transportation, infrastructure and 200 w. jefferson st ... council meeting...

Transportation, Infrastructure and

Innovation Subcommittee

Agenda Meeting Location:

City Council Chambers

200 W. Jefferson St.

Phoenix, Arizona 85003

phoenix.gov9:00 AMWednesday, March 3, 2021

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March 3, 2021Transportation, Infrastructure and


Agenda

CALL TO ORDER

000 CALL TO THE PUBLIC

MINUTES OF MEETINGS

1 Minutes of the Transportation, Infrastructure and Innovation

Subcommittee Meeting

This item transmits the minutes of the Transportation, Infrastructure and

Innovation Subcommittee Meeting on Feb. 3, 2021, for review, correction

or approval by the Transportation, Infrastructure and Innovation

Subcommittee.

THIS ITEM IS FOR POSSIBLE ACTION.

Responsible Department

This item is submitted by Deputy City Manager Mario Paniagua and the

City Manager's Office.

CONSENT ACTION (ITEMS 2-9)

2 Fare Policy Amendment to Platinum Pass Program

This report requests the Transportation, Infrastructure and Innovation

Subcommittee recommend City Council approval of an amendment to

Phoenix’s Public Transit Fare Ordinance to expand the eligibility

requirements of the regional Platinum Pass Program to allow more

organizations the option to participate in the program.

THIS ITEM IS FOR CONSENT ACTION.


This item is submitted by Deputy City Manager Mario Paniagua and

the Public Transit Department.City of Phoenix Printed on 2/24/2021

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Agenda

3

4

5

Security Guard Services for Transit Facilities - Request for Award


Subcommittee recommend City Council approval to enter into an

agreement with PalAmerican Security Inc., to provide transit security

guard services for the Public Transit Department’s downtown office

building and 16 bus facilities.




Public Transit Department.

Request Authorization to Apply for, Accept and Disburse FTA

Grant Funding for Low or No Emission Transit Vehicles


Subcommittee recommend City Council authorization to apply for, accept,

and disburse FTA grant funding for Low or No Emission transit vehicles.





Aviation Department Bus Contingency and Maintenance Planning

Request for Information

This report requests that the Transportation, Infrastructure and Innovation

Subcommittee recommend City Council approval to issue a Bus

Contingency and Maintenance Plan Request for Information solicitation for

the Aviation Department.




Aviation Department.


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Agenda

6

7

8

Aviation Financial Advisory Services


Subcommittee recommend City Council approval for the Aviation

Department to enter into a contract with Frasca & Associates, LLC to

provide financial advisory services.





Transportation Security Administration Lease Agreement


Subcommittee recommend City Council approval of a new Transportation

Security Administration Lease Agreement for occupied space at Phoenix

Sky Harbor International Airport for a period of five years with no renewal

options.





Membership with the National Association of City Transportation

Officials


Subcommittee recommend City Council approval of an annual

membership with the National Association of City Transportation Officials

for an amount not to exceed $25,000 for Fiscal Year 2021-22.



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Agenda

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Street Transportation and Public Transit departments.

Transportation 2050 Program Management Consultant

This report provides an update to the Transportation, Infrastructure and

Innovation Subcommittee on the Transportation 2050 Program

Management Consultant agreement, which provides program

management services in support of the implementation of the City’s

Transportation 2050 program and requests the recommendation of City

Council approval to issue a Request for Qualifications procurement for a

new agreement.




Street Transportation Department.

INFORMATION ONLY (ITEMS 10-16)

10 Metro, Regional Public Transportation Authority, and Maricopa

Association of Governments Meetings

This report provides the Transportation, Infrastructure and Innovation

Subcommittee with copies of past and/or upcoming meeting

agendas/summaries for METRO light rail, Valley Metro/Regional Public

Transportation Authority (RPTA), and the Maricopa Association of

Governments.

THIS ITEM IS FOR INFORMATION ONLY.





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Agenda

11 Citizens Transportation Commission Meetings


Subcommittee with copies of past and/or upcoming meeting

agendas/summaries for the Citizens Transportation Commission.





12 Freeway Program Update


Subcommittee updates on the Arizona Department of Transportation

(ADOT) freeway program within the City of Phoenix.




City Manager’s Office.

13 Public Works Department Five-Year Capital Improvement Program

Update for the Facilities Management Program for Fiscal Years

2022-26


Subcommittee with information on the Public Works Department's

proposed Fiscal Years 2022-26 Five-Year Capital Improvement Program

for the Facilities Management Program and an update on the Capital

Improvement Program projects for Fiscal Year 2021.



This item is submitted by Deputy City Manager Karen Peters and the

Public Works Department.


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Agenda

14 Aviation Department Five-Year Capital Improvement Program

Update for Fiscal Years 2022-26


Subcommittee with an update on the Aviation Department's proposed

Fiscal Years 2022-26 Five-Year Capital Improvement Program.





15 Public Transit Department Five-Year Capital Improvement Program

for Fiscal Years 2022-26


Subcommittee with information on the Public Transit Department’s

proposed Fiscal Years 2022-26 Five-Year Capital Improvement Program,

an integral component of the department’s efforts to implement the public

transit elements of the Transportation 2050 program and provide safe and

reliable public transit services to the community.





16 Water Services Department Five-Year Capital Improvement for

Fiscal Years 2022-26


Subcommittee with information on the Water Services Department’s

proposed Fiscal Years 2022-26 Five-Year Water and Wastewater

Capital Improvement Program and an update on the Capital

Improvement Program projects for Fiscal Year 2021.



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Agenda



Water Services Department.

DISCUSSION AND POSSIBLE ACTION (ITEMS 17-21)

17 Downtown Shared Electric Scooter Pilot Program Extension


Subcommittee with a summary of the second six-month extension of the

Downtown Shared Electric Scooter Pilot Program and requests the

Subcommittee recommend City Council approval to extend the Downtown

Shared Electric Scooter Pilot Program for an additional 12 months and to

amend Phoenix City Code to extend the sunset provision for an additional

six months, to allow shared electric scooters to continue to operate within

the Pilot Program area.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION.



Street Transportation Department.

18 Request to Issue Terminal 4 South 1 Concourse Retail Revenue

Contract Solicitation


Subcommittee recommend City Council approval to issue a Revenue

Contract Solicitation for contracting opportunities for Retail Concessions in

the new Terminal 4 South 1 Concourse at Phoenix Sky Harbor International

Airport.



This item is submitted by Deputy City Manager Mario Paniagua and the Aviation Department.


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Agenda

19 Request to Issue Terminal 4 South 1 Concourse Food and

Beverage Revenue Contract Solicitation



Contract Solicitation for contracting opportunities for Food and Beverage

Concessions in the new Terminal 4 South 1 Concourse at Phoenix Sky

Harbor International Airport.





20 Request to Issue Terminal 4 South 1 Common-Use Airport Lounge

Revenue Contract Solicitation



Contract Solicitation for the development, operation and management of a

Common-Use Airport Lounge Concession in the new Terminal 4 South 1

Concourse at Phoenix Sky Harbor International Airport, including

evaluation criteria, related business requirements, and the airport

contracting policy.





21 Water Revenue Increase Recommendation and Outreach Update

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Water Services Department's financial plan for Fiscal Years 2021-25 and provides information regarding community outreach conducted pertaining to the proposed water revenue increase recommendation.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION.City of Phoenix Printed on 2/24/2021

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Agenda



Water Services Department.

000 CALL TO THE PUBLIC

FUTURE AGENDA ITEMS

ADJOURN

For further information or reasonable accommodations, please call Larry Smallwood, Management Assistant II, City Manager's Office at 602-262-7684. 7-1-1 Friendly.

Persons paid to lobby on behalf of persons or organizations other than themselves must register with the City Clerk prior to lobbying or within five business days thereafter, and must register annually to continue lobbying. If you have any questions about registration or whether or not you must register, please contact the City Clerk's Office at 602-534-0490.

Members:

Vice Mayor Thelda Williams, ChairCouncilwoman Betty Guardado

Councilwoman Laura PastorCouncilwoman Debra Stark


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Transportation, Infrastructure and InnovationSubcommittee

Report

Agenda Date: 3/3/2021, Item No. 1

Minutes of the Transportation, Infrastructure and Innovation SubcommitteeMeeting

This item transmits the minutes of the Transportation, Infrastructure and InnovationSubcommittee Meeting on Feb. 3, 2021, for review, correction or approval by theTransportation, Infrastructure and Innovation Subcommittee.

THIS ITEM IS FOR POSSIBLE ACTION.

The minutes are included for review as Attachment A.

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the CityManager's Office.

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Phoenix City Council Transportation, Infrastructure and Innovation Subcommittee

Summary Minutes Wednesday, Feb. 3, 2021

City Council Chambers 200 W. Jefferson St. Phoenix, Ariz.

Subcommittee Members Present Subcommittee Members Absent Vice Mayor Thelda Williams, Chair Councilwoman Debra Stark Councilwoman Laura Pastor Councilwoman Betty Guardado

CALL TO ORDER Chairwoman Williams called the Transportation, Infrastructure and Innovation Subcommittee to order at 10:01 a.m., with Councilwomen Guardado, Pastor and Stark present.

CALL TO THE PUBLIC None.

MINUTES OF MEETINGS

1. For Approval or Correction, the Minutes of the Transportation, Infrastructureand Innovation Subcommittee Meeting on Jan. 6, 2021Councilwoman Pastor made a motion to approve the minutes of the Jan. 6, 2021Transportation, Infrastructure and Innovation Subcommittee. Councilwoman Starkseconded the motion which passed unanimously, 4-0.

Items 2-6 were for consent action. No presentations were planned but staff was available to answer questions.

Councilwoman Pastor made a motion to approve consent items 2-6. Councilwoman Stark seconded the motion which passed unanimously, 4-0.

CONSENT ACTION (ITEMS 2-6)

2. Heavy Duty Bus Procurement - Request to Issue Request for Proposals (RFP)

Deputy City Manager Mario Paniagua introduced Public Transit Director Jesus Sapien to address questions about the Heavy-Duty Bus Procurement.

Councilwoman Pastor asked if staff would be moving toward procuring electric buses.

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Mr. Sapien explained the City’s interest in implementing electric buses and shared that Valley Metro and the Phoenix Public Transit Department participated in feasibility testing of electric vehicles, finding that the technology had not yet proven feasible in hotter climates. He stated staff would notify electric bus companies of Request for Proposals and that he expected technology to improve in the future.

Councilwoman Pastor suggested that staff ask local school districts about the challenges they have experienced with their new electric buses.

Mr. Sapien stated he would seek further input on electric buses and shared that he hears regular updates on electric vehicles while serving on the Clean Vehicle Committee of the American Public Transportation Association. He explained the biggest challenge was the current range of electric vehicles.

Councilwoman Pastor recalled similar concerns about solar panels and expressed her appreciation for the information provided by staff.

3. Fare Box Software Upgrade Project

4. American Association of Airport Executives Membership

5. Voluntary Property Acquisition - 4108 E. Air Lane (Adonai Properties, LLC)

6. Sibran Properties, LLC Lease Extension at Phoenix Deer Valley Airport

INFORMATION ONLY (ITEMS 7-10)

7. Street Transportation Department Five-Year Capital Improvement ProgramUpdateInformation only. No Councilmember requested additional information.

8. Metro, Regional Public Transportation Authority, and Maricopa Association ofGovernments MeetingsInformation only. No Councilmember requested additional information.

9. Citizens Transportation Commission MeetingsInformation only. No Councilmember requested additional information.

10. Freeway Program UpdateInformation only. No Councilmember requested additional information.

DISCUSSION AND POSSIBLE ACTION (ITEM 11)

11. Comprehensive Roadway Safety Overview

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Deputy City Manager Mario Paniagua introduced Street Transportation Director Kini Knudson and Assistant Street Transportation Director Briiana Vellez to present on the item.

Mr. Knudson began by sharing there had been three pedestrian fatalities in the span of six hours, as well as four traffic-related fatalities, in Phoenix during the previous week, which highlighted the need for a comprehensive roadway safety plan. He explained the Citizens Transportation Commission expressed interest in this topic, which was presented to them in February.

Mr. Knudson explained data would be key to making decisions on recommended roadway improvements and presented a hot spot analysis map showing total roadway fatalities for vehicles, pedestrians, and bicyclists. He provided an overview of the “Four E’s” approach to traffic safety, which included Evaluation, Engineering, Enforcement and Education, and the ways in which this approach would encourage behaviors to guide decision-making.

Mr. Knudson presented key national trends, which showed that Phoenix had the third highest number of total roadway fatalities and was the sixth highest on a per capita evaluation. He explained that Phoenix had its highest collision fatality rate in 2018, with failure to yield and speeding as the major factors from 2015-2019 data. He explained that failure to yield included drivers not yielding to pedestrians in crosswalks and on left turns.

Ms. Velez provided an overview of the Maricopa Association of Governments (MAG) report of Top 100 intersections for collisions in the region, based on data from the previous five years. She explained 70 Phoenix intersections made the list, with many of those intersections located in hotspot areas.

Ms. Velez discussed staff’s participation in Roadway Safety Assessments (RSA) funded and coordinated by MAG or the Arizona Department of Transportation, field reviews of roadways where short, mid, and long-term improvements can be recommended. She explained short term improvements might include work orders for trimming vegetation or installing additional signage; mid-term improvements included pavement resurfacing and Americans with Disabilities Act (ADA) ramps; and long-term improvements typically required a Capital Improvement Program (CIP) plan.

Ms. Velez provided an overview of an RSA completed in 2015 for the intersection at 75th Avenue and Indian School Road, which is the top intersection for collisions in the region, per MAG. She highlighted the areas for improvement, such as street lighting and flashing yellow turn arrows. She stated there had been no funding source identified for these improvements, nor for improvements to the entire corridor of Indian School Road from 77th Avenue to 49th Avenue, which would cost $9 million.

Ms. Velez discussed engineering efforts to improve roadway safety, such as High-Intensity Activated Crosswalk (HAWK) signals, new traffic signal installations to

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incorporate left turn flashing yellow arrows, high visibility crosswalks, street lighting, access control, and offsets. She summarized staff’s educational efforts including in-school curriculum to teach students about pedestrian safety, speed feedback signals, and the Heads Up and Scan the Street for Wheels and Feet campaigns.

Ms. Velez discussed enforcement efforts conducted in partnership with the Phoenix Police Department. She provided an overview of the proposed expansions of traffic units in the Mountain View and Maryvale-Estrella Mountain Precincts. She introduced Commander Brian Issitt from the Phoenix Police Department, who would be available for any questions from the subcommittee.

Ms. Velez explained the safety improvements for intersections ranked in the MAG intersection study would be cost prohibitive to implement due to limited and inadequate funding and long timeframes. She provided an overview of the systemic safety planning process and strategic planning efforts, and shared staff’s recommendation to develop a Roadway Safety Action Plan, which would be a community process to establish the community priorities and request funding and additional staffing to prioritize prior RSAs for near-term safety improvements.

Mr. Knudson requested the subcommittee recommend approval to develop a Roadway Safety Action Plan and implement recommendations from up to four completed Roadway Safety Assessments, including the following components:

• $3 million in Streets T2050 Funds;• $3 million in General Funds; and• Five new positions, using Arizona Highway User Revenue.

Chairwoman Williams asked if a safety component was proposed for MAG to include in the Proposition 400 extension plan.

Mr. Knudson stated the City of Phoenix had provided a list of projects for street, freeway, and transit, which included a safety component.

Councilwoman Guardado asked which projects would receive funding as high priority roadway projects and wanted to know if any would be in District 5.

Mr. Knudson stated that many of the Phoenix intersections on the Top 100 list were in District 5. He explained the projects had not yet been identified for the short term, but staff would work on it for the next few weeks to determine proposed projects.

Councilwoman Guardado recalled previous discussions with residents and staff regarding challenges on 75th Avenue, including street racing. She expressed concerns that most of intersections were from Camelback Road to Indian School Road, from 75th to 35th Avenues and wanted to know if staff had discussed roadway issues with the City of Glendale.

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Mr. Knudson agreed that he had heard similar concerns and acknowledged that many of the hotspot areas were in the Maryvale area. He explained there would be tools to address issues that would be flexible and adaptable to the needs of different areas in the city. He added staff worked with cities with which the responsibility for intersections and streets were shared to improve safety.

Councilwoman Guardado expressed her support for the recommendation and stressed the importance of gathering robust community input.

Councilwoman Stark asked Commander Issitt how the City Council could assist with rebuilding the fleet of solo motorcycle officers, known as “motors,” to help with enforcement.

Commander Issitt explained the largest need was equipment. He explained the Police Department had applied for supplemental funding from the Governor’s Office of Highway Safety and other funding sources to purchase motorcycles. He explained there had been 160 motors in previous years, which had decreased to 56 officers primarily focused on helping the patrol division with accidents occurring in the City. He explained from April through the end of January, motorcycle officers at the Mountain View and Maryvale-Estrella precincts responded to approximately 1,600 accidents of the more than 3,000 that occurred.

Councilwoman Stark wanted to know if block watches could get involved in enforcement.

Commander Issitt stated residents could call a traffic hotline, which received more than 1,000 complaints last year. He explained staff would reach out to the enforcement squads to supplement the traffic complaints. He explained Police Department teams benefit from community input and work to immediately address complaints from block watches, the traffic hotline, and City Council offices.

Councilwoman Stark commended Commander Issitt for his team’s assistance looking into speeding issues on 7th Street between Greenway Road and Thunderbird Road. She recalled seeing motorcycle officers more frequently in prior years and expressed support for acquiring additional equipment for motorcycle officers.

Councilwoman Pastor asked when there had been 160 motors on staff. She recalled various roadway incidents where having a motor available to educate would have been useful.

Commander Issitt stated the peak number of motors had been around 2007 to 2008. He agreed that when he was an officer, motors were seen more frequently. He explained drivers have been cited for civil citations, but that motorcycle officers were busy with criminal enforcement of 20 miles per hour or above.

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Councilwoman Stark asked if staff would be studying other cities to implement unique roadway systems and signage to address areas such as the reverse lanes on 7th Avenue and 7th Street.

Mr. Knudson stated the department had been working on projects to address improvements to roadway safety on the reverse lanes. He explained that part of the Proposition 400 extension proposal would be to ensure improvements to reverse lanes and take advantage of improved technologies.

Councilwoman Guardado asked whether the federal BUILD grant would address the safety issues on 35th Avenue. She also asked if staff had been applying for additional funding, such as through the Road for Zero initiative.

Mr. Knudson confirmed the $17.5 million BUILD grant would address safety issues on 35th Avenue from I-10 to Camelback Road, which would be combined with a $7.5 million local match. He stated he was not aware of the Road for Zero initiative and said staff would research this option.

Councilwoman Pastor stressed the importance of equitable safety efforts across all the districts in the comprehensive plan.

Mr. Knudson explained the universal inspector program was developed to ensure there would be two employees dedicated to each district. He also explained the pavement program had been planned with equitable and objective criteria for allocation.

Councilwoman Pastor made a motion to approve staff’s recommendation. Councilwoman Stark seconded the motion.

Councilwoman Stark requested an addendum to the motion to seek additional funding for equipment for solo motorcycle officers in the Traffic Unit of the Phoenix Police Department.

Councilwomen Pastor and Stark agreed to the addendum. The motion passed unanimously, 4-0.

INFORMATION AND DISCUSSION (ITEMS 12-15)

13. Solid Waste Resources, Infrastructure and Financial Plan

This item was heard out of order.

Deputy City Manager Mario Paniagua introduced Public Works Director Ginger Spencer, Assistant Public Works Director Joe Giudice, and Deputy Public Works Director Brandie Barrett to present on the item.

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Ms. Spencer began by providing an overview of the solid waste rate increase that had been approved on Feb. 11, 2020. She explained the pandemic heavily impacted the solid waste division, causing a 20 percent increase in residential trash, recyclables, and bulk trash and resulting in increased overtime for drivers and other solid waste workers. She explained this caused a $4 million increase to the Solid Waste budget and Coronavirus Relief Funds helped to offset costs.

She mentioned that Solid Waste had a goal to divert 40 percent of materials for the Reimagine Phoenix initiative. She stated Phoenix finished the campaign above the national average at 34 percent, with a peak of 36 percent in 2018 and 2019. She recognized the support from residents for drivers, which had helped with their morale.

Ms. Barrett discussed the financial resource requirements needed to repair, replace, and develop infrastructure; provide for reliable solid waste refuse and recycling services; and ensure a reliable fleet of equipment. She provided an overview of the FY2021 adopted budget of $174.8 million and operating expenditures of $158.9 million. She explained revenues increased from the prior year, and the largest revenue generators were monthly fees, disposal fees, and recycling. She attributed increases to disposal and recycling revenue to increased gate rates and improved market pricing for commodities. She explained the current rates support the operating budget, capital infrastructure, fleet replacement, debt service, and operating expenses. She shared that the solid waste utility would increase its contribution to Project Assist from $70,000 to $220,000, then $360,000 in the next fiscal year.

Mr. Giudice provided an overview of the fleet asset replacement process, which had been supplemented with Diesel Emissions Reduction Act (DERA) grants from the United States Environmental Protection Agency to help the division invest in sustainable natural gas vehicles. He explained that 31 percent of the fleet was in excellent to good condition, and by April 2021 approximately 66 percent would be in that condition.

Mr. Giudice discussed the five-year Capital Improvement Program (CIP) program, which was comprised of transfer stations and materials recovery facilities (MRF) improvements, active landfill improvements, and closed landfill maintenance. He explained these improvements would maintain critical infrastructure and would be important for protecting public health.

Mr. Giudice stated staff planned to study other requests from the City Council, such as rates for 60-gallon containers, rates for an additional 90-gallon trash container, rates for additional 300-gallon containers, rates for green organics subscriptions, and modifications to the bulk trash set-out schedule.

Ms. Spencer concluded the presentation by highlighting accomplishments in the division, such as increased capacity at the North Gateway Transfer Station to improve the quality of recycled materials and the new household hazardous waste curbside collection pilot program.

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Councilwoman Stark recognized staff for their efforts during the pandemic and said she was happy to see residents expressing their gratitude for the service.

Councilwoman Pastor asked if another rate increase would be requested based on the items listed as under review.

Ms. Spencer explained the items under review were requests from councilmembers and there was not a plan to increase the rate. She explained staff is currently looking to see if additional savings could be created to cover additional costs. She stated staff would return to City Council to take action if a rate increase were to be planned.

Councilwoman Pastor shared concerns she heard from staff about the maintenance of trucks and the need for new equipment. She asked if a plan was in place to provide new equipment.

Ms. Spencer agreed staff recognized a concern with an aging fleet which was due for replacement. She explained the department was planning to purchase additional supplemental vehicles for growth, and that the numbers presented during the meeting were for replacement.

Mr. Giudice added that the action taken by City Council allowed staff to address and remedy the aging Solid Waste fleet, which would soon be recognized by staff.

Councilwoman Guardado thanked staff for working closely with the district offices to submit requests for more garbage containers and trash collection. She also commended staff for their efforts to work closely with labor groups.

Chairwoman Williams commended Public Works staff for their focus on customer service and Ms. Spencer for her leadership.

12. ***REVISED*** Water Capital Improvement Plan Alternatives

This item was heard out of order.

Deputy City Manager Mario Paniagua introduced Deputy City Manager Karen Peters, Interim Water Services Director Eric Froberg, and Chief Financial Officer Denise Olson to present on the item.

Ms. Peters began by providing an overview of water services cost comparisons, the affordability of the water rate, and community programs. She stated Phoenix had a water rate that was among the most affordable in the country, as well as favorable compared to surrounding cities and Southwest states. She acknowledged the financial assistance needed by customers and discussed the Project Assist program, code changes, and CARES Act funding that had been implemented to provide financial relief.

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She explained staff would propose a water rate increase spread over a two-year period, which would fund the rehabilitation and replacement of water pipes, wells, and treatment plants. Ms. Olson provided an overview of the five-year water and wastewater financial plans produced for the Water Services Department. She presented the following proposed financial plan alternative revenue increases:

• Option 1: No increase in 2021, then increase by 6.5 percent in 2022. • Option 2: Increase of 3 percent in October 2021, then an increase of 3.5 percent

in March 2022. • Option 3: No increase in 2021, then increase of 3.5 percent in 2022.

She explained the third option would impact the department’s Capital Improvement Program (CIP). Mr. Froberg explained water rate increases were requested over time to address aging infrastructure. He presented data on when pipelines were installed in Phoenix, noting their projected life expectancy of 75 years. He stressed the importance of addressing the cost to replace pipelines, especially as the city grows. Mr. Froberg provided an overview of the alternative rate options and their impacts to the CIP. He stated that Option 1 would fully fund the CIP and there would be a potential of $100 million of projects delayed 18 months. He explained Option 2 would fully fund the CIP with no delays. He stated Option 3 would have the most impact to the CIP, which would not be fully funded. He explained the emergency capital repair programs and drought infrastructure programs would be funded under Option 3. Mr. Froberg provided additional information on projects that may not be funded should Option 3 move forward, such as the major water rehabilitation and replacement program, water main replacements, booster pump stations and water stations, process control technology and energy efficiency projects. He also shared the Colorado River Resiliency Fund, which would allow the city to store water for future use, would not be funded. Mr. Froberg promoted the department’s Waterworks site, which had been created to increase transparency on the CIP, and discussed the next steps for the rate increase. He provided an overview of public outreach efforts, including village planning meetings, virtual public workshops, social media engagement, and City Council meetings. Mr. Froberg stated the Water/Wastewater Rate Advisory Committee recommended to pursue Option 2, by a unanimous vote of 6-0. He thanked Water Services Department staff for their critical role in the community. Councilwoman Guardado asked for an update on the $2 million allocated for Project Assist and the plan to distribute the funding.

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Ms. Peters stated $1.2 million had been distributed as of Feb. 2. She explained staff made approximately 100 calls each day to delinquent accountholders to notify them that the City is prepared to provide the credit. She explained they had shifted to an opt-out approach and had assisted more than 2,100 customers so far. She stated the call center employees have taken pride in the opportunity to bring good news to residents.

Councilwoman Guardado asked if there were ways for councilmembers to assist with outreach to residents with delinquent city services accounts.

Ms. Peters explained one obstacle for Project Assist distribution had been that residents may not be inclined to take calls from the Water Services Department and questioned the validity of the financial assistance.

Councilwoman Guardado suggested further discussion on how to improve outreach to residents about the program.

Councilwoman Pastor asked when the City Council would decide on the rate increase.

Ms. Peters stated staff would return to the subcommittee in early March to present the results of a community survey, prior to the hearing on the rate increase.

Councilwoman Stark expressed appreciation for outreach to residents and businesses to clarify the rate increase options.

Chairwoman Williams stressed the importance of water infrastructure to ensure the resource, which would become more precious, would be preserved.

14. Downtown Transportation Plan UpdateDeputy City Manager Mario Paniagua introduced Street Transportation Director KiniKnudson and Assistant Street Transportation Director Chris Kowalski to present on theitem.

Mr. Knudson discussed the need for an update to the 2014 Downtown Transportation Plan to adapt to the rapidly changing downtown landscape and incorporate new developments. He explained that the original plan focused on projects, while the new plan would prioritize system operation, development coordination and opportunities for improvement.

Mr. Kowalski shared the major goals of the study, which had been to identify current and future available capacity in the transportation network, determine the impact of planned development, and investigate light rail transit impacts to the network. He explained the findings of the study included robust growth in hotels, multifamily projects, and businesses, as well as commitment from universities, and commitment to light rail.

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Mr. Kowalski described the boundaries of the downtown study area, which was bounded by Interstate 10 and Tonto Street, from 7th Avenue to 7th Street. Mr. Kowalski provided an overview of community engagement efforts, including the collection of nearly 300 comment cards and presentations to numerous neighborhood groups. He shared the final study and findings had been posted on the City of Phoenix website for public comment in October 2020. Mr. Kowalski explained Street Transportation staff worked collaboratively with Community and Economic Development and Planning and Development staff to plan for more than 104 proposed downtown development projects. He described the impacts of these developments, which included 6.5 million square feet of anticipated development and a 68 percent increase in population and nearly 34,000 new cars added to the network, based on socioeconomic data from the Maricopa Association of Governments. He also discussed progress on the light rail that would impact the transportation network, including the South Central and Capital I-10 Extensions and their associated street capital improvement projects. Mr. Kowalski explained the study had been organized into the following scenarios:

• Scenario 1, which would improve traffic circulation through optimization of traffic signal timing, identifying new signals, and adding turn and thru lanes;

• Scenario 2, which would support continued growth by incorporating six new traffic signal locations into the improvements proposed in Scenario 1; and

• Scenario 3, which focused on Opportunity Corridors, developed through public input.

He explained the scenarios considered adding network change, growth factors, and identifying streets or corridors with excess capacity, which would feed into the Active Transportation Plan. Mr. Kowalski discussed key results of the study, including a review with local stakeholders of the Sunburst Plan, a traffic mitigation plan for the downtown area during sporting and entertainment events. He explained the study also found that internal circulation works well within the downtown study area and the network has resiliency to accommodate future growth. He also explained opportunities were identified to further explore alternative modes of transportation. Mr. Kowalski concluded the presentation by discussing the next steps for the study, which included using the results to inform future private development infrastructure requirements, transportation planning studies, policy documents, and capital improvement planning. Chairwoman Williams opened the floor for public comment.

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Bramley Paulin requested information on the parking study and expressed concerns about adjustments and limited availability of on-street parking.

Chairwoman Williams requested staff respond to the resident’s concern.

Mr. Kowalski explained that identifying streets with excess capacity would be a primary consideration for opportunity corridors. He shared public input from the study stressed the importance of ensuring protection for downtown parking and the streetscape, which would inform future corridor planning efforts.

15. Downtown Shared Electric Scooter Pilot Program ExtensionDeputy City Manager Mario Paniagua recommended that, due to the full agenda thatday and the limited time remaining, this item could be presented at a futuresubcommittee meeting. He noted there were two members of the public wishing tospeak on the item.

Councilwoman Williams requested this item be heard first at the Mar. 3 meeting of Transportation, Infrastructure and Innovation Subcommittee and opened the floor for public comment.

Phuong Bui, representing Spin, spoke in support of the extension of the electric scooter pilot program and highlighted their initiatives to provide safe, responsible, and equitable service to Phoenix residents.

Brandon Cheung, representing Razor, spoke in support of the extension of the electric scooter pilot program and highlighted their health, safety, and education initiatives.

Councilwoman Pastor recounted her experience observing scooter users who were intoxicated. She stressed the importance of monitoring those types of issues to ensure the safety of residents and electric scooter riders.

CALL TO THE PUBLIC None

FUTURE AGENDA ITEMS None.

ADJOURNMENT Chairwoman Williams adjourned the meeting at 12:08 p.m.

Respectfully submitted,

Adeoffer-Marie Rabusa Management Intern

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Report


Fare Policy Amendment to Platinum Pass Program

This report requests the Transportation, Infrastructure and Innovation Subcommitteerecommend City Council approval of an amendment to Phoenix’s Public Transit FareOrdinance to expand the eligibility requirements of the regional Platinum PassProgram to allow more organizations the option to participate in the program.


SummaryThe Platinum Pass is a transit-specific smart card currently available to organizations(schools, employers, etc.) for their employees or students. The cardholder registerseach trip when boarding local or Express/RAPID bus or rail service; at the end of eachmonth, an invoice and itemized statement is issued to each organization for eachcard’s use up to the monthly cap. The organization is responsible for the costs incurredby its users, usually through trip reduction programs or as a subsidized employerbenefit.

While other organizations have expressed interest in the Platinum Pass Program, thecurrent Fare Ordinance language limits participation to employees and students only,thereby excluding organizations who wish to offer the program to their tenants,residents, or other individuals.

Recently, the Public Transit Department and Valley Metro were approached by a realestate developer building a 1,000 resident, car-free community adjacent to the light railsystem in Tempe. The developer is considering offering the Platinum Pass as a benefitto their residents with the goal of car-free residents accessing transportationconveniently and consistently throughout the metro Phoenix area. Broadening theeligibility requirements of the Platinum Pass Program would allow organizations theoption to offer the Platinum Pass to their residents.

Public Transit staff will request the City Council to approve an amendment to the Cityof Phoenix Public Transit Fare Ordinance to expand the Platinum Pass Program, thusmaking it available to companies, agencies or organizations for their employees,students, tenants, residents, or other individuals permitted to participate by each

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organization. The amendment request will also be heard by the Valley Metro Board atan upcoming meeting. Amended language is included as Attachment A.

Financial ImpactNo financial impact is anticipated with the fare policy revision.

Concurrence/Previous Council ActionThis item will be heard at the Citizen's Transportation Commission meeting on Feb. 25,2021.

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the Public TransitDepartment.

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Attachment A

Platinum Pass Program* Platinum Pass is a transit credit card available to companies, agencies, or organizations for their employees, students, tenants, residents, or other individuals permitted to participate by the company, agency, or organization. The cardholder is charged the appropriate fare for each boarding on Local and Express/RAPID bus and rail service. At the end of the month, a bill and an itemized statement is issued for each boarding up to the monthly cap for each pass's usage. Passes are capped at the maximum price of an Express/RAPID pass. A detailed report of actual boardings charged each month can be purchased for an additional cost. The company, agency, or organization is solely responsible for the cost of the program.

*Proposed new language in bold/italics

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Report


Security Guard Services for Transit Facilities - Request for Award

This report requests the Transportation, Infrastructure and Innovation Subcommitteerecommend City Council approval to enter into an agreement with PalAmericanSecurity Inc., to provide transit security guard services for the Public TransitDepartment’s downtown office building and 16 bus facilities.


SummaryThe purpose of this agreement is to provide uniformed security guard services atPublic Transit Department-owned properties. Contractor services include sitesurveillance and monitoring, supporting city and transit personnel during emergencysituations, identifying and reporting safety and security incidents, and notifying lawenforcement of any observed illegal or unauthorized activities. Security personnel willprovide monitoring and reporting of all assigned duties at the following facilities:· Three operating garages;

· Eight park-and-rides;

· Five transit centers; and

· One downtown office building (302 N. 1st Ave.).

Procurement InformationThe selection was made using a Request for Proposal procurement process inaccordance with City of Phoenix Administrative Regulation 3.10. Sixteen vendorssubmitted proposals and are listed below.

A panel of qualified staff evaluated and scored each proposal based on the followingcriteria (1,000 possible points):· Staffing and Supervisory Plan (300 Points)

· Qualifications and Experience of the Firm (250 Points)

· Reporting Capability (200 Points)

· Price (250 Points)

The evaluation recommendations were reached by consensus in consideration of

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published selection criteria, with the panel selecting PalAmerican Security Inc. foraward. The following summarizes the results of the evaluation panel:

ProposersPalAmerican Security Inc.: 825 pointsAmerican Guard Services: 817 pointsACT Security: 775 pointsAmerican Security: 744 pointsIPSA Security Services: 690 pointsCBI Security Services: 682 pointsAllied Universal: 581 pointsG4S Secure Solutions: 577 pointsCanyon Security: 554 pointsInter-Con Security: 542 pointsGardaWorld: 532 pointsServexo: 442 pointsVet-Sec Protection Agency: 426 pointsStrategic Security Corp: 321 points

Non-Responsive ProposersMarksman Security CorporationSurveillance Security, Inc.

Contract TermThe initial three-year base contract will begin July 1, 2021, and includes two one-yearoptions to extend if the contractor has performed satisfactorily during the base periodand it is in the City’s best interest to exercise the available options.

Financial ImpactThe agreement value for PalAmerican Security Inc. will not exceed $15 million for fiveyears. Transportation 2050 funding in the amount of $2,494,060 is available for the firstyear of the agreement in the Public Transit Department’s proposed Fiscal Year 2022operating budget.

Concurrence/Previous Council ActionThis item will be heard at the Citizen's Transportation Commission meeting on Feb. 25,2021.


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Report


Request Authorization to Apply for, Accept and Disburse FTA Grant Funding forLow or No Emission Transit Vehicles

This report requests the Transportation, Infrastructure and Innovation Subcommitteerecommend City Council authorization to apply for, accept, and disburse FTA grantfunding for Low or No Emission transit vehicles.


SummaryThe Section 5339 Low or No Emissions competitive grant program provides funding tostate and local governmental authorities for the purchase or lease of zero- and/or low-emission transit buses, including the acquisition, construction, and leasing of requiredsupporting facilities.

The Public Transit Department seeks to use a combination of Section 5339 grant andlocal matching funds for the purchase of up to three electric buses and for theinstallation of supporting facility infrastructure and equipment to implement a pilotprogram to evaluate the use of electric bus technology for Phoenix-operated transitservice. To date, the testing of electric buses in Phoenix's environment has shown thatsuch technology is not yet adequate to operate a heavy-duty bus during the region'shotter months. However, the technology continues to improve and a pilot programwould provide the opportunity to fully test vehicles' range, ability to support on-boardequipment, and to determine the infrastructure changes needed to upgrade electricalsystems for vehicle charging purposes.

Financial ImpactApplications for the FTA Section 5339 grant requires a minimum 15 percent local costshare of the bus purchase and 20 percent local cost share for the facility infrastructureand related equipment.

Staff estimates the project's total cost to be $3.2 million, with the Phoenix portion not toexceed $500,000. The local share of the project will use Transportation 2050 funds.

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Report


Aviation Department Bus Contingency and Maintenance Planning Request for Information

This report requests that the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval to issue a Bus Contingency and Maintenance Plan Request for Information solicitation for the Aviation Department.


SummaryThe Aviation Department’s Operations Division requests to issue a Request for Information (RFI), and gather industry data and strategies to establish a bus contingency plan when phase 2 of the PHX Sky Train is fully operational in the second quarter of 2022.

The full operation of the PHX Sky Train system negates the scheduled passenger use of the airport’s Rental Car Center buses. When in full operation, the PHX Sky Train system becomes the primary mode of transportation for customers to access airport parking locations, the rental car center, terminals, and connection to the City’s light rail system.

For planned and unplanned train outages and events affecting passenger operations, the airport must activate a transportation contingency plan to move a large volume of passengers between all train station locations. Furthermore, the contingency plan must be able to be activated quickly when an unplanned outage event occurs.

This RFI will provide the airport’s operating information and service needs to provide strategies that optimize Phoenix Sky Harbor's busing needs on a contingency basis. Advanced planning using this industry information will be essential when drafting a bus contingency Operations and Maintenance (O&M) contract prior to the PHX Sky Train phase 2 completion.

Concurrence/Previous Council ActionThe Phoenix Aviation Advisory Board (PAAB) recommended this item for approval on Feb. 18, 2021, by a vote of 6-0.

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LocationPhoenix Sky Harbor International Airport - 3400 E. Sky Harbor Blvd.Council District: 8

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the AviationDepartment.

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Report


Aviation Financial Advisory Services

This report requests the Transportation, Infrastructure and Innovation Subcommitteerecommend City Council approval for the Aviation Department to enter into a contractwith Frasca & Associates, LLC to provide financial advisory services.


SummaryThe Airport Financial Advisor provides financial and business consulting services to theAviation Department, including long-term financial planning, bond issuance, bondrating agency advice, and other financial advisory services. These consulting servicesare crucial to the Aviation Department's ability to issue bonds, provide for the capitalimprovement program, maintain the airport's credit, and pursue its business objectives.

Procurement Information:Three firms from the current city of Phoenix Financial Advisory Qualified Vendors List(QVL) were selected for further evaluation. Each firm offers infrastructure financeexperience with various specialties, including airports. The Qualified Vendors wereevaluated by a selection panel for their qualifications to perform financial advisoryservices for the Aviation Department.

Selected FirmRank 1: Frasca & Associates, LLC

Additional Qualified VendorsRank 2: FirstSouthwest, a Division of Hilltop Securities Inc.Rank 3: Montegue DeRose and Associates, LLC

Frasca & Associates, LLC was selected as a result of the firm's extensive experiencewith large hub airports, Passenger Facility Charges, and Customer Facility Charges.

Contract TermIf approved, the contract term will be 5 years, with no option to renew.

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Financial ImpactThe total aggregate contract value will not exceed $1.8 million for the five-year term.Funding is available in the Aviation Department's Capital Improvement Programbudget.

Public OutreachThe Phoenix Aviation Advisory Board recommended this item for approval on Feb. 18,2021, by a vote of 6-0.

LocationAviation Department Administrative Building - 2485 E. Buckeye Road.Council District: 8


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Report


Transportation Security Administration Lease Agreement

This report requests that the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of a new Transportation Security Administration Lease Agreement for occupied space at Phoenix Sky Harbor International Airport for a period of five years with no renewal options.


SummaryThe Transportation Security Administration is an agency of the United States Department of Homeland Security, which was created through the Aviation and Transportation Security Act in November 2001. The agency has authority over the security of the traveling public in the United States and provides essential security screening at Phoenix Sky Harbor International Airport for passenger safety. They have requested to execute a new lease agreement combining space they currently occupy at Phoenix Sky Harbor International Airport in Terminal 3, Terminal 4, and West Air Cargo for approximately 19,340 square feet. Throughout the term of the Agreement they will make space improvements, on an as needed basis, for operational growth or office reconfiguration at their expense.

Contract TermThe term will be five years with no renewal options, beginning Feb. 1, 2021 and expiring on Jan. 31, 2026.

Financial ImpactRent for the first year of this lease will be approximately $2.1 million. Rent will be adjusted annually thereafter to approximately $2.4 million in year five. Total anticipated revenue over the term will be approximately $11.4 million.

Concurrence/Previous Council ActionThe Phoenix Aviation Advisory Board recommended this item for approval on Feb. 18, 2021, by a vote of 6-0.

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LocationPhoenix Sky Harbor International Airport - 3400 E. Sky Harbor Blvd.Council District: 8


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Report


Membership with the National Association of City Transportation Officials

This report requests the Transportation, Infrastructure and Innovation Subcommitteerecommend City Council approval of an annual membership with the NationalAssociation of City Transportation Officials for an amount not to exceed $25,000 forFiscal Year 2021-22.


SummaryThe Street Transportation Department has been a member of the National Associationof City Transportation Officials (NACTO) for more than a decade. NACTO is anassociation of 81 major North American cities and transit agencies formed to exchangetransportation ideas, insights, practices, and cooperatively approach nationaltransportation issues. The core of NACTO's mission is to build a strong network ofpeers and foster open communication and collaboration between cities. NACTOprovides its members valuable technical assistance, peer-to-peer learningopportunities, and forums for sharing best practices. Through its annual DesigningCities conference, on-the ground Cities for Cycling Road Shows, targeted streetdesign workshops, and virtual design charrettes, NACTO offers its member citiesopportunities to showcase new projects, receive feedback from their peers, explorecommon challenges, and learn from shared experiences. NACTO offers its membersvaluable interaction with other cities on best practices, while providing a forum for aunified urban voice in U.S. transportation policy. Member benefits include:

· Best Practices - A forum to share best practices in street design, network planning,and transportation practices from around the U.S., and for peer-to-peer exchange ofinnovative policies and ideas.

· Communication - Improved communication and dialogue between city staff workingon a variety of transportation issues.

· Membership on Review Committees - Including those for the Urban Street, UrbanBikeway, and Transit Street Design Guides.

· Participation in NACTO’s Standing Policy Committee on National TransportationIssues - This committee reviews NACTO’s federal transportation strategy andmeets annually with the Secretary of Transportation in Washington, DC.

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· Connection - Regular updates on NACTO projects and events.

NACTO is a 501(c)(3) non-profit organization that represents large cities on transportation issues of local, regional and national significance. NACTO views the transportation departments of major cities as effective and necessary partners in regional and national transportation efforts, promoting their interests in federal decision -making. They facilitate the exchange of transportation ideas, insights and best practices among large cities, while fostering a cooperative approach to key issues facing cities and metropolitan areas.

NACTO’s member cities include: Atlanta, Austin, Baltimore, Boston, Charlotte, Chicago, Columbus, Dallas, Denver, Detroit, Houston, Los Angeles, Minneapolis, New York, Orlando, Philadelphia, Phoenix, Pittsburgh, Portland, Sacramento, San Antonio, San Francisco, San Jose, Seattle and Washington, DC. International NACTO member cities include: Halifax, Hamilton, Montreal, Toronto and Vancouver. The cost for full membership to NACTO is $25,000 annually. This rate is for core cities in U.S. metropolitan regions with two million or more residents.

Contract TermThis request is for a one-year membership with NACTO for Fiscal Year 2021-22.

Financial ImpactThe membership fee is $25,000 per year. The Street Transportation Department will pay 80 percent of the fee, and the Public Transit Department will pay 20 percent. Funds are available in the Street Transportation and Public Transit departments' operating budgets.

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the Street Transportation and Public Transit departments.

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Report


Transportation 2050 Program Management Consultant

This report provides an update to the Transportation, Infrastructure and InnovationSubcommittee on the Transportation 2050 Program Management Consultantagreement, which provides program management services in support of theimplementation of the City’s Transportation 2050 program and requests therecommendation of City Council approval to issue a Request for Qualificationsprocurement for a new agreement.


SummaryTransportation 2050 (T2050) is Phoenix’s 35-year, multi-modal transportation planapproved by Phoenix voters in August 2015. The T2050 plan invests in Phoenix’simmediate and long-term transportation needs, such as street improvements,expanded bus service, enhanced Dial-a-Ride service, new light rail miles, bicyclelanes, and sidewalks. T2050 ensures Phoenix residents have multiple transportationoptions to meet their needs. It is also an important component in furthering the City’seconomic development, sustainability, and accessibility goals. Funding for the planincludes local sales tax and transit fare revenues which help the city to leveragefederal grants and other regional funds.

At the onset of the plan, City staff sought to procure support services and expertisefrom a Program Management Consultant (PMC) for the T2050 Program to support theimplementation efforts of Street Transportation and Public Transit staff. The PMCscope of services included:· Assisting with the plan's implementation, planning, and programming;

· Development of, and reporting on, performance measures;

· Evaluating potential public-private partnerships and other similar financingopportunities;

· Technical planning and engineering services, including feasibility analyses;

· Cost estimating and administrative support;

· Developing design guidelines and typical standard designs and details;

· Providing other services as required to support staff in executing the multi-modal

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T2050 program of projects; and· Utilizing a Qualified Vendor List, which includes local engineering firms for projects

and program support.

Following a competitive procurement process, AECOM was selected as the PMCconsultant, and a five-year agreement was executed in September 2016. Over thecourse of the agreement, the PMC has provided the anticipated scope of services; seeAttachment A for examples of the services provided.

Additionally, the PMC has provided critical support as needed for tasks that arosewhich had not been originally identified, including in the following areas:· Accelerated Pavement Maintenance Program public outreach;

· Public Transit planning support;

· Mobility studies;

· Traffic and pedestrian safety;

· Transportation planning support;

· Grant applications; and

· Guidelines for community outreach.

The current PMC agreement will expire in September 2021. The Street Transportationand Public Transit departments have identified a continued need for PMC support inthe implementation of the T2050 plan. As such, staff plans to issue a Request forQualifications for a new T2050 PMC agreement services in Spring 2021. The newprocurement will also be for a five-year agreement.

City staff will evaluate the submissions received, select the most qualified firm, enterinto contract negotiations, and present a recommendation for agreement award to theCitizens Transportation Commission (CTC) in August 2021. This timeline is intended tocreate a seamless transition in services from the current agreement to the newagreement.

Concurrence/Previous Council ActionThe Citizens Transportation Commission will receive a presentation on this item onFeb. 25, 2021.

The Transportation, Infrastructure and Innovation Subcommittee recommendedCouncil award of the initial T2050 PMC services agreement on June 14, 2016, by avote of 3-0.

The City Council approved T2050 PMC Services Agreement 143088 (Ordinance S-

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42743) on June 22, 2016.

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the StreetTransportation Department.

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PMC

City of Phoenix

Safety

Planning Support

QVL

APMP Outreach

Task Forces

Mobility

Transit

Support

Execute29 Contracts

each in2 - 3 weeks

2 more in process

Publish4 Annual Progress

Reportsfor T2050

Complete 11 Mobility Assessments

1 more in process

Develop T2050 Long-Term

Performance Metrics Begin

Implementation

Prepare applications resulting in

$35 Millionin grant funding

Coordinate attendance at

80 APMP events with the first

64 events in 59 days

Lead development ofFTA-mandated

Public Transit Agency Safety Plan

ConductT2050 Awareness &

Satisfaction baseline survey

Develop firstPavement Condition

Report

The T2050 PMC is a mechanism for the city to access a wealth oftechnical expertise, in an expedited manner

T2050 PMC team has provided support to the City to:

T2050 Program Management Consultant (PMC)

In 2015, Phoenix voters approved Proposition 104, creating the 35-year T2050 program consisting of bus and light rail service, and citywide street improvements.

In 2016, the City engaged the PMC team to assist in launching the program and prioritizing various aspects of the plan.

Tasks include program implementation, establishing performance measures, defining processes, and managing a Qualified Vendors List (QVL) of 73 firms in support of tasks the City required.

As the program evolved, the PMC adapted by providing access to additional resources and a wide array of industry experts in a timely manner to proactively address program needs and challenges.

January 2021

Attachment A

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Subconsultants engaged to-date

Small Area Transit Study

Wayfinding

Central Station Asset Inventory

Public Involvement Support

Bicycle & Pedestrian Counts

APMP/Striping/CAD Support

Executing Projects

GCI

• Public involvement andcommunications support

Lee Engineering

• Safety analysis and bicycle /pedestrian counts

Michael Baker International

• Pedestrian safety rail along LRTalignment

Kimley Horn

• Operating Facility and NorthGarage Siting Study

• Traffic engineering support

Kim Hayden

• Transit procurement support

Gannet Fleming

• PTASP Review

• APMP support

TY Lin

• 2018 BUILD Grant application

• Laveen Park-and-Ride layout

Wood

• ADA Transition Plan PilotStudy with LIDAR datacollection

Kitchell

• Project assessment reviewsto support TPP to DCMhandoff

YSMA

•HAWK & streetlight design

Dibble

• Sidewalk and ancillaryimprovements design

• HAWK and streetlight design

Entellus

• Sidewalk and ancillaryimprovements, ROW design

Westland Resources

• Graphics / collaterals

WestGroup

• Long-Term performancemeasures / satisfactionsurvey

• DAR User Survey

Annual Progress Report

January 2021

The right resourcesand expertise

A streamlined contracting process

High-quality work on tight timelines

The ability to execute more projects

The PMC delivers…

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Report


Metro, Regional Public Transportation Authority, and Maricopa Association ofGovernments Meetings

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith copies of past and/or upcoming meeting agendas/summaries for METRO light rail,Valley Metro/Regional Public Transportation Authority (RPTA), and the MaricopaAssociation of Governments.


SummaryWithin Maricopa County, there are several agencies with different charges relating topublic transit and transportation planning.

Valley Metro/RPTA: In 1993, the Regional Public Transportation Authority Boardadopted the name Valley Metro as the identity for the regional transit system inmetropolitan Phoenix. Under the Valley Metro brand, local governments fund thetransit system which the public sees on Valley streets today. Valley Metro Boardmember agencies include Avondale, Buckeye, Chandler, El Mirage, Gilbert, Glendale,Goodyear, Maricopa County, Mesa, Peoria, Phoenix Queen Creek, Scottsdale,Surprise and Tempe.

METRO: METRO is the brand name for Valley Metro Rail Inc., a nonprofit, publiccorporation charged with the design, construction and operation of the light rail system.The cities that participate financially in the light rail system each have a representativeon the METRO Board of Directors. Cities on the board include Chandler, Glendale,Mesa, Phoenix and Tempe. METRO is structured on a "pay to play basis," with votingpower allocated based on investment in the system.

The Maricopa Association of Governments (MAG): MAG is a council of governmentsthat serve as the regional agency for the metropolitan Phoenix area. When MAG wasformed in 1967, elected officials recognized the need for long-range planning andpolicy development on a regional scale. Issues such as transportation, air quality andhuman services affect residents beyond the borders of individual jurisdictions. MAG isthe designated metropolitan planning organization (MPO) for transportation planning in

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the Maricopa County region.

The goal of staff is to provide the Transportation, Infrastructure and InnovationSubcommittee with agendas for future meetings of these bodies. At times, meetingdates do not coincide and agendas are not available until close to the meeting date.However, prior to reach each Board of Directors meeting, most agenda items arereviewed by staff committees which include City of Phoenix members.

Meeting agendas and/or additional information for previous and upcoming METRO,RPTA and MAG meetings will be distributed to Transportation, Infrastructure andInnovation Subcommittee members at the meeting.

These materials can also be found via the pages below:

MAG - https://www.azmag.gov/About-Us/Calendar

Valley Metro - https://www.valleymetro.org/news-events


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Report


Citizens Transportation Commission Meetings

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith copies of past and/or upcoming meeting agendas/summaries for the CitizensTransportation Commission.


SummaryThe Citizens Transportation Commission advances transparency, public input, andgovernment accountability by reviewing appropriations provided by the PhoenixTransportation 2050 plan (T2050), as approved by the voters on Aug. 25, 2015.

The Commission reviews T2050 appropriations and program recommendations of thePublic Transit Department and the Street Transportation Department; annually reviewthe revenues and expenditures of T2050 funds, as well as funding from other sources;conducts public meetings; and formulates and presents recommendations to thePhoenix City Council related to revenues, expenditures, projections, programs andmajor projects as called for by T2050.

Meeting agendas and/or additional information for previous and upcoming CitizensTransportation Commission meetings will be distributed to Transportation,Infrastructure and Innovation Subcommittee members at each Subcommittee meeting.

Meeting minutes can be found through a search via the City of Phoenix Public RecordsSearch page below:

https://www.phoenix.gov/cityclerk/services/public-records-search.


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Report


Freeway Program Update

This report provides the Transportation, Infrastructure and Innovation Subcommitteeupdates on the Arizona Department of Transportation (ADOT) freeway program withinthe City of Phoenix.


SummaryThe Maricopa Association of Governments (MAG) Regional Transportation Planreflects numerous freeway construction projects and studies underway within the Cityof Phoenix. These projects are funded from the voter approved Proposition 400 half-cent sales tax as well as from state and federal revenue sources. City of Phoenix staffare embedded with ADOT on these major construction projects to ensure coordinationof all construction activities with City departments. This report is an overview of thecurrent major freeway projects. A monthly report will be provided to the Transportation,Infrastructure and Innovation Subcommittee reflecting project changes as well as newprojects.

Loop 101 - Interstate 17 To Pima Road WideningThis project is widening and improving the Loop 101 (Pima Freeway) from I-17 inPhoenix east to Pima Road in Scottsdale. The improvements are needed to addressgrowing traffic demands in the northeast Valley and relieve traffic congestion on theLoop 101 during the morning and evening peak travel periods.

The major elements of this project include adding one general purpose lane in eachdirection between I-17 and Pima Road, adding an auxiliary lane in each directionbetween Seventh Street and Cave Creek Road, and modifying freeway ramps andfrontage road connections at 11 interchanges. Additional components includeconstruction of noise or retaining walls where warranted, improvements to drainageand pavement markings, and noise reduction features.

Construction began in February 2019 and is scheduled for completion in mid-2021.

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Interstate 17 Frontage Road Drainage ImprovementThis ADOT project will replace the existing pump stations at the I-17 trafficinterchanges at Greenway Road, Thunderbird Road, Cactus Road and Peoria Avenuewith a gravity storm drain system that will discharge the storm water into the ArizonaCanal Diversion Channel (ACDC). The purpose of the project is to improve thedrainage facilities that remove storm runoff from the cross streets, helping to reducethe potential for flooding at the I-17 overpasses.

The project includes the installation of 30- to 90-inch diameter reinforced concrete pipealong the I-17 frontage road, two detention basins at the I-17 and Thunderbird Roadtraffic interchange, pavement replacement on the frontage road, signing, striping,improvements to ADA features within the project area, and removal of the four existingpump stations.

Construction began in January 2020 and is expected to take two years to complete.

Interstate 17 - Central Avenue Bridge ReconstructionThe scope of this project is to replace the existing I-17 and Central Avenue bridge. Thebridge was constructed in 1962 and is nearing the end of its useful service life. Theexisting vertical clearance of 13 feet and 11 inches over Central Avenue does not meetcurrent design standards, prohibiting high-profile vehicles from using Central Avenuebeneath the bridge, and cannot accommodate the Valley Metro South Central LightRail Extension. The bridge will be widened to accommodate auxiliary lanes betweensuccessive ramps on I-17. The project includes new I-17 roadway approaches,retaining walls, FMS improvements, lighting improvements, drainage improvements,and signing and striping.

Construction began in April 2020 and is expected to be completed in fall 2021.

Update:· The Central Avenue bridge replacement is now at its halfway mark. On

Monday, Feb. 22, 2021, I-17 traffic was shifted to the completed southboundside of the freeway with two travel lanes in each direction. ADOT is nowremoving the remaining half of the existing bridge deck and girders on thenorthbound side.

Interstate 17 - Indian School Traffic Interchange StudyADOT has completed an environmental study and Design Concept Report (DCR) for aproject to improve traffic flow and safety at I-17 and Indian School Road. The studyarea encompasses Indian School Road between 19th and 31st avenues and I-17 fromapproximately one-half mile south and one-half mile north of Indian School Road

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Approximately 50,000 vehicles use east- and westbound Indian School Road at I-17per day. This volume is 40 percent higher than on Thomas Road at I-17 (one milesouth) and 25 percent higher than on Camelback Road at I-17 (one mile north). Trafficcongestion levels on Indian School Road at I-17 are projected to continue increasing.

After evaluating options for a new traffic interchange in this location, a three-leveldiamond interchange was advanced as the Recommended Build Alternative. Ifconstructed, this interchange would include:· A flyover bridge along Indian School Road to allow east-west through traffic to

bypass the intersections at the I-17 ramps and frontage roads;· New roadways approaching the flyover bridge with embankments and retaining

walls;· A reconstructed and widened Indian School Road to accommodate the flyover

bridge and new approaches; and· Two new pedestrian bridges - one north and one south of Indian School Road - to

allow pedestrians to cross I-17 safely.

ADOT completed 30-person design efforts and the plans remain on hold. MAG andADOT recently met to discuss additional options at the 27th Avenue intersection,including intersection re-configuration, structure length, and turning movement options.An analysis of alternatives is being completed now and MAG plans to share newdesign options to the City.

Construction funding has been moved to FY2022. When started, construction will last18 to 24 months.

Interstate 10 - Broadway Curve ReconstructionThe I-10 Broadway Curve project is planned to improve a segment of I-10 between theI-10/I-17 Split Traffic Interchange and the South Mountain Freeway/Congressman EdPastor Freeway Loop 202 near Pecos Road. The project encompasses one of themost heavily traveled segments of freeway in the Valley. Traffic volumes within this 11-mile section of I-10 exceed 250,000 vehicles per day and include vital connections to I-17, State Route 143, US-60, and Loop 202.

The proposed improvements being studied include:· Adding general purpose and High Occupancy Vehicle (HOV) lanes;

· Adding a collector-distributor road system to reduce the number of lane changes onthe freeway;

· Improving connections between I-10 and the State Route 143 and Broadway Road

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to improve HOV lane connections;· Improving connections of I-10 and US 60 (Superstition Freeway);

· Constructing new bridges to accommodate new interchange facilities and additionallanes;

· Building retaining and sound walls; and

· Constructing pedestrian bridge crossings to improve pedestrian access across thefreeway.

Construction is scheduled to begin in fall 2021 and is scheduled for completion in2024.

Loop 101 - I-17 to 75th Avenue WideningThe scope of this project is to add one general purpose lane in each direction to Loop101/Agua Fria Freeway from I-17 to 75th Avenue. The project includes bridge wideningof existing structures to accommodate the new general-purpose lanes. The projectwork includes diamond grind surface treatment, new concrete pavement, retainingwalls, lighting, ADA improvements, drainage improvements, FMS improvements, andsigning and striping.

Construction is expected to begin in 2024.

Interstate 17 - Interstate 10 Split to 19th Avenue WideningThe scope of this project is the construction of auxiliary lanes on I-17 betweensuccessive interchanges from 16th Street to 19th Avenue. The project includesdrainage improvements, lighting improvements, retaining walls, sound walls, FMSimprovements, landscaping restoration within the project area, and signing andstriping. It also includes improvements to 19th Avenue to allow better access to I-17.

Construction is expected to begin in 2024.

Interstate 10 Deck Park (Hance Park) Tunnel RepairThe Deck Park Tunnel is an underpass that carries the I-10 freeway beneathdowntown Phoenix between 3rd Avenue and 3rd Street. The tunnel consists of aseries of nineteen side-by-side bridge structures. Construction of the facility began in1983 and opened to traffic on Aug. 10, 1990. The tunnel carries approximately 230,000vehicle trips per day and provides a critical link for regional connectivity and mobility.

Leaks in the ceiling structure of the Deck Park Tunnel have occurred in the past andcontinue to appear. The water infiltration caused by the leaks can lead to deteriorationof the tunnel infrastructure and impacts the ventilation and electrical systems, which

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could force closure of the tunnel to traffic. There is also concern that any damagecould produce a need for repairs that would require excavation of Margaret T. HancePark, which is undergoing a major, $100 million revitalization expected to begin inMarch 2020.

ADOT, MAG and the City of Phoenix initiated an I-10 Deck Park Tunnel WaterproofingStudy in May 2019 because of concern with the integrity of the tunnel. The goal of thestudy was to evaluate the current water-tightness of the tunnel structure and providerecommendations that minimize the potential for significant leak-related problems forthe next 25 years.

The study concluded in August 2019 and recommended that all joints that have notbeen repaired in the last five years be replaced, which comprises 15 of the 19 totaljoints. ADOT intends on working closely with the City of Phoenix to coordinateconstruction activities of the joint work with the Hance Park revitalization project tominimize cost and public disturbance.

Construction began in March 2020.

US60 (Grand Avenue) - 35th Avenue - Indian School Road StudyADOT and the Federal Highway Administration (FHWA), in coordination with the BNSFRailway, City of Phoenix and MAG, are initiating a Draft Environmental Assessment(EA) and initial DCR for the US 60 (Grand Avenue), 35th Avenue and Indian SchoolRoad intersection.

The study proposes that improvements need to be made to the US 60 corridorfunctionality, arterial street network multimodal opportunities (e.g., expansion of bicyclelane network), and BNSF Railway corridor capacity. These improvements wouldreduce traffic congestion, improve pedestrian and vehicular safety and enhancemultimodal transportation options.

This project is currently in the predesign stage through mid-2022.

Loop 303 - Interstate 17 to Lake Pleasant Parkway UpdateAt the request of the City of Phoenix, MAG and ADOT are conducting a DCR Updatefor Loop 303 from I-17 to Lake Pleasant Parkway. A 2006 DCR identified the ultimatefootprint and alignment for Loop 303. The purpose of this project is to prepare a DCRupdate and environmental document for additional general-purpose lanes in eachdirection of travel. The update includes establishing new traffic models and developing,evaluating, and costing conceptual alternatives for the improvements including trafficinterchanges (TIs) at 67th, 51st, and 43rd Avenues, as well as the system interchange

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at I-17. The existing Loop 303 was constructed to accommodate the futureconstruction of these TIs.

The project was initiated in October 2020 and is scheduled for completion in fall 2021.

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the CityManager’s Office.

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Report


Public Works Department Five-Year Capital Improvement Program Update forthe Facilities Management Program for Fiscal Years 2022-26

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith information on the Public Works Department's proposed Fiscal Years 2022-26Five-Year Capital Improvement Program for the Facilities Management Program andan update on the Capital Improvement Program projects for Fiscal Year 2021.


SummaryEach year, the Public Works Department updates a comprehensive five-year CapitalImprovement Program (CIP) to address critical infrastructure, aging equipment, andbuilding needs for facilities management and fleet services. The Fiscal Year (FY) 2021and proposed FY 2022-26 Five-Year CIP include funding for CIP projects financed withGeneral, Special Revenue, Enterprise, Bond and Capital Replacement Funds. Theproposed Five-Year CIP addresses the most critical capital projects to maintainsustainable infrastructure and ensure operational service capacity for future growthand development.

Public Works uses four major categories to guide CIP funding investments:· Downtown Facilities;

· Facilities Management;

· Equipment Management; and

· Energy Conservation.

The business process to evaluate CIP projects starts in September of each year forthe Facilities Management program. Five-year project planning is essential forsuccessful operation and maintenance of facilities, critical infrastructure, businesssystems and equipment to ensure effective service delivery and operations.

The Public Works Department's FY 2021 preliminary expenditure estimate for CIPprojects is $18.5 million, and estimated total project expenditures of $96.3 million overthe life of the FY 2022-26 Five-Year Preliminary CIP totaling approximately $114.8million (Attachment A). The Preliminary CIP supports repair and replacement of

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critical equipment and infrastructure in City-owned buildings maintained by the PublicWorks Department, including funding for major facilities maintenance, fuelinfrastructure improvement and energy efficiency projects to address infrastructurereplacements and rehabilitation work planned at Phoenix City Hall and other facilitylocations.

Project OverviewSome of the major Facilities Management Program projects currently underway and/orprogrammed within the CIP include:

Citywide Facility AssessmentsThe citywide facility assessment program conducts formal evaluations of majorbuilding systems by third party engineers to identify necessary system replacementand develop strategies to maximize the life of the asset while minimizing the long-termcosts of facilities.

Citywide Facility RehabilitationWorking in conjunction with the Budget and Research Department, Public Worksprioritizes Capital Projects by working with General Fund departments to survey andassess projects eligible for major maintenance funding. Projects that are submitted byfacility assessments or that are self-identified by partner City departments areevaluated for apparent systems risk or end of life conditions. A focus on resiliency ofbuilding systems and preservation of existing assets is prioritized. A sample of majorprojects include the sanitary sewer system and roof drain project at Phoenix City Halland fire life safety alarm panel replacement projects at various sites Citywide.

Security and Access ControlThe Public Works Department is managing replacement of the 17-year-old securityand access control system. These systems that manage badge access and securitycontrols will be replaced to maintain current industry standards and securityrequirements. The new badging and security systems will be installed over a three-year period.

Fuel and Infrastructure ImprovementsThe Public Works Department has several fuel storage tanks that are reaching the 30-year estimated useful life. Aged infrastructure is planned for replacement in FY 2021 tomaintain regulatory standards. The FY 2022-26 Five-Year CIP supports fuelinfrastructure improvements citywide to manage oil and fuel tanks.

Citywide Energy Conservation ProjectsThe Facilities Energy Management Section institutes projects that have long term

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energy savings in City buildings. Projects such as LED lighting replacement andefficiency controls for Heating, Ventilation, and Air Conditioning (HVAC) systems drivelower energy use and long-term savings to the City. This allocation also conductsenergy audits of City buildings to identify potential projects and savings from an energyefficiency perspective.

Responsible DepartmentThis item is submitted by Deputy City Manager Karen Peters and the Public WorksDepartment.

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Attachment A

Facilities Management Capital Improvement Program 2021 and 2022-26 Five-Year CIP

(In Millions of Dollars)

( )

( )

( )

( ) ( )

$114.8 Million

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Report


Aviation Department Five-Year Capital Improvement Program Update for FiscalYears 2022-26

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith an update on the Aviation Department's proposed Fiscal Years 2022-26 Five-YearCapital Improvement Program.


SummaryThe proposed Fiscal Years (FYs) 2022-26 Five-Year Aviation Capital ImprovementProgram (CIP) totals $1.32 billion. The program includes projects for Phoenix SkyHarbor International Airport (PHX), Phoenix Goodyear Airport (GYR), and PhoenixDeer Valley Airport (DVT).

The COVID-19 pandemic has resulted in a significant reduction of airport revenues theAviation Department uses for its capital development. These financial impacts maycontinue for years to come. In the early stages of the pandemic, Aviation staff reviewedongoing and future projects in order to minimize expenditures in an uncertain financialenvironment. This exercise prioritized certain CIP projects, while deferring others untilfinancial conditions improved. Projects which already had financing in place orcontracts established have continued on schedule and under budget. Projects relatedto airport safety and security concerns have also continued. Continuing projectsinclude the final stages of the Terminal 3 Modernization, SkyTrain Stage 2 (fromTerminal 3 to the Rental Car Center), Terminal 4 S1 Concourse, and other smallerprojects.

Of the $1.32 billion programmed, $876 million (66 percent) has been placed on hold.Most of the amount on hold is represented by three large projects: Union PacificRailroad Trenching, New Crossfield Taxiway, and Terminal 3 New Concourse. AviationDepartment staff continues to monitor and forecast the impact of the pandemic to theDepartment’s finances. As financial stability is regained, the CIP will be reviewed, andprojects will be moved to implementation as appropriate.

A summary list of projects and funding is attached (Attachment A).

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Attachment A

AVIATION CAPITAL IMPROVEMENT PROGRAM

TRANSPORTATION, INFRASTRUCTURE AND INNOVATION SUBCOMMITTEE

March 3, 2021

FY 2022-26 FIVE-YEAR CIP (in millions)

Projects Ongoing On Hold Total

Terminal 4 S1 Concourse $3.0 $0.0 $3.0

Union Pacific Railroad Trenching $0.0 $357.3 $357.3

New Crossfield Taxiway $0.0 $281.9 $281.9

Terminal 3 North New Concourse $0.0 $195.0 $195.0

Land Acquisition (North Properties) $66.8 $0.0 $66.8

Air Cargo Facilities $8.0 $0.0 $8.0

Runway and Taxiway Improvements $117.6 $0.0 $117.6

Terminal 4 $0.0 $35.3 $35.3

Other $140.8 $0.0 $140.8

Phoenix Deer Valley Airport $77.3 $4.5 $81.7

Phoenix Goodyear Airport $34.8 $2.4 $37.1

Total $448.2 $876.3 $1,324.6

Fund Group Continue On Hold Total

Grants $279.6 $329.9 $609.5

Bonds (Airport Improvement Funds) 2.2 378.3 380.6

Airport Improvement Funds (Aviation Revenue) 88.8 128.1 216.9

Passenger Facility Charges 77.6 40.0 117.6

Total $448.2 $876.3 $1,324.6

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Report


Public Transit Department Five-Year Capital Improvement Program for FiscalYears 2022-26

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith information on the Public Transit Department’s proposed Fiscal Years 2022-26Five-Year Capital Improvement Program, an integral component of the department’sefforts to implement the public transit elements of the Transportation 2050 programand provide safe and reliable public transit services to the community.


SummaryThe Public Transit Department (PTD) and its regional partners work collaboratively toprovide public transit services for the greater Maricopa County region. A criticalcomponent of providing these services is the capital infrastructure and fleet needed tosupport the regional transit system. PTD programs project costs and funding sources,which include the region’s financial share of projects, into the City’s CIP each year.PTD has prepared and submitted to the Budget and Research Department itspreliminary Fiscal Years (FY) 2022-26 CIP, as well as revised estimates for the FY2021 CIP budget. Combined, the FY 2021 and preliminary FY 2022-26 Five-Year CIPfor PTD totals nearly $2.1 billion.

The scope of Public Transit’s CIP focuses on adding new facilities and infrastructure toexpand and enhance the transit system, as well as upgrades and capital purchases tomaintain the system in a state of good repair as called for by federal guidelines. PTDCIP includes construction of new facilities, additional bus stop improvements (shade,furniture, and transit pads), Bus Rapid Transit (BRT) infrastructure, acquisition ofvehicles to replace aging vehicles, expand the fleet as needed for new service, updatetransit technology, and the renovation of older facilities to extend their useful lives.PTD’s FY 2022-26 Five-Year CIP is fully funded, primarily with funds from the FederalTransit Administration (FTA), regional Proposition 400 funds, Phoenix Transportation2050 (T2050) funds of $339.2 million, and financing of $379.2 million.

PTD's CIP was developed to support economic development, regional mobility,environmental sustainability, and to mitigate safety risks for passengers and transit

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personnel. Funding, aging infrastructure, and the implementation of T2050 projectsand services are some of the primary strategic issues the PTD is working on now andinto the future. Since voter approval of Proposition 104 (T2050) in August 2015, staffcontinues working with the Citizens Transportation Commission appointed by theMayor and City Council to implement the T2050 Plan.

Authorized federal funding levels for transit nationally have only been establishedthrough 2021, and there remains some uncertainty as to how those funding levelsmight change in the next authorization of federal surface transportation funding andhow much of that federal money will become available to Phoenix and its regionaltransit partners. Additionally, there is uncertainty as to how much of the authorizedfunding levels for transit will be appropriated by Congress and the President for eachyear. Also, the regional Proposition 400 sales tax for transportation is currently set toexpire in less than five years, and that presents a concern, not for the FY 2022-26 Five-Year CIP, but for mid- to long-term planning for public transit. PTD will continuemanaging its resources appropriately to ensure a balanced program while still meetingthe community’s transit needs and maintaining system assets in a state of good repair.

Current Year (FY 2021) ProjectsThere are several important projects programmed in the current fiscal year CIPbudget. The regional fare collection system upgrade project, which will provide smartcard and mobile ticket fare payment options for riders, is currently in design. Transitfleet improvements include the purchase of 25 Dial-A-Ride (DAR) vehicles, andpurchase orders have been issued for 30 local buses and three neighborhoodcirculators to replace existing buses at the end of their useful life. Constructionactivities for the South Central Extension/Downtown Hub (SCE/DH) and NorthwestPhase II (NWEII) light rail extensions are underway. Additionally, ongoingimprovements to bus stops, as well as capital maintenance of park-and-rides andtransit centers, are ongoing. Various technology improvement projects, includingtransit-specific software and hardware upgrades, are programmed this fiscal year.Improvements to the Public Transit administration building (302 N. 1st Ave.), includingroof replacement and the replacement of HVAC components, are programmed thisfiscal year.

Future ProjectsTransit vehicle purchases are planned in each of the next five years in keeping withplans for ongoing fleet replacement, as well as planned fleet expansion in conjunctionwith service increases that may be implemented. Funding is also planned for new BRTinfrastructure, ongoing improvements for bus stops and other passenger facilities, andadditional needed technology upgrades. Construction for the South Central/DowntownHub and Northwest Phase II light rail extensions are programmed in FY 2022. Further

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out, plans include ongoing improvements to passenger facilities and technologysystems, BRT design and infrastructure, and the continued construction of theSCE/DH, NWEII, and Capitol light rail extensions.

Financial ImpactOver the past 10 years, PTD’s CIP budget has fluctuated significantly from $78 millionto over $1.1 billion, with $321.5 million programmed in the preliminary CIP for FY 2022(see Attachment A). The decrease in FY 2022 is primarily the result of most of theremaining funding needed for the South Central/Downtown Hub and Northwest PhaseII light rail extensions being programmed and encumbered in FY 2021.

Historically, PTD’s CIP budget is mostly funded by FTA funds, with the balance of theCIP funds coming mainly from T2050 (previously Transit 2000) and Proposition 400 asthe local match to federal funds. As the T2050 light rail extensions and other transitCIP projects are implemented, financing is programmed to provide funding for thoseprojects, as projected in the T2050 Plan. PTD’s FY 2022-26 Five-Year CIP includes$379.2 million in programmed financing. Attachment B provides a summary of theproposed FY 2022 CIP project categories for public transit.


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Attachment A – Public Transit Department Adopted CIP Budget History

Adopted Budget

Preliminary CIP

$-

$200.0

$400.0

$600.0

$800.0

$1,000.0

$1,200.0

2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

($ millions)

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Attachment B – Public Transit Department FY 2022 CIP Projects Summary

Revenue Fleet$46.3

14.4%

Passenger Facilities$8.4

2.6%

Technology$27.8 8.6%

Admin/Maintenance Facilities

$2.9 0.9%

Light Rail$218.9 68.1%

Bus Rapid Transit$6.0

1.9%

Other$11.2 3.5%

Public Transit Department FY 2022 CIP Projects Summary ($ millions)

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Report


Water Services Department Five-Year Capital Improvement for Fiscal Years 2022-26

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith information on the Water Services Department’s proposed Fiscal Years 2022-26Five-Year Water and Wastewater Capital Improvement Program and an update on theCapital Improvement Program projects for Fiscal Year 2021.


SummaryThe Water Services Department’s (WSD’s) Water and Wastewater CapitalImprovement Programs (CIPs) provide for the infrastructure needed to: supply highquality water and safely remove and treat wastewater, ensure adequate water andsewer capacity for future growth, enhance community sustainability through protectionof the environment, ensure operational resiliency of the City's water and wastewaterutilities, and provide for a sustainable and resilient supply of water now and into thefuture. The City’s water and wastewater utilities are financed through water andwastewater enterprise funds. Revenue is generated from sale of metered water, feesfor services performed, sale of treated wastewater, bonds for capital projects, anddevelopment-related fees.

Payment for the Water and Wastewater CIPs generally comprise more than half of thebudget of the City's Water and Wastewater utilities. Because of this, the CIP is themost significant driver of rate increases that are periodically necessary to maintainfinancially viable municipal water and wastewater utilities.

The approved FY 2021 and proposed FY 2022-26 Five-Year CIP budgets werecarefully crafted to ensure safe, clean, reliable water deliveries to approximately 1.7million people over 540 square miles, as well as safe removal and treatment ofwastewater for close to 2.5 million people in metropolitan Phoenix. Projects areprioritized through a rigorous process designed to ensure that WSD is building and/orreplacing the right infrastructure at the right time and to ensure the most effective useof revenues.

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Water CIPThe approved FY 2021 and proposed FY 2022-26 Five-Year Water CIP totals $2.29billion. These projects are listed by FY in Attachment A. It is important to note that theproposed CIP is based upon a rate increase recommendation to be considered by theCity Council later this month.

The approved and proposed CIP includes, but is not limited to, the following keyprograms: $866.1 million for water pipelines; $189.3 million for booster stations; $81.1million for storage; $466.1 million for water treatment plants, which includes $54.9million for power redundancy; and $178.7 million for energy, technology, facilities, etc.It also includes $503.3 million for drought resiliency efforts that protect Phoenix watercustomers during Colorado River shortages.

Over the next year, some major water capital projects under construction includerehabilitation of aging infrastructure at the Val Vista Water Treatment Plant,replacement and rehabilitation of aging water pipelines, and replacement of agingbooster pump stations along with construction of new wells and new large waterpipelines for drought resiliency.

Wastewater CIPThe approved FY 2021 and proposed FY 2022-26 Five-Year Wastewater CIP totals$1.786 billion. These projects are listed by FY in Attachment B.

The Wastewater CIP includes, but is not limited to, $668.5 million for wastewatertreatment plants, $173.8 million for lift stations, $748.9 million for sewer pipelines,$40.0 million for water reuse; and $141.2 million for energy, technology, facilities, andother projects.

Within the overall Wastewater CIP, a total of $119.7 million has been programmed forthe Sub-Regional Operating Group interceptors and regional sewer capacityimprovements. These improvements are required to ensure that sufficient capacityexists to convey flows to the treatment plants while meeting regulatory requirements.

Over the next year, capital funds will be expended on rehabilitation of aginginfrastructure at numerous facilities, including the 91st and 23rd Avenues WastewaterTreatment Plants, lift stations and odor control facilities. Construction will also occur onsewer pipe infrastructure to rehabilitate aging lines. In some locations the lines will bereplaced with new larger sewers to allow for additional flow due to growth or infill.Safety is also a priority. Modifications are planned for treatment plants and lift stationsto improve operational safety, hinder vandalism, and deter cyber-attacks. Additionally,design and construction will begin in northwest Phoenix to install a lift station, force

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mains and sewer lines to support growth in the area.

The Water and Wastewater Capital Projects outlined will ensure reliable infrastructureperformance and maintain compliance with environmental regulations. Staff arecommitted to monitor system need, seek efficiency savings where possible, and makeprogram adjustments as necessary to ensure program costs are reasonable andfiscally responsible.

Responsible DepartmentThis item is submitted by Deputy City Manager Karen Peters and the Water ServicesDepartment.

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73 of 90


Report


Downtown Shared Electric Scooter Pilot Program Extension

This report provides the Transportation, Infrastructure and Innovation Subcommittee with a summary of the second six-month extension of the Downtown Shared Electric Scooter Pilot Program and requests the Subcommittee recommend City Council approval to extend the Downtown Shared Electric Scooter Pilot Program for an additional 12 months and to amend Phoenix City Code to extend the sunset provision for an additional six months, to allow shared electric scooters to continue to operate within the Pilot Program area.


SummaryOn June 26, 2019, City Council unanimously approved the Downtown Shared Electric Scooter Pilot Program, which allowed shared electric scooter vendors to obtain a permit to operate within the City of Phoenix. As part of the Pilot Program, City Council approved Ordinance G-6602, amending the Phoenix City Code to allow shared electric scooters to operate on public streets. The Ordinance amendment also included definitions for an electric scooter and authorized the City of Phoenix Police Department or peace officer to issue civil traffic citations for, among other things, speed limit violations, yielding the right-of-way, parking violations, and riding on the sidewalk. Additionally, the Ordinance amendment included a one-year sunset provision, which effectively would repeal the Code changes on June 25, 2020.

The initial six-month Pilot Program was to end on March 16, 2020. On Feb. 19, 2020, City Council approved Ordinance G-6676, extending the Pilot Program for an additional six months and to open the permit application process to allow new vendors to apply for the Pilot Program. Ordinance G-6676 also amended Ordinance G-6602 to extend the sunset provision until Dec. 31, 2020. Due to the COVID-19 pandemic, however, the start of the second six-month pilot program was delayed. Therefore, on Dec. 2, 2020, City Council approved Ordinance G-6772, extending the second six-month Pilot Program through March 31, 2021, and amending Ordinance G-6602 to extend the Phoenix City Code sunset provision to Dec. 31, 2021.

In October 2020, staff issued permits for the second six-month Pilot Program to two

74 of 90


electric scooter vendors: Razor and Spin. The second six-month Pilot Programcommenced on Oct. 1, 2020 and is scheduled to end on March 31, 2021. This updaterepresents the first four months of the second phase of the Pilot Program (October2020 through January 2021).

Fleet InformationRazor has a maximum of 300 scooters that may be deployed, and their approximateaverage daily deployment for January was 150 scooters. Spin has a maximum of 900scooters that may be deployed, and their approximate average daily deployment forJanuary was 170 scooters. While this is less than the previous phase of the programprimarily due to the COVID-19 pandemic, the number of scooters deployed has beengreater than anticipated. The maximum number of allowable scooters is subject toreview by the Street Transportation Department (Streets) Director.

RidershipAs part of the Pilot Program, vendors were required to provide monthly data onridership, including the number of daily trips, average ride time, and number ofscooters deployed. The information reflected below is ridership data for the two currentvendors combined for the first four months of the current six-month program:· Total trips (October 2020 to January 2021): 22,359.

· Average trips per week: 1,175 trips per week.

· Average trips per day: approximately 170 trips per day.

· Average trip duration: approximately 15 minutes.

ViolationsUnder the vendor permits, the City charges vendors an $80 relocation fee for violatingparking requirements. The vendors are only authorized to operate scooters fromdesignated parking locations each day during the hours of 5:00 a.m. and midnight.While initially required to pick up their scooters by midnight each day, the City removedthis requirement in January 2020 and now allows the vendors to leave scooters atauthorized designated parking locations overnight. The vendors are also required torelocate improperly parked scooters to an authorized parking location within two hoursof being notified. If the vendors do not relocate improperly parked scooters within thetwo hours, the City contractor relocates them to a designated parking location, and thevendor is charged an $80 fee.

The City contracts with a scooter retrieval company, SWEEP, to monitor, report, andcorrect any vendor violations and is available 24 hours a day, seven days a week.SWEEP has stated that the level of violations for the Phoenix program is well belowthose of other municipalities they serve and provided the following violation data to the

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City. As of Feb. 16, 2021, there have been a total of 122 violations between the twovendors (Razor - 54 scooters and Spin - 68 scooters) during the current six-monthPilot Program.

Program Fees and RevenueVendors have been required to pay a $500 application fee and a $5,000 permit fee toparticipate in each of the six-month Pilot Programs. In total, the City collected $11,000in application and permit fees during the six-month Pilot Program extension. Inaddition, vendors are invoiced monthly for a $0.10 surcharge fee per trip and forparking violations at the rate of $80 per scooter. Staff will provide a revenue summaryat the end of the six-month Pilot Program extension. Based on current daily trip data,the City anticipates collecting approximately $3,000 in revenue from the trip surchargefees and $13,000 from relocation fees during the six-month Pilot Program extension.The total revenue for the six-month Pilot Program extension would be approximately$27,000.

The contract with SWEEP provides for a per-day rate of $271, or approximately $8,100per month. This rate is not based on the number of relocated scooters but on serviceavailability. The total cost for the six-month Pilot Program extension for SWEEP’scontract will be $49,322.

Streets staff currently provide approximately four hours of program managementefforts per week. During the initial six-month Pilot Program, staff required greater than20 hours per week to initiate and implement the Pilot Program, and approximatestaffing costs were $38,000. In the current six-month extension of the Pilot Program,Streets has seen a reduction in the staffing efforts required to manage the programand estimates staffing costs for the current six-month extension of the Pilot Programwill be approximately $10,000.

Streets has been working to ensure the Downtown Electric Shared Scooter PilotProgram is cost neutral to the City. In order to ensure the Program is cost neutral,Streets has prepared to modify the Program fees by posting proposed fee increasesapplicable to the Pilot Program on Feb. 1, 2021. The proposed fees are a $500application fee (unchanged), a $7,500 six-month permit fee (increase of $2,500), $0.25surcharge fee per trip (increase of $0.15), and a relocation parking fee of $100 perscooter (increase of $20). Based on the posting time requirements for proposed feeincreases, the proposed fees may be acted on by City Council no earlier than its April7, 2021 meeting.

ObservationsThere are still challenges associated with the limitations on accuracy of the Global

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Positioning System (GPS) used by the electric scooter companies to identify andregulate parking locations, No Ride Zones, and program boundaries. This can befrustrating for riders as it can negatively impact their trips, and residents may findscooters outside of designated scooter parking areas. Vendors are trying to complywith the program regulations.

Another challenge has been the many active construction zones currently within thePilot Program boundary, which presents concerns for riders, vendors, and constructioncontractors. Both Razor and Spin have been responsive in addressing improperlyparked scooters and adjusting to the construction activities.

To date, staff has received no reports of scooter-related incidents that involved therider being injured within this four-month period. Generally, feedback from both thepublic and downtown stakeholders has been favorable.

Next StepsWith the pending expiration of the current six-month Pilot Program, staff proposes theextension of the Pilot Program for an additional 12 months with the two currentvendors and to not re-open the application process to additional vendors during thepilot. There will be no changes to the existing boundaries of the Pilot Program area.Staff also plans to request Council approval of an amendment of Ordinance G-6602 toextend the Phoenix City Code sunset provision to March 31, 2022, to align with theextension of the Pilot Program.

Based on emerging micromobility trends, Streets will also evaluate opportunities for acomprehensive micromobility program, which could include scooters, electric bikes,and pedal bikes. Staff anticipates providing potential options on a comprehensivemicromobility program to the City Council later this year.

Concurrence/Previous Council ActionThe Aviation and Transportation Subcommittee:· Recommended approval of the initial Pilot Program on Jan. 22, 2019, by a vote of 3

-0; and· Reviewed this item on June 25, 2019.

The Transportation, Infrastructure and Innovation Subcommittee:· Was provided with a three-month update on the Pilot Program on Jan. 7, 2020;

· Recommended approval of the Pilot Program extension on Feb. 5, 2020, by a voteof 4-0; and

· Was provided with an update on the Pilot Program extension on Feb. 3, 2021, and

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requested the item be brought back to the March 3, 2021, meeting.

The Planning and Economic Development Subcommittee:· Was provided information on the initial Pilot Program on Feb. 5, 2019; and

· Received an update for information and discussion on June 4, 2019.

The City Council approved:· The Pilot Program (Ordinance G-6602) on June 26, 2019.

· A Pilot Program extension (Ordinance G-6676) on Feb. 19, 2020; and

· A Pilot Program extension (Ordinance G-6772) on Dec. 2, 2020.

The Workforce and Economic Development Subcommittee:· Was provided with a summary of the second six-month extension on February 24,

2021.

Public OutreachStaff created and maintains a dedicated email account, phone number, and webpagefor this Pilot Program. Staff frequently corresponds with internal and downtownstakeholders to provide updates and address any concerns.

LocationThe main boundaries of the Pilot Program are from 7th Avenue to 7th Street and fromBuckeye to McDowell Roads. The Pilot Program boundary includes an extension ofthe area bounded by Roosevelt Street and Grand Avenue, and a reduction of thenorthern boundary to Portland Street between 7th and Central Avenues.Council Districts: 4, 7 and 8

Responsible DepartmentThis item is submitted by Deputy City Manager Mario Paniagua and the StreetTransportation Department.

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Report


Request to Issue Terminal 4 South 1 Concourse Retail Revenue ContractSolicitation

This report requests that the Transportation, Infrastructure and InnovationSubcommittee recommend City Council approval to issue a Revenue ContractSolicitation for contracting opportunities for Retail Concessions in the new Terminal 4South 1 Concourse at Phoenix Sky Harbor International Airport.


SummaryThe new Terminal 4 South 1 (T4 S1) Concourse at Phoenix Sky Harbor InternationalAirport (PHX) is scheduled to be operational Summer 2022 and will be home toSouthwest Airlines. With the addition of the S1 concourse at T4, the AviationDepartment (Aviation) staff has developed a Concessions Leasing Strategy inpreparation for the release of a Revenue Contract Solicitation (RCS) to procure Retailconcession contracts. This strategy is the foundation for T4 S1’s concessionprocurement. In order to ensure we provide optimal opportunities that will bring in avariety of options for our passengers, staff has: reviewed enplanement forecast andconstruction schedules, determined optimal concessions square footage, programmedconcession space, identified contracting opportunities and limitations, and created atimeline for the RCS. This timeline includes business information discussions with theindustry. All existing services in the terminal will continue during this time.

The PHX concession program goals include: encouraging competition; includingnational, regional, and local brands and concepts as well as current trends; optimizingsales and revenues; increasing opportunities for local and small business participation;raising the quality and uniqueness of retail selections to create options for passengersthat reflect our local community. In addition, the solicitation will incorporatesustainability requirements to enhance the airport experience for our customers as wedemonstrate our environmental responsibility to our community. The City’s policiescovering diversity and equity will also be reflected in the solicitation.

Procurement InformationAviation plans to issue the solicitation in Spring 2021 for contracting opportunities in

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two separate phases, with Phase 1 contracts estimated to begin in December 2021and Phase 2 contracts estimated for 2022/2023.

Phase 1 will include:· News/Convenience and will include a Store-within-a-Store; and

· High Tech Shop or other proposal.

Phase 2 will include:· Specialty Retail or other proposal; and

· News/Convenience or other proposal.

The solicitation will allow contracting opportunities for companies of all sizes, includingthe opportunity for subleasing, joint ventures, and licensing agreements. Thesolicitation will include opportunities for small businesses, whether through contractingdirectly with Aviation or through partnerships with other firms.

The evaluation criteria will include:· Proposed Concept(s) and Merchandise Plan;

· Design and Quality of Tenant Improvements;

· Innovation and Technology Enhancements;

· Management, Marketing and Operations Plans;

· Experience and Qualifications;

· Proposed Business Plan; and

· Financial Return to the City.

The highest ranked Respondent for each opportunity will be recommended for theconcessions lease awards.

The City’s Transparency Policy will be in effect with the release of the RCS andthroughout the process.

Contract TermThe term will be seven years with one, three-year renewal option to be exercised atthe sole discretion of the Director of Aviation Services.

Financial ImpactMinimum Annual Guarantee (MAG) or Percentage Rent derived from gross sales,whichever is greater. Each respondent must propose a MAG, and minimum MAG willbe determined using PHX historical and market data. Percentage of gross sales will be

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dependent on the concession category and range from 10 percent to 16 percent.There will be a minimum capital investment of $350 per square foot for Retailconcessions.

Concurrence/Previous Council ActionThe Phoenix Aviation Advisory Board recommended this item for approval on Feb. 18,2021, by a vote of 6-0.

Public OutreachThis process will include all standard and required outreach efforts and conducttargeted outreach efforts to attract interest for each of these unique contractingopportunities.

LocationPhoenix Sky Harbor International Airport Terminal 4 - 3400 E. Sky Harbor Blvd.Council District: 8


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Report


Request to Issue Terminal 4 South 1 Concourse Food and Beverage RevenueContract Solicitation

This report requests that the Transportation, Infrastructure and InnovationSubcommittee recommend City Council approval to issue a Revenue ContractSolicitation for contracting opportunities for Food and Beverage Concessions in thenew Terminal 4 South 1 Concourse at Phoenix Sky Harbor International Airport.


SummaryThe new Terminal 4 South 1 (T4 S1) Concourse at Phoenix Sky Harbor InternationalAirport (PHX) is scheduled to be operational Summer 2022 and will be home toSouthwest Airlines. With the addition of the S1 concourse at T4, the AviationDepartment (Aviation) staff has developed a Concessions Leasing Strategy inpreparation for the release of the Revenue Contract Solicitation (RCS) to procure Foodand Beverage concessions contracts. This strategy will help ensure Aviation providesoptimal opportunities that will bring in a variety of options for our passengers. Toprepare, staff has reviewed enplanement forecast and construction schedules,determined optimal concessions square footage, programmed concession space,identified contracting opportunities and limitations, and created a timeline for the RCS.This timeline includes business information discussions with the industry. All existingservices in the terminal will continue during this time.

The PHX concession program goals include: encouraging competition; includingnational, regional, and local brands and concepts as well as current trends; optimizingsales and revenues; increasing opportunities for local and small business participation;and raising the quality and uniqueness of food selections to create options forpassengers that reflect our local community. In addition, the solicitation will incorporatesustainability requirements to enhance the airport experience for our customers as wedemonstrate our environmental responsibility to our community. The City’s policiescovering diversity and equity will also be reflected in the solicitation.

Procurement InformationAviation plans to issue the solicitation in Spring 2021 for contracting opportunities in

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two separate phases, with Phase 1 contracts estimated to begin in December 2021and Phase 2 contracts estimated for 2022/2023.

Phase 1 will include:· Food Hall; and

· Small Business - Coffee Focused.

Phase 2 will include:· Full Service/Fast Casual; and

· Second location.

The solicitation will allow contracting opportunities for companies of all sizes, includingthe opportunity for subleasing, joint ventures, and licensing agreements. Thesolicitation will include opportunities for small businesses, whether through contractingdirectly with Aviation or through partnerships with other firms.

The evaluation criteria will include:· Proposed Concept(s) and Merchandise and Menu Plan;

· Design and Quality of Tenant Improvements;

· Innovation and Technology Enhancements;

· Management, Marketing and Operations Plans;

· Experience and Qualifications;

· Proposed Business Plan; and

· Financial Return to the City.

The highest ranked Respondent for each opportunity will be recommended for theconcessions lease awards.



Financial ImpactMinimum Annual Guarantee (MAG) or Percentage Rent derived from gross sales,whichever is greater. Each respondent must propose a MAG, and minimum MAG willbe determined using PHX historical and market data. Percentage of gross sales will bedependent on the concession category and range from 10 percent to 16 percent.

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There will be a minimum capital investment of $450 per square foot for Food andBeverage concessions.





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Report


Request to Issue Terminal 4 South 1 Common-Use Airport Lounge RevenueContract Solicitation

This report requests that the Transportation, Infrastructure and InnovationSubcommittee recommend City Council approval to issue a Revenue ContractSolicitation for the development, operation and management of a Common-Use AirportLounge Concession in the new Terminal 4 South 1 Concourse at Phoenix Sky HarborInternational Airport, including evaluation criteria, related business requirements, andthe airport contracting policy.


SummaryThe new Terminal 4 South 1 Concourse (T4 S1) Concourse at Phoenix Sky HarborInternational Airport (PHX) is scheduled to be operational Summer 2022 and will behome to Southwest Airlines. With the addition of the S1 concourse at T4, the AviationDepartment (Aviation) is seeking a vendor to develop, operate, and manage aCommon-Use Airport Lounge (Lounge) in T4 S1. Staff has developed a strategy tobring in a world-class Lounge for our passengers, by evaluating: enplanementforecast, optimal square footage, location, opportunities, and limitations. A timeline hasbeen created for the Solicitation that includes business information discussions withthe industry. The Revenue Contract Solicitation (RCS) will be issued to ensure a fairand competitive process, the goals of which are to:· Optimize sales and revenue over the term of the lease;

· Develop the quality and uniqueness of the lounge facility, emphasizing local cultureand Arizona destinations in the design of the facility and in food and beverageofferings; and

· Select a Respondent with experience operating successful airport lounges in theUS and/or abroad.

The primary area available is 3,500 square feet, with the opportunity for a phasedopening, allowing the Successful Respondent to build out 50 percent in the first Phaseand the additional space once enplanements reach a specified amount.

The Successful Respondent will be required to develop, operate, and manage a

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lounge that:· Offers access to customers flying on any airline, regardless of class of ticket, for a

fee;· Offers access to customers belonging to partner organizations (airlines, credit card

companies, etc.) with complimentary lounge membership benefits;· Has a variety of seating options, including desk workspaces, tables, at least one

bar, and lounge chairs;· Offers a variety of food options, including hot and cold items; and

· Offers a variety of beverage options, including hot and cold tea, soft drinks, wine,beer, and liquor.

Procurement InformationAviation will conduct an RCS to select a vendor for the contract. There will be onecontracting opportunity issued in Spring 2021, with estimated contract award in late2021.

The evaluation criteria will include:· Proposed Business Plan;

· Financial Return to the City;

· Qualifications and Experience;

· Business Operations; and

· Concept Design.

The highest ranked Respondent will be recommended for the concessions leaseawards.



Financial ImpactMinimum Annual Guarantee (MAG) or Percentage Rent derived from gross sales,whichever is greater. Each respondent must propose a MAG, and minimum MAG willbe determined using PHX historical and market data. There will be a minimum capitalinvestment of $250 per square foot.

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Report


Water Revenue Increase Recommendation and Outreach Update

This report provides the Transportation, Infrastructure and Innovation Subcommitteewith an update on the Water Services Department's financial plan for Fiscal Years2021-25 and provides information regarding community outreach conducted pertainingto the proposed water revenue increase recommendation.


SummaryEach year, the Water Services and Finance Departments develop a rolling five-yearfinancial plan for both the City's water and wastewater utilities to ensure continuedfinancial viability. The financial plan is the basis for forecasting necessary rateadjustments that provide revenue to recover the cost of operating a safe and reliablesystem, maintain high quality bond ratings, develop the infrastructure necessary torespond to shortages on the Colorado River, respond to outside market cost increasesfor raw water, chemicals and infrastructure materials, and ensure system reliabilitythrough rehabilitation and replacement of aging infrastructure. The water andwastewater capital improvement programs (CIPs) are the largest cost components ofWater Services Department expenditures and therefore significant drivers of the rateincreases periodically necessary to maintain financial viability.

The City Council has taken the necessary actions to meet the needs of a rapidlygrowing city, maintain the infrastructure for existing residents and meet federalstandards for safe drinking water.

Water and Wastewater Financial PlansGiven the impact of COVID-19, the CIP budgets were carefully developed to minimizecosts in the current Fiscal Year (FY) while upholding the Water Services Department’smission to provide safe and reliable water and wastewater services that meet orexceed regulatory requirements. Careful planning coupled with cost-saving measuresallow for a slight delay and reduction of necessary rate increases compared to thoseforecasted in the prior year's financial plan.

The financial plans forecast minimal inflationary adjustments necessary to support

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future operational and maintenance costs and CIP costs of the system based on thefollowing assumptions:· Normal weather conditions with impacts from wildfires on watershed;

· Slowing of account growth due to COVID-19 impacts;

· Refinancing of debt to reduce current bond costs; and

· Adjustment of the Capital Program to slow infrastructure investment.

As requested, alternative scenarios were developed and presented to theSubcommittee:

Option 1: FY 2021 - Zero percent; and FY 2022 - 6.5 percent.

Option 2: Calendar Year (CY) 2021 - Three percent; and CY 2022 - 3.5 percent.

Option 3: FY 2021 - Zero percent; and FY 2022 - 3.5 percent.

Public OutreachWSD held 4 virtual public meeting workshops (3 in English and 1 in Spanish) and haspresented at 12 of the planned 15 Village Planning Committee Meetings to date. WSDstaff also worked closely with individual City Council offices to coordinate attendingcommunity meetings within their districts. Messaging was added to all City ServicesBills for February and March.

An email address ([email protected]) is being advertised to the public forcomments and questions. An educational proposed water revenues video has beencreated in conjunction with PHXTV in English and Spanish and will air on social mediaand PHXTV. Educational information on the proposed water revenue increase wasalso posted on Water Services Department and City of Phoenix social media accountsincluding: Facebook; Instagram; Twitter; and Nextdoor.

A newsroom story was posted on phoenix.gov on Jan. 22, 2021 and several otherarticles and interviews have been conducted through various media outlets, including:Prensa Arizona; Enlace Noticias; Dialogo Comunitario; Telemundo Arizona andAZCentral/The Arizona Republic. A 15 second informational video in English andSpanish is currently running through the end of February in Food City and Bashasstores (18 locations), and will achieve over 750,000 impressions. The Notice ofIntention to raise Water Rates and/or Rate Components was published in the ArizonaRepublic (English) and Prensa Arizona (Spanish).

The WSD website’s dedicated page (phoenix.gov/waterrates) has resources and

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information, including: current water rates; information about the recommendation andvirtual public meetings; a one-page fact sheet in English and Spanish; and an onlinewater rate estimator calculator tool for residents and businesses that provides asample of what their future bill could be if the increase is approved.

A public survey in English and Spanish is available athttps://www.phoenix.gov/waterservices/customerservices/rateinfo. The survey hasover 900 responses at the time of this report and reflects strong support from thepublic. More information, including a full tally of outreach will be provided in futureagenda packets.

Concurrence/Previous Council ActionThe Citizens' Water/Wastewater Rate Advisory Committee (WWRAC) recommended:· A zero percent wastewater revenue increase for FY 2021, based upon the five-year

financial plan that includes zero percent wastewater revenue increases in each ofFYs 2021-25 on Oct. 20, 2020, by a vote of 6-2; and

· A three percent water revenue increase effective October 2021 and a 3.5 percentincrease in revenue effective March 2022; based upon the five-year financial planthat includes 3.5 percent increases in revenue for each of FYs 2023-25 on Jan. 21,2021, by a vote of 6-0.

The Transportation, Infrastructure, and Innovation Subcommittee:· Reviewed the WWRAC recommendation and requested three CIP Alternatives be

evaluated on Dec. 2, 2020; and· Reviewed the three requested CIP Alternatives on Feb. 3, 2021.

Staff RecommendationThe Water Services Department requests that the Transportation, Infrastructure andInnovation Subcommittee recommend City Council approval of the WWRACrecommendation of:· Water revenue increases of: three percent, effective October 2021; and 3.5 percent,

effective March 2022; and· Wastewater revenue increases of zero percent for FYs 2021 and 2022.

Responsible DepartmentThis item is submitted by Deputy City Manager Karen Peters and the Water ServicesDepartment.

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