Minutes 06/16/25 Study Session

MINUTES 
 
WICKENBURG COMMON COUNCIL 
STUDY SESSION MEETING 
Monday, June 16, 2025 – Immediately Following the Regular Meeting 
155 N. TEGNER - COUNCIL CHAMBERS 
WICKENBURG, ARIZONA 85390 
 
A. CALL TO ORDER – Mayor Bratcher called the meeting to order at 6:27 PM 
 
B. ROLL CALL 
Present: 
Mayor BG Bratcher  
Vice Mayor Brian Jones 
Councilmember Kristy Bedoian 
Councilmember Shawn Clark  
Councilmember Margaret Nyberg 
Councilmember Rebecca Rovey 
Councilmember Art Rubash 
Staff Present: 
Troy Smith, Town Manager 
Trish Stuhan, Town Attorney 
Tim Suan, Deputy Town Manager/Economic Development 
Steve Boyle, Community Development Director 
Amy Brown, Town Clerk 
Les Brown, Police Chief 
Robert Martinez, Finance Director 
Tarah Mayerhofer, Human Resources Director 
Ed Temerowski, Fire Chief 
Herschel Workman, Public Works Director 
 
C. ITEMS OF BUSINESS 
 
1. Discussion and Direction Regarding the Potential Transition of Sanitation 
Services to Waste Management 
 
Herschel Workman, Public Works Director, stated that during the FY26 budget 
work session held on April 7th, Council gave staff direction to look at alternatives 
related to sanitation and recycling operations. Curbside Recycling began in 2011 
and initially generated modest revenue, but since 2020 there has been 
considerable cost to recycling due to global market changes. In 2023, Council 
eliminated the $1.50 per month recycling fee and capped recycling losses at 
$25,000 per year. The current cap allows recycling for approximately 4 months 
per year. The town is currently unable to recycle any materials due to CR&R

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equipment failure, which has been an issue all year. The town is still advertising 
that we recycle, which undermines public trust and sustainability goals. 
 
The town’s current service includes the following: 
Service Overview 
• 
Weekly residential and commercial trash pickup by town staff 
• 
Curbside recycling offered but unreliable 
• 
CR&R hauls both trash and recyclables to Waste Management 
Recycling Program Challenges 
• 
No recyclables processed thus far in 2025 due to equipment failure 
• 
Service only available approximately 4 months per year due to $25,000 loss 
cap 
Residential Customer Rates: 
• 
$27.00 in July 2025 
• 
$28.00 in July 2026 
Town’s Cost to Operate: 
• 
Rising labor, benefits, equipment maintenance costs 
• 
Aging fleet with ongoing capital replacement needs 
• 
Reinvestment needs outpacing current revenues 
 
The town can look at a few alternatives: 
• 
Continue to operate as we do today, with town Employees, and seek a new 
contract service provider for hauling and recycling  
• 
Change to a Contracted Services Model – where the town contracts out all 
sanitation services under a contract and maintains billing and customer 
relations 
• 
Hybrid approach where the town continues to provide trash services and 
contracts out recycling services  
 
Staff is recommending the Contracted Services Model based on a preliminary 
proposal from Waste Management for the following level of service: 
• 
Direct residential curbside trash & recycling collection 
• 
Commercial service: $29.54/container/week (300-gallon, 1x/week) 
• 
Residential service: $24.54/month 
• 
Town retains billing responsibility at current residential rates to cover 
administrative fees: 
o $27.00/month (July 2025) Residential 
o $28.00/month (July 2026) Residential 
• 
Additional services: 
o Bulk item pickup scheduling for up to four items for up to six times per 
year 
o Yard Waste pickup 
o Enhanced operational and customer service support 
o Use of existing town carts

Town Council Minutes of June 16, 2025 
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Another consideration is that the town has 3 ½ employees in the sanitation 
department. Waste Management is willing to offer employment to current town 
sanitation drivers at a higher rate than they currently earn. They will be eligible to 
transfer with their tenure and honoring their accrued paid time off. This will offer 
continuity of employment and potential for expanded career opportunities which 
supports a respectful transition for impacted employees. Employees who wish to 
remain with the town may be placed into other roles within the Public Works 
Department, based on availability and qualifications. 
 
The benefits to the town of moving to an option with Waste Management include 
the following:  
• 
Restores integrity to the recycling program 
• 
Reliable, full-service provider with regional infrastructure 
• 
Avoids costly vehicle replacements and more aggressive rate increases 
• 
Town retains billing/customer relationship 
• 
Rate buffer supports long-term financial planning 
• 
Improved service delivery and operational stability 
  
The town can proceed with procurement options of either a traditional Request 
for Proposals (RFQ) process or a direct contract negotiation with Waste 
Management though a cooperative purchasing contract as they have contracts 
with Litchfield Park, Show Low and Eloy. The RFP process will take several 
months and is unlikely to provide the same level of service and reliability.  
 
Staff recommends initiating contract negotiations with Waste Management and 
for the town to maintain the billing and oversight. This transition enhances 
service reliability, supports employees, and aligns with the current rate plan. 
 
Councilmember Bedoian asked why the town would maintain the billing. Director 
Workman stated that then the town maintains some level of control over rates 
and the customers in the event there is an issue, and the town must take it back. 
Town Manager Smith stated that it keeps the consistency within the community 
of same rates as the town can negotiate better rates than each resident calling 
Waste Management directly for their rates. The proposal in the presentation is 
just an estimate as there is no contract yet and the town hasn’t started 
negotiations. Council also has the discretion if there needs to be a reduction in 
force for positions that are eliminated, but Waste Management has agreed to 
work with the employees. There are current public works vacant positions, but 
the employees need to be qualified and interested in those positions.  
 
Director Workman stated that Waste Management has a truck for commercial 
pickups including the 3-yard dumpsters for manure.  
 
Town Attorney Stuhan stated that the reason to go with the cooperative 
purchasing contract is that Eloy has already negotiated the rates and they can’t

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give the Town of Wickenburg a worse deal. There might be extra services that 
will need to be negotiated.  
 
Consensus of Council was to negotiate with Waste Management and bring back 
a proposal. 
 
2. Discussion and Direction to Staff Regarding Non-Profit Funding Requests 
 
Troy Smith, Town Manager, stated that this item is to look at changing the Town 
Code to clarify non-profit funding similar to other communities. This change will 
show there is a value exchange and a benefit to the community to help with the 
gift clause question. Any non-profit seeking funding will have to submit that 
request in writing and include the following information: 
 
• The amount of funds requested 
• The intended use of the funds 
• The public purpose serves 
• The nature and amount of benefit to the town including any direct benefits to 
residents or other consideration received in exchange for funding 
 
This addition to the Town Code will not change any existing contracts but will 
allow the town to have a written process for any requests for funding from a non-
profit organization.  
 
Councilmember Nyberg asked about the bed tax funding. Town Manager Smith 
stated that the funding source will not be relevant as the non-profit will make the 
request and the town will decide on the funding source. This will provide a 
structure for any entity to know what information is required.  
 
Councilmember Clark stated that he hates red tape and wondered why this 
couldn’t be done with a conversation with the non-profit instead of additional 
reporting. Town Manager Smith stated that this will not change any existing 
contracts and the ones with current contracts already follow this process. This 
will just codify what is in the agreements and give structure for any future 
requests that might not be from just the three main non-profits.  
 
Mayor Bratcher asked about the $10,000 Bed Tax Grant and whether this would 
fall under this. Town Attorney Stuhan confirmed that the grant will fall under this 
policy as they need to show the public purpose and what the town gets in 
exchange for the funding. This is more educational to have everyone have the 
same standard. The Bed Tax Grant asks for this information in the grant 
application.  
 
Councilmember Rovey had an issue with the penalties as she didn’t think that it 
should be a Class One Misdemeanor. Town Attorney Stuhan stated that this 
penalty is what is in code, but for this we can change the penalty as we would not

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take them to court, but if there was a misappropriation of funds, they would either 
not receive the funds or have to pay them back per the contract. Town Manager 
Smith stated that Deputy Town Manager Suan monitors the funding to the 
organizations through their reports.  
 
Mayor Bratcher stated that she likes continuity and that the rules are the same 
for everyone. She would like everyone to look over the ordinance and get 
comments back to Town Manager Smith.  
 
Councilmember Jones doesn’t want to add bureaucracy to anything and 
wondered what the benefit of this change would be for the town and the 
organizations. Town Manager Smith stated that if a non-profit didn’t know how to 
ask for funding, this would let them know what is required so that all requests are 
considered in the same way. Paragraph B shows what is required in order to 
have access to funding to avoid any issues with the gift clause and keep the town 
legal. Any requests that have all the information required will then go to the 
Council for approval of funding. The Council has the discretion of which entities 
to provide funding. Town Attorney Stuhan stated that section C shows that all 
requests that are complete will go to the Council and this shows the 
organizations what information is needed prior to sending it to the Council to 
avoid liability. The town has the right to audit the funds to make sure that they are 
used for the requested purpose. Usually this is done through the reports and 
backup documents that are submitted, but the specifics of any audit will be in the 
written agreement that is signed by the organization.  
 
Consensus of Council was to review the information and bring their ideas and 
questions to Town Manager Smith. Town Manager Smith stated that staff will 
meet with the non-profits who have current agreements to get their input.  
 
3. Discussion and Direction to Staff Regarding Designating a Tourism Zone for 
Political Sign Placement 
 
Town Manager Smith stated that cities and towns have the ability, through a 
resolution, to designate an area of town as a political sign free zone. This is 
usually for an area designated for tourism to make it more aesthetically 
appealing. This does not affect private property. This is only to regulate the signs 
that are in the public right-of-way.  
 
Steve Boyle, Community Development Director, showed some areas in town to 
give ideas of what could be included: 
 
• Entertainment District was established via Resolution 2318 in 2017 for most 
of the downtown, stopping at the railroad tracks 
• Heritage District is in the zoning code and expands the downtown area to 
Adams Street

Town Council Minutes of June 16, 2025 
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• Vulture Mine Road District covers the commercial area along West 
Wickenburg Way from the LDS church to West Plaza, near Vulture Mine 
Road 
• East Gateway District includes the area entering the town from the East on 
US-60 to the roundabout 
• West Wickenburg Way includes the business area along the road starting at 
the downtown going west  
 
Town Attorney Stuhan stated that the town can only have two zones in town, up 
to 3 square miles each.  
 
Councilmember Nyberg stated that she would like to include the downtown retail 
area for safety as the signs can be a hazard on Tegner. The signs can still be on 
private property, but this would keep the downtown planters clear of signs.  
 
Mayor Bratcher stated that she has received complaints from residents 
specifically about Tegner and Frontier Streets, as that is the tourism area.  
 
Councilmembers Bedoian, Clark and Rubash thought it was fine the way it is 
now.  
 
Mayor Bratcher, Vice Mayor Jones, Councilmembers Nyberg and Rovey would 
consider a small zone of only the downtown, focused primarily on Tegner Street.  
 
4. Discussion and Direction to Staff Regarding a Sister City Program 
 
Tim Suan, Deputy Town Manager, stated that a partner/sister city is where a 
broad-based, long-term partnership between two communities is set up and   
officially recognized after the highest elected or appointed officials from both 
communities sign off on an agreement. Usually this is established due to a 
common reason that connects the two cities such as: 
 
• 
Cultural & Heritage Exchange – Share traditions, arts, and ancestral 
connections 
• 
Economic & Tourism Growth – Promote trade, business, and travel 
• 
Education & Youth Engagement – Enable school, student, and teacher 
exchanges 
• 
Shared Learning & Collaboration – Address civic challenges and share 
best practices 
• 
Global Relationships – Foster diplomacy, mutual support, and humanitarian 
ties 
 
Sister city partnerships are common across the country and throughout Arizona, 
with many cities forming international connections. While there aren’t any official 
Arizona-to-Arizona Sister City pairings, there are examples of regional 
collaboration, such as the East Valley Partnership among cities like Mesa,

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Gilbert, and Chandler, and the Arizona–Sonora Megaregion, which links border 
communities on both sides for shared economic and policy goals. A more flexible 
approach can be seen in Sedona’s recent “friendship agreement” with Canmore, 
Alberta. Rather than committing immediately to a full Sister City designation, they 
began with a simpler two-year partnership agreement based on shared values 
and cultural exchange. This kind of informal agreement can be a practical first 
step and can evolve into a formal Sister City relationship over time. 
 
In 2012, Wickenburg and Jasper, Alberta became partner cities through a town 
resolution, chosen for their shared connection as endpoints of Highway 93. The 
relationship was highlighted when Jasper’s fire chief cycled the full route between 
the two towns. 
 
Key decisions for the future include deciding whether to continue with Jasper or 
explore a new or additional partner. If seeking a new connection, we need to 
consider location—within Arizona, within the U.S., or international. We also have 
to choose how to identify a partner such as through an organization like Sister 
Cities International or independently. Then the Council will need to provide 
direction to define clear goals, scope, and desired outcomes for the partnership. 
Leadership could come from the Town Council, staff, an internal committee, or 
an external partner, depending on the structure the Council chooses. The 
program would require an estimated $2,300 to $12,300 annually, along with staff 
time for coordination, planning, and ongoing communication to keep the 
partnership active and effective. 
 
Councilmember Rovey provided information from a resident, Liz Mead, who 
came up with an idea to partner with Valle de Guadalupe, Jalisco, Mexico due to 
it’s shared equine. To join the Sister City program, the cost is $310 annually and 
they will help to make the connections as they have cities that are interested. 
Jasper Canada was hit by wildfires last year that wiped out about half of the 
town, so Wickenburg should have reached out then to help.  
 
Town Manager Smith asked if the Council would like to try to rekindle the 
relationship with Jasper or do something meaningful with another town.  
 
Councilmember Nyberg would like to look for a connection that will bring tourism 
to town so she was thinking that marketing would happen between the two 
towns.  
 
Consensus of Council was to let the residents who have expressed interest in 
this program to bring back a proposal.  
 
D. EXECUTIVE SESSION - (Council May Vote to Go Into Executive Session Pursuant 
to A.R.S §38-431.03(A)(3) to Receive Legal Advice from the Town Attorney on Any 
of the Above Agenda Items.)

Town Council Minutes of June 16, 2025 
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E. ADJOURNMENT  
 
MOVED BY Councilmember Rebecca Rovey to adjourn at approximately 7:46 PM 
SECONDED BY Councilmember Kristy Bedoian  
VOTE: 7 – 0 (Yes – Mayor Bratcher, Vice Mayor Jones, Councilmembers Bedoian, 
Clark, Nyberg, Rovey, and Rubash) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
         BG Bratcher, Mayor 
ATTEST: 
 
 
 
 
 
 
 
 
 
Amy Brown, Town Clerk 
 
CERTIFICATION 
 
I, Amy Brown, the duly appointed and qualified Town Clerk of the Town of Wickenburg, 
do hereby certify that the foregoing minutes are a true and correct copy of the minutes 
of the study session meeting of the Town Council of Wickenburg, Arizona held on June 
16, 2025. I further certify the meeting was duly called and held and that a quorum was 
present.  
 
 
 
 
 
 
 
 
 
Amy Brown, MMC 
Town Clerk