efficiency,
transportation, and solid waste to achieve this goal.
In 2012, Council authorized an intergovernmental agreement with ASU for consulting
services to calculate 2012 GHG emissions based on 2012 energy, fuel and other raw
data provided by the City. In conjunction with the emissions inventory, ASU reviewed
data provided by the City on CAP measures to calculate emission reductions through
2012 to ensure the City is on target to meet the 5 percent reduction goal by 2015.
The Report states that in 2012, the City achieved a 7.2 percent decrease from
2005 GHG emissions, exceeding the goal three years early. The most significant GHG
reduction programs included:
advanced methane capture systems at City-owned landfills;
biodiesel and ethanol alternative fuels;
energy-efficient streetlights, traffic signals, water and wastewater upgrades;
energy efficiency measures in more than 45 City buildings; and
various city solar power projects.
- 1 -

The Report concluded that the City is on track to achieve a 12 percent GHG reduction
by 2015 if it continues with implementation of the following programs:
Better Building Challenge - 45 facilities have already been upgraded with energy
efficiency improvements. The City’s Energy Capital Improvement budget
includes funds for additional upgrades to meet its commitment of a 20 percent
building energy use reduction from 2009 levels by 2020. All new City buildings
must meet minimum U.S. Green Building Council (USGBC) Leadership in
Energy & Environmental Design (LEED) Standard.
Alternative Fuel Program Expansion - All fleet vehicles are now converted to
biodiesel. The Public Works and Aviation Departments have a total of five E85
(Ethanol) tanks dedicated to the City fleet. By the end of 2015, Public Works
plans to convert 85 City solid waste trucks from biodiesel to CNG and all
contracted solid waste haulers from diesel to biodiesel.
Streetlight and Traffic Light Retrofitting – 100 percent of new and 74 percent of
existing traffic signals now use LED bulbs. By 2015, all remaining traffic signals
and 2,489 street lights will be converted to LEDs.
Phoenix Sky Train to Sky Harbor - Sky Train construction has been completed
from the 44th Street/Washington Light Rail stop to Terminal 4. Free 24-hour
service began in April 2013. Construction is continuing with Stage 1a connecting
Terminal 4 and 3 expected to be completed in 2015. Stage II (start date to be
determined) will then connect the airport and car rental center and complete the
Sky Train Project.
Additional Solar Projects - Add 1.2 MW of new solar projects located on the roofs
of the downtown parking garages (recently completed) to the 24 existing projects.
The full report is available at:
http://phoenix.gov/webcms/groups/internet/@inter/@dept/@env/documents/
web_content/106458.pdf
RECOMMENDATION
Since Phoenix has already achieved the goal set in 2008, staff requests
City Council approval to establish a new goal to reduce GHG by 15 percent by 2015
compared to 2005 emission levels for City operations, and for the City to coordinate
regional stakeholders in development of a regional GHG emissions Inventory to include
not only City operations, but also residential, commercial and industrial sources.
The Finance, Efficiency, and Economy Subcommittee unanimously recommended City
Council approval of this item on December 18, 2013.
- 2 -

TO:
Rick Naimark
CITY COUNCIL REPORT
POLICY AGENDA
AGENDA DATE: January 7, 2014
FROM:
Deputy City Manager
Neil Mann
Public Works Director
ITEM: 5E
SUBJECT: REIMAGINE PHOENIX UPDATE, SOLID WASTE PROGRAM STUDY
RECOMMENDATIONS AND ASU SUSTAINABILITY PARTNERSHIP
AGREEMENT
This report provides the City Council with an update on Reimagine Phoenix initiatives,
requests approval to implement Solid Waste Program Study recommendations,
maintain the residential monthly solid waste base fee at $26.80 for Fiscal Year 2014-
2015, and enter into an Intergovernmental Agreement (IGA) with Arizona State
University (ASU) Global Institute of Sustainability for a one-year period with up to
three additional option years. The IGA will assist the City in defining technologies and
development plans to establish a Center for Resource Intelligence (CfRI).
As a result of the Solid Waste Program Study recommendations, staff also requests
approval to postpone the solid waste managed competition bid schedule for one cycle
of two years, to allow the proposed Solid Waste Program changes to be fully
implemented. The next bid process would be 2016, with the winner assuming service in
2017. This would only affect bid area G, located in the southwest portion of the city.
THE ISSUE
The current solid waste diversion rate for the City’s two transfer stations is
approximately 16 percent. On February 26, 2013, the Mayor and City Council
established a goal to divert 40 percent of municipal solid waste by the year 2020. The
Reimagine Phoenix campaign was developed to create a cultural and behavioral shift
among Phoenix residents and businesses to achieve the City’s waste diversion goal.
The main campaign message repositions the concept of garbage or trash as a valuable
resource that can be reused or recycled. Reimagine Phoenix consists of five areas:
Reduce, Reuse, Recycle, Reconsider, and Reimagine. The campaign, which includes
programmatic changes to existing solid waste programs, partnerships with regional and
private sector organizations, and an inclusive communications plan designed to reach
target audiences, will ensure an increase in the City’s waste diversion rate.
OTHER INFORMATION
Reimagine Phoenix initiatives include:
- 1 -

Solid Waste Program Study Recommendations
The Public Works Department initiated a strategic review of the City’s solid waste
program to develop recommendations focused on meeting the diversion goal. On
January 16, 2013, City Council approved the strategic review of the current solid waste
program and entered into a contract with SAIC Energy, Environment & Infrastructure,
LLC (SAIC) for a Solid Waste Program Study. The strategic review recommended
four programs for residential customers to be implemented in the next two to
three years that are anticipated to result in an increase of the current waste diversion
rate to approximately 22 percent. On November 19, 2013, the Transportation and
Infrastructure Subcommittee recommended City Council approval of changes to existing
solid waste collection programs as follows:
1. Expand Trash Container Options - This will allow curbside collection residents to
“rightsize” their trash container based on the amount of trash their household
produces. This program is projected to be phased in starting July 2014. Instead of
the traditional 90-gallon curbside container, residents will have the option to elect a
smaller 60-gallon container at the proposed cost of $23.00 per month for curbside
collection. Both the 90-gallon curbside and 300-gallon alley containers would
remain available at the current cost of $26.80 per month. Expanding trash container
options with lower fees have proven to encourage waste reduction and increase
recycling.
2. Voluntary Green Organics Curbside Collection Service - Implement a weekly
curbside collection of containerized green organics (tan container) on a voluntary,
subscription basis for an additional monthly fee. The 90-gallon tan container
enables residents to recycle grass, shrub, and tree clippings by placing them in a
separate container to ensure it will be diverted from the landfill and then mulched
and/or composted for beneficial use. This program is projected to be phased in
starting July 2014. Public Works currently offers a containerized green organics
collection program for curbside collection in select areas of the city. Staff proposes
to expand this program with an additional fee of $5 per container per month.
3. On-Call Bulk Trash Program - Modify the current pre-scheduled quarterly bulk trash
collection program to offer four on-call collections each year. This modified program
is projected to start in January 2015. The proposed On-Call Bulk Trash Program
will enable residents to request one bulk trash collection each quarter at their
convenience rather than on a schedule determined solely by the City. The On-Call
Bulk Trash Program will require residents to continue to place their materials in front
of their residence (or in the alley for alley customers). In addition to current
placement standards, residents will now be asked to separate green organic
materials from bulky household trash items. This will allow solid waste staff to
collect specific materials and divert green organics from the landfill.
4. Increased Efforts For Community Outreach - Studies have shown that successful
solid waste programs include a strong community outreach, education, and
compliance component to communicate with and engage residents about program
goals and changes. Public Works is prepared to move forward with a more
intensive community engagement campaign with City Council support.
- 2 -

If the Solid Waste Program Study recommendations are approved, staff will return by
April 2014 with the specific solid waste ordinance and fee adjustments for these new
services for Council review and action.
Staff also recommends that the current managed competition bidding process for
Service Area G for residential solid waste collection be postponed by two years. Since
1979, Public Works has practiced managed competition, which allows private solid
waste haulers to bid on residential solid waste and recycling collection service. In order
to ensure the bidding process includes the new proposed service offerings, all program
changes must be implemented prior to initiating the managed competition process.
ASU IGA – Solid Waste Sustainable Solutions
In order to realize a 40 percent waste diversion rate by 2020, SAIC recommended
greater investment in infrastructure for a mixed waste and/or other solid waste diversion
technologies which will help divert additional recoverable material in the municipal solid
waste stream from going to the landfill. On March 18, 2013, the City entered into an
agreement with ASU to assist in identifying concepts which address and explore
regional waste reduction methods beyond the SAIC recommended solid waste program
changes. Since March 2013, a series of workshops co-hosted by Public Works and
ASU were conducted. The workshops were attended by a variety of valley cities and
other regional agencies. As a result of the workshops, ASU identified several projects
to further research and help the City achieve its diversion goal.
Center for Resource Intelligence (CfRI)
Through the City’s IGA with ASU, the concept of establishing a Center for Resource
Intelligence (CfRI) or sustainability incubator, was developed. The CfRI is expected to
provide a wide array of research, development, education, and solution services to
more effectively manage resources and create economic value. The CfRI will serve
regional public and private entities by supporting the intelligent management of
resources and work flows in industries ranging from energy, water, resource extraction,
product development, manufacturing, and recycling. The CfRI collaboration will be
between the City, ASU, private sector affiliates, and other cities and universities. The
collaboration will merge interests that will contribute market and information needs, as
well as leverage knowledge and financial resources.
The total projected cost including public, private, and education sector leverage, of the
CfRI for four years is projected to be $13,094,905. The City’s projected portion of this
total cost is $2,000,000, or $500,000 each year for the next four years out of the Solid
Waste Fund. Remaining investments are expected to come from ASU and other
regional and private partners. The City’s investment in the CfRI will focus on creating
value, economic opportunity, and jobs out of waste streams. Through the research and
development of a CfRI and a partnership with the private sector, staff projects an
additional 10 to 25 percent diversion of solid waste beyond current levels resulting in
approximately $1 to $3 million of savings per year. The success of the investment will
be demonstrated through an increase in the City’s waste diversion rate, and the
market’s overall economic impact from related programs and technologies. Funds are
available in the Public Works Department budget and the CfRI will not result in the need
for a solid waste fee increase.
- 3 -

The Finance, Efficiency, and Economy Subcommittee recommended City Council
approval of this item on December 18, 2013. At that time, Councilman Gates requested
staff create a new name to better identify the CfRI. Staff is researching possible naming
options.
The target start date for the CfRI is first quarter of 2014.
OTHER REIMAGINE PHOENIX INITIATIVES
Reimagine Phoenix Partnership Development
The City of Phoenix will collaborate with different industry sectors to spread the
campaign message and encourage recycling and sustainable practices in the workplace
and at home. Bashas’ family of stores has been a great partner in the City’s recycling
efforts and has committed to help promote the message as well as share their
sustainable best practices with other stores in the city. Other local companies have also
been asked to partner through corporate outreach, marketing, and waste diversion or
enhanced recycling at their respective locations. Confirmed partners include Grand
Canyon University, Arizona State University, Arizona Diamondbacks, Mayo Clinic,
Univision, Sky Harbor Airport, Arizona Science Center, PetSmart, and the Phoenix
Suns. The City of Phoenix is also working with the Arizona Diamondbacks to host a
Zero Waste Spring Training Game at Salt River Field on March 13, 2014.
City of Phoenix Composting Facility
In January 2014, the City will issue a Request for Proposal (RFP) for a composting
facility operator. A permanent composting facility at the 27th Avenue Transfer Station is
currently being designed and expected to be operating by Spring 2015. The existing
mulching program at the 27th Avenue Transfer Station will continue until the new
composting facility becomes operational.
27th Avenue Transfer Station Master Plan
The master plan enables local businesses to efficiently utilize waste and recycling
material collected and managed at the adjacent transfer station. By March 2014, a
Request for Information (RFI) will be issued to develop a Request for Proposal (RFP)
promoting new businesses related to the reuse and recycling of materials collected and
processed at the transfer station.
Increase Recycling at Multi-Family Sites
The City continues to pursue a partnership with private solid waste and recycling
haulers for public agency support and resources needed to implement recycling
programs at multi-family sites across the City. An RFI will be issued in February 2014.
The City will assist in the education and outreach efforts and costs associated with
implementing a new recycling program at multi-family sites which are serviced by
private haulers.
- 4 -

RECOMMENDATION
Staff recommends City Council approval to:
Maintain the residential monthly solid waste base fee at $26.80 for Fiscal
Year 2014-2015. This will represent the fifth year of no fee increases related to
the solid waste residential collection program.
Enhance Solid Waste Collection Programs by expanding trash container options,
implement a Voluntary Curbside Green Organics collection program, create an
On-Call Residential Bulk Trash collection program once per quarter with
four collections per year, and increase outreach, education, and compliance
efforts to achieve cost-effective solid waste collection and diversion. This item
was recommended for approval by the Transportation and Infrastructure
Subcommittee on November 19, 2013. If approved by Council, staff will return by
April 2014 with proposed solid waste ordinance changes and fees for new
services for Council review and action.
As a result of the proposed Solid Waste Program Study Recommendations, staff
recommends postponing the solid waste managed competition bid schedule for
one cycle of two years, to allow the proposed Solid Waste Collection Program
changes to be fully implemented. The next bid process would be 2016, with the
winner assuming service in 2017. This would only affect Bid Area G, located in
the southwest portion of the city.
Enter into an Intergovernmental Agreement (IGA) with Arizona State University
Global Institute of Sustainability for a one-year period, for an amount not to
exceed $500,000, with up to three additional option years, to establish a CfRI.
The aggregate cost over the life of the agreement will not exceed $2 million.
Staff projects an additional 10 to 25 percent diversion of solid waste beyond
current levels resulting in approximately $1 to $3 million of savings per year.
This item was recommended for approval by the Finance, Efficiency, and
Economy Subcommittee on December 18, 2013.
- 5 -

CITY OF PHOENIX
CITY COUNCIL CONSENT AGENDA
TUESDAY, JANUARY 7, 2014 - 2:30 P.M.
CITY COUNCIL CHAMBERS
200 WEST JEFFERSON
RECOMMENDED BY THE MAYOR FOR APPROVAL
The item below is also recommended by the City Manager.
1. Consideration of City Council authorization to name the Phoenix Fire Department
Training Academy “The Dario Travaini Training Center” as recommended by the
Heritage Commission and the Public Safety Veterans Subcommittee.
2. Consideration of City Council authorization to implement the Inspections Smart
Phone Program as recommended by the Neighborhoods, Housing, and
Development Subcommittee.

TO:
Lisa Takata
CITY COUNCIL REPORT
CONSENT AGENDA
AGENDA DATE: January 7, 2014
FROM:
Deputy City Manager
Robert A. Khan
Fire Chief
ITEM: 1
SUBJECT: NAMING OF THE PHOENIX FIRE DEPARTMENT TRAINING ACADEMY
This report requests City Council approval to name the Phoenix Fire Department
Training Academy “The Dario Travaini Training Center.”
THE ISSUE
The Fire Department Training Academy, located at 2425 West Lower Buckeye Road
(Council District 7), provides facilities to train firefighter recruits and current firefighters
for the Phoenix Fire Department and fire departments that are members of the
Automatic Aid System. The Academy provides training in the areas of fire suppression,
emergency medical services, and driver training.
The recently completed Training Academy campus was developed with $42,402,184
from two public safety bond initiatives, the first in 2001, and a second in 2006. The
58-acre campus includes both Class A and Class B burn buildings, a driver training
range, a vehicle prop, apparatus bays, classrooms, and support facilities. The new
Emergency Medical Services Building, partially grant-funded, which also houses the
Emergency Operations Center and the alternate Dispatch Center, is located on this
campus.
The naming of the facility recognizes the contributions of Chief Dario D. Travaini to the
Phoenix Fire Department, the fire service as a whole, and to the City of Phoenix.
Battalion Chief Travaini (1927 - 2007) gave 25 years of distinguished service to the
Phoenix Fire Department, serving from 1947 to 1972.
Chief Travaini mentored many fire service leaders, including Fire Chief Bob Khan.
Chief Travaini used his degree in clinical chemistry to train firefighters about hazardous
materials encountered during fire fighting. He pioneered the use of a structured system
to manage emergencies. His work became the foundation for the Incident Command
System used throughout the Nation. Former Fire Chief Alan Brunacini dedicated his
Fire Command book to Chief Travaini.
- 1 -

The Heritage Commission unanimously approved this request at its September 16,
2013 meeting.
The Public Safety and Veterans Subcommittee approved this item on November 13,
2013.
RECOMMENDATION
The Phoenix Fire Department requests City Council approval to the name the Phoenix
Fire Department Training Academy “The Dario Travaini Training Center.”
- 2 -

CITY COUNCIL REPORT
CONSENT AGENDA
TO:
FROM:
Rick Naimark
Deputy City Manager
Alan Stephenson
Acting Planning and Development
Director
AGENDA DATE: January 7, 2014
ITEM: 2
SUBJECT: INSPECTIONS SMART PHONE PILOT PROGRAM
This report provides information to the City Council regarding recent efforts by the
Planning and Development Department (P&D) to use technology to enhance customer
service and improve productivity, and requests the City Council approve implementation
of the Inspections Smart Phone Program. The Neighborhoods, Housing, and
Development (NHD) Subcommittee recommended that the City Council approve
implementation of the Inspections Smart Phone Program on December 17, 2013.
THE ISSUE
P&D conducts approximately 700 construction inspections per day throughout the city.
Inspectors work from a “mobile office,” using a laptop and cellular phone to receive
assignments and enter inspection results from the field. The department is now
exploring the use of smart phones to further advance the remote inspector program.
During a three-month pilot program recently completed by P&D, 13 inspectors tested
six different types of smart phones. Many different construction applications were also
investigated and a customized web application was developed to allow simplified data
entry to the department’s KIVA computer system.
The pilot program received positive feedback from the inspectors, other City staff, and
the development community. The web application allowed inspectors to enter results
quickly while on the jobsite, and the text to voice feature enabled comprehensive notes
to be included with each inspection. There were a number of construction mobile
applications that replaced current inspection tools, and others facilitated review and
approval of field changes. Communication was enhanced through easier email access
and improved monitoring and response to voicemail and text messages. The phones
also increased efficiency through the use of GPS navigation and the on-board cameras.
OTHER INFORMATION
The initial cost to equip approximately 100 inspectors with smart phones is estimated at
$24,000. Adding data to existing phone plans will add $2,400 per month. These costs
will be more than offset by the increase in productivity that will allow the group to
perform 30 to 40 additional inspections per day while improving communication and
customer service for the development community. Funding is available in this year’s
budget.
- 1 -

RECOMMENDATION
Staff requests that the City Council approve implementation of the Inspections Smart
Phone Program as recommended by the City Council NHD Subcommittee.
- 2 -

CITY COUNCIL REPORT
GENERAL INFORMATION
TO:
FROM:
Lisa Takata
Deputy City Manager
Cris Meyer
City Clerk
PACKET DATE: January 2, 2014
SUBJECT: LIQUOR LICENSE APPLICATIONS RECEIVED FOR THE PERIOD OF
DECEMBER 16, 2013 THROUGH DECEMBER 27, 2013
This report provides advance notice of liquor license applications that were received by
the City Clerk during the period of Monday, December 16, 2013 through Friday,
December 27, 2013.
INFORMATION
The liquor license application process includes the posting of a public notice of the
application at the proposed location and online for twenty days, and the distribution of
an application copy or a copy of this report to the following departments for their review:
Finance, Planning and Development, Police, Fire, and Street Transportation.
Additional information on the items listed below is generally not available until the
twenty-day posting/review period has expired.
O-
Ownership
L-
Location
LIQUOR LICENSE APPLICATIONS
Application Type Legend
N-
OL-
New Ownership
AOC-
Acquisition
of Control
SE-
Special
Event
& Location
Liquor License Series Definitions
1 In State Producer * 7 On sale-beer & wine 11 Hotel/Motel-all liquor
on premises
3 Microbrewery 8 Conveyance license-sale of all
4 Wholesaler
liquor on board planes & trains
5 Government 9 Off sale-all liquor
9S Sampling Privileges
*6 On sale-all liquor 10 Off sale-beer & wine
10S Sampling Privileges
12 Restaurant-all liquor
on premises
14 Clubs-all liquor on
premises
15 Special Event
*On-sale retailer means any person operating an establishment where spirituous liquors
are sold in the original container for consumption on or off the premises and in
individual portions for consumption on the premises.
- 1 -

Dist
App.
Type
Agent/Owner Name
Business Name/Address
Phone
Lic.
Type
Approx.
Protest
End Date
Within
2,000 Feet
of Light
Rail
Proposed
Agenda
Date
1 N
Andrea Lewkowitz, Agent
Applebee’s Neighborhood Grill & Bar
2720 West Bell Road
602-200-7222
12 1/21/14 No 2/5/14
1 N
Andrea Lewkowitz, Agent
Applebee’s Neighborhood Grill & Bar
2501 West Happy Valley Road, #48
602-200-7222
12 1/21/14 No 2/5/14
1 AOC
Danielle Jabalera, Agent
Danny’s Happy Valley
2501 West Happy Valley Road #43
623-640-5415
10 1/17/14 No 2/5/14
2 AOC
Danielle Jabalera, Agent
Danny’s Gourmet Market
21001 North Tatum Blvd., Suite 84
623-640-5415
10 1/17/14 No 2/5/14
2 N
2 N
Farshad Dehghani, Agent
Gus’s New York Pizza and Bar
19401 North Cave Creek Road,
#15-16
480-516-8304
Julian Wright, Agent
La Bocca Wine Bar & Urban Kitchen
5415 East High Street #127
480-239-7114
12 1/7/14 No 1/29/14
12 1/17/14 No 2/5/14
2 SE
3 AOC
Chris Garrett
The LPGA Foundation, Inc.
(3/18-3/23/14)
5350 East Marriott Drive
386-236-1440
Danielle Jabalera, Agent
Danny’s Family Carousel /
Texaco Star Mart
12020 North Tatum Blvd.
623-640-5415
15 N/A N/A 2/5/14
10 1/17/14 No 2/5/14
- 2 -

Dist
App.
Type
Agent/Owner Name
Business Name/Address
Phone
Lic.
Type
Approx.
Protest
End Date
Within
2,000 Feet
of Light
Rail
Proposed
Agenda
Date
4 N
4 SE
4 SE
4 N
Andrea Lewkowitz, Agent
Applebee’s Neighborhood Grill & Bar
2 East Camelback Road
602-200-7222
Joann Siebenman
Bourgade Roman Catholic High
School Phoenix (3/8/14)
4602 North 31st Avenue
602-618-0592
Erika Miller
The Junior League of Phoenix,
Incorporated (2/21/14)
1826 West McDowell Road
602-524-3749
Michelle Bethge, Agent
Oven & Ale
14 West Vernon Avenue
602-418-3245
12 1/21/14 Yes 2/5/14
15 N/A N/A 2/5/14
15 N/A N/A 2/5/14
12 1/21/14 Yes 2/19/14
4 N
Thomas Stephens, Agent
Southern Rail
300 West Camelback Road
602-692-8044
12 1/21/14 Yes 2/19/14
5 SE
6 AOC
Sarhadoon Odisho
St. George Church, The Ancient
Apostolic Catholic Church of the East
(12/31/13)
2713 West Northern Avenue
773-387-4093
Danielle Jabalera, Agent
Danny’s Family Carousel Mega
Pumper
1954 East Highland Avenue
623-640-5415
15 N/A N/A *12/31/13
10 1/17/14 No 2/5/14
6 N
Walter Clarke, Agent
Lola’s Coffee
5632 North 7th Street, Suite 110
602-381-1000
12 1/10/14 No 2/5/14
- 3 -

Dist
App.
Type
Agent/Owner Name
Business Name/Address
Phone
Lic.
Type
Approx.
Protest
End Date
Within
2,000 Feet
of Light
Rail
Proposed
Agenda
Date
7 N
7 SE
8 N
John Coll, Agent
Grand Avenue Brewing Company
1205 West Pierce Street
602-670-5465
Russell Kirk
United Phoenix Fire Fighters
Association (1/18/14)
441 West Madison Street
480-332-5859
Andrea Lewkowitz, Agent
Applebee’s Neighborhood Grill & Bar
5210 West Baseline Road
602-200-7222
3 1/17/14 No 2/5/14
15 N/A N/A *1/18/14
12 1/21/14 No 2/5/14
8 N
Andrea Lewkowitz, Agent
Applebee’s Neighborhood Grill & Bar
2180 East Baseline Road
602-200-7222
12 1/21/14 No 2/5/14
8 N N
Andrea Lewkowitz, Agent
Applebee’s Neighborhood Grill & Bar
2547 North 44th Street
602-200-7222
12 1/21/14 No 2/5/14
8 AOC
Blanca Barrota, Agent
Snappy Convenience Store
702 East Roeser Road
602-305-7521
10 1/17/14 No 2/5/14
8 SE
Sharri Runnels
Spina Bifida Association of
Arizona, Inc. (2/22/14)
475 East Lincoln Street
602-618-6852
15 N/A N/A 2/5/14
*Event Date – Application not received in time for Council review.
For further information regarding any of the above applications, please contact the City
Clerk Department, License Services Section, at 602-262-6018.
RECOMMENDATION
This report is provided for information only. No Council action is required.
- 4 -

CITY COUNCIL REPORT
GENERAL INFORMATION
TO:
FROM:
Lisa Takata
Deputy City Manager
Lionel D. Lyons
Equal Opportunity Director
PACKET DATE: January 2, 2014
SUBJECT: 2014 HUMAN RELATIONS AWARDS HONOREES
This report informs the Mayor and City Council of the honorees for the 2014 Calvin C.
Goode Lifetime Achievement Award and the Dr. Martin Luther King, Jr. Living the
Dream Awards. The awards will be presented at the annual Dr. Martin Luther King, Jr.
Celebration Breakfast to be held on Friday, January 17, 2014, at the downtown
Phoenix Sheraton Hotel Ballroom, 340 North 3rd Street. The Arizona Dr. Martin Luther
King, Jr. Celebration Committee sponsors the event.
THE ISSUE
Since 1994, the Phoenix Human Relations Commission has selected recipients for the
annual Dr. Martin Luther King, Jr. Living the Dream Award. Honorees exemplify the
ideals of Dr. King through their personal commitment and dedication to civil rights.
They have lived, worked, and impacted Phoenix by embracing cultural diversity,
promoting social and economic justice, and working to enhance the dignity of all
people.
At the 1994 breakfast, the commission recognized former Councilman Calvin C. Goode
with a lifetime achievement award for his leadership during his 22 years serving on the
Phoenix City Council. In 1995, the commission created the annual Calvin C. Goode
Lifetime Achievement Award in his honor to recognize exceptional individuals who
have demonstrated a lifelong commitment and dedication to the dream of Dr. King.
OTHER INFORMATION
The Phoenix Human Relations Commission, in partnership with the Equal Opportunity
Department and the Arizona Dr. Martin Luther King, Jr. Celebration Committee, will
honor four individuals for their commitment to creating a compassionate and socially
just community at the 2014 Dr. Martin Luther King, Jr. Awards Program and Breakfast
on Friday, January 17, 2014. One individual will receive the Calvin C. Goode Lifetime
Achievement Award and three persons will be honored with the Martin Luther King, Jr.
Living the Dream Award. Information regarding the recipients is presented below.
Calvin C. Goode Lifetime Achievement Award Honoree
Lieutenant Colonel Allen E. Kirksey will receive the Calvin C. Goode Lifetime
Achievement Award in recognition of his 20 years of leadership and service to the
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Roosevelt School District, the Phoenix Union High School District, and South Phoenix
Missionary Baptist Church. A member of the U. S. Air Force and Arizona Air National
Guard, Kirksey will be honored for his outreach and mentoring efforts in the south
Phoenix community. His achievements include creating partnerships between local
schools and the Air National Guard to help students improve their academic
performance and to provide them with school-to-work opportunities.
Lt. Col. Kirksey co-founded the Aerospace Magnet Mentoring Program at South
Mountain High School, a partnership between the Arizona Air National Guard and the
school to introduce students to the field of military aerospace. Over the past 10 years,
more than 200 students have enrolled in the program, with many of those entering the
aerospace field. Kirksey’s other mentoring efforts include serving as chair of South
Mountain High School’s Aerospace Magnet Advisory Board as well as chair of the
school’s Business/Education Partnership Board.
Lt. Col. Kirksey also has made a difference in the lives of students through the Percy L.
Julian Elementary School Young Men’s Mentoring Program and the South Phoenix
Missionary Baptist Church Boys to Young Men Mentoring Group. His current volunteer
efforts include work with MentorKids USA, a local non-profit that helps children facing
life challenges to reach their full potential. A Phoenix native, Kirksey also serves as
military liaison for Arizona Operation StandDown, an alliance of local social service
agencies that organizes annual events to provide needed services to homeless and atrisk
military veterans.
Living the Dream Award Honorees
Jason Green is cofounder and former Maricopa County chair of the Arizona Black AIDS
Task Force, a community-based organization with a vision to eliminate new HIV/AIDS
cases in the African-American community.
Mr. Green is also founder of United Gay Informed Men of African Descent, a local nonprofit
that holds weekly discussion groups to help GBTQ (Gay, Bisexual, Transgender,
and Questioning) men stay informed on issues impacting their community. Mr. Green
also organizes the annual Invisible Heroes Program in conjunction with Black History
Month to recognize GBTQ African-Americans who have made significant contributions
to the community. He also serves on the board of the Arizona Advocacy Network, a
nonprofit organization dedicated to strengthening campaign finance laws and voting
rights.
Jennifer Longdon is an educator, speaker, writer, and advocate with a focus on
disability awareness, accessibility, and diversity. Ms. Longdon has dedicated her life to
enhancing the quality of life for Phoenix residents with disabilities. As immediate past
chair and member of the Phoenix Mayor's Commission on Disability Issues (MCDI), she
has been instrumental in increasing disability awareness for Phoenix residents. Under
her leadership, the MCDI awarded more than $33,000 in financial aid scholarships to
people with disabilities.
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A spinal cord injury survivor, Ms. Longdon has worked to enhance the accessibility of
polling places for the Maricopa County Elections Department and serves as a guest
lecturer for the ASU Walter Cronkite School of Journalism on disability awareness,
accessibility, and diversity. As a Realtor, she has helped find accessible homes for
people with physical limitations.
Ms. Longdon has been an advocate for firearms safety and serves on the board of
Arizonans for Gun Safety. She is a gubernatorial appointee to the State Independent
Living Council and a member of the Phoenix Mayor’s Neighborhood Advisory Panel.
Longdon has served as a peer mentor for the Arizona Bridge to Independent Living
(ABIL) and is Public Impact Advisor to the Christopher and Dana Reeve Foundation, an
organization dedicated to raising awareness and conducting research into spinal cord
injuries.
Dr. Robert Sherman is founder and past president of the African Association of
Arizona, an organization that promotes Africa and African awareness through cultural
and educational activities. The association also serves as a contact for new African
immigrants to Arizona. Over the past 30 years, Dr. Sherman has worked with the group
to help hundreds of African refugees integrate into the Phoenix community.
Dr. Sherman also is President of the Liberian Association of Arizona that helps
immigrants from Liberia to assimilate into and become productive members of the local
community. Since 1996, Dr. Sherman has organized the Conference on Trade and
Investment Opportunities in Africa that is held annually in Phoenix to highlight business
opportunities between Arizona and Africa, including renewable energy, water resource
management, and agribusiness.
A professor of Graduate Finance and Global Business at the University of Phoenix,
Dr. Sherman has served on the Governor’s African American Advisory Council of
Arizona, the World Affairs Council of Arizona, the Phoenix Commission on the
Economy, and the Phoenix Mayor’s African American Advisory Council, among others.
CONCLUSION
The Phoenix Human Relations Commission invites the Mayor and City Council to attend
the 2014 Dr. Martin Luther King Jr. Breakfast scheduled on Friday, January 17, 2014, at
the downtown Phoenix Sheraton Hotel Ballroom, 340 North 3rd Street
RECOMMENDATION
The report is for information only. No City Council action is required.
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