Summary
This item transmits recommendations from the Mayor and Council for appointment or
reappointment to City Boards and Commissions.

Responsible Department
This item is submitted by the Mayor's Office.




Page 13
ATTACHMENT A




To: City Council Date: December 14, 2022
From: Mayor Kate Gallego

Subject: BOARDS AND COMMISSIONS – APPOINTEES

The purpose of this memo is to provide recommendations for appointments to the
following Boards and Commissions:

North Mountain Village Planning Committee

Councilwoman Debra Stark recommends the following for appointment:

Michael Lenz
Mr. Lenz is a Senior Project Manager for HonorHealth Construction Management. He
fills a vacancy for a term to expire November 19, 2023.

Phoenix Employment Relations Board

I recommend the following for reappointment:

Joseph Diggs
Mr. Diggs represents the Maricopa Area Labor Federation and is a resident of District 2.
He will serve his seventh term to expire December 15, 2025.

Fernando Ortega
Mr. Ortega represents the Public and is a resident of District 5. He will serve his
seventh term to expire December 15, 2025.




Page 14



Report

Liquor License - Special Event - Our Lady of Czestochowa Roman Catholic
Parish Phoenix

Request for a Series 15 - Special Event liquor license for the temporary sale of all
liquors.

Summary

Applicant
Kinga Hoffmann

Location
2828 W. Country Gables Drive
Council District: 1

Function
Dinner and Dance

Date(s) - Time(s) / Expected Attendance
Dec. 31, 2022 - 7 p.m. to 2 a.m. / 180 attendees

Staff Recommendation
Staff recommends approval of this application.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 15



Report

Liquor License - Anzio's Italian Restaurant

Request for a liquor license. Arizona State License Application 214959.

Summary

Applicant
Amy Nations, Agent

License Type
Series 12 - Restaurant

Location
12418 N. 28th Drive, Ste. 1
Zoning Classification: C-1
Council District: 1

This request is for a new liquor license for a restaurant. This location was previously
licensed for liquor sales and may currently operate with an interim permit.This location
requires a Use Permit to allow alcohol sales.

The 60-day limit for processing this application is Dec. 30, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.




Page 16

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“The new owners of Anzios Italian Restaurant have owned and operated many
successful businesses in many states. They have owned restaurants with liquor
license in Nevada. Their employee will attend basic liquor law training to ensure
compliance with all liquor laws.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Anzios Italian Restaurant has been in operation with a liquor license since 1986. Their
customers expect the great food and bottle of wine or drinks with their meals. We
would like to continue to offer alcoholic beverages if our customers choose to have
them.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - Anzio's Italian Restaurant
Liquor License Map - Anzio's Italian Restaurant

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 17
Liquor License Data: ANZIO'S ITALIAN RESTAURANT
Liquor License

Description Series 1 Mile 1/2 Mile

Liquor Store 9 3 1

Beer and Wine Store 10 5 2

Hotel 11 1 0

Restaurant 12 6 3

Club 14 1 0



Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 149.33 227.60

Violent Crimes 10.65 26.22 46.17

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 159

Total Violations 89 339




Page 18
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1039002 1483 36 % 13 % 10 %

1039004 1522 83 % 0% 5%

1040001 1260 45 % 19 % 36 %

1040002 1257 0% 0% 9%

1040003 1994 97 % 0% 11 %

1043011 1780 83 % 0% 13 %

1043021 1469 9% 28 % 7%

1043022 1902 53 % 15 % 15 %

1044011 2363 68 % 12 % 12 %

1044012 1594 19 % 9% 38 %

Average 61 % 13 % 19 %




Page 19
Liquor License Map: ANZIO'S ITALIAN RESTAURANT
12418 N 28TH DR




Ü
Date: 11/2/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 20



Report

Liquor License - Sofia's Mexican Cuisine

Request for a liquor license. Arizona State License Application 214198.

Summary

Applicant
Jared Repinski, Agent

License Type
Series 12 - Restaurant

Location
4323 W. Cactus Road, Ste.1 and 2
Zoning Classification: C-1
Council District: 1

This request is for a new liquor license for a restaurant. This location was previously
licensed for liquor sales and may currently operate with an interim permit.

The 60-day limit for processing this application is Dec. 25, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.


Page 21


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have been representing liquor licensed establishments in Arizona for over 15 years.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Tourism plays and important role in our local economy and liquor licensed
establishments (the sale of alcohol) is a very important aspect of tourism. Therefore, if
the City of Phoenix continues to lead the State of Arizona by approving quality and
diverse businesses (restaurants, bars, microbreweries, distilleries, hotels, resorts, golf
courses, special events, convenience / liquor / grocery stores and gas stations) similar
to this proposed liquor licensed business, all businesses will prosper.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Sofia's Mexican Cuisine
Liquor License Map - Sofia's Mexican Cuisine

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 22
Liquor License Data: SOFIA'S MEXICAN CUISINE
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 3 0

Liquor Store 9 5 2

Beer and Wine Store 10 2 1

Restaurant 12 5 3


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 53.31 81.31

Violent Crimes 10.65 9.76 13.69

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 74

Total Violations 89 130




Page 23
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1042034 1692 82 % 0% 3%

1042035 1364 69 % 4% 3%

1042041 1932 95 % 5% 11 %

1042042 1745 92 % 0% 7%

1042123 1683 79 % 0% 10 %

1042191 1602 85 % 0% 13 %

1042192 1566 91 % 12 % 11 %

Average 61 % 13 % 19 %




Page 24
Liquor License Map: SOFIA'S MEXICAN CUISINE
4323 W CACTUS RD




Ü
Date: 11/3/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 25



Report

Liquor License - Plaza Bonita Family Mexican Restaurant

Request for a liquor license. Arizona State License Application 12078813.

Summary

Applicant
Theresa Morse, Agent

License Type
Series 12 - Restaurant

Location
2815 W. Carefree Highway, Ste. 101
Zoning Classification: C-2 PCD NBCCOD
Council District: 2

This request is for an acquisition of control of an existing liquor license for a restaurant.
This location is currently licensed for liquor sales.

The 60-day limit for processing this application is Dec. 17, 2022.

Pursuant to A.R.S. 4-203, consideration should be given only to the applicant's
personal qualifications.

Other Active Liquor License Interest in Arizona
The ownership of this business has an interest in other active liquor license(s) in the
State of Arizona. This information is listed below and includes liquor license violations
on file with the AZ Department of Liquor Licenses and Control and, for locations within
the boundaries of Phoenix, the number of aggregate calls for police service within the
last 12 months for the address listed.

Plaza Bonita Family Mexican Restaurant (Series 12)
21141 N. John Wayne Pkwy, Maricopa
Calls for police service: N/A - not in Phoenix


Page 26

Liquor license violations: None

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have been a manager with my husband (now deceased) at this location. His recent
passing prompted this transfer of the corporation. I have hired a manager and all my
staff will be attending liquor law training including myself to ensure compliance with all
state, city and county laws and regulations. This restaurant is a family atmosphere
which caterers to the community.”

Staff Recommendation
Staff recommends approval of this application.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 27



Report

Liquor License - Clearwater Mayo

Request for a liquor license. Arizona State License Application 206950.

Summary

Applicant
Andrea Lewkowitz, Agent

License Type
Series 12 - Restaurant

Location
6650 E. Mayo Blvd.
Zoning Classification: R-3A PCD
Council District: 2

This request is for a new liquor license for a restaurant. This location was previously
licensed for liquor sales and may currently operate with an interim permit.

The 60-day limit for processing this application is Dec. 31, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.


Page 28


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“Applicant is committed to upholding the highest standards for business and
maintaining compliance with applicable laws. Managers and staff will be trained in the
techniques of legal and responsible alcohol sales and service.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Clearwater Mayo is an active senior living community that offers fine dining and resort
-style amenities. Applicant would like to continue to offer alcoholic beverages to its
residents as an incident to the meals served.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Clearwater Mayo
Liquor License Map - Clearwater Mayo

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 29
Page 30
Page 31



Report

Liquor License - First Watch Restaurant #0203

Request for a liquor license. Arizona State License Application 213354.

Summary

Applicant
Joanne Feinstein, Agent

License Type
Series 12 - Restaurant

Location
34948 N. North Valley Parkway
Zoning Classification: C-2 PCD NBCC
Council District: 2

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Jan. 3, 2023.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This information is not provided due to the multiple ownership interests held by the
applicant in the State of Arizona.


Page 32


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“As Chief Legal Officer and Secretary of First Watch Restaurants, Inc., I personally
have 20 plus years of management experience in the hospitality industry starting with
Hard Rock Cafe International in 1997 and then at First Watch Restaurants beginning in
2018. First Watch Restaurants, Inc. is a publicly traded company with 430+ restaurants
in 28 states, and currently holds more than 262 liquor licenses in numerous
jurisdictions across the United States. To date, First Watch has never had a citation or
violation against one of those liquor licenses. First Watch participates in responsible
server training as required by law and as a matter of good practice where optional in
all our locations.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“The issuance of liquor licenses enhance First Watch's already successful business
model and supports additional jobs in the restaurant. First watch continues to be a
family-oriented restaurant company with closing hours daily at 2:30 pm. The addition of
alcoholic beverages on the menu provides a wider selection and enhanced experience
for legal drinking age customers. First Watch's primary revenue generator continues to
be food/meals, and the addition of alcoholic beverages to the menu provides additional
options for customers.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - First Watch Restaurant #0203
Liquor License Map - First Watch Restaurant #0203

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.



Page 33
Liquor License Data: FIRST WATCH RESTAURANT #0203

Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 2 1

Liquor Store 9 2 1

Beer and Wine Store 10 2 2

Restaurant 12 6 3


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 15.76 40.87

Violent Crimes 10.65 2.36 4.14
*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 1

Total Violations 89 1


Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

6100002 1938 100 % 23 % 3%

6106002 522 94 % 11 % 2%

6106003 2890 73 % 27 % 3%

6106004 1133 91 % 22 % 5%

6113001 1825 31 % 33 % 6%

Average 61 % 13 % 19 %



Page 34
Liquor License Map: FIRST WATCH RESTAURANT #0203
34948 N NORTH VALLEY PKWY




Ü
Date: 11/10/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 35



Report

Liquor License - Lux Max Annex

Request for a liquor license. Arizona State License Application 214871.

Summary

Applicant
Andrea Lewkowitz, Agent

License Type
Series 12 - Restaurant

Location
16220 N. Scottsdale Road, Ste. 140
Zoning Classification: CP/GCP PCD
Council District: 2

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 31, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed.

Other Active Liquor License Interest in Arizona
This ownership of this business has interest in other active liquor license(s) in the
State of Arizona. This information is listed below and includes: information about any
liquor license violations on file with the AZ Department of Liquor Licenses and Control


Page 36

and, for locations within the boundaries of Phoenix, the number of aggregate calls for
police service within the last 12 months for the address listed.

Lux (Series12)
4402 N. Central Ave., Ste. 2, Phoenix
Calls for police service: 8
Liquor license violations: None

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“Applicant is committed to upholding the highest standards for business and
maintaining compliance with applicable laws. Managers and staff will be trained in the
techniques of legal and responsible alcohol.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Lux Max Annex is a sophisticated, casual cafe located on the ground floor of a 6-story
class A office building, offering delicious, fresh meals, snacks, and specialty coffees to
tenants, guests, and neighbors. Applicant would like to expand its menu to include
dinner options and alcoholic beverages to guests 21 and over."

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Lux Max Annex
Liquor License Map - Lux Max Annex

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 37
Liquor License Data: LUX MAX ANNEX
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 2 0

Beer and Wine Bar 7 7 4

Liquor Store 9 1 1

Beer and Wine Store 10 8 4

Hotel 11 3 1

Restaurant 12 57 19

Craft Distiller 18 1 0


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 14.75 20.70

Violent Crimes 10.65 1.11 1.48

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 11

Total Violations 89 17




Page 38
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1032191 834 44 % 30 % 13 %

1032192 1054 84 % 16 % 2%

1032193 1262 88 % 14 % 8%

2168161 1812 95 % 0% 4%

2168452 694 23 % 38 % 8%

6152001 1993 8% 29 % 12 %

Average 61 % 13 % 19 %




Page 39
Liquor License Map: LUX MAX ANNEX
16220 N SCOTTSDALE RD




Ü
Date: 11/4/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 40



Report

Liquor License - Playa II

Request for a liquor license. Arizona State License Application 06070702.

Summary

Applicant
Lindsey Welsh, Agent

License Type
Series 6 - Bar

Location
3217 E. Shea Blvd.
Zoning Classification: C-2
Council District: 3

This request is for an acquisition of control of an existing liquor license for a bar. This
location is currently licensed for liquor sales.

The 60-day limit for processing this application is Dec. 20, 2022.

Pursuant to A.R.S. 4-203, consideration should be given only to the applicant's
personal qualifications.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the


Page 41

applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I am a responsible and reliable member of my community. I've never so much as had
a traffic ticket, nor less any other criminal offenses. Myself and my partner, Sandi
Zerlaut, own and operate Playa II. Sandi has been managing Playa II for the last 2 1/2
years. We are on property 7 days a week."

Staff Recommendation
Staff recommends approval of this application.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 42



Report

Liquor License - First Watch Restaurant #42

Request for a liquor license. Arizona State License Application 204269.

Summary

Applicant
Joanne Feinstein, Agent

License Type
Series 12 - Restaurant

Location
9645 N. Black Canyon Highway
Zoning Classification: A-1
Council District: 3

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 31, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This information is not provided due to the multiple ownership interests held by the
applicant in the State of Arizona.


Page 43


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“As Chief Legal Officer and Secretary of First Watch Restaurants, Inc., I personally
have 20 plus years of management experience in the hospitality Industry starting with
Hard Rock Cafe International in 1997 and the a First Watch Restaurants beginning in
2018. First Watch Restaurants, Inc. Is a publicly traded company with 430+
restaurants in 28 states, and currently holds more than 262 liquor licenses in
numerous jurisdictions across the United States. To date, First Watch has never has a
citation or violation against one of those liquor licenses. First Watch participates in
responsible server training as required by law and as a matter of good practice where
optional in all our locations.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“The issuance of liquor licenses enhance First Watch's already successful business
model and supports additional jobs in the restaurant. First Watch continues to be a
family-oriented restaurant company with closing hours daily at 2:30 pm. The addition of
alcoholic beverages on the menu primary revenue generator continues to be
food/meals, and the addition of alcoholic beverages to the menu provides additional
options for customers.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - First Watch Restaurant #42
Liquor License Map - First Watch Restaurant #42

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 44
Page 45
Page 46



Report

Liquor License - Mariscos Empalme

Request for a liquor license. Arizona State License Application 214716.

Summary

Applicant
Theresa Morse, Agent

License Type
Series 12 - Restaurant

Location
2301 E. Bell Road
Zoning Classification: C-2
Council District: 3

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 27, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.


Page 47


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have been operating a food truck since 2017 and have had many customers request
a beer to drink with their food. I told them I could not sell it to them because I did not
have a liquor license. I found the opportunity to lease this location and would like to be
able to sell beer to complement the service of my food. I will attend liquor law training
and will have any and all employees attend to comply with the laws.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“This is a small restaurant in this area. There are many customers who patronize
nearby businesses that would enjoy breakfast lunch or dinner. I will not be open late. I
am excited to own a restaurant in Phoenix. I believe the neighborhood would like the
atmosphere of a small restaurant such as mine.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - Mariscos Empalme
Liquor License Map - Mariscos Empalme

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 48
Liquor License Data: MARISCOS EMPALME
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 3 1

Beer and Wine Bar 7 3 2

Liquor Store 9 7 1

Beer and Wine Store 10 7 3

Restaurant 12 16 7



Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 116.90 165.71

Violent Crimes 10.65 21.47 21.23

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 114

Total Violations 89 273




Page 49
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1033051 1180 47 % 29 % 35 %

1033052 2333 59 % 9% 30 %

1036063 2174 78 % 13 % 25 %

6194001 1068 54 % 32 % 9%

6194002 1484 18 % 18 % 8%

6194003 1151 79 % 9% 31 %

6195003 2362 65 % 14 % 8%

Average 61 % 13 % 19 %




Page 50
Liquor License Map: MARISCOS EMPALME
2301 E. BELL ROAD




Ü
Date: 11/1/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 51



Report

Liquor License - Shea Cheese

Request for a liquor license. Arizona State License Application 209678.

Summary

Applicant
Izaak Myers, Agent

License Type
Series 10 - Beer and Wine Store

Location
10880 N. 32nd St., Ste. 19
Zoning Classification: C-1
Council District: 3

This request is for a new liquor license for a convenience store that does not sell gas.
This location was not previously licensed for liquor sales and does not have an interim
permit. This location requires a Use Permit to allow package liquor sales.

The 60-day limit for processing this application is Jan. 3, 2023.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.




Page 52

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have over 16 years experience in project management in the finacial service industry
and a co owner in Shea Cheese. I am currently enrolled in Title 4 Management training
and will complete my certification prior to December 14.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Shea Cheese takes its responsibility to follow all regulations seriously and serve to
community that Jenny and I live in as community members ourselves . As a small
cheese shop we want to offer wine and beer sales to our customers as convientient
pairing options to pick up along with their cheese orders.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - Shea Cheese
Liquor License Map - Shea Cheese

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 53
Liquor License Data: SHEA CHEESE
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 5 1

Beer and Wine Bar 7 1 1

Liquor Store 9 4 3

Beer and Wine Store 10 8 3

Restaurant 12 10 8



Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 34.50 52.54

Violent Crimes 10.65 4.35 6.15

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 32

Total Violations 89 47




Page 54
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1048011 1972 96 % 7% 8%

1048021 941 84 % 0% 4%

1048023 1419 89 % 14 % 1%

1048025 888 4% 7% 24 %

1049003 2131 84 % 6% 2%

1051011 1042 100 % 7% 7%

Average 61 % 13 % 19 %




Page 55
Liquor License Map: SHEA CHEESE
10880 N 32ND ST




Ü
Date: 11/9/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 56



Report

Liquor License - Special Event - Brophy College Preparatory

Request for a Series 15 - Special Event liquor license for the temporary sale of all
liquors.

Summary

Applicant
Julie Peterson

Location
4701 N. Central Ave.
Council District: 4

Function
Fellowship Dinner

Date(s) - Time(s) / Expected Attendance
March 11, 2023 - 5 p.m. to 9 p.m. / 300 attendees

Staff Recommendation
Staff recommends approval of this application.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 57



Report

Liquor License - First Watch Restaurant #0041

Request for a liquor license. Arizona State License Application 213035.

Summary

Applicant
Joanne Feinstein, Agent

License Type
Series 12 - Restaurant

Location
61 W. Thomas Road
Zoning Classification: C-2 TOD-1, P-1 TOD-1
Council District: 4

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 30, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This information is not provided due to the multiple ownership interests held by the
applicant in the State of Arizona.


Page 58


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“As Chief Legal Officer and Secretary of First Watch Restaurants, Inc., I personally
have 20 plus years of management experience in the hospitality industry starting with
Hard Rock Cafe International in 1997 and then at First Watch Restaurants beginning in
2018. First Watch Restaurants, Inc. is a publicly traded company with 430+ restaurants
in 28 states, and currently holds more than 262 liquor licenses in numerous
jurisdictions across the United States. To date, First Watch has never had a citation or
violation against one of those liquor licenses. First Watch participates in responsible
server training as required by law and as a matter of good practice where optional in
all our locations.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“The issuance of liquor licenses enhance First Watch's already successful business
model and supports additional jobs in the restaurant. First watch continues to be a
family-oriented restaurant company with closing hours daily at 2:30 pm. The addition of
alcoholic beverages on the menu provides a wider selection and enhanced experience
for legal drinking age customers. First Watch's primary revenue generator continues to
be food/meals, and the addition of alcoholic beverages to the menu provides additional
options for customers.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - First Watch Restaurant #0041
Liquor License Map - First Watch Restaurant #0041

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.



Page 59
Liquor License Data: FIRST WATCH RESTAURANT #0041
Liquor License

Description Series 1 Mile 1/2 Mile

Wholesaler 4 1 0

Government 5 1 0

Bar 6 7 2

Beer and Wine Bar 7 6 2

Liquor Store 9 4 1

Beer and Wine Store 10 12 3

Hotel 11 2 1

Restaurant 12 36 14

Club 14 1 0



Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 132.64 117.19

Violent Crimes 10.65 22.05 25.90

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 37

Total Violations 89 56




Page 60
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1104002 778 35 % 16 % 12 %

1105013 824 16 % 17 % 40 %

1105022 1216 28 % 19 % 23 %

1118001 742 44 % 28 % 5%

1118002 1030 67 % 9% 17 %

1118003 996 65 % 15 % 4%

1118004 671 62 % 6% 6%

1119001 678 96 % 8% 4%

Average 61 % 13 % 19 %




Page 61
Liquor License Map: FIRST WATCH RESTAURANT #0041
61 W THOMAS RD




Ü
Date: 11/3/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 62



Report

Liquor License - First Watch Restaurant #0202

Request for a liquor license. Arizona State License Application 213055.

Summary

Applicant
Joanne Feinstein, Agent

License Type
Series 12 - Restaurant

Location
3110 N. Central Ave., Ste. 179
Zoning Classification: WU T6:HWR MT
Council District: 4

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 30, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This information is not provided due to the multiple ownership interests held by the
applicant in the State of Arizona.


Page 63


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“As Chief Legal Officer and Secretary of First Watch Restaurants, Inc., I personally
have 20 plus years of management experience in the hospitality industry starting with
Hard Rock Cafe International in 1997 and then at First Watch Restaurants beginning in
2018. First Watch Restaurants, Inc. is a publicly traded company with 430+ restaurants
in 28 states, and currently holds more than 262 liquor licenses in numerous
jurisdictions across the United States. To date, First Watch has never had a citation or
violation against one of those liquor licenses. First Watch participates in responsible
server training as required by law and as a matter of good practice where optional in
all our locations.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“The issuance of liquor licenses enhance First Watch's already successful business
model and supports additional jobs in the restaurant. First watch continues to be a
family-oriented restaurant company with closing hours daily at 2:30 pm. The addition of
alcoholic beverages on the menu provides a wider selection and enhanced experience
for legal drinking age customers. First Watch's primary revenue generator continues to
be food/meals, and the addition of alcoholic beverages to the menu provides additional
options for customers.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - First Watch Restaurant #0202
Liquor License Map - First Watch Restaurant #0202

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.



Page 64
Liquor License Data: FIRST WATCH RESTAURANT #0202
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 9 2

Beer and Wine Bar 7 3 2

Liquor Store 9 5 2

Beer and Wine Store 10 13 4

Hotel 11 2 1

Restaurant 12 33 15

Club 14 1 0


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 157.61 184.81

Violent Crimes 10.65 30.12 34.39

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 51

Total Violations 89 83




Page 65
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1105011 551 49 % 20 % 14 %

1105012 1249 13 % 23 % 11 %

1105013 824 16 % 17 % 40 %

1105021 1057 13 % 34 % 30 %

1105022 1216 28 % 19 % 23 %

1118001 742 44 % 28 % 5%

1118003 996 65 % 15 % 4%

Average 61 % 13 % 19 %




Page 66
Liquor License Map: FIRST WATCH RESTAURANT #0202
3110 N CENTRAL AVE




Ü
Date: 11/3/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 67



Report

Liquor License - JC Convenience Store

Request for a liquor license. Arizona State License Application 214219.

Summary

Applicant
Andrea Lewkowitz, Agent

License Type
Series 10 - Beer and Wine Store

Location
6104 N. 27th Ave.
Zoning Classification: C-2
Council District: 5

This request is for a new liquor license for a convenience store that does not sell gas.
This location was not previously licensed for liquor sales and does not have an interim
permit. This location requires a Use Permit to allow package liquor sales. This
business has plans to open in January 2023.

The 60-day limit for processing this application is Dec. 30, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.




Page 68

Other Active Liquor License Interest in Arizona
This information is not provided due to the multiple ownership interests held by the
applicant in the State of Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“Applicant is committed to upholding the highest standards for business and
maintaining compliance with applicable laws. Managers and staff will be trained in the
techniques of legal and responsible alcohol sales and service.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“JC Convenience Store has operated in the same center since 2014, and proposes to
move its store to the south end of the center. Applicant would like to continue to offer
beer and wine to customers 21 and over.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - JC Convenience Store
Liquor License Map - JC Convenience Store

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 69
Liquor License Data: JC CONVENIENCE STORE
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 4 2

Liquor Store 9 6 3

Beer and Wine Store 10 12 7

Restaurant 12 7 0


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 208.43 241.61

Violent Crimes 10.65 51.24 76.96

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 121

Total Violations 89 223




Page 70
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1068012 1670 5% 28 % 55 %

1068013 1083 30 % 20 % 33 %

1068021 1099 60 % 0% 9%

1068022 1105 85 % 21 % 1%

1069001 1043 81 % 11 % 4%

1069002 2629 71 % 5% 22 %

1069003 1767 77 % 0% 14 %

1072021 3137 64 % 9% 29 %

1072022 2085 62 % 5% 22 %

1073001 2203 79 % 3% 6%

1073004 2614 23 % 5% 31 %

Average 61 % 13 % 19 %




Page 71
Liquor License Map: JC CONVENIENCE STORE
6104 N 27TH AVE




Ü
Date: 11/2/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 72



Report

Liquor License - Jimmy's Quick Stop

Request for a liquor license. Arizona State License Application 206940.

Summary

Applicant
Karla Castro, Agent

License Type
Series 10 - Beer and Wine Store

Location
2344 W. Glendale Ave.
Zoning Classification: C-2
Council District: 5

This request is for a new liquor license for a convenience store that does not sell gas.
This location was previously licensed for liquor sales and may currently operate with
an interim permit.

The 60-day limit for processing this application is Dec. 31, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.




Page 73

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have taken all courses necessary to run this establishment and make a friendly
family grocery store. I am very responsible and will be maintaining in compliance with
all applicable laws. All Managers and staff will be trained and certified in Arizona Title 4
and to be responsible in alcohol sales and service.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“This location will have all in one stop for family gatherings or just on daily needs for
household. Jimmy's Quick Stop will offer customers a unique experience.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Jimmy's Quick Stop
Liquor License Map - Jimmy's Quick Stop

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 74
Liquor License Data: JIMMY'S QUICK STOP
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 3 1

Liquor Store 9 4 1

Beer and Wine Store 10 10 6

Restaurant 12 3 1

Club 14 1 0



Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 193.23 229.61

Violent Crimes 10.65 52.81 67.40

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 165

Total Violations 89 292




Page 75
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1059003 1609 59 % 5% 25 %

1060011 1487 31 % 17 % 50 %

1060021 1678 27 % 14 % 27 %

1060031 1266 32 % 33 % 51 %

1060032 1673 52 % 15 % 25 %

1068011 1652 2% 12 % 52 %

1068012 1670 5% 28 % 55 %

1068021 1099 60 % 0% 9%

1069001 1043 81 % 11 % 4%

Average 61 % 13 % 19 %




Page 76
Liquor License Map: JIMMY'S QUICK STOP
2344 W GLENDALE AVE




Ü
Date: 11/3/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 77



Report

Liquor License - Rum Runner's Bar

Request for a liquor license. Arizona State License Application 06070163.

Summary

Applicant
James Desmond, Agent

License Type
Series 6 - Bar

Location
8355 N. 7th St.
Zoning Classification: C-2
Council District: 6

This request is for an acquisition of control of an existing liquor license for a bar. This
location is currently licensed for liquor sales.

The 60-day limit for processing this application is Dec. 26, 2022.

Pursuant to A.R.S. 4-203, consideration should be given only to the applicant's
personal qualifications.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the


Page 78

applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have been involved in the operation/management of Rum Runners Bar for 3 years. I
have owned and operated successful businesses for the last 12 years. Have no
criminal background. Have never been involved in a bankruptcy and am financially
stable and responsible.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 79



Report

Liquor License - Clearwater Ahwatukee

Request for a liquor license. Arizona State License Application 206937.

Summary

Applicant
Andrea Lewkowitz, Agent

License Type
Series 12 - Restaurant

Location
15815 S. 50th St.
Zoning Classification: C-2 MR
Council District: 6

This request is for a new liquor license for a restaurant. This location was previously
licensed for liquor sales and may currently operate with an interim permit.

The 60-day limit for processing this application is Dec. 31, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.


Page 80


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“Applicant is committed to upholding the highest standards for business and
maintaining compliance with applicable laws. Managers and staff will be trained in the
techniques of legal and responsible alcohol sales and service.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Clearwater Ahwatukee is an active senior living community that offers fine dining and
resort-style amenities. Applicant would like to continue to offer alcoholic beverages to
its residents as an incident to the meals served.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Clearwater Ahwatukee
Liquor License Map - Clearwater Ahwatukee

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 81
Liquor License Data: CLEARWATER AHWATUKEE
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 1 0

Beer and Wine Bar 7 2 1

Liquor Store 9 3 1

Beer and Wine Store 10 8 4

Hotel 11 1 1

Restaurant 12 17 12


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 32.64 53.60

Violent Crimes 10.65 4.24 8.81

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 4

Total Violations 89 7




Page 82
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1167121 2721 19 % 15 % 9%

1167123 2451 69 % 5% 8%

1167191 1679 87 % 3% 2%

1167192 1023 3% 7% 22 %

8104002 314 3% 25 % 12 %

9804001 13 0% 0% 82 %

Average 61 % 13 % 19 %




Page 83
Liquor License Map: CLEARWATER AHWATUKEE
15815 S 50TH ST




Ü
Date: 11/2/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 84



Report

Liquor License - Sudhalle Taphouse

Request for a liquor license. Arizona State License Application 213422.

Summary

Applicant
Drew Pool, Agent

License Type
Series 12 - Restaurant

Location
4025 E. Chandler Blvd., Ste. 1-2
Zoning Classification: C-2 PCD
Council District: 6

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit. This business
is currently being remodeled with plans to open in February 2023.

The 60-day limit for processing this application is Dec. 23, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
The ownership of this business has an interest in other active liquor license(s) in the


Page 85

State of Arizona. This information is listed below and includes liquor license violations
on file with the AZ Department of Liquor Licenses and Control and, for locations within
the boundaries of Phoenix, the number of aggregate calls for police service within the
last 12 months for the address listed.

Wren House Brewing Company (Series 3)
2125 N. 24th St., Phoenix
Calls for police service: 9
Liquor license violations: None

Wren House Brewing Co (Series 3)
6396 Lear Lane, Prescott
Calls for police service: N/A - not in Phoenix
Liquor license violations: None

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I have demonstrated and role-modeled responsibility with holding this priveledge for
Wren House Brewing since 2015.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Based on our customer feedback and date, there us substantial demand for this
business concept in Phoenix and specifically in the Ahwatuke area.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Sudhalle Taphouse
Liquor License Map - Sudhalle Taphouse




Page 86

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 87
Liquor License Data: SUDHALLE TAPHOUSE
Liquor License

Description Series 1 Mile 1/2 Mile

Bar 6 2 2

Liquor Store 9 3 2

Beer and Wine Store 10 5 3

Restaurant 12 18 11


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 45.16 65.18

Violent Crimes 10.65 5.41 11.25

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 10

Total Violations 89 15




Page 88
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1167121 2721 19 % 15 % 9%

1167122 1832 76 % 0% 3%

1167123 2451 69 % 5% 8%

1167131 589 64 % 51 % 42 %

1167132 1474 87 % 0% 0%

1167133 1145 100 % 0% 7%

1167135 1106 54 % 0% 2%

1167191 1679 87 % 3% 2%

1167194 2185 77 % 0% 4%

1167203 1430 34 % 7% 5%

1167212 1820 65 % 4% 3%

Average 61 % 13 % 19 %




Page 89
Liquor License Map: SUDHALLE TAPHOUSE
4025 E CHANDLER BLVD




Ü
Date: 10/26/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 90



Report

Liquor License - Sushi Friend

Request for a liquor license. Arizona State License Application 214615.

Summary

Applicant
Kevin Min, Agent

License Type
Series 12 - Restaurant

Location
8727 N. Central Ave.
Zoning Classification: C-2
Council District: 6

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 27, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.


Page 91


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I've established myself as an asset in the community, to be responsible and by the
book. I have never had a dui, or any other felonies. I'm a daytime business and close
by 7pm.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“The community, who are my guests, are the ones that requested it. I want to provide
them what they would like to have without being irresponsible.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - Sushi Friend
Liquor License Map - Sushi Friend

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 92
Liquor License Data: SUSHI FRIEND
Liquor License

Description Series 1 Mile 1/2 Mile

Microbrewery 3 1 0

Bar 6 3 0

Beer and Wine Bar 7 2 0

Liquor Store 9 5 2

Beer and Wine Store 10 11 2

Restaurant 12 10 5

Club 14 2 0


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 108.25 124.30

Violent Crimes 10.65 23.80 29.61

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 64

Total Violations 89 134




Page 93
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1046002 1676 20 % 20 % 39 %

1046003 1165 68 % 20 % 35 %

1052003 1140 66 % 15 % 17 %

1053001 1959 84 % 11 % 9%

1053002 1704 34 % 25 % 42 %

1053003 1205 96 % 9% 0%

Average 61 % 13 % 19 %




Page 94
Liquor License Map: SUSHI FRIEND
8727 N CENTRAL AVE




Ü
Date: 11/2/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 95



Report

Liquor License - Special Event - Children's Cancer Network

Request for a Series 15 - Special Event liquor license for the temporary sale of all
liquors.

Summary

Applicant
Patricia Luttrell

Location
200 W. Monroe St.
Council District: 7

Function
Entertainment Event

Date(s) - Time(s) / Expected Attendance
Feb. 10, 2022 - 5 p.m. to 11 p.m. / 500 attendees
Feb. 11, 2022 - 1 p.m. to 10 p.m. / 1,200 attendees
Feb. 12, 2022 - Noon to 9 p.m. / 800 attendees

Staff Recommendation
Staff recommends approval of this application.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 96



Report

Liquor License - 805 Wine Shop

Request for a liquor license. Arizona State License Application 214874.

Summary

Applicant
Janeiro Cathey, Agent

License Type
Series 10 and 10S - Beer and Wine Store with Sampling Privileges

Location
1344 W. McKinley St., Ste. 114
Zoning Classification: C-2 M-R DNS/WVR
Council District: 7

This request is for a new liquor license for a beer and wine store with sampling
privileges. This location was not previously licensed for liquor sales and does not have
an interim permit. This location requires a Use Permit to allow package liquor sales.
This business has plans to open in January 2023.

The 60-day limit for processing this application is Jan. 3, 2023.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.




Page 97

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“I am of age, sound mind and experience working for several liquor license holders.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“They'll have the opportunity to experience some hard to find wines from the central
coast California region. without having to drive to California and visit the wineries.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - 805 Wine Shop
Liquor License Map - 805 Wine Shop

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 98
Liquor License Data: 805 WINE SHOP
Liquor License

Description Series 1 Mile 1/2 Mile

Microbrewery 3 3 1

Government 5 3 0

Bar 6 13 2

Beer and Wine Bar 7 3 1

Liquor Store 9 1 1

Beer and Wine Store 10 11 1

Restaurant 12 32 7

Club 14 1 0



Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 140.41 146.49

Violent Crimes 10.65 47 48.08
*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 268

Total Violations 89 561




Page 99
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1129001 1670 70 % 4% 19 %

1129002 815 37 % 22 % 24 %

1129003 1372 4% 18 % 40 %

1129004 1325 47 % 24 % 52 %

1131001 1015 7% 8% 28 %

1143011 1389 22 % 15 % 57 %

Average 61 % 13 % 19 %




Page 100
Liquor License Map: 805 WINE SHOP
1344 W MCKINLEY ST




Ü
Date: 11/9/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 101



Report

Liquor License - X Club Phoenix

Request for a liquor license. Arizona State License Application 214618.

Summary

Applicant
Ryan Anderson, Agent

License Type
Series 6 - Bar

Location
200 W. Monroe St.
Zoning Classification: DTC Business Core
Council District: 7

This request is for a new liquor license for a bar. This location was not previously
licensed for liquor sales and does not have an interim permit. This location requires a
Use Permit to allow outdoor liquor service as an accessory use to a bar.

The 60-day limit for processing this application is Dec. 31, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.




Page 102

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.

Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“The manager has completed on basic and management liquor training, and key staff
will receive liquor training as well. The applicant desires to be a good neighbor and to
make sure all Title 4 liquor laws are enforced.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“This restaurant and social amenity space is located in a new and unique housing
complex that provides much needed housing in the central Phoenix core. The
restaurant and amenity area will provide additional food and social options in an area
with fewer choices. The liquor license will complete the dining and amenity
experience.”

Staff Recommendation
Staff recommends approval of this application noting the applicant must resolve any
pending City of Phoenix building and zoning requirements, and be in compliance with
the City of Phoenix Code and Ordinances.

Attachments
Liquor License Data - X Club Phoenix
Liquor License Map - X Club Phoenix

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 103
Liquor License Data: X CLUB PHOENIX
Liquor License

Description Series 1 Mile 1/2 Mile

Microbrewery 3 4 1

Wholesaler 4 1 0

Government 5 7 3

Bar 6 46 29

Beer and Wine Bar 7 14 7

Liquor Store 9 3 2

Beer and Wine Store 10 15 4

Hotel 11 6 4

Restaurant 12 101 45

Club 14 3 1


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 188.32 265.71

Violent Crimes 10.65 57.24 71.01

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 50 73

Total Violations 89 157




Page 104
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1129002 815 37 % 22 % 24 %

1129003 1372 4% 18 % 40 %

1131001 1015 7% 8% 28 %

1131002 1242 3% 7% 33 %

1141001 2299 16 % 37 % 44 %

1142001 1321 36 % 22 % 50 %

1143011 1389 22 % 15 % 57 %

Average 61 % 13 % 19 %




Page 105
Liquor License Map: X CLUB PHOENIX
200 W MONROE ST




Ü
Date: 11/3/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 106



Report

Liquor License - Yogis Grill

Request for a liquor license. Arizona State License Application 214131.

Summary

Applicant
Andrea Lewkowitz, Agent

License Type
Series 12 - Restaurant

Location
1 E. Washington St., Ste. 175
Zoning Classification: DTC - Business Core
Council District: 7

This request is for a new liquor license for a restaurant. This location was not
previously licensed for liquor sales and does not have an interim permit.

The 60-day limit for processing this application is Dec. 26, 2022.

Pursuant to A.R.S. 4-203, a spirituous liquor license shall be issued only after
satisfactory showing of the capability, qualifications and reliability of the applicant and
that the public convenience and the best interest of the community will be substantially
served by the issuance. If an application is filed for the issuance of a license for a
location, that on the date the application is filed has a valid license of the same series
issued at that location, there shall be a rebuttable presumption that the public
convenience and best interest of the community at that location was established at the
time the location was previously licensed. The presumption shall not apply once the
licensed location has not been in use for more than 180 days.

Other Active Liquor License Interest in Arizona
This applicant does not hold an interest in any other active liquor license in the State of
Arizona.


Page 107


Public Opinion
No protest or support letters were received within the 20-day public comment period.

Applicant’s Statement
The applicant submitted the following statement in support of this application. Spelling,
grammar and punctuation in the statement are shown exactly as written by the
applicant on the City Questionnaire.

I have the capability, reliability and qualifications to hold a liquor license because:
“Applicant is committed to upholding the highest standards for business and
maintaining compliance with applicable laws. Managers and staff will be trained in the
techniques of legal and responsible alcohol sales and service.”

The public convenience requires and the best interest of the community will be
substantially served by the issuance of the liquor license because:
“Yogi's Grill is a casual family-friendly restaurant offering a variety of healthy and fresh
Japanese cuisine menu items, salads, rice bowls, sushi, and more. Applicant would
like to offer alcoholic beverages as an incident to the menus served.”

Staff Recommendation
Staff recommends approval of this application.

Attachments
Liquor License Data - Yogis Grill
Liquor License Map - Yogis Grill

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 108
Liquor License Data: YOGIS GRILL
Liquor License

Description Series 1 Mile 1/2 Mile

Microbrewery 3 3 1

Wholesaler 4 1 0

Government 5 7 4

Bar 6 46 29

Beer and Wine Bar 7 13 6

Liquor Store 9 3 2

Beer and Wine Store 10 16 1

Hotel 11 6 5

Restaurant 12 97 47

Club 14 3 0


Crime Data

Description Average * 1 Mile Average ** 1/2 Mile Average***

Property Crimes 55.88 192.59 216.98

Violent Crimes 10.65 57.98 54.35

*Citywide average per square mile **Average per square mile within 1 mile radius ***Average per square mile within ½ mile radius



Property Violation Data

Description Average 1/2 Mile Average

Parcels w/Violations 51 30

Total Violations 89 59




Page 109
Census 2010 Data 1/2 Mile Radius

BlockGroup 2010 Population Owner Occupied Residential Vacancy Persons in Poverty

1131001 1015 7% 8% 28 %

1131002 1242 3% 7% 33 %

1140001 1831 25 % 20 % 47 %

1141001 2299 16 % 37 % 44 %

1142001 1321 36 % 22 % 50 %

Average 61 % 13 % 19 %




Page 110
Liquor License Map: YOGIS GRILL
1 E WASHINGTON ST




Ü
Date: 11/2/2022
0 0.2 0.4 0.8 1.2 1.6
mi


City Clerk Department
Page 111




PAYMENT ORDINANCE (Ordinance S-49240) (Items 26-32)
Ordinance S-49240 is a request to authorize the City Controller to
disburse funds, up to amounts indicated below, for the purpose of
paying vendors, contractors, claimants and others, and providing
additional payment authority under certain existing city contracts. This
section also requests continuing payment authority, up to amounts
indicated below, for the following contracts, contract extensions and/or
bids awarded. As indicated below, some items below require payment
pursuant to Phoenix City Code Section 42-13.

26 North American Region of the Airports Council
International doing business as Airports Council
International - North America
For $172,287.00 in payment authority for 2023 Airports Council
International - North America (ACI-NA) membership dues for the Aviation
Department. ACI-NA is an organization that represents state, local, and
regional governing bodies that own and operate commercial airports in
North America and the world, with a focus on supporting industry issues
such as finance, safety, operations, environmental, sustainability,
business and regulatory issues, as well as interpreting and coordinating
regulatory policy and rule-making with the Federal Aviation Administration,
Transportation Security Administration, Customs and Border Protection,
and the Environmental Protection Agency.

27 eRAD Inc.
For $14,100.00 in payment authority for a new contract, entered on or
about Jan. 1, 2023, for a term of five years for server and software
maintenance and support services for the Phoenix Fire Department. The
current server and software are used by the Fire Department's Health and
Wellness Center to store diagnostic x-ray imaging for annual physicals
and industrial injury tracking and reporting. The x-ray images have a legal
requirement to be stored for up to 30 years after a member retires and


Page 112

current server storage system is set to max out in less than two years.
The contract will provide an upgraded server and software system to
accommodate the large volume of images required to be stored and will
provide enhanced viewing capabilities with increased user role-based
security features.

28 QCM Technologies, Inc.
For $45,000.00 in payment authority to purchase IBM Informix Enterprise
software license, maintenance, and professional services for the
Municipal Court. The software is the database engine used to operate the
Municipal Court's case management system. It is critical for the Municipal
Court to continue to have access to this software, maintenance and
support to provide the Municipal Court with the ability to operate its
primary business application.

29 Archer Western Construction, LLC
For $386,503.16 in additional payment authority for Contract 154493,
Change Order 1 for Project WS90500302-4 for the 38th Street Relief
Sewer: Phase 2 - 38th Street Design/Bid/Build for the Water Services
Department. The change order is for unforeseen changes for hard rock
excavation: traffic control devices; extra asphalt removal and replacement;
remove and replace sidewalk; sawcut and remove Asphalt Concrete
pavement; placement of 24-inch Corrugated Metal Pipe storm drain;
additional sewer manhole; hard rock excavation unit price negotiation; new
river rock; and additional landscaping requested by the effected
homeowners association. The work was not included as part of the
original bid. The project will use Water Services Department Capital
Improvement funds.

30 Settlement of Claim(s) Williams v. City of Phoenix
To make payment of up to $500,000.00 in settlement of claim(s) in
Williams v. City of Phoenix, CV2020-000025, 18-0810-004, AU, BI, for
the Finance Department pursuant to Phoenix City Code Chapter 42. This
is a settlement for a bodily injury claim arising from a motor vehicle
accident on Jan. 23, 2019, involving the Police Department.

31 Settlement of Claim(s) Quintero v. City of Phoenix
To make payment of up to $100,000.00 in settlement of claim(s) in


Page 113

Quintero v. City of Phoenix, CV2021-011549, 20-1093-001, AU, BI, for
the Finance Department pursuant to Phoenix City Code Chapter 42. This
is a settlement for a bodily injury claim arising from a motor vehicle
accident on Nov. 30, 2020, involving the Planning and Development
Department.

32 Settlement of Claim(s) Adams v. City of Phoenix
To make payment of up to $150,000.00 in settlement of claim(s) in
Adams v. City of Phoenix, CV2018-055406, 18-0085-002-005, AU, BI,
for the Finance Department pursuant to Phoenix City Code Chapter 42.
This is a settlement for a bodily injury claim arising from an incident on
Jan. 24, 2018, involving the Street Transportation Department.




Page 114



Report

Runoff Election - March 14, 2023 - Amend Election Precinct Legal Descriptions
(Ordinance S-49282)

Request City Council approval of an ordinance amending Ordinance S-39341, as
amended, which establishes voting precincts within the City of Phoenix by district for
all elections, and repealing all ordinances in conflict.

Summary
This ordinance is needed to amend the precinct legal descriptions for City Council
Districts 1, 2, 3, 4, 5, 6, 7, and 8 to reflect technical changes and corrections, including
recent changes made by Maricopa County related to precinct names and precinct
boundaries.

The City's voting precincts are based on combinations of County voting precincts.
There are 125 City precincts and the requested changes will not alter that number.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the City Clerk
Department.




Page 115



Report

Reappointment of a Municipal Court Judge

This item requests to reappoint the following individual as a judge of the Phoenix
Municipal Court: Cynthia Certa to a term expiring on Jan. 19, 2027.

Summary
On Dec. 2, 2022, the Judicial Selection Advisory Board recommended Judge Cynthia
Certa to be reappointed by the Public Safety and Justice Subcommittee.

On Dec. 14, 2022, the Public Safety and Justice Subcommittee recommended Cynthia
Certa to be reappointed as a judge of the Phoenix Municipal Court.

Responsible Department
This item is submitted by Deputy City Manager Karen Peters and the City Council
Office.




Page 116



Report

American Rescue Plan Act Reallocation Funds - The Moreland, XWings, and
Affordable Housing and Homelessness Projects

Request to authorize the City Manager, or his designee, to allocate $21.2 million in
American Rescue Plan Act (ARPA) reallocated funds for The Moreland project, XWing
Non-Congregate Shelters, and hotel acquisitions. Funding is available through the
City's allocation of the ARPA and will be added to the Affordable Housing and
Homelessness Projects programs of the Council-approved strategic plan.

Summary
As presented in the Dec. 8, 2022, General Information Packet, staff is reviewing
unused, underspent, and reprioritized ARPA funding. This review resulted in identifying
ARPA funds totaling approximately $21.2 million that can be repurposed. Staff has
identified three projects which can address immediate needs for homelessness and
affordable housing using these repurposed funds.

The Moreland
Staff requests approval to reallocate $4 million to fully fund The Moreland project
Phase I and add an additional 132 units to the affordable supply in the City of Phoenix.
The Housing Department, through gap financing, is using $6 million of previously
allocated ARPA funding to complete The Moreland project Phase I, a City co-
development project with Native American Connections. This project will provide 132
units in downtown Phoenix. The current $6 million allocation does not cover the
complete $10 million financing gap for the first phase of the project, so this $4 million
will close the funding gap for Phase I.

XWing Non-Congregate Shelter Project
Staff requests approval to reallocate $5.5 million for this project to increase the supply
of non-congregate shelter units in the City. A top priority of the City is to find creative
solutions to address homelessness as rapidly as possible. Adapting shipping
containers to become non-congregate shelter units is a unique, efficient solution and
staff recommends installing four refurbished shipping container pods designed in the
shape of an ‘X’ to create private sleeping areas at the city-owned site at 3000 S. 22nd
Ave. Each XWing consists of four 40-foot shipping containers that can sleep up to 20
people in a 5 by 8 private space. The site will also contain Sprung Structures that will


Page 117

be used for congregate shelter, communal spaces, bathrooms and showers, shaded
outdoor areas, amenities for pets, storage, laundry, and other amenities.

Hotel Acquisition and Renovation
Staff requests approval to reallocate $11.7 million for the purchase and renovation of a
hotel to support the City's efforts to assist residents experiencing homelessness. The
acquisition and renovation of a hotel will provide additional beds and potential
affordable housing resources.

Concurrence/Previous Council Action
The City Council previously approved the ARPA Strategic Plan during the June 8,
2021, and June 7, 2022, Policy Sessions.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the City Manager's Office.




Page 118



Report

XWing Non-Congregate Shelter - EXC 22-0049 - Request for Award (Ordinance S-
49284)

Request to authorize the City Manager, or his designee, to enter into contract with
Steel & Spark, LLC., to provide XWing non-congregate shelter units for the Office of
Homeless Solutions. Further request to authorize the City Controller to disburse all
funds related to this item. The total value of the contract will not exceed $3 million.
Funding is available through the City's allocation of the American Rescue Plan Act
(ARPA) and this program will be added to the Affordable Housing and Homelessness
section in the ARPA strategic plan. The XWings will be installed at 3000 S. 22nd Ave.
in conjunction with planned congregate shelter.

Summary
This contract will provide non-congregate shelter units which provide a unique and
efficient solution to address homelessness rapidly. Each XWing consists of four 40-foot
pods made from converted shipping containers that can sleep up to 20 people in a
private space. The units are sustainable and made of corten steel which eliminates the
need for maintenance. The XWings are non-combustible, built with life safety systems,
have centralized heat and air conditioning and have a Modular Manufacturer for
residential Factory Built Buildings (FBB) through the State of Arizona. The contract will
also include the purchase of storage units for belongings.

In accordance with Administrative Regulation 3.10, standard competition was waived
as a result of an approved Determination Memo based on the following reason:
Special Circumstances Without Competition. As a result of extensive research, Steel &
Spark, LLC., was selected for their ability to provide sustainable units, ability to meet
project implementation deadline, and being a local vendor.

Contract Term
The contract will begin on or about Dec. 15, 2022 for a one-year term, with a one-year
option to extend.

Financial Impact
The aggregate contract value will not exceed $3 million for the one-year term. Funding
is available through the City's allocation of the ARPA.


Page 119


Location
3000 S. 22nd Ave.
Council District: 7

Responsible Department
This item is submitted by Deputy City Manager Gina Montes and the Office of
Homeless Solutions.




Page 120



Report

Acceptance of a Traffic Control Easement at 18th Street and McDowell Road
(Ordinance S-49241)

Request for the City Council to accept a traffic control easement from Warren and
Jeanette Goldfarb, as Trustees of The W&J Goldfarb Living Trust, an undivided 50
percent interest, Leona Goldfarb, as Trustee of The Leona Goldfarb Trust, a 25
percent interest, and David Goldfarb, as Trustee of The David Goldfarb Trust, a 25
percent interest, as tenants in common; further ordering the ordinance recorded.

Summary
The permanent easement for traffic signal modernization was donated by Warren and
Jeanette Goldfarb, as Trustees of The W&J Goldfarb Living Trust, an undivided 50
percent interest, Leona Goldfarb, as Trustee of The Leona Goldfarb Trust, a 25
percent interest, and David Goldfarb, as Trustee of The David Goldfarb Trust, a 25
percent interest, as tenants in common. The approximate 93 square foot traffic control
easement is located at the southeast corner of 18th Street and McDowell Road within
Maricopa County Assessor's parcel number 116-13-151 and is more fully described in
the legal description to be recorded with the ordinance.

Location
18th Street and McDowell Road
Council District: 8

Responsible Department
This item is submitted by City Manager Jeffrey Barton and Deputy City Manager Mario
Paniagua and the Street Transportation and Finance departments.




Page 121



Report

Acceptance of an Easement for Water Purposes (Ordinance S-49259)

Request for the City Council to accept an easement for water purposes; further
ordering the ordinance recorded.

Summary
Accepting the property interest below meets the Planning and Development
Department's Single Instrument Dedication Process requirement prior to releasing any
permits to applicants.

Easement (a)
Applicant: Nasir Sulaiman, its successor and assigns
Purpose: Water
Location: 2700 E. Greenway Parkway
File: FN 220101
Council District: 2

Responsible Department
This item is submitted by Deputy City Manager Alan Stephenson, and the Planning
and Development and Finance departments.




Page 122



Report

Acceptance and Dedication of Easements for Sidewalk and Public Utility
Purposes (Ordinance S-49251)

Request for the City Council to accept and dedicate easements for sidewalk and public
utility purposes; further ordering the ordinance recorded.

Summary
Accepting the property interests below meets the Planning and Development
Department's Single Instrument Dedication Process requirement prior to releasing any
permits to applicants.

Easement (a)
Applicant: Job 867 Investments, LLC, its successor and assigns
Purpose: Public Utility
Location: 1918 N. 22nd Place
File: FN 220096
Council District: 8

Easement (b)
Applicant: Abelardo Sandoval and Maria De La Luz Sandoval, its successor and
assigns
Purpose: Sidewalk
Location: 647 E. Carter Road
File: FN 220089
Council District: 8

Responsible Department
This item is submitted by Deputy City Manager Alan Stephenson, and the Planning
and Development and Finance departments.




Page 123



Report

Grant of a Public Utility Easement on City-owned Property Near Central Avenue
and Deer Valley Drive (Ordinance S-49243)

Request the City Council to grant a public utility easement for consideration of $1
and/or other valuable consideration, for installation of an underground distribution
electrical line to a new booster pump station on City-owned property for the Drought
Pipeline Program in the Arizona Public Service Company service area; further ordering
the Ordinance recorded.

Summary
This public utility easement is more fully described in the legal description ("Easement
Premises") to be recorded with this Ordinance and will be granted to all public service
corporations and telecommunication corporations (collectively "Grantee") providing
utility service to the property located near Central Avenue and Deer Valley Drive in
perpetuity, so long as the Grantee uses the Easement Premises for the purposes
herein specified, subject to the following terms and conditions:

A. Grantee is hereby granted the right to construct, reconstruct, replace, repair,
operate and maintain utility facilities together with appurtenant fixtures for use in
connection therewith (collectively "Grantee Facilities") to, through, across and
beyond Grantor's property within the Easement Premises. Subject to the notice
requirements provided in paragraph "I," Grantee shall at all times have the right of
full and free ingress and egress to and along the Easement Premises for the
purposes herein specified. Grantee acknowledges and accepts that Grantee shall
share the Easement Premises with other Grantees and shall use such Easement
Premises with other Grantees in accordance with and consistent with industry
standards and customs for shared use. Grantor agrees to coordinate the location of
Grantee's Facilities within the Easement Premises and to pay costs for relocation of
Grantee's Facilities as provided in paragraph "F."
B. Grantor shall not locate, erect or construct, or permit to be located or erected or
constructed, any building or structure within the limits of the Easement Premises.
However, Grantor reserves all other rights, interests, and uses of the Easement
Premises that are not inconsistent with Grantee's easement rights herein conveyed
and which do not interfere with or endanger any of the Grantee Facilities.
Notwithstanding the foregoing, Grantor shall not have the right to lower by more


Page 124

than one foot or raise by more than two feet the surface grade of Easement
Premises without the prior written consent by the Grantee whose facilities will be
affected by the change of elevation.
C. Grantee shall not have the right to use the Easement Premises to store gasoline or
petroleum products, hazardous or toxic substances, or flammable materials;
provided however, that this prohibition shall not apply to any material, equipment or
substance contained in, or a part of, the Grantee Facilities, provided that Grantee
must comply with all applicable federal, state and local laws and regulations in
connection therewith. Additionally, the Easement Premises may not be used for the
storage of construction-related materials or to park or store construction-related
vehicles or equipment except on a temporary basis to construct, reconstruct,
replace, repair, operate or maintain the Grantee Facilities.
D. Grantor shall maintain an appropriate three-foot clear area around all edges of all
equipment pads for Grantee Facilities in addition to a clear operational area that
extends 12 feet immediately in front of all transformer or switching cabinet
openings, within the Easement Premises. No obstruction, trees, shrubs, fixtures or
permanent structures shall be placed or permitted by Grantor within said areas.
Grantee is hereby granted the right to trim, prune, cut, and clear away trees, brush,
shrubs or other obstruction within said areas.
E. Grantee shall exercise reasonable care to avoid damage to the Easement Premises
and all improvements thereon and agrees that following any work or use by Grantee
within the Easement Premises, the affected area, including without limitation, all
pavement, landscaping, concrete and other improvements permitted within the
Easement Premises pursuant to this easement will be restored by Grantee to as
close to original condition as is reasonably possible, at the expense of Grantee.
F. Grantor reserves the right to require the relocation of Grantee Facilities to a new
location within Grantor's property; provided however, that: 1) Grantor pays the
entire cost of redesigning and relocating existing Grantee Facilities to the new
location; and 2) Grantor provides Grantee with a new and substantially similar
public utility easement at no cost to Grantee. After relocation of Grantee Facilities to
the new easement area, Grantee shall abandon its rights to use the Easement
Premises granted in this easement without cost or consequence to Grantor.
G. Each public service corporation and telecommunication services corporation as a
Grantee shall coordinate and work with other Grantees in the use of the Easement
Premises. In the event that a third party or other Grantee requests the relocation of
existing Grantee Facilities to a new location (whether or not) within the Easement
Premises, the requesting party shall pay the entire cost of redesigning and
relocating the existing Grantee Facilities.
H. Grantee shall not have the right to transfer, convey or assign its interests in this
easement to any individual, corporation or other entity without the prior written
consent of Grantor, which consent shall not be unreasonably withheld. Grantee


Page 125

shall notify Grantor of any proposed transfer, conveyance or assignment of any
rights granted herein at address listed below.
I. Except in emergencies or exigent circumstances such as service restoration,
Grantee agrees to contact Grantor at least one business day prior to Grantee's
entrance onto the Easement Premises where the Easement Premises are located:
1) on a site that includes Aviation Department facilities; 2) water and wastewater
treatment facilities; 3) Police Department headquarters located at 620 W.
Washington St.; 4) Fire Department headquarters located at 150 S. 12th St.; 5) City
Hall located at 200 W. Washington St.; 6) City Court Building located at 300 W.
Washington St.; 7) Calvin C. Goode Building located at 251 W. Washington St.; 8)
Transit Operations Center located at 320 N. 1st Ave. or West Transit Facility located
at 405 N. 79th Ave.; or 9) in a secured or fenced area.

Location
Near Central Avenue and Deer Valley Drive, within Maricopa County Assessor Parcel
Number 209-10-005G.
Council District: 1

Responsible Department
This item is submitted by Deputy City Manager Karen Peters and the Water Services
and Finance departments.




Page 126



Report

Building and Plumbing Materials - ADSPO14-00003936 - Amendment (Ordinance
S-49246)

Request to authorize the City Manager, or his designee, to execute amendments to
contracts 147240 with Browns Partsmaster, Inc; 147235 with Ferguson US Holdings,
Inc. dba Ferguson Enterprises, LLC; 147239 with Six Points Hardware, Inc; 147256
with Pauls Ace Hardware, Inc and 147344 with Border Construction Specialties, LLC to
extend the term for the purchase of Building and Plumbing Parts and Supplies for
Citywide use. Further request authorization for the City Controller to disburse all funds
related to this item. No additional funds are needed, request to continue using
Ordinance S-48138.

Summary
These contracts provide a broad range of building supplies, such as concrete,
composites, cement, masonry, carpentry, lumber, drywall, fasteners, hardware,
plumbing supplies, metals, tools, electrical, and other facility operation products and
equipment. The contracts are available for Citywide use and primary users are the
Aviation, Fire, Parks and Recreation, Public Works, Street Transportation, Housing,
and Water Services departments. Locations are throughout the City and the requested
products are critical to Citywide facility operations. The extension of these contracts
will ensure continued supply of necessary products.

Contract Term
Upon approval, the contract will be extended through June 30, 2023.

Financial Impact
The aggregate value of the contract will not exceed $13,500,000 and no additional
funds are needed.

Concurrence/Previous Council Action
The City Council previously reviewed this request:
• Building and Plumbing Materials 147240, 147235, 147239, 147256, 147344 (S-
44428) on April 4, 2018; and
• Building and Plumbing Materials 147240, 147235, 147239, 147256, 147344 (S-
48138) on Dec. 1, 2021.


Page 127


Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Finance Department.




Page 128



Report

Office Moving Services - IFB 17-184 - Amendment (Ordinance S-49250)

Request to authorize the City Manager, or his designee, to execute an amendment to
Contract 146046 with Beltmann Relocation Group to extend the contract term. Further
request to authorize the City Controller to disburse all funds related to this item. No
additional funds are needed, request to continue using Ordinance S-43880.

Summary
This contract will provide office moving or relocation services for Citywide
departments, including moving of various types of equipment, on-site or off-site, at
various City locations. Additional time is needed to allow completion of a new
procurement.

Contract Term
Upon approval the contract will be extended through June 30, 2023.

Financial Impact
The aggregate value of the contract will not exceed $305,000 and no additional funds
are needed.

Concurrence/Previous Council Action
The City Council previously reviewed this request:
• Office Moving Services - Contract 146046 (Ordinance S-43880) on Sept. 6, 2017.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Finance Department.




Page 129



Report

Crane Rentals - IFB 16-004 - Amendment (Ordinance S-49255)

Request to authorize the City Manager, or his designee, to execute amendment to
Contract 141829 with Southwest Industrial Rigging to extend the contract term. Further
request to authorize the City Controller to disburse all funds related to this item. No
additional funds are needed, request to continue using Ordinance S-42151.

Summary
This contract will provide crane rentals, as required, for various facility operations
projects requiring heavy lifting and hauling. The extension is needed to ensure the
operational needs of various departments using this contract, so that operations are
not interrupted while a new procurement is completed.

Contract Term
Upon approval the contract will be extended through Dec. 31, 2023.

Financial Impact
The aggregate value of the contract will not exceed $250,000 and no additional funds
are needed.

Concurrence/Previous Council Action
The City Council previously approved this request:
• Crane Rentals, Contract 141829 (Ordinance S-48078) on Nov. 3, 2021;
• Crane Rentals, Contract 141829 (Ordinance S-42151) on Nov. 18, 2015.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Finance Department.




Page 130



Report

Plants, Cacti, Succulents, and Trees Contracts - RFQu 23-026 - Request for
Award (Ordinance S-49257)

Request to authorize the City Manager, or his designee, to enter into Citywide
contracts with Western Tree Co. and Dream With Colors, Inc. to purchase plants, cacti,
succulents, and trees, on an as-needed basis. This contract supports the City's
Neighborhoods and Livability Strategic Plan to preserve healthy, vibrant, diverse and
safe neighborhoods that enhance the quality of life for all Phoenix residents. Further
request to authorize the City Controller to disburse all funds related to this item. The
total value of the contracts will not exceed $700,000.

Summary
These contracts will provide the ability to purchase plant material for Citywide
departments. Plants, cacti, succulents, and trees are planted by staff in various
facilities, parks and landscapes across the City, in places such as Phoenix-owned and
-operated airports, City parks, and along various street landscapes and roadways. In
addition, these contracts will allow staff to maintain and replace damaged trees and
plants lost to storms and vandalism. Plants and trees benefit the quality of life for all
Phoenix residents by improving air quality, storm water management, shade and
aesthetics.

Procurement Information
A request for qualifications procurement was processed in accordance with
Administrative Regulation 3.10 to establish a qualified vendor list.

Two applicants submitted qualifications and were deemed to be responsive and
responsible. An evaluation committee of City staff evaluated those offers based on the
following minimum qualifications: experience, capacity, and quality control.

After reaching consensus, the evaluation committee recommends award to the
following applicants:
Western Tree Co.;
Dream With Colors, Inc.




Page 131

Contract Term
The contracts will begin on or about Jan. 1, 2023, for a five-year term.

Financial Impact
The aggregate contracts value will not exceed $700,000. Funding is available in the
various department budgets.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Finance Department.




Page 132



Report

Public Comment on Proposed Changes to Memoranda of Understanding
Submitted by Authorized Employee Organizations

This item is to provide public comment on proposals submitted by employee
organizations.

Summary
Under the terms of the Meet and Confer Ordinance, employee organizations are
offered the opportunity to make a presentation to the City Council regarding proposed
changes to the existing Memoranda of Understanding (MOUs), which occurred this
year on Dec. 7, 2022.

The Meet and Confer Ordinance provides that at the next City Council meeting
following presentations by employee organizations, the public shall be afforded an
opportunity to comment on the proposals. This item on the agenda provides that
opportunity.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 133



Report

Amendments to Pay Ordinance S-47689 in Accordance with Human Resources
Committee 616 Recommendations (Ordinance S-49267)

As part of an evaluation of the organizational structure within the Communications
Office, formerly the Public Information Department, the following amendment to the
Pay Ordinance [S-47689] is proposed in accordance with the recommendation of
Human Resources Committee 616, effective Dec. 26, 2022. The proposal will also
require modifications to the City’s Classification Plan [S-5815], which will be processed
under a separate ordinance.

Reactivate and regrade the classification of Deputy Public Information Director, Job
Code 06410, Salary Plan 013, Grade 840, Benefit Category 009, Labor Unit Code:
008, EEO-4 Category: Officials & Administrators, FLSA Status: Exempt to Grade 842
($83,845 - $134,139/annually).

Summary
BACKGROUND
Since 2012, the Communications Office has functioned with a Special Project
Administrator at the middle manager level. With the change to a federated reporting
structure, the needs of the Communications Office have evolved. Due to the
centralized reporting of City departments’ Public Information positions, many
employees are now reporting through the Communications Office. The Special Project
Administrator classification no longer reflects the true scope of duties required for this
role in the Communications Office, and there is a clear need to distinctly identify a
deputy-level classification.

RECOMMENDATIONS
In 2012, per HRC 592 and as a matter of housekeeping, the Deputy Public Information
Director classification was abolished because there were no incumbents. The
Classification and Compensation Section recommends reactivating the classification
and regrading it from pay grade 840 to 842, which is consistent with most Deputy
Director classifications citywide.

The Deputy Public Information Director will be responsible for planning, organizing,
reviewing, and evaluating Citywide public information/communications and


Page 134

multimedia/marketing programs, functions, and strategies in support of the Public
Information Director. The position's responsibilities will include developing and
implementing policies and procedures for assigned programs, budget administration
and reporting, and program evaluation. This class will serve as a professional-level
resource for organizational, managerial, and operational analyses, and will assist in
the management and the effective use of division resources to improve organizational
productivity and customer service in the new federated reporting structure.

Based on internal equity, reinstating the Deputy Public Information Director at pay
grade 842 is warranted due to the greater level of complexity, visibility and
accountability in facilitating communications between City management and elected
officials and the community. Reinstating the position at pay grade 842 will also provide
an adequate pay differential above the generic classification of Special Projects
Administrator, pay grade 840.

Financial Impact
There is no budgetary impact associated with this action.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 135



Report

Amendments to Classification Plan S-5815 in Accordance with Human
Resources Committee 616 Recommendations (Ordinance S-49268)

As part of an evaluation of the organizational structure within the Communications
Office, formerly the Public Information Department, the following amendment to the
Classification Plan [S-5815] is proposed in accordance with the recommendation of
Human Resources Committee 616, effective Dec. 26, 2022. The proposal will also
require modifications to the City’s Pay Ordinance [S-47689] which will be processed
under a separate ordinance.

Reactivate and regrade the classification of Deputy Public Information Director, Job
Code 06410, Salary Plan 013, Grade 840, Benefit Category 009, Labor Unit Code:
008, EEO-4 Category: Officials & Administrators, FLSA Status: Exempt to Grade 842
($83,845 - $134,139/annually).

Summary
BACKGROUND
Since 2012, the Communications Office has functioned with a Special Project
Administrator at the middle manager level. With the change to a federated reporting
structure, the needs of the Department have evolved. Due to the centralized reporting
of City departments’ Public Information positions, many employees are now reporting
through the Communications Office. The Special Project Administrator classification no
longer reflects the true scope of duties required for this role in the Communications
Office, and there is a clear need to distinctly identify a deputy-level classification.

RECOMMENDATIONS
In 2012, per HRC 592 and as a matter of housekeeping, the Deputy Public Information
Director classification was abolished because there were no incumbents. The
Classification and Compensation Section recommends reactivating the classification
and regrading it from pay grade 840 to 842, which is consistent with most Deputy
Director classifications citywide.

The Deputy Public Information Director will be responsible for planning, organizing,
reviewing, and evaluating Citywide public information/communications and
multimedia/marketing programs, functions, and strategies in support of the Public


Page 136

Information Director. The position's responsibilities will include developing and
implementing policies and procedures for assigned programs, budget administration
and reporting, and program evaluation. This class will serve as a professional-level
resource for organizational, managerial, and operational analyses, and will assist in
the management and the effective use of division resources to improve organizational
productivity and customer service in the new federated reporting structure.

Based on internal equity, reinstating the Deputy Public Information Director at pay
grade 842 is warranted due to the greater level of complexity, visibility and
accountability in facilitating communications between City management and elected
officials and the community. Reinstating the position at pay grade 842 will also provide
an adequate pay differential above the generic classification of Special Projects
Administrator, pay grade 840.

Financial Impact
There is no budgetary impact associated with this action.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 137



Report

Amendments to Pay Ordinance S-47689 in Accordance with Human Resources
Committee 616 Recommendations (Ordinance S-49270)

At the request of the City Manager’s Office, the following amendments to the Pay
Ordinance [S-47689] are proposed in accordance with the recommendation of Human
Resources Committee 616, effective Dec. 26, 2022. The proposal will also require
modifications to the City’s Classification Plan [S-5815], which will be processed under
a separate ordinance.

Establish the classification of OAT Monitor, Job Code 06860, Salary Plan 001, Grade
036 ($61,110 - $92,893/annually), Benefit Category 007, Labor Unit Code: 008, EEO-4
Category: General Administration, FLSA Status: Exempt.

Establish the classification of OAT Senior Monitor, Job Code 06870, Salary Plan 001,
Grade 038 ($67,538 - $102,565/annually), Benefit Category 007, Labor Unit Code:
008, EEO-4 Category: General Administration, FLSA Status: Exempt.

Establish the classification of OAT Supervising Monitor, Job Code 06880, Salary Plan
001, Grade 040 ($74,630 - $113,589/annually), Benefit Category 007, Labor Unit
Code: 008, EEO-4 Category: General Administration, FLSA Status: Exempt.

Summary
BACKGROUND
The City Council responded to community concerns in 2020 by allocating $3 million to
fully fund the approved Office of Accountability and Transparency (OAT) to provide
police oversight. The first three classifications, the OAT Director, the Attorney, and an
Executive Administrative Assistant, were approved by the Council in September 2020.

FINDINGS AND CONCLUSION
The Monitor job family classifications were modeled after similar positions in other
municipalities across the country, and similar classifications within the City such as
Performance Auditors, Internal Auditors, and Crime Scene Supervisors. The grades
were selected to be externally competitive in the labor market, and internally equitable
with similar roles in other parts of the City structure. Job duties of these classifications
require that they be confidential and unrepresented positions.


Page 138


Financial Impact
There are no budgetary impacts associated with these actions.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 139



Report

Amendments to Classification Plan S-5815 in Accordance with Human
Resources Committee 616 Recommendations (Ordinance S-49271)

At the request of the City Manager’s Office, the following amendments to the
Classification Plan [S-5815] are proposed in accordance with the recommendation of
Human Resources Committee 616, effective Dec. 26, 2022. The proposal will also
require modifications to the City’s Pay Ordinance [S-47689] which will be processed
under a separate ordinance.

Establish the classification of OAT Monitor, Job Code 06860, Salary Plan 001, Grade
036 ($61,110 - $92,893/annually), Benefit Category 007, Labor Unit Code: 008, EEO-4
Category: General Administration, FLSA Status: Exempt.

Establish the classification of OAT Senior Monitor, Job Code 06870, Salary Plan 001,
Grade 038 ($67,538 - $102,565/annually), Benefit Category 007, Labor Unit Code:
008, EEO-4 Category: General Administration, FLSA Status: Exempt.

Establish the classification of OAT Supervising Monitor, Job Code 06880, Salary Plan
001, Grade 040 ($74,630 - $113,589/annually), Benefit Category 007, Labor Unit
Code: 008, EEO-4 Category: General Administration, FLSA Status: Exempt.

Summary
BACKGROUND
The City Council responded to community concerns in 2020 by allocating $3 million to
fully fund the approved Office of Accountability and Transparency (OAT) to provide
police oversight. The first three classifications, the OAT Director, the Attorney, and an
Executive Administrative Assistant, were approved by the Council in September 2020.

FINDINGS AND CONCLUSION
The Monitor job family classifications were modeled after similar positions in other
municipalities across the country, and similar classifications within the City such as
Performance Auditors, Internal Auditors, and Crime Scene Supervisors. The grades
were selected to be externally competitive in the labor market, and internally equitable
with similar roles in other parts of the City structure. Job duties of these classifications
require that they be confidential and unrepresented positions.


Page 140


Financial Impact
There are no budgetary impacts associated with these actions.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 141



Report

Amendments to Classification Plan S-5815 in Accordance with Human
Resources Committee 616 Recommendations (Ordinance S-49274)

At the request of Unit II AFSCME 2384 and as part of their negotiated contract to
conduct a market study, the following amendments to the Classification Plan [S-5815]
are proposed in accordance with the recommendation of Human Resources
Committee 616, effective Dec. 26, 2022. The proposal will also require modifications to
the City’s Pay Ordinance [S-47689] which will be processed under a separate
ordinance.

Modify the classification of Operations & Maintenance Technician Trainee (NC), Job
Code 50360, Salary Plan 004, Grade 214 ($36,150 - $46,758/annually), Benefit
Category 002, Labor Unit Code: 002, EEO-4 Category: Service Maintenance, FLSA
Status: Nonexempt to Grade 218 ($41,475 - $55,328/annually).

Modify the classification of Operations & Maintenance Technician, Job Code 50370,
Salary Plan 005, Grade 219 ($46,758 - $57,741/annually), Benefit Category 002,
Labor Unit Code: 002, EEO-4 Category: Service Maintenance, FLSA Status:
Nonexempt to Salary Plan 004, Grade 222 ($53,102 - $64,771/annually).

Modify the assignment of Operations & Maintenance Technician*SCBA, Job Code
50371, Salary Plan 005, Grade 220 ($48,797 - $59,925/annually), Benefit Category
002, Labor Unit Code: 002, EEO-4 Category: Service Maintenance, FLSA Status:
Nonexempt to Salary Plan 004, Grade 223 ($50,856 - $67,413/annually).

Modify the classification of Senior Utility Operator, Job Code 50340, Salary Plan 005,
Grade 222 ($53,102 - $64,771/annually), Benefit Category 002, Labor Unit Code: 002,
EEO-4 Category: Service Maintenance, FLSA Status: Nonexempt to Salary Plan 004,
Grade 225 ($55,328 - $74,069/annually).

Modify the assignment of Senior Utility Operator*SCBA, Job Code 50341, Salary Plan
005, Grade 223 ($55,328 - $67,413/annually), Benefit Category 002, Labor Unit Code:
002, EEO-4 Category: Service Maintenance, FLSA Status: Nonexempt to Salary Plan
004, Grade 226 ($57,741 - $77,875/annually).



Page 142

Modify the classification of Operations & Maintenance Supervisor, Job Code 50380,
Salary Plan 001, Grade 032 ($49,878 - $76,107/annually), Benefit Category 007,
Labor Unit Code: ASPTEA, EEO-4 Category: Service Maintenance, FLSA Status:
Nonexempt to Grade 035 ($58,032 - $88,379/annually).

Summary
BACKGROUND
Currently, 214 positions are allocated to the various levels of the job family shown
above. The Water Services Department and the labor groups in that area both
expressed concerns about the Department’s difficulty recruiting and retaining skilled
employees in the job family. The department has a vacancy rate of nearly 21.5
percent. In addition, some positions are underfilled at the trainee level and other
positions are underfilled at the base classification. The Department’s desire is that all
employees obtain and maintain certification for Self-Contained Breathing Apparatus
(SCBA), and thus qualify for the assignment at one grade higher.

Staff conducted market research, drawing heavily upon local salary information from
public sector employers in the valley performing similar work. Staff also assessed
internal alignment of this job family with another job family (Utility Technicians) that
was studied in 2021. The Utility Technician job family was increased by three grades
(approved by City Council Jan. 6, 2021), which impacted the alignment of these two
job families within the Water Services Department.

FINDINGS
The job duties of the various classifications in the Operations & Maintenance
Technician job family are difficult to compare to other municipalities in the valley. Other
organizations may separate jobs that focus on operations from jobs that focus on
maintenance. Fortunately, most public sector organizations have requirements for
certification from the Arizona Department of Environmental Quality at various levels in
the different disciplines, which allows for meaningful comparisons across jurisdictions.

Market data supports a three-grade increase for most classifications in the job family,
and a four-grade increase for the trainee level.

RECOMMENDATION
Staff recommends increasing the grades of the Operations & Maintenance Technician
job family to restore internal alignment with other job families in the Water Services
Department and provide a meaningful and attractive career path.

CONCLUSION
The City of Phoenix needs to attract talent in the Operations & Maintenance


Page 143

Technician job family to continue to provide seamless service of a critical function.
These recommendations are expected to move this job family into a competitive
position within the local job market and assist the City with attracting qualified
candidates in a highly competitive atmosphere. This job family will also be included in
the Citywide classification and compensation study that is underway, and future grade
changes may be considered as a result of those findings.

Financial Impact
The total estimated cost for this request is $272,100.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 144



Report

Amendments to Pay Ordinance S-47689 in Accordance with Human Resources
Committee 616 Recommendations (Ordinance S-49275)

At the request of Unit II AFSCME 2384 and as part of their negotiated contract to
conduct a market study, the following amendments to the Pay Ordinance [S-47689]
are proposed in accordance with the recommendation of Human Resources
Committee 616, effective Dec. 26, 2022. The proposal will also require modifications to
the City’s Classification Plan [S-5815], which will be processed under a separate
ordinance.

Modify the classification of Operations & Maintenance Technician Trainee (NC), Job
Code 50360, Salary Plan 004, Grade 214 ($36,150 - $46,758/annually), Benefit
Category 002, Labor Unit Code: 002, EEO-4 Category: Service Maintenance, FLSA
Status: Nonexempt to Grade 218 ($41,475 - $55,328/annually).

Modify the classification of Operations & Maintenance Technician, Job Code 50370,
Salary Plan 005, Grade 219 ($46,758 - $57,741/annually), Benefit Category 002,
Labor Unit Code: 002, EEO-4 Category: Service Maintenance, FLSA Status:
Nonexempt to Salary Plan 004, Grade 222 ($53,102 - $64,771/annually).

Modify the assignment of Operations & Maintenance Technician*SCBA, Job Code
50371, Salary Plan 005, Grade 220 ($48,797 - $59,925/annually), Benefit Category
002, Labor Unit Code: 002, EEO-4 Category: Service Maintenance, FLSA Status:
Nonexempt to Salary Plan 004, Grade 223 ($50,856 - $67,413/annually).

Modify the classification of Senior Utility Operator, Job Code 50340, Salary Plan 005,
Grade 222 ($53,102 - $64,771/annually), Benefit Category 002, Labor Unit Code: 002,
EEO-4 Category: Service Maintenance, FLSA Status: Nonexempt to Salary Plan 004,
Grade 225 ($55,328 - $74,069/annually).

Modify the assignment of Senior Utility Operator*SCBA, Job Code 50341, Salary Plan
005, Grade 223 ($55,328 - $67,413/annually), Benefit Category 002, Labor Unit Code:
002, EEO-4 Category: Service Maintenance, FLSA Status: Nonexempt to Salary Plan
004, Grade 226 ($57,741 - $77,875/annually).



Page 145

Modify the classification of Operations & Maintenance Supervisor, Job Code 50380,
Salary Plan 001, Grade 032 ($49,878 - $76,107/annually), Benefit Category 007,
Labor Unit Code: ASPTEA, EEO-4 Category: Service Maintenance, FLSA Status:
Nonexempt to Grade 035 ($58,032 - $88,379/annually).

Summary
BACKGROUND
Currently, 214 positions are allocated to the various levels of the job family shown
above. The Water Services Department and the labor groups in that area both
expressed concerns about the Department’s difficulty recruiting and retaining skilled
employees in the job family. The department has a vacancy rate of nearly 21.5
percent. In addition, some positions are underfilled at the trainee level and other
positions are underfilled at the base classification. The Department’s desire is that all
employees obtain and maintain certification for Self-Contained Breathing Apparatus
(SCBA), and thus qualify for the assignment at one grade higher.

Staff conducted market research, drawing heavily upon local salary information from
public sector employers in the valley performing similar work. Staff also assessed
internal alignment of this job family with another job family (Utility Technicians) that
was studied in 2021. The Utility Technician job family was increased by three grades
(approved by City Council Jan. 6, 2021), which impacted the alignment of these two
job families within the Water Services Department.

FINDINGS
The job duties of the various classifications in the Operations & Maintenance
Technician job family are difficult to compare to other municipalities in the valley. Other
organizations may separate jobs that focus on operations from jobs that focus on
maintenance. Fortunately, most public sector organizations have requirements for
certification from the Arizona Department of Environmental Quality at various levels in
the different disciplines, which allows for meaningful comparisons across jurisdictions.

Market data supports a three-grade increase for most classifications in the job family,
and a four-grade increase for the trainee level.

RECOMMENDATION
Staff recommends increasing the grades of the Operations & Maintenance Technician
job family to restore internal alignment with other job families in the Water Services
Department and provide a meaningful and attractive career path.

CONCLUSION
The City of Phoenix needs to attract talent in the Operations & Maintenance


Page 146

Technician job family to continue to provide seamless service of a critical function.
These recommendations are expected to move this job family into a competitive
position within the local job market and assist the City with attracting qualified
candidates in a highly competitive atmosphere. This job family will also be included in
the Citywide classification and compensation study that is underway, and future grade
changes may be considered as a result of those findings.

Financial Impact
The total estimated cost for this request is $272,100.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 147



Report

Amendments to Classification Plan S-5815 in Accordance with Human
Resources Committee 616 Recommendations (Ordinance S-49276)

At the request of Unit 3 AFSCME Local 2960 and as part of their negotiated contract to
conduct a market study, the following amendments to the Classification Plan [S-5815]
are proposed in accordance with the recommendation of Human Resources
Committee 616, effective Dec. 26, 2022. The proposal will also require modifications to
the City’s Pay Ordinance [S-47689] which will be processed under a separate
ordinance.

Modify the classification of Police Assistant, Job Code 62160, Salary Plan 006, Grade
325 ($36,213 - $52,728/annually), Benefit Category 003, Labor Unit Code: 003, EEO-4
Category: Administrative Support, FLSA Status: Nonexempt to Grade 328 ($41,454 -
$60,840/annually).

Abolish the assignment of Police Assistant*Special Detail, Job Code 62162, Salary
Plan 006, Grade 326, Benefit Category 003, Labor Unit Code: 003, EEO-4 Category:
Administrative Support, FLSA Status: Nonexempt.

Modify the classification of Detention Officer, Job Code 62130, Salary Plan 006, Grade
328 ($41,454 - $60,840/annually), Benefit Category 003, Labor Unit Code: 003, EEO-4
Category: Protective Service Nonsworn, FLSA Status: Nonexempt to Grade 330
($45,635 - $67,101/annually).

Modify the classification of Detention Supervisor, Job Code 62150, Salary Plan 001,
Grade 031 ($47,674 - $72,342/annually), Benefit Category 007, Labor Unit Code:
ASPTEA, EEO-4 Category: Protective Service Nonsworn, FLSA Status: Nonexempt to
Grade 032 ($49,878 - $76,107/annually).

Establish the assignment of Police Assistant*Detention Officer Trainee (NC), Job Code
62163, Salary Plan 006, Grade 328 ($41,454 - $60,840/annually), Benefit Category
003, Labor Unit Code: 003, EEO-4 Category: Protective Service Nonsworn, FLSA
Status: Nonexempt.

Establish the classification of Detention Officer Trainee (NC), Job Code 62120, Salary


Page 148

Plan 006, Grade 328 ($41,454 - $60,840/annually), Benefit Category 003, Labor Unit
Code: 003, EEO-4 Category: Protective Service Nonsworn, FLSA Status: Nonexempt.

Summary
BACKGROUND
Police Assistants and Police Assistants*Special Detail are used throughout the Police
Department in support of law enforcement activities. The Department has filled 107 of
the 120 budgeted Police Assistant positions, and 21 of the 29 budgeted Police
Assistant*Special Detail assignments.

The *Special Detail assignment was created for employees to spend most of their time
“performing fact finding in support of law enforcement activities.” Police Assistants also
“perform light investigations, conduct follow-ups as well as prepare or update reports.”
Since the classification specifications for Police Assistant and Police Assistant*Special
Detail were last updated in 2008, the overlap increased between them, particularly
relating to their investigation functions. Additionally, Police Civilian Investigators were
introduced in August 2022. This Unit 7 classification exists to “perform a variety of
tasks of a police nature in support of law enforcement activities in an investigative
bureau of the Department.” With the creation of the Police Civilian Investigator
classification, the overlap between the three classifications increased and distinctions
were not clear. Additionally, the *Special Detail assignment was used to underfill
Detention Officer positions when candidates did not meet the minimum qualifications
of completing the Maricopa County Detention Officer Academy and having one year of
detention experience. Underfilling was a quick, reasonable way to assist the
Department in filling positions in the Detention Officer classification, which has a 45.2
percent vacancy rate. Moving forward, it would be optimal to have a classification
specifically designed to advance into the Detention Officer classification.

Staff conducted a compensation review for Police Assistants and Detention Officers
using data from eCHRIS and a local public sector salary survey. Results of the
compensation review are summarized in this report.

FINDINGS
Police Assistant compensation was found to be 16 percent below market. Moving from
grade 325 to 328 would close that gap and put the City at the market rate. Merging the
*Special Detail assignment and its duties with the Police Assistant base class would
mirror the local market and clearly distinguish the Police Assistant and Police Civilian
Investigator classifications. Creating a Detention Officer Trainee (NC) classification
would eliminate the need to use the *Special Detail assignment as a Detention Officer
underfill. Grade 328 for Detention Officer Trainee (NC) places the City at the market
rate for similar classifications. Additionally, creating a Police Assistant*Detention Officer


Page 149

Trainee classification would allow current Police Assistants to make a lateral move to a
new career path leading to a promotion to Detention Officer.

The Detention Officer classification is currently below market at a grade 328 and
moving it to grade 330 places it slightly above market. However, moving the Detention
Officer classification to grade 330 would create compression with the Detention
Supervisor classification. Moving the Detention Supervisor classification to grade 032
would eliminate that compression.

CONCLUSION
The City of Phoenix needs to attract Police Assistant and Detention Officer talent and
make clear distinctions between the job duties of Police Assistants and Police Civilian
Investigators. These recommendations would align the City with compensation
practices in our local job market and assist the City with attracting qualified candidates
in a competitive atmosphere. The job families and classifications referenced in this
report will also be included in the Citywide classification and compensation study that
is underway, and future grade changes may be considered as a result of those
findings.

Financial Impact
The total estimated cost for this request is $361,171.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 150



Report

Amendments to Pay Ordinance S-47689 in Accordance with Human Resources
Committee 616 Recommendations (Ordinance S-49277)

At the request of Unit 3 AFSCME Local 2960 and as part of their negotiated contract to
conduct a market study, the following amendments to the Pay Ordinance [S-47689]
are proposed in accordance with the recommendation of Human Resources
Committee 616, effective Dec. 26, 2022. The proposal will also require modifications to
the City’s Classification Plan [S-5815], which will be processed under a separate
ordinance.

Modify the classification of Police Assistant, Job Code 62160, Salary Plan 006, Grade
325 ($36,213 - $52,728/annually), Benefit Category 003, Labor Unit Code: 003, EEO-4
Category: Administrative Support, FLSA Status: Nonexempt to Grade 328 ($41,454 -
$60,840/annually).

Abolish the assignment of Police Assistant*Special Detail, Job Code 62162, Salary
Plan 006, Grade 326, Benefit Category 003, Labor Unit Code: 003, EEO-4 Category:
Administrative Support, FLSA Status: Nonexempt.

Modify the classification of Detention Officer, Job Code 62130, Salary Plan 006, Grade
328 ($41,454 - $60,840/annually), Benefit Category 003, Labor Unit Code: 003, EEO-4
Category: Protective Service Nonsworn, FLSA Status: Nonexempt to Grade 330
($45,635 - $67,101/annually).

Modify the classification of Detention Supervisor, Job Code 62150, Salary Plan 001,
Grade 031 ($47,674 - $72,342/annually), Benefit Category 007, Labor Unit Code:
ASPTEA, EEO-4 Category: Protective Service Nonsworn, FLSA Status: Nonexempt to
Grade 032 ($49,878 - $76,107/annually).

Establish the assignment of Police Assistant*Detention Officer Trainee (NC), Job Code
62163, Salary Plan 006, Grade 328 ($41,454 - $60,840/annually), Benefit Category
003, Labor Unit Code: 003, EEO-4 Category: Protective Service Nonsworn, FLSA
Status: Nonexempt.

Establish the classification of Detention Officer Trainee (NC), Job Code 62120, Salary


Page 151

Plan 006, Grade 328 ($41,454 - $60,840/annually), Benefit Category 003, Labor Unit
Code: 003, EEO-4 Category: Protective Service Nonsworn, FLSA Status: Nonexempt.

Summary
BACKGROUND
Police Assistants and Police Assistants*Special Detail are used throughout the Police
Department in support of law enforcement activities. The Department has filled 107 of
the 120 budgeted Police Assistant positions, and 21 of the 29 budgeted Police
Assistant*Special Detail assignments.

The *Special Detail assignment was created for employees to spend most of their time
“performing fact finding in support of law enforcement activities.” Police Assistants also
“perform light investigations, conduct follow-ups as well as prepare or update reports.”
Since the classification specifications for Police Assistant and Police Assistant*Special
Detail were last updated in 2008, the overlap increased between them, particularly
relating to their investigation functions. Then in August 2022, Police Civilian
Investigators were introduced. This Unit 7 classification exists to “perform a variety of
tasks of a police nature in support of law enforcement activities in an investigative
bureau of the Department.” With the creation of the Police Civilian Investigator
classification, the overlap between the three classifications increased and distinctions
were not clear. Additionally, the *Special Detail assignment was used to underfill
Detention Officer positions when candidates did not meet the minimum qualifications
of completing the Maricopa County Detention Officer Academy and having one year of
detention experience. Underfilling was a quick, reasonable way to assist the
Department in filling positions in the Detention Officer classification, which has a 45.2
percent vacancy rate. Going forward, it would be optimal to have a classification
specifically designed to feed into the Detention Officer classification.

Staff conducted a compensation review for Police Assistants and Detention Officers
using data from eCHRIS and a local public sector salary survey. Results of the
compensation review are summarized below.

FINDINGS
Police Assistant compensation was found to be 16 percent below market. Going from
grade 325 to 328 would close that gap and put the City at the market rate. Merging the
*Special Detail assignment and its duties with the Police Assistant base class would
mirror the local market and clearly distinguish the Police Assistant and Police Civilian
Investigator classifications. Creating a Detention Officer Trainee (NC) classification
would eliminate the need to use the *Special Detail assignment as a Detention Officer
underfill. Grade 328 for Detention Officer Trainee (NC) places the City at the market
rate for similar classifications. Additionally, creating a Police Assistant*Detention Officer


Page 152

Trainee classification would allow current Police Assistants to make a lateral move to a
new career path leading to a promotion to Detention Officer.

The Detention Officer classification is currently below market at a grade 328 and
moving it to grade 330 places it slightly above market. However, moving the Detention
Officer classification to grade 330 would create compression with the Detention
Supervisor classification. Moving the Detention Supervisor classification to grade 032
would eliminate that compression.

CONCLUSION
The City of Phoenix needs to attract Police Assistant and Detention Officer talent and
make clear distinctions between the job duties of Police Assistants and Police Civilian
Investigators. These recommendations would align the City with compensation
practices in our local job market and assist the City with attracting qualified candidates
in a competitive atmosphere. The job families and classifications referenced in this
report will also be included in the Citywide classification and compensation study that
is underway, and future grade changes may be considered as a result of those
findings.

Financial Impact
The total estimated cost for this request is $361,171.

Concurrence/Previous Council Action
This action was reviewed and recommended for approval by Human Resources
Committee 616 on Nov. 10, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 153



Report

Stop-Loss Insurance for Active Employee Medical and Pharmacy Benefits
(Ordinance S-49280)

The Human Resources Department requests payment authority in the amount of
$2,250,000 for Stop-Loss Insurance for active employee medical and pharmacy
benefits.

Summary
Under the Trust Agreement for the Phoenix Health Care Benefits Trust, the Trustee
(the Trust Board), appointed by the City, is required to obtain and maintain stop-loss
insurance. Effective Jan. 1, 2023, the Stop-Loss Insurance policy will be under The
Union Labor Life Insurance Company (Ullico).

Procurement Information
A competitive Request for Quotes was conducted by the contracted benefits consultant
Foster & Foster, a licensed insurance broker, and Ullico was selected. The Health
Care Benefits Trust Board approved the selection of Ullico for Stop-Loss Insurance.

Contract Term
This Stop-Loss Insurance policy is effective from Jan. 1, 2023 through Dec. 31, 2023.

Financial Impact
The annual insurance premium for the 2023 term is estimated at $2,250,000. The
annual premium is based on data submitted by the City relevant to underwriting the
risk. There is no impact to the City of Phoenix General Fund since the annual premium
is paid through the Health Care Benefits Trust Fund.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 154



Report

Benefits Consultant for Solicitation Services - RFP HR 22-007 - Request for
Award (Ordinance S-49266)

Request to authorize the City Manager, or his designee, to enter into an agreement
with The Segal Company (Western States), Inc. to provide professional consultant
services for the Human Resources Department. Further request to authorize the City
Controller to disburse all funds related to this item. The total value of the contract will
not exceed $320,000.

Summary
The Contractor will provide benefits consulting services to the Human Resources
Department during the development of Request for Proposals. Deliverables will include
scope of work development, review and analysis of offers, negotiations and contract
development.

Procurement Information
A Request for Proposal (RFP) procurement was processed in accordance with City of
Phoenix Administrative Regulation 3.10.

Five Offerors submitted proposals, which were deemed responsive and responsible.
An evaluation committee of City staff evaluated those offers, based on the following
criteria with a maximum possible point total of 1,000:

Qualifications, Experience and References (250 points)
Method of Approach (450 points)
Price (300 points)

After reaching consensus, the evaluation committee recommends award to the
following Offeror:

The Segal Company (Western States), Inc. - 805 Points

Contract Term
The agreement will begin on or about Dec. 15, 2022, for a three-year term through
Dec. 14, 2025. There are two additional one-year options to extend.


Page 155


Financial Impact
The aggregate contract value will not exceed $320,000. These costs are paid by the
City's Health Care Benefits Trust Fund. There is no impact to the City's General Fund.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Human Resources
Department.




Page 156



Report

Request for City Council to Meet in Executive Session on Dec. 16, 2022 at 10
a.m.

Request for the City Council to call to meet in Executive Session pursuant to Arizona
Revised Statutes, section 38-431.03.A, on Friday, Dec. 16, 2022 at 10 a.m. at 100 W.
Washington St., Phoenix, Arizona, with an online option to join the meeting.

Public Outreach
The Notice and Agenda for the Executive Session will be posted no later than 10 a.m.
on Thursday, Dec. 15, 2022.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Law Department.




Page 157



Report

Request for City Council to Call to Meet in Executive Session on Specific Dates
January through December 2023

Request for the City Council to call meetings for the purpose of holding an Executive
Session pursuant to Arizona Revised Statutes, section 38-431.03.A, on the following
dates at noon in the Central Conference Room, on the 12th Floor of Phoenix City Hall,
located at 200 W. Washington St.:

· Jan. 10
· Jan. 24
· Feb. 21
· March 7
· March 21
· April 11
· May 2
· May 16
· June 13
· Sept. 12
· Sept. 26
· Oct. 24
· Nov. 28
· Dec. 12

Public Outreach
The Notice and Agenda for these Executive Sessions will be posted no later than 24
hours before each scheduled meeting.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Law Department.




Page 158



Report

Authorization to Apply, Accept, Disburse Funds and Enter into Agreements for
an Urban and Innovative Agriculture Community-Based Organization Fund Grant
(Ordinance S-49285)

Request approval for the City Manager, or his designee, to submit a grant application
in partnership with the University of Arizona Cooperative Extension of Maricopa
County (UA) to increase supply chain resiliency by providing funding to underserved,
small and urban farmers through outreach, education, research, technical assistance,
and providing funds to assist farmers with implementing climate friendly practices to
strengthen resilience. The Office of Environmental Programs will receive $250,000 of
the total $1.5 million award. Further request the City Manager to execute all contracts
and Memorandums of Agreement (MOA), if awarded. Additionally, request to authorize
the City Treasurer to accept, and the City Controller to disburse, grant funds.

Summary
The U.S. Department of Agriculture (USDA), Farm Service Agency (FSA) is investing
up to $40 million of American Rescue Plan Act (ARPA) funding to increase services
and outreach to urban producers to understand their needs and connect them to
available programs and resources. USDA has identified Phoenix as a pilot location for
this funding. These funds are available through the FSA Urban and Innovative
Agriculture Community-Based Organization fund and are focused on urban,
underserved farmers including beginning, socially disadvantaged, limited resource,
and military veteran farmers. These awards will focus on assisting urban producers in
areas where FSA historically has not had a presence.

The UA Cooperative Extension of Maricopa County as the lead applicant will be
applying for a total of $1.5 million and will be the primary provider of outreach,
technical assistance, education, and research and is allocated $1 million. The grant
application will also include Local First Arizona Foundation who will provide two annual
events specifically for urban farmers for $250,000. The remaining $250,000 is
allocated for the Office of Environmental Programs (OEP) to provide Resilient and
Sustainable Agriculture (RSA) grants directly to farmers and to provide two grant
writing workshops. This work will enhance the existing grant program that OEP offers
to help local growers navigate, build, and succeed in the ever-changing environment
and ensure a resilient local food system. The program will be open to private and


Page 159

nonprofit growers and aggregators within our local food system with a goal of 60
percent of the funding awarded to Black, Indigenous, and People of Color (BIPOC) to
implement projects designed to accelerate the transition toward a more resilient,
sustainable, equitable and thriving food system.

The RSA grant program will fund projects that:

1. Promote efforts to reduce the impact of local food production and distribution on our
changing climate (mitigation).
2. Enhance the resiliency of the farm or aggregator and local food system in the face
of various shocks and disruptions (adaptation).
3. Adopt new and/or expand existing sustainable food production and/or aggregator
practices.
4. Adopt variety of urban agricultural innovations into operations.
5. Grow product line through the implementation of agri-food
technologies/innovations.
6. Develop product prototypes.
7. Create new jobs to implement food production or aggregation related projects.
8. Strengthen the economic viability of the farm/aggregator by increasing the ability to
grow and sell products locally.
9. Applicants should outline how partnering with the City on implementing resilience
and sustainability measures will help the entity continue to grow and/or distribute food
in an increasingly arid urban environment subject to extreme heat and drought.
10. Advance equity within the local food system.

The RSA grant program will also offer a Farmer Grant Writing Workshop that will
provide an opportunity to understand the intricacies of writing a grant application.

The grant proposal deadline was Dec. 5, 2022. Award announcements will be made
Spring 2023.

Contract Term
The grant term is for up to five years.

Financial Impact
The program is funded through USDA and there is no financial impact to the City.

Responsible Department
This item is submitted by Deputy City Manager Karen Peters and the Office of
Environmental Programs.



Page 160



Report

Additional Choice Neighborhoods Program Resources (Ordinance S-49244)

Request to authorize the City Manager, or his designee, to implement additional
Choice Neighborhoods Program resources, initiatives, and program amendments,
including any U.S. Department of Housing and Urban Development (HUD) approved
amendments or revisions. Further request to authorize the City Treasurer to accept
and the City Controller to disburse all funds for the life of the grant(s).

Summary
Choice Neighborhoods is a federal initiative through HUD that is designed to transform
distressed neighborhoods and public housing into mixed-income neighborhoods
linking housing and neighborhood improvements with appropriate services,
transportation, and access to jobs. In July 2018, the City of Phoenix was awarded a
$30 million Choice Neighborhoods Implementation Grant to revitalize the Edison-
Eastlake Community (EEC) bounded by the I-10 Freeway on the north and east, 16th
Street on the west, and the Union Pacific Railroad on the south.

In addition to any authority already granted in relation to the Choice Neighborhoods
Planning and Action, and Implementation grants (the “Grants”), the City Manager, or
City Manager’s designee, is authorized to:

· Appropriate, expend and disburse up to $1 million in federal Economic
Development Initiative/Community Project Funding and up to $5 million in federal
American Rescue Plan Act (ARPA) funds for the pre-development, development,
rehabilitation, programming, and/or operations of the future Edison Impact Hub,
located at 1855 E. Garfield St., a community services hub located in the EEC that
will provide medical and behavioral health services;
· Appropriate, expend and disburse up to $2 million in federal ARPA funds to provide
access to Wi-Fi and internet connectivity, digital literacy training, Wi-Fi and digital
broadband infrastructure, and other digital initiatives to address the needs of
households living in the EEC;
· Apply for additional Choice Neighborhoods funding from HUD to supplement the
existing Implementation Grant in an amount up to $10 million. If awarded the
additional grant funds, accept, appropriate, expend and disburse for housing
improvements, or other activities that support the implementation of the Choice


Page 161

Neighborhoods program as deemed eligible by HUD;
· Appropriate, expend and disburse up to $2 million in Choice Neighborhoods
Program Income funds and up to $6.5 million Section 18 Public Housing Proceeds
for neighborhood and/or housing improvements, or other activities that support the
implementation of the Choice Neighborhoods program;
· Provide relocation assistance and benefits;
· Form new City-controlled non-profit corporations with the Housing Director as sole
incorporator;
· Form a new corporate entity or entities to serve as ownership entities for the sites;
· Procure and/or engage in funding transactions to finance capital needs, including
submitting applications and accepting awards of Low-Income Housing Tax Credits
(LIHTC), seeking a LIHTC equity investor, and obtaining other grants and/or loans;
· Enter into agreements and convey or grant fee title or lesser interests including
easements, leases, licenses and/or use agreements in EEC site(s) to the
corporations, LLCs, public utilities, Grants and Edison Impact Hub partners and
other third parties as necessary or appropriate to facilitate financing, construction,
rehabilitation, operations, and implementation of the housing development sites,
Grants and Edison Impact Hub;
· Procure, award, execute and submit all contracts, documents, and agreements
necessary to implement the Grants, ARPA and other funding as detailed in this
report including agreements with the co-developer, other government and quasi-
government entities, financing partners, Grant partners, design and development
contractors, Wi-Fi providers and partners, service and training providers and other
parties as appropriate to carry out the terms of the Grants, ARPA and other funding;
· Allocate an additional 377, for a total of up to 577, Section 8 Project-Based
Vouchers, amend HUD Annual Plans, and enter into or execute associated
contracts, documents, and agreements, as necessary to facilitate activities for the
application and implementation of the Grants; and
· Amend and extend the Intergovernmental Agreement (IGA) with Phoenix
Elementary School District #1 for five years through May 2027. Provide school-
based caseworkers at two Choice Neighborhoods adjacent schools; track test
scores and identify at-risk youth needing additional services.

Financial Impact
There is no impact to the General Fund.

Concurrence/Previous Council Action
On Oct. 4, 2017, through Ordinance S-43959, the City Council authorized applying for
and implementing a $30 million HUD Choice Neighborhoods Implementation Grant for
the EEC, that also included approval to apply for and accept grants and to expend


Page 162

matching funds, in-kind and other funding sources to support and implement the Grant.

Location
The Edison-Eastlake Community is bounded by the I-10 Freeway on the north and
east, 16th Street on the west, and the Union Pacific Railroad on the south.
Council District: 8

Responsible Department
This item is submitted by Deputy City Manager Gina Montes and the Housing
Department.




Page 163



Report

Additional Resources for Public Housing Capital and Other Improvements
(Ordinance S-49245)

Request to authorize the City Manager, or his designee, to implement additional Rental
Assistance Demonstration (RAD), Capital Fund Program (CFP), and other Public
Housing resources, initiatives, and program amendments, including any U.S.
Department of Housing and Urban Development (HUD) approved amendments or
revisions. Further request to authorize the City Treasurer to accept and the City
Controller to disburse all funds for the life of the grant(s).

Summary
The RAD program was created by HUD to give Public Housing Authorities (PHAs),
such as the City's Housing Department, a powerful tool to preserve and improve aged
public housing properties and address the $26 billion nationwide backlog of deferred
maintenance and capital improvements, as well as provide future financial
sustainability and continued affordability. Another tool HUD uses is the CFP, where
funding is provided annually to PHAs for the development, financing, and
modernization of public housing developments and for management improvements.
Both programs aid in providing renovations to sites that also benefit residents. For
example, outdated units can be upgraded to include modern appliances and unit
amenities.

In addition to any authority already granted in relation to the RAD and CFP Programs
(the “Grants”), the City Manager, or City Manager’s designee, is authorized to:

· Appropriate, expend and disburse up to $12 million in Public Housing, CFP and/or
Affordable Housing Program funds to provide pre-development, development,
rehabilitation, programming, and/or operations funding to implement the Maryvale
Parkway Terrace substantial rehabilitation project to renovate 108 outdated units
and community center, common area improvements, replace major systems,
upgrade exterior paint and asphalt, etc.;

· Provide relocation assistance and benefits for residents of Maryvale Parkway
Terrace and other public housing communities in conjunction with substantial
rehabilitation and/or RAD, as federally mandated, and to execute agreements to


Page 164

minimize relocation costs and allow occupants time to relocate, as may be
necessary;

· Appropriate, expend and disburse up to $3 million in federal American Rescue Plan
Act (ARPA) funds to provide access to Wi-Fi and internet connectivity, digital
literacy training, Wi-Fi and digital broadband infrastructure, and other digital
initiatives to address the needs of households living in the following public housing
and Section 8 communities:

1. Maryvale Parkway Terrace, 4545 N. Maryvale Parkway (108 units)
2. Washington Manor, 1123 E. Monroe St. (112 units)
3. Pine Towers, 2936 N. 36th St. (156 units)
4. Fillmore Gardens, 802 N. 22nd Place (120 units)
5. Sunnyslope Manor, 205 E. Ruth Ave. (116 units)
6. McCarty on Monroe, 1130 E. Monroe St. (69 units)
7. Aeroterra Senior Village, 675 N. 16th St. (60 units)
8. Aeroterra Family Phases II and III, 1775 E. McKinley St. (130 units)
9. Marcos de Niza, 305 W. Pima St. (374 units)
10.The Summit, 12830 N. Paradise Village Parkway (206 units); and

· Procure, award, execute and submit or deliver all contracts, documents, and
agreements necessary to implement the Grants and ARPA Wi-Fi funds including,
but not limited to, agreements with other government and quasi-government
entities, financing partners, design and development contractors, Grant partners, Wi
-Fi providers and partners, service and training providers and other parties as
appropriate to carry out the terms of the Grant.

Financial Impact
There is no impact to the General Fund.

Concurrence/Previous Council Action
On Jan. 9, 2019, through Ordinance S-45290, the City Council authorized
implementing the RAD Program at various Public Housing communities.

Location
Maryvale Parkway Terrace and other various properties, as identified above in the
report.
Council Districts: 3, 5, 6, and 8




Page 165

Responsible Department
This item is submitted by Deputy City Manager Gina Montes and the Housing
Department.




Page 166



Report

Library Media Materials and Related Services Contract - RFQu 22-148 - Request
for Award (Ordinance S-49254)

Request to authorize the City Manager, or his designee, to enter into contracts with the
Contractors listed on Attachment A to provide library media materials and related
services to the Library Department. Further request to authorize the City Controller to
disburse all funds related to this item. The total value of the contracts will not exceed
$25,000,000.

Summary
These contracts will fulfill the Phoenix Public Library's needs for physical, print, and
audio-visual materials, periodicals, and related services. The Library system consists
of 16 branch libraries and the Central Library, which also houses technical services,
operations, and administrative offices. The Library's holdings number more than
1,530,000 items and it maintains more than 900,000 registered borrowers. Library
media materials and related services support the City Manager's Strategic Plan by
promoting early literacy and preparing young children for academic success and
achieving excellence for all Phoenix residents.

Procurement Information
A Request for Qualifications procurement was processed in accordance with
Administrative Regulation 3.10 to establish a Qualified Vendor List.

Fourteen offerors submitted qualifications and were deemed to be responsive and
responsible. An evaluation committee of City staff evaluated those offers based on the
following minimum qualifications:

· Provided library media resources and services for a minimum of one year.
· Provided an executive summary of the firm's experience, qualifications, and
expertise in each of the categories proposed.
· Provided an executive summary of the firm's capabilities to provide the goods or
services, describing capacity in each proposed category.

After reaching consensus, the evaluation committee recommends award to the
offerors in Attachment A.


Page 167


Contract Term
The contracts will begin on or about Jan. 1, 2023, for a five-year term with no options
to extend.

Financial Impact
The aggregate contract value will not exceed $25,000,000.

Funding is available in the Library Department's Operating budget.

Responsible Department
This item is submitted by Deputy City Manager Inger Erickson and the Library
Department.




Page 168
Attachment A


____________________________________________________________




Library Media Materials and Related Services Contract - RFQu 22-
148 – Request for Award
After reaching consensus, the evaluation committee recommends award
to the following vendor(s):

ALM Holdings Corporation
Baker & Taylor, LLC
Blackstone Audio, Inc.
Brodart
Children’s Plus, Inc.
EBSCO Information Services, LLC
Findaway World, LLC
Ingram Library Services, LLC
Library Ideas, LLC
MARCIVE, Inc.
Midwest Tape, LLC
Multi-Cultural Books & Video
World Book, Inc.
Cox Subscriptions, Inc. dba WT Cox Information Services




Page 169



Report

Amendment to the 2020-24 Consolidated Plan's 2022-23 Annual Action Plan

Request City Council approval of an amendment to the 2020-24 Consolidated Plan's
2022-23 Annual Action Plan to include the reallocation of prior year 2021-22
Emergency Solutions Grant (ESG) funds to eligible activities and the revised HOME
Investment Partnerships (HOME) Program homeownership value limits.

Summary
The City of Phoenix Annual Action Plan details the funding strategy for the Community
Development Block Grant, ESG, HOME, and Housing Opportunities for Persons with
AIDS programs. Additionally, the Annual Action Plan describes how funds will be used
to address the priorities and goals outlined in the 2020-24 Consolidated Plan.

This amendment to the 2022-23 Annual Action Plan includes the reallocation of prior-
year 2021-22 ESG funds to eligible activities and the revised maximum
homeownership purchase price for the HOME program.

Revised allocations for prior-year 2021-22 ESG funds to eligible activities for the
purposes of providing homelessness assistance and supportive services are as
follows:

Rapid Re-Housing: $243,737
Homeless Prevention: $243,737
Total 2021-22 ESG funds reallocated: $487,474

Revised HOME homeownership value limits, up to 95 percent of the median purchase
price for Maricopa County, have been approved by the United States Department of
Housing and Urban Development (HUD) and are increasing from $296,000 to
$467,000.

Financial Impact
These programs are federally funded by HUD. There is no impact to the General Fund.

Concurrence/Previous Council Action
· The Community and Cultural Investment Subcommittee recommended approval of


Page 170

the 2022-23 Annual Action Plan on May 4, 2022, by a 4-0 vote.
· City Council approved the 2022-23 Annual Action Plan on May 11, 2022.
· The Community and Cultural Investment Subcommittee recommended approval of
this item on Dec. 7, 2022, by a 3-0 vote.

Public Outreach
The City's HUD required Citizen Participation Plan states amendments will be made
public and provide for a 30-day public comment period. The City of Phoenix published
a 30-day comment period advertisement on Oct. 28, 2022. The public comment period
is open from Nov. 11, 2022, to Dec. 10, 2022.

Responsible Department
This item is submitted by Deputy City Managers Alan Stephenson and Gina Montes
and the Neighborhood Services and Housing departments and the Office of Homeless
Solutions.




Page 171



Report

Request to Amend Contract with Wilson Elementary School District #7
(Ordinance S-49252)

Request to authorize the City Manager, or his designee, to amend Contract 156924
with Wilson Elementary School District #7 to extend the term of the contract for an
additional 10 months through June 30, 2023. Further request to authorize the City
Controller to disburse all funds related to this item.

Summary
In June 2022, the City Council approved Community Development Block Grant
(CDBG) Neighborhood Enhancement program funding for the Wilson Elementary
School District #7. The U.S. Department of Housing and Urban Development (HUD)
funds the Neighborhood Enhancement Program to address community infrastructure
needs and improvements including parks, playgrounds, landscaping, and other critical
projects.

Wilson Elementary School is located in low- and moderate-income areas of Phoenix.
The playground directly supports the children attending the public school and, due to a
lack of City operated play areas in the neighborhood, the playground also supports the
local area by providing a play area after school hours and on weekends. During a
recent safety review, the playground surface was deemed unsafe and in need of
replacement.

Wilson Elementary School District #7 applied for funds to replace the playground
surfacing through the Neighborhood Enhancement Program. The project will remove
the existing surfaces and install new synthetic turf and rubber surfaces. The project will
provide a safe and inviting playground for the public school and the neighborhood.

The requested contract extension is necessary to allow the Wilson Elementary School
District complete this project and address significant material delays experienced by
the selected contractor.

Contract Term
The original six-month contract term started July 1, 2021, through Dec. 31, 2022, with
an option to extend through March 2023. If this item is approved, the term of this


Page 172

contract will be extended through June 30, 2023.

Financial Impact
There is no impact to the General Fund. The contract is funded by HUD CDBG funds.

Concurrence/Previous Council Action
On June 15, 2022, the City Council approved the award of $200,000 in CDBG funds
for this project.

Location
2929 E. Fillmore St.
Council District: 8

Responsible Department
This item is submitted by Deputy City Manager Alan Stephenson and the
Neighborhood Services Department.




Page 173



Report

Enter Into an IGA with the Cities of Avondale, Buckeye, Goodyear, Mesa, and
Tempe, Maricopa County, Gila River Indian Community, Salt-River Pima Indian
Community, Salt River Project Agricultural Improvement and Power District,
MAG and Arizona Board of Regents for the Rio Reimagined Urban Waters
Ambassador (Ordinance S-49265)

Request to authorize the City Manager, or his designee, to enter into an
intergovernmental agreement with the City of Avondale, City of Buckeye, City of
Goodyear, City of Mesa, City of Tempe, Maricopa County, Gila River Indian
Community, Salt-River Pima Indian Community, Salt River Project Agricultural
Improvement and Power District, Maricopa Association of Governments and the
Arizona Board of Regents for and on behalf of Arizona State University for the creation
of an Urban Waters Ambassador, a full-time regional leader who will be tasked with
identifying federal funding and technical assistance to support and actualize local
community projects and priorities related to the Rio Reimagined - Rio Salado Urban
Waters Federal Partnership Project. Further request to authorize the City Controller to
disburse all funds related to this item. Additionally request to authorize the City
Manager, or his designee, to enter into Intergovernmental Agreements (IGAs) as
necessary and appropriate to coordinate efforts and funding related to this project.

Summary
On Sept. 1, 2020, the United States Environmental Protection Agency designated
Arizona's Rio Reimagined - Rio Salado as the 20th Urban Waters Federal Partnership
Project. With this designation, federal, local and tribal partners work collaboratively to
improve surface water quality and achieve economic, environment, health, wellness
and recreation goals for the benefit of community residents, all while protecting the
river ecosystem as a valued natural and cultural asset. The Rio Reimagined - Rio
Salado project spans 58 miles of the Lower Salt and Gila Rivers, including six cities
and two Native American communities. The Urban Waters Ambassador is a new full-
time regional leader position who be will tasked with identifying federal funding and
technical assistance to support and actualize local community projects and priorities.
As part of the designation, the Urban Waters Ambassador will act as the regional
representative for Rio Reimagined - Rio Salado and will oversee the collaborations
with federal agencies and stakeholders in connection with the designation.



Page 174

The Maricopa Association of Governments (MAG) will hire and house the Urban
Waters Ambassador, providing in-kind office support and fiscal services.
Representatives from all funders will sit on an Advisory Council to help draft annual
work plan/scope for the Ambassador. The individual occupying the position will be
engaged by MAG as an independent contractor and will report to a MAG-designed
staff person.

Contract Term
The agreement will begin on or about Jan. 1, 2023 for a term of four years. Thereafter,
the agreement may be renewed and updated, subject to available funding support and
mutual written agreement of the parties for an additional two-year term.

Financial Impact
The total value of the City's share of the agreement is $15,000 per year, for four years,
for an aggregate value of $60,000. MAG will serve as a fiscal agent to receive and
process total compensation funding, as well as federal or other funding sources in
support of the Ambassador as needed or recommended by the Rio Advisory Board.
Funding is available from the City Manager's Office budget.

Location
This project spans 58 miles between 19th and 83rd Avenues, which includes the Loop
202 South Mountain Freeway.
Council Districts: 7, 8 and Out of City

Responsible Department
This item is submitted by City Manager Jeffrey Barton, Deputy City Manager Karen
Peters, and the Office of Government Relations.




Page 175



Report

Parks and Recreation Department and Arizona State University
Intergovernmental Agreement for Phoenix Afterschool Center Tutoring Program
(Ordinance S-49263)

Request to authorize the City Manager, or his designee, to enter into an
Intergovernmental Agreement with Arizona State University (ASU) Lodestar Center for
Philanthropy and Nonprofit Innovation to provide tutoring and educational support for
youth within the Phoenix Afterschool Center (PAC) program in which the City has
partnered with 12 Phoenix school districts and 2 charter schools to operate 33 PAC
sites on school campuses throughout the academic year. Further request authorization
for the City Controller to disburse all funds related to this item.

Summary
The ASU Lodestar Center for Philanthropy and Nonprofit Innovation Experience
Matters AmeriCorps State program (Program) places AmeriCorps members in support
of agencies serving elementary school children, with the goal of helping students
succeed in school and life. The Program proposes to place AmeriCorps members at
33 PAC sites located at 12 Phoenix elementary school districts and 2 charter schools
throughout the City of Phoenix. The AmeriCorps members can serve as a mentor/tutor
and/or supervise mentors/tutors, as well as support administrative tasks related to
program delivery, training and consistency. The AmeriCorps members will serve
Monday thru Friday from school release time (including early dismissal) until 6 p.m. for
an average of 10 hours per week when the program is in session. A minimum of 300
hours of service including onboarding and training will be performed.

Contract Term
The term of the contract will begin on or about Dec. 15, 2022 and end on Dec. 14,
2025.

Financial Impact
The aggregate value of the contract will not exceed $100,650. Funding is available in
the Parks and Recreation Department's budget.




Page 176

Responsible Department
This item is submitted by Deputy City Manager Inger Erickson and the Parks and
Recreation Department.




Page 177



Report

Development Agreement with Chevelle Properties LLC for Installation of Public
Infrastructure (Ordinance S-49260)

Request to authorize the City Manager, or his designee, to negotiate and enter into a
development agreement and any other agreements as necessary (Agreements), with
Chevelle Properties LLC, or its City-approved designee (Developer), for the installation
of public infrastructure improvements. Further request to authorize the City Controller
to disburse all funds associated with this request.

Summary
Developer is planning to bring a 32-acre destination office employment campus to
Phoenix that will add or retain 1,100 high-wage jobs. Phase 1 of the campus will
include approximately 300,000 square feet of new development representing a capital
investment estimated at $198 million (Project). Developer is a national leader in its
industry with annual revenues in the billions and thousands of locations across the
United States. After a national search the Project is still contingent upon several items
that will be finalized before the end of the year at which time the project will be publicly
announced.

The City recognizes the resulting substantial economic impacts to the City and region
by the Developer. This established and well known company will be able to call
Phoenix home and provide thousands of quality jobs to residents. Nationally this
project would be one of the first large scale office employment announcements since
the pandemic and signifies a return to normal business and recovery from the COVID-
19 pandemic. To support this new headquarters Project and expand the package that
has been provided at the State level, staff recommends the following business terms:

· Developer agrees to build a 32-acre 300,000 square feet destination office
employment campus estimated at $198 million in Phoenix.
· Developer intends to create or retain approximately 1,100 jobs.
· Within 24 months from execution of the Agreement, Developer shall satisfy all
requirements for issuance of the public infrastructure permits for Phase 1 of the
Project, pay all applicable fees related to the initial phase of development, and
obtain the first infrastructure permit for Phase 1.



Page 178

· City will reimburse Developer (upon completion of construction and acceptance by
the City of public infrastructure improvements), up to $5 million maximum
reimbursement amount from the General Fund portion of City's Transaction
Privilege Tax.
· City will also use up to $1 million from the Strategic Economic Development Fund
as a reimbursement source for the public infrastructure improvements, in the
amount of $100,000 per year for up to 10 years. City's total reimbursement from all
sources will not exceed $5 million.
· Public infrastructure improvements include street frontage and intersection
upgrades as required by the Street Transportation Department, water and sewer
main extensions along the frontage of the Project, any other floodplain and other
regional traffic improvements as detailed in the Agreements.

1. Reimbursements from the City's Transaction Privilege Tax shall be paid on an
annual basis in arrears and shall not exceed the amount of the City's General Fund
portion of the Transaction Privilege Tax collected that year that the City verifies were
collected and received from the Project. These taxes shall be comprised primarily of
the taxes relating to the construction and installation of the public infrastructure
improvements, private infrastructure improvements, and build-out of the Project. In
order to track Transaction Privilege Taxes eligible for reimbursement, all contractors
and subcontractors must secure an independent City of Phoenix Transaction Privilege
Tax (TPT) License related solely to the Project.
2. Reimbursement from the Strategic Economic Development Fund shall be
reimbursed in the amount of $100,000 annually and shall not exceed $1 million.
3. Reimbursement shall not exceed actual verifiable costs for the approved public
infrastructure improvements and combined reimbursement will not exceed $5 million.
4. Reimbursement would not begin until after the Developer completes the public
infrastructure improvements at the Site and the City has accepted those
improvements. Reimbursements would be made annually, in arrears, with additional
details to be specified in the Agreements.
5. Years 1 through 10: City will reimburse 100 percent of the eligible General Fund
TPT revenue generated from new activity at the Project.

· No other sources of funds would be used if the above resources are not adequate
to meet the projected construction expenses.
· Agreements will include other terms and conditions as deemed necessary by the
City.

Contract Term
The development agreement will terminate 10 years after the Developer's completion


Page 179

and the City's acceptance of public infrastructure improvements.

Financial Impact
The City's financial impact will not exceed $5 million, combined, from the Strategic
Economic Development Fund and the City's General Fund portion of eligible TPT
revenue generated from the Site for 10 years. Financial terms of the Agreements will
be reviewed by the Budget and Research Department to verify funding availability prior
to execution.

Location
Developer is conducting due diligence on locations in the city of Phoenix and a final
site will be selected prior to entering into a development agreement.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer and the Community
and Economic Development Department.




Page 180



Report

Authorization to Accept Donation of Lock Boxes from Phoenix Realtors

Request authorization for the City Manager, or his designee, to accept a donation of
100 lock boxes from the Phoenix Realtors.

Summary
An ongoing challenge for the Phoenix Fire Department is accessing the homes of
seniors or individuals with special needs. Fire staff is often called to the residence of
an individual who is too ill to grant access, or in response to a concerned family
member requesting staff to check welfare. When this occurs and no one is available to
answer the door, Fire staff are faced with the dilemma of having to use force in order to
access the residence. In order to address these challenges, staff requests
authorization to accept donation of 100 lock boxes from the Phoenix Realtors to
establish the Residential Lock Box Access Program. This program will provide lock
boxes to seniors and individuals with special needs in order to avoid using force to
access their residence.

The Fire Department's Community Involvement Section will process applications,
install the lock boxes, maintain a database of installations, and ensure the Phoenix
Fire Regional Dispatch Center codifies the data in a premise alter for responding units.
The Residential Lock Box Access Program will use the donated lock boxes to
implement a pilot program in City Council District 1. This will allow the program
managers to determine scope, challenges, and logistics to best serve the community
then expand access citywide.

Financial Impact
There is no impact to the City's General Fund.

Concurrence/Previous Council Action
This item was approved at the Public Safety and Justice Subcommittee meeting on
Dec. 14, 2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Fire Department.



Page 181



Report

Amend Current Ordinance to Add Paseo Hills Elementary to 2022-23 List of
School Districts (Ordinance S-49278)

Request to authorize the City Manager, or his designee, to amend the current
Ordinance (S-48726) to add Paseo Hills Elementary to the 2022-23 list of school
districts for funding a School Resource Officer (SRO). Further request authorization for
the City Treasurer to accept and for the City Controller to disburse all funds related to
this item.

Summary
The Police Department enters into Intergovernmental Agreements with various school
districts (at the school district's request) to assist with the cost of SROs deployed in
schools. Funding for these SROs is provided through partnerships with the Arizona
Department of Education and individual school districts. Through this partnership,
school district funds reimburse the City for 75 percent of the SRO's salary, while the
remaining 25 percent is paid by the City.

The amended ordinance will add Paseo Hills Elementary to the 2022-23 list of school
districts. All other terms will remain unchanged.

Contract Term
The terms of these agreements are one year, with varying start and end dates to
coincide with each school's 2022-23 school year.

Financial Impact
Cost to the City is 25 percent match for the SRO salary and fringe benefits. Funds are
available in the Police Department's budget.

Concurrence/Previous Council Action
Ordinance S-48726 was approved by the City Council at the June 15, 2022 meeting.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Police Department.




Page 182



Report

Authorization to Enter into an Agreement with the Police Executive Research
Forum for Training (Ordinance S-49262)

Request for retroactive authorization for the City Manager, or his designee, to allow the
Police Department to enter into an agreement with the Police Executive Research
Forum (PERF) to provide Integrating Communications, Assessment, and Tactics
(ICAT) training for a total not to exceed $57,500. Further request authorization for the
City Controller to disburse all funds related to this item.

Summary
The PERF is an independent research organization that focuses on critical issues in
policing and has identified best practices on developing community and problem-
oriented policing; using technologies to deliver police services to the community;
evaluating crime reduction strategies; and conducting training focused on resolving
critical incidents without using force. The ICAT training is a 12-16 hour course
designed to help officers safely and professionally resolve critical incidents involving
individuals who may pose a danger to themselves or others, but who are not armed
with firearms. Reducing the need to use deadly force, upholding the sanctity of life,
building community trust, and protecting officers from physical, emotional and legal
harm are the cornerstones of ICAT. Also, the PERF will observe two departmental
ICAT training sessions at the beginning of the departmental rollout of ICAT to provide
quality control. The training will be held in 2023 and the Police Department will pay a
fixed fee of $57,500.

If authorization is denied, the agreement will be rescinded.

Contract Term
Requesting retroactive approval for Nov. 14, 2022 through Dec. 31, 2023.

Financial Impact
Funds will be used for training and supplies and are in the Police Department's budget.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Police Department.



Page 183



Report

Spartan Vehicle Robot (Ordinance S-49281)

Request to authorize the City Manager, or his designee, to enter into a contract with
Peraton Remotec, to rebuild the F6B Robot transforming it into an upgraded vehicle
with the latest technology and increased load capacity for the Police Department.
Further request to authorize the City Controller to disburse all funds related to this
item. The aggregate agreement value will not exceed $228,826.

Summary
The purpose of this contract is to upgrade the F6B Robot, for the Police Department's
Bomb Squad Unit to use for bomb responses and added security during planned
Super Bowl activities. The Spartan Vehicle upgrade will refurbish and rebuild the F6B,
with the latest technology and increased load capacity. The Spartan Vehicle will
incorporate a dual PAN disruptor system for use in mitigation of suspected Improvised
Explosive Devices (IEDs) from a safe distance. Completing the Spartan Vehicle
upgrade will enhance reliability, usability, functionality, and longevity of the vehicle,
resulting in decreased deployment times.

Procurement Information
In accordance with Administrative Regulation 3.10, normal competition was waived as
a result of an approved Determination Memo for Special Circumstances Without
Competition as Peraton Remotec is the manufacturer and sole warranty provider of the
F6B Robot. Refurbishing this robot will meet the needs of the Police Department.

Contract Term
The one-year contract term will begin on or about Dec. 15, 2022.

Financial Impact
The aggregate contract value will not exceed $228,826. Funds are available in the
Police Department’s budget.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Police Department.




Page 184



Report

Paraclete Ballistic Shields - IFB 18-029 - Amendment (Ordinance S-49248)

Request to authorize the City Manager, or his designee, to execute an amendment to
Contract 146909 with FX Tactical, LLC to extend the contract term. Further request to
authorize the City Controller to disburse all funds related to this item. The additional
expenditures will not exceed $948,180.

Summary
This contract will provide the Police Department with Paraclete Ballistic Shields to
protect community members during evacuations, as well as protect officers during
containment and contact phases of fluid tactical incidents. The additional funds will
allow for necessary purchases through the extended contract term as additional time is
needed to complete the new procurement.

Contract Term
Upon approval, the contract will be extended through Jan. 10, 2024.

Financial Impact
Upon approval of $948,180 in additional funds, the revised aggregate value of the
contract will not exceed $1,515,230. Funds are available in the Police Department’s
budget.

Concurrence/Previous Council Action
The City Council previously reviewed and approved this request:
· Paraclete Ballistic Shields - Contract 146909 (Ordinance S-44162) on Jan. 10,
2018.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Police Department.




Page 185



Report

Ammunition Products Statewide - AZ State Cooperative CTR043473 -
Amendment (Ordinance S-49264)

Request to authorize the City Manager, or his designee, to allow additional
expenditures under Contract 150510 with Diamondback Police Supply Co., Inc. for the
purchase of ammunition products for the Police Department. Further request to
authorize the City Controller to disburse all funds related to this item. The additional
expenditures will not exceed $700,000.

Summary
The Patrol Less Lethal Pilot Program was created to evaluate the effects of providing
front-line officers with alternative tools to use during high stress incidents, with a goal
of reducing lethal force encounters. A review of the pilot program results indicated
overall success of the program and community support of the expanded use of these
products to resolve volatile incidents without the use of lethal force. The additional
funds are required to equip all precincts with less lethal tools and supplies.

The Patrol Less Lethal Program, requires additional funding for (400) Pepperball
launchers, (400) 40mm launchers, and the ammunition and accessories (optic, light,
sling) for both systems over two years. The weapons are assigned to officers and will
provide equipment to (400) officers in FY 2022-23 and (400) officers in FY 2023-24.
The Department's Patrol Division currently has (49) 40mm launchers and will have
(80) Pepperball launchers by mid-December.

Contract Term
The contract term remains unchanged, ending on June 25, 2024.

Financial Impact
Upon approval of $700,000 in additional funds, the revised aggregate value of the
contract will not exceed $1,525,000. Funds are available in the Police Department’s
budget.

Concurrence/Previous Council Action
The City Council previously approved this request:
· Ammunition Products Statewide, Contract 150510, Ordinance S-45871 on June 26,


Page 186

2019.
· Ammunition Products Statewide, Contract 150510, Ordinance S-48644 on May 25,
2022.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the Police Department.




Page 187



Report

Bus and Dial-a-Ride Public Transportation Agency Safety Plan - Request for
Approval

This report requests City Council approval of the Public Transit Department’s federally
required Public Transportation Agency Safety Plan for the operation of the city’s fixed
route bus and paratransit (Dial-a-Ride) operations.

Summary
On July 19, 2019, the Federal Transit Administration (FTA) published the Public
Transportation Agency Safety Plan (PTASP) Final Rule, requiring public transportation
systems that receive federal grant funds to develop safety plans that include Safety
Management Systems (SMS) and to set safety performance measure targets by Dec.
31, 2020, which the City of Phoenix accomplished. Since that time, the FTA informed
transit industry partners nationwide about Bipartisan Infrastructure Law changes to the
PTASP requirements and the associated compliance deadlines for implementing the
new provisions. This report provides revisions to the Department’s PTASP in order to
comply with the new requirements.

The purpose of the FTA’s Final Rule is to ensure operational safety within public transit
systems nationwide. SMS elements include:

· Safety Management Policy - A documented commitment to safety defining the
system’s objectives and its employees’ responsibilities to safety;
· Safety Risk Management - An established process for identifying, analyzing,
documenting, and mitigating safety risks and hazards;
· Safety Promotion - Establishes a process for safety training and communications;
and
· Safety Assurance - Includes safety performance monitoring and measurement,
management of change, and continuous improvement.

Safety Performance Measures outlined by the National PTASP include specific
definitions for "reportable events" as they pertain to having occurred within the transit
environment or are otherwise related to transit service, vehicles, or facilities. Those
"reportable events" are as follows:


Page 188


Fatalities
· Total number of reportable fatalities; and
· Rate per total vehicle revenue miles by mode.

Injuries
· Total number of reportable injuries; and
· Rate per total vehicle revenue miles by mode.

Safety Events
· Total number of reportable events; and
· Rate per total vehicle revenue miles by mode.

System Reliability
· Mean distance between major mechanical failures by mode.

Additional Information
On Feb. 17, 2022, the FTA informed transit industry partners nationwide about
Bipartisan Infrastructure Law changes to the PTASP requirements and the associated
compliance deadlines for implementing the new provisions, which include the
following:
· Establish a safety committee, comprised of an equal number of front-line
employees and representatives within the Public Transit Department and its
contracted service providers, to annually evaluate and approve the department’s
safety plan. A component of the region's plans allows each of the City’s contractors
to form and maintain their own safety committees to meet the new federal guidance;
· Establish a risk reduction program and targets to improve safety by reducing the
number and rates of accidents, injuries, and assaults on transit workers; and
· Outline strategies consistent with guidelines of the Centers for Disease Control and
Prevention, or a state health authority, to minimize the exposure of the public,
personnel, and property to infectious diseases and unsafe conditions.

The City’s draft PTASP (Attachment A) was developed through a collaborative
process between staff from PTD and the T2050 project management consultant (PMC)
team. The summary plan of the City’s operations contractors are appendices of the
plan and were developed in collaboration with the City's bus and Dial-a-Ride providers
(Transdev, First Transit, and MV Transportation and their respective employees). The
safety plan follows previous and new federally mandated processes and procedures,


Page 189

including SMS principles and methods.

The City of Phoenix worked with its three service providers and their employees to
operate and maintain the City’s bus and Dial-a-Ride services to ensure compliance
with the new guidance. As a result, each contractor has also developed respective
safety plans unique to their operations, facilities, and workforces. Under the new FTA
rule, the Public Transit Department is responsible for overseeing the safety of its bus
and paratransit systems, including oversight of the three service providers under
contract with the Department to provide those services.

The Maricopa Association of Governments coordinates and provides guidance to
regional transit agencies, while the Arizona Department of Transportation provides
assistance to other transit agencies across the state. The City’s regional partners, the
Regional Public Transportation Authority, Valley Metro Rail, Scottsdale, Glendale and
Peoria, also fall under the new FTA rule and have created safety plans specific to their
transit operations.

The plans of the City and its contractors and subrecipients are reviewed annually. The
FTA requires each to annually self-certify that they have PTASPs that meet the
requirements of the applicable rule. The FTA also intends to use its triennial oversight
review program to assess compliance with the requirements of the rule.

Per federal requirements, the PTASP must be approved by Phoenix's City Council by
Dec. 31, 2022.

Concurrence/Previous Council Action
On Nov. 2, 2022, the attached plan was approved by the Public Transit Department’s
safety committee, which is federally required and is made up of 12 PTD employees
that are a mixture of front-line workers, field staff, and supervisory and management
positions.

This item was approved by the Transportation, Infrastructure and Planning
Subcommittee on Nov. 16, 2022, by a vote of 4-0.

Responsible Department
This item is submitted by Deputy City Manager Mario Paniagua and the Public Transit
Department.




Page 190
ATTACHMENT A




PUBLIC
TRANSPORTATION
AGENCY SAFETY PLAN
Transit Department
December 2022




Page 191
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022





Public Transportation Agency Safety Plan
Executive Summary

The City of Phoenix Public Transit Department (PTD) has prepared the Public Transportation Agency
Safety Plan (PTASP, or Plan) to comply with the Federal Transportation Administration’s (FTA) PTASP
final rule 49 Code of Federal Regulations (CFR) Part 673, published on July 19, 2018. The rule requires
public transportation system operators receiving federal Section 5307 funds to develop safety plans with
processes and procedures that implement safety management systems (SMS) principles and methods.
The SMS includes the PTASP’s Safety Management Policy Statement, Safety Risk Management, Safety
Assurance and Safety Promotion policies and procedures that encompass a top-down and data-driven
approach to safety risk management and ensuring the effectiveness of safety risk mitigation. This Plan
serves as the overarching PTD PTASP and is supported by the three separate contract operator Safety
Plans, available as separate documents affixed to this Plan.



Phoenix Transit Operations
PTD operates fixed local bus service, neighborhood bus circulators, commuter bus service, and
paratransit services in an area of approximately 518 square miles, with a population of nearly 1.8 million.
Transit services are operated in partnership with three contractors (Contractors): First Transit Inc.,
Transdev Services Inc., and MV Transportation Inc. Day-to-day bus operations and maintenance
originate with each contractor, and PTD works with each contractor individually to ensure an effective
safety program for the entire Phoenix-operated transit system.




Developed a system-specific Developed a system-specific Developed a system-specific
safety plan for motor bus system. safety plan for motor bus safety plan for demand
system. response system.





Page 192
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Safety Plan Regulatory Background
On July 19, 2019, the FTA PTASP Final Rule (49 CFR Part 673.11(a)(3)) became effective. FTA
established the PTASP compliance date to be July 20, 2020 and extended it to December 31, 2020. PTD
finalized and approved the initial PTASP in

PTASP Elements
Safety Management Safety Risk Management
Policy An established and documented
A documented commitment process for identifying, analyzing,
to safety that defines safety assessing, and mitigating safety
objectives, as well as the risks and hazards.
accountabilities and
responsibilities of employees Safety Promotion
in regard to safety.
A process for safety training and
Safety Assurance communication.
A federally mandated process
for safety performance
Key Performance
monitoring and Indicators
measurement. As a large Established safety performance
transit provider, it is required targets, including the process
to develop processes that and timeline for conducting an
address management of annual review and update.
change and promote
continuous improvement.




Regional Relationships
PTD is responsible for overseeing the city's transit program and, at the same time, serves as the
designated recipient for federal funding under FTA's Section 5307, 5309, 5310, 5316, 5317, 5337, and
5339 programs in the Phoenix-Mesa Urbanized Area. This includes the cities of Phoenix, Tempe, Mesa,
Scottsdale, Glendale, Avondale, Fountain Hills, Peoria, Paradise Valley, Goodyear, Litchfield Park,
Surprise, Tolleson, Youngtown and areas of Maricopa County.
In addition to managing FTA grant subrecipients, PTD is responsible for ensuring compliance with federal
rules and guidelines for itself and the region’s subrecipients. Each subrecipient enters into a Grant Pass-
Through Agreement with PTD for the receipt of FTA funds.
PTD provides FTA funding for two transit agencies as subrecipients: the Regional Public Transportation
Authority (RPTA) and Valley Metro Rail, Inc. (VMR). RPTA is a public agency, duly organized under the
laws of the State of Arizona to operate regional bus service and is overseen by a board of its members’
elected officials. Membership is open to all municipalities in Maricopa County and to the county
government. VMR is a non-profit, public corporation that is responsible for the design, construction and
operation of the 26-mile light rail system and future extensions. In addition, Scottsdale, Peoria, and
Glendale provide local transit service within their jurisdictions, all as small transit agencies as defined in
the PTASP final rule.
The Arizona Department of Transportation (ADOT) serves as the State Safety Oversight Agency for PTD
and the Maricopa Association of Governments (MAG) serves the metropolitan Phoenix area as the
regional Metropolitan Planning Organization for the agencies within Maricopa County.



Page 193
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Plan Development
PTD requires transit system Contractors to develop and implement safety plans unique to each
contractor’s system and scope of operation. In addition, PTD coordinated with MAG to develop regional
transit system performance targets, by contractor and mode, in the PTASP, included in section 6.
Following the completion of the annual draft, the PTD Safety Committee reviewed the draft for
concurrence, per 49 United States Code (USC) 5329(d)(1)(A).




Certification and Implementation
Prior to finalizing the PTASP was assessed by the PTD Safety Committee, which comprises an equal
number of frontline and management staff at PTD. The Phoenix City Council adopted and certified the
PTASP along with final signature by the Accountable Executive. The PTASP was shared with ADOT and
MAG and implemented by PTD and Contractors.
Roles Defined in the PTASP
Accountable Executive
An individual who has signing authority for the Plan. Examples
of an accountable executive may include a city manager or
department director.

Board of Directors
A board that must approve the Plan. In Phoenix, the City Council
is the equivalent authority to the board of directors.



Chief Safety Officer
An individual who is responsible for safety within the transit
agency and usually reports directly to the agency’s chief
executive officer or the equivalent position.

Safety Committee
The Safety Committee is a group responsible for reviewing
safety concerns and hazards and review of the Plan ahead of
signature by the Accountable Executive and the approval by the
Board of Directors.




The PTASP followed the timeline as detailed below in Figure 1, starting with the FTA final rule and
initial PTASP draft completed by PTD.





Page 194
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



FTA Final Rule: July
19, 2019




Initial draft of PTASP




Accountable
Executive Signature
& Board Approval
(by December 1)




Develop safety
Safety Committee
performance
review
targets with MAG




Begin annual
update



Figure 1 PTASP Draft Process





Page 195
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Table 1: PTASP Revision Log

Section/Pages
Version Number Reason for Change Date Issued
Affected
Initial Revision All December 2020
Revision 1 All Annual Review December 2022
Bipartisan
Infrastructure Law
changes in 49 USC





Page 196
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Table of Contents
1. Plan Adoption and Certification ..................................................................................................... 1-1
1.1 Plan Adoption ......................................................................................................................... 1-1
1.1 Certification of Compliance..................................................................................................... 1-1

2. Introduction ...................................................................................................................................... 2-1

3. Safety Plan Regulatory Background .............................................................................................. 3-1
3.1 Plan Development .................................................................................................................. 3-1
3.2 Certification and Implementation ............................................... Error! Bookmark not defined.

4. Transit Agency Information ............................................................................................................ 4-1
4.1 General Information ................................................................................................................ 4-1
4.2 Agency Description ................................................................................................................. 4-2

5. Safety Plan Development and Maintenance .................................................................................. 5-1
5.1 PTASP Development .............................................................................................................. 5-1
5.2 Annual Internal Review and Update Process ......................................................................... 5-1
5.2.1 PTD............................................................................................................................ 5-1
5.2.2 Contractors ................................................................................................................ 5-1
5.3 PTASP Audit Process ............................................................................................................. 5-1
5.4 PTASP Documentation and Recordkeeping .......................................................................... 5-2
5.4.1 PTD............................................................................................................................ 5-2
5.4.2 Contractors ................................................................................................................ 5-2

6. Safety Performance Targets ........................................................................................................... 6-1

7. Safety Management Systems.......................................................................................................... 7-1
7.1 Safety Management Policy ..................................................................................................... 7-1
7.1.1 PTD............................................................................................................................ 7-1
7.2 State and Metropolitan Planning Organization Coordination ................................................. 7-2
7.3 Safety Goals ........................................................................................................................... 7-3
7.4 Safety Management Policy Communication .............................. Error! Bookmark not defined.
7.4.1 PTD............................................................................... Error! Bookmark not defined.
7.4.2 Contractors ................................................................... Error! Bookmark not defined.
7.5 Authorities, Roles and Responsibilities .................................................................................. 7-3
7.5.1 PTD............................................................................................................................ 7-3
7.5.2 Contractors ................................................................................................................ 7-8
7.6 Employee Safety Reporting Program ..................................................................................... 7-8
7.6.1 PTD............................................................................................................................ 7-8
7.6.2 Contractors ................................................................................................................ 7-9
7.7 Administrative Regulation Reporting Policy ........................................................................... 7-9
7.7.1 PTD............................................................................................................................ 7-9
7.7.2 Contractors .............................................................................................................. 7-10
7.8 Safety Risk Management ..................................................................................................... 7-10



Page 197
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

7.8.1 Safety Hazard Identification..................................................................................... 7-10
7.8.2 Safety Risk Assessment .......................................................................................... 7-14
7.8.3 Safety Risk Mitigation .............................................................................................. 7-16
7.9 Safety Assurance ................................................................................................................. 7-19
7.9.1 Safety Performance Monitoring and Measurement ................................................. 7-19
7.9.2 Management of Change .......................................................................................... 7-22
7.9.3 Continuous Improvement ........................................................................................ 7-22
7.10 Safety Promotion .................................................................................................................. 7-23
7.10.1 Safety Communication ............................................................................................ 7-23
7.10.2 Safety Training ........................................................................................................ 7-24



List of Appendices
Appendix A. City Council Minutes or Resolution
Appendix B. First Transit Abbreviated Safety Plan
Appendix C. Transdev Abbreviated Safety Plan
Appendix D. MV Transportation Abbreviated Safety Plan
Appendix E. PTASP Activity Log
Appendix F. PTASP Performance Target Log
1. PTASP Performance Target Log
2. PTASP Baseline Performance Log
Appendix G. PTASP Supporting Documents
1. NTD Monthly Reports
2. PTD’s Critical & Emergency Incident Communication Map
3. Employee Critical Incident Training
4. City of Phoenix Administrative Regulations
5. Public Transit Department Facility Inspection Report





Page 198
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


List of Tables
Table 1. Bus Service Safety Performance Baseline and Targets .............................................................. 6-1
Table 2. Paratransit Service Safety Performance Baseline and Targets ..... Error! Bookmark not defined.
Table 3. Safety Roles and Responsibilities ................................................................................................ 7-5
Table 4. Safety Hazard Type Identification (Step 2) ................................................................................ 7-12
Table 5. Safety Hazard Risk Probability (Step 3) .................................................................................... 7-13
Table 6. Safety Hazard Risk Severity Categories (Step 4) ...................................................................... 7-13
Table 7. Safety Hazard Risk Assessment Matrix (Step 5) ....................................................................... 7-14
Table 8. Safety Hazard Risk Index Matrix (Step 6) .................................................................................. 7-15
Table 9. Hazard Identification and Risk Assessment Log (Step 7).......................................................... 7-16
Table 10. Hazard Mitigation Actions (Step 8) ............................................... Error! Bookmark not defined.



List of Figures
Figure 1 PTASP Draft Process .................................................................................................................... iv
Figure 2. Public Transit Department Regional Chart ................................................................................. 2-2
Figure 3. City of Phoenix Public Transit Department Safety Organizational Chart ................................... 7-4
Figure 4. Safety Risk Management Eight Step Process .......................................................................... 7-10
Figure 5. Hazard Identification and Documentation (Step 1) ................................................................... 7-11
Figure 6. Safety Risk Management Scenario .......................................................................................... 7-18
Figure 7. PTD and Contractor Monthly Communication .......................................................................... 7-20





Page 199
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Glossary of Terms
49 CFR Part 673: The final rule for the Public Transportation Agency Safety Plan as authorized by the
Moving Ahead for Progress in the 21st Century Act (MAP-21). This final rule requires states and certain
operators of public transportation systems that receive federal financial assistance under 49 U.S.C.
Chapter 53 to develop Public Transportation Agency Safety Plans.

Accident: An event that involves a loss of life, a serious injury to a person, a collision of transit vehicles,
an evacuation for life safety reasons or any derailment of a transit vehicle, at any location, at any time,
whatever the cause.

Accountable Executive: Typically, the highest executive in the agency. A single, identifiable person who
has ultimate responsibility for carrying out the safety management system of a public transportation
agency, and control or direction over the human and capital resources needed to develop and maintain
the agency’s Public Transportation Agency Safety Plan, in accordance with 49 U.S.C. 5329(d), and the
agency’s Transit Asset Management Plan in accordance with 49 U.S.C. 5326.

Bipartisan Infrastructure Law: Law enacted in 2021 intended to expand investment in national
infrastructure. Transit safety requirements are further expanded in 49 U.S.C. 5329 to require the transit
providers to develop a safety committee, expand upon safety risk reduction programs, increases in
frontline safety training, and align internal programs with local and federal infectious disease prevention
requirements.

Chief Safety Officer: An adequately trained individual who has responsibility for safety and reports
directly to a transit department’s chief executive officer, general manager, president, or equivalent officer.
A Chief Safety Officer may not serve in other operational or maintenance capacity, unless employed by a
department that is either a small public transportation provider, or a public transportation provider that
does not operate a rail fixed guideway public transportation system.

Critical Incident: An occurrence, natural or human-caused, that requires a response to protect life or
property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist
threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft
accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public
health and medical emergencies, and other occurrences requiring an emergency response.

Departmental Leadership and Executive Management: Members of an agency who have authorities or
responsibilities for day-to-day implementation and operation of an agency’s safety management system.

Designated Recipient: An entity that has been designated by the state governor or his/her designee to
receive and/or sub-allocate FTA funding.

Equivalent Authority: An entity that carries out duties similar to that of a Board of Directors, for a
recipient or subrecipient of FTA funds under 49 U.S.C. Chapter 53, with sufficient authority to review and
approve a recipient or subrecipient’s Public Transportation Agency Safety Plan.

Event: An accident, incident, or occurrence.

Grant Pass-Through Agreement: A non-federal entity that provides a subaward to a subrecipient to
carry out part of a federal program.





Page 200
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Hazard: Any real or potential condition that can cause injury, illness, or death; damage to or loss of the
facilities, equipment, rolling stock or infrastructure of a public transportation system; or harm to the
environment.

Incident: An event that involves personal injury that is not a serious injury; one or more injuries requiring
medical transport; or damage to facilities, equipment, rolling stock or infrastructure that disrupts the
operations of a transit agency.

Investigation: Process of determining the causal and contributing factors of an accident, incident or
hazard for the purpose of preventing recurrence and mitigating risk.

Key Staff: A group of staff and their direct reporting personnel that support the Accountable Executive,
Chief Safety Officer or Safety Management System Executive in developing, implementing, and operating
the department’s safety management system.

Major Mechanical Failure: Failure caused by vehicle malfunction or subpar vehicle condition that
requires that the vehicle be pulled out of service.

National Public Transportation Safety Plan: A plan to improve the safety of all public transportation
systems that receive federal financial assistance under 49 U.S.C. Chapter 53.

Occurrence: An event without any personal injury in which damage to facilities, equipment, rolling stock
or infrastructure does not disrupt the operations of a transit agency/department.

Operator: Provider of public transportation as defined under 49 U.S.C. 5302(14).

Passenger: A person, other than an operator, who is boarding onto, riding on, or alighting from a vehicle
on a public transportation system for the purpose of travel.

Performance Measure: An expression based on a quantifiable indicator of performance or condition that
is used to establish targets and to assess progress toward meeting the established targets.

Performance Target: A quantifiable level of performance or condition, expressed as a value for the
measure, to be achieved within a time period required by FTA.

Potential Hazard: Any possible future condition that may cause injury, illness, or death; damage to or
loss of the facilities, equipment, rolling stock or infrastructure of a public transportation system; or harm to
the environment.

Preventive Maintenance: Regular, scheduled and/or recurring maintenance of assets (equipment and
facilities) as required by the manufacturer’s or vendor’s requirements, typically for the purpose of
maintaining assets in satisfactory operating condition. Preventive maintenance is conducted by providing
systematic inspection, detection, and correction of anticipated failures either before they occur or before
they develop into major defects. Preventive maintenance is maintenance, including tests, measurements,
adjustments, and parts replacement, performed specifically to prevent faults from occurring. The primary
goal of preventive maintenance is to avoid or mitigate the consequences of equipment failure.

Public Transportation Agency Safety Plan: The documented comprehensive agency safety plan for a
transit agency that is required by 49 U.S.C. 5329 and 49 CFR Part 673.

Rail Fixed Guideway Public Transportation System: Any fixed guideway system that uses rail,
operates for public transportation, and serves within the jurisdiction of a state (and is not subject to the




Page 201
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

jurisdiction of the Federal Railroad Administration), or any such system undergoing engineering or
construction. Rail fixed guideway public transportation systems include rapid rail; heavy rail; light rail;
monorail; trolley; and inclined plane, funicular, and automated guideway.

Reportable Event: A safety or security event occurring on transit right-of-way or infrastructure, at a transit
revenue facility, at a maintenance facility or rail yard, during a transit related maintenance activity or
involving a transit revenue vehicle. The following types of events are excluded from reporting
requirements: events that occur off transit property where affected persons, vehicles, or objects come to
rest on transit property after the event; OSHA events in administrative buildings; deaths that are a result
of illness or other natural causes; other events occurring at bus stops or shelters that are not on transit-
controlled property; collisions that occur while travelling to or from a transit-related maintenance activity;
and collisions involving a supervisor car or other transit service vehicle operating on public roads.

Risk: The composite of predicted severity and likelihood of the potential consequences of hazards.

Risk Mitigation: A method or methods to eliminate or reduce the effects of hazards.

Root Cause Analysis: A systematic process for identifying root causes of safety events and an approach
for responding to them.

Safety Assurance: The process within a transit agency’s Safety Management System that functions to
ensure the implementation and effectiveness of safety risk mitigation and the satisfaction of safety
objectives through the collection, analysis, and assessment of information.

Safety Management Policy: A transit agency’s documented commitment to safety, which defines the
transit agency’s safety objectives and the transit agency employees’ accountabilities and responsibilities
in regard to safety.

Safety Management System: The formal, top-down, data-driven, organization-wide approach to
managing safety risk and ensuring the effectiveness of a transit agency’s safety risk mitigation. Safety
management system includes systematic procedures, practices, and policies for managing risks and
hazards.

Safety Objective: A general goal or desired outcome related to safety.

Safety Performance: An organization’s safety effectiveness and efficiency, as defined by safety
performance indicators and targets, measured against the organization's safety objectives.

Safety Performance Indicator: A data-driven, quantifiable parameter used for monitoring and assessing
safety performance.

Safety Performance Measure: An expression based on a quantifiable indicator or condition of
performance that is used to establish targets and to assess progress toward meeting the established
targets.

Safety Performance Monitoring: Activities aimed at the quantification of an organization’s safety
effectiveness and efficiency during service delivery operations, through a combination of safety
performance indicators and safety performance targets.

Safety Performance Target: A quantifiable level or condition of performance, expressed as a value for a
given performance measure, achieved over a specified timeframe related to safety management
activities.




Page 202
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Safety Promotion: A combination of training and communication of safety information to support safety
management system as applied to the transit agency’s public transportation system.

Safety Risk: Assessed probability and severity of the potential consequence(s) of a hazard, using as
reference the worst foreseeable, but credible, outcome.

Safety Risk Assessment: Formal activity whereby a transit agency determines safety risk management
priorities by establishing the significance or value of the safety risks.

Safety Risk Management: A process within a transit agency’s safety plan for identifying hazards,
assessing the hazards, and mitigating safety risk.

Safety Risk Mitigation: Activities whereby a public transportation agency controls the probability or
severity of the potential consequences of hazards.

Safety Hazard Risk Probability: Likelihood that a consequence might occur, taking as reference the
worst foreseeable, but credible, condition.

Safety Hazard Risk Severity: Anticipated effects of a consequence, should hazards materialize, taking
as reference the worst foreseeable, but credible, condition.

Serious Injury: Any injury that:

• Requires hospitalization for more than 48 hours, commencing within 7 days from the date the injury
was received
• Results in a fracture of any bone (except simple fractures of fingers, toes or nose)
• Causes severe hemorrhages, or nerve, muscle, or tendon damage
• Involves any internal organ
• Involves second- or third-degree burns, or any burns affecting more than 5% of the body surface

State: A state of the United States, the District of Columbia or the Territories of Puerto Rico, the Northern
Mariana Islands, Guam, American Samoa, and the Virgin Islands.

State of Good Repair: Condition in which a capital asset can operate at a full level of performance.

State Safety Oversight Agency: An agency established by a state that meets the requirements and
performs the functions specified by 49 U.S.C. 5329(e) and the regulations set forth in 49 CFR Part 674.

Transit Agency: An operator of a public transportation system.

Transit Asset Management Plan: Strategic and systematic practice of procuring, operating, inspecting,
maintaining, rehabilitating and replacing transit capital assets to manage their performance, risks and
costs over their life cycles for the purpose of providing safe, cost-effective and reliable public
transportation, as required by 49 U.S.C. 5326 and 49 CFR 625.

Vehicle Revenue Mile: The miles that vehicles are scheduled to or travel while in revenue service.
Vehicle revenue miles include layover/recovery time and exclude deadhead, operator training, vehicle
maintenance testing and school bus and charter services.





Page 203
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Acronyms
ADOT Arizona Department of Transportation

CFR Code of Federal Regulations

CSO Chief Safety Officer

DASH Downtown Area Shuttle

FTA Federal Transit Administration

MAG Maricopa Association of Governments

NSP National Safety Plan

NTD National Transit Database

PTASP Public Transportation Agency Safety Plan

PTD Public Transit Department

RPTA Regional Public Transportation Authority

SMS Safety Management Systems

TI&I Transportation, Infrastructure and Innovation Subcommittee

U.S.C. United States Code

VMR Valley Metro Rail





Page 204
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



1. Plan Adoption and Certification
1.1 Plan Adoption
This Public Transportation Agency Safety Plan (PTASP) is approved by the Phoenix City Council and is
hereby adopted, certified as compliant and signed by the Accountable Executive and the Chief Safety
Officer:




Jesus Sapien Date Lars Jacoby Date
Accountable Executive Chief Safety Officer



1.1 Certification of Compliance
The city of Phoenix certified on INSERT DATE POST COUNCIL APPROVAL, that this PTASP is in full
compliance with 49 Code of Federal Regulations (CFR) Part 673, as required by 49 U.S.C. 5329, and is
adopted and implemented by the city of Phoenix as evidenced by the Plan adoption signature and
necessary Phoenix City Council approvals in Appendix A of this Plan.





Page 205
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



2. Introduction
The City of Phoenix Public Transit Department (PTD) originally prepared a Public Transportation Agency
Safety Plan (PTASP) in 2020 to comply with the Federal Transportation Administration’s (FTA) PTASP
final rule 49 CFR Part 673. The rule requires public transportation system operators receiving federal
Section 5307 funds to develop safety plans with processes and procedures that implement safety
management system (SMS) principles and methods. The SMS includes the PTASP’s Safety Management
Policy Statement (SMP), Safety Risk Management (SRM), Safety Assurance (SA), and Safety Promotion
(SP) policies and procedures that encompass a top-down and data-driven approach to safety risk
management and ensuring the effectiveness of safety risk mitigation.

The 2022 PTASP revision is in response to new requirements that are part of the Building Infrastructure
Law implemented in early 2022. The new requirements include the creation of a safety committee
comprised equally of front-line and management employees, a standardized formula for determining
annual safety performance targets, a new risk reduction program and the identification of ongoing training
opportunities.

PTD operates fixed local bus service, neighborhood bus circulators, commuter bus service, and
paratransit services in partnership with three Contractors: First Transit, Transdev and MV Transportation,
which are all responsible for the day-to-day operations and maintenance, although PTD works individually
with each contractor to ensure an effective safety program for the city’s transit system. 1

PTD is also part of an overall regional transit system in partnership with the Regional Public
Transportation Authority (RPTA) and Valley Metro Rail (VMR). The City of Phoenix is the designated
recipient of FTA funding for the Phoenix-Mesa Urbanized Area, and distributes funds to subrecipients
including RPTA, VMR, Tempe, Mesa, Scottsdale, Glendale, Avondale, Fountain Hills, Peoria, Paradise
Valley, Goodyear, Litchfield Park, Surprise, Tolleson, Youngtown, and unincorporated areas of Maricopa
County. In addition, Glendale, Peoria, and Scottsdale operate bus transit service in their jurisdictions, and
PTASP regulations also apply to those transit agencies. This complex regional relationship is illustrated
on Figure 2.




This PTASP represents an overarching safety program for PTD’s relationship with its bus transit service contractors and includes
safety management as it also relates to PTD employees, particularly those employees in safety-sensitive positions. As such, the
preponderance of PTD transit budget is contracted service (89% of PTD’s budget is contracted services). No city employees are bus
operators; the city does not provide maintenance, fueling or direct management of the contracted bus service. Where applicable,
each section of this Plan includes the safety management processes and procedures of PTD and/or the safety management
processes and procedures of the contractors. Contractors’ abbreviated safety plans are included in Appendices B through D. Their
full safety plans are referenced in each abbreviated plan and are available upon request.





Page 206
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



FTA Designated Recipient of Federal
Funds
(5307, 5309, 5310, 5337, 5339, CMAQ, STP)
Phoenix Public Transit Department
Operates bus & paratransit

Governance
• TIP Subcommittee
• Phoenix City Council


60% of region’s bus ridership


Subrecipients


Valley Metro Rail* RPTA* 5307
Operates 26 miles of light rail • Avondale • Surprise
Governance Regional Public Transportation
• Buckeye • Tempe
• RTAG Authority • Chandler • Tolleson
• RMC Operates Bus & Paratransit • El Mirage Operates Service
• VMR Board • Gilbert • Glendale
Governance • Goodyear • Scottsdale
• Phoenix*
• RTAG • Maricopa • Phoenix
• Tempe*
• TMC County • Peoria
• Mesa*
• RPTA Board • Mesa
• Chandler • Queen
*19 board members 57 current
Creek 5310
* Current light rail service 40% of region’s bus ridership Subrecipients


Acronyms & Abbreviations

Valley Metro Federal
• CMAQ – Congestion Mitigation and Air Quality
• TIP – Transportation, Infrastructure • RMC – Rail Management Committee
• FTA – Federal Transit Administration
and Planning Subcommittee • RTAG – Regional Transit Advisory Group
• STP – Surface Transportation Program
• TMC – Transit Management Committee


Figure 2. Public Transit Department Regional Chart
*Note that the Valley Metro Rail and RPTA PTASPs are separate from this Plan. This Plan covers the
PTD bus operations supported by First Transit, Transdev, and MV. The small transportation providers of
Scottsdale, Glendale, and Peoria are all separate PTASPs.





Page 207
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



3. Safety Plan Regulatory Background
The FTA PTASP Final Rule (49 CFR Part 673.11(a)(3)) became effective July 19, 2019. The rule requires
public transportation system operators receiving federal Section 5307 funds to develop safety plans with
processes and procedures for implementing the SMS. The PTASP contains the following four SMS
elements:

• Safety Management Policy: A documented commitment to safety that defines PTD’s objectives, as
well as the accountabilities and responsibilities of its employees in regard to safety.
• Safety Risk Management: An established and documented process for identifying, analyzing,
assessing, and mitigating safety risks and hazards.
• Safety Assurance: A federally mandated process for safety performance monitoring and
measurement. PTD is a large transit provider and therefore required to develop management of
change and continuous improvement processes.
• Safety Promotion: A process for safety training and communication.

The PTASP also contains established safety performance targets for contracted service operators,
including the process and timeline for conducting an annual PTASP review and update. Since the initial
release of the PTASP, the Bipartisan Infrastructure Law (BIL), introduced further safety requirements,
described in 49 U.S.C. 5329, elaborated upon within this document.

3.1 Initial Certification and Implementation
In accordance with 49 CFR Part 673.13, PTD’s Accountable Executive and the Phoenix City Council
certified initial compliance with the PTASP requirements in 2020, which was then shared with the Arizona
Department of Transportation (ADOT) and implemented by PTD staff and Contractors. PTD conducts
annual certification of the implementation of the PTASP in compliance with 673.13(b)

3.2 Plan Development and Annual Review
PTD requires Contractors to develop, annually update, and implement safety plans unique to each
Contractor’s system and scope of operation. The PTASP rule is also applicable to the PTD Contractors.

PTD is required to form a joint safety committee composed of the frontline and management staff, in
equal parts. Following the annual revision of the PTASP, the Plan was then brought to the PTD Safety
Committee for review and input prior to approval by the Phoenix City Council and signature by the
Accountable Executive (defined below).

PTD coordinated with the Maricopa Association of Governments (MAG) as the MPO to collaborate on
regional transit system performance targets in the PTASP.





Page 208
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



4. Transit Agency Information
4.1 General Information
General Agency Information
Public Transit Department
302 North 1st Avenue, Suite 900
Phoenix, Arizona 85003
Number of Employees: 115

Contractor Information (as of this writing)
Transdev
Number of Employees: 952
Buses (40 and 60 foot): 330
Circulator Cutaways: 10
PTD Fiscal Year Revenue Miles:
2018 - 14,924,290
2019 - 15,191,569
2020 - 13,878,353

First Transit
Number of Employees: 510
Buses (40 and 60 feet): 159
Circulator Cutaways: 6
PTD Fiscal Year Revenue Miles:
2018 - 6,453,377
2019 - 6,274,901
2020 - 6,810,813

MV Transportation
Number of Employees: 249
Dial-A-Ride Cutaways: 123
PTD Fiscal Year Revenue Miles:
2018 - 322,914
2019 - 331,731
2020 - 288,763

Note: PTD’s fiscal year is July 1 through June 30, each year.

Accountable Executive
Jesús Sapien
Public Transit Director

Chief Safety Officer
Lars Jacoby
Management Assistant II, Director’s Office

Mode Applicability
Operated: Bus and Paratransit
Plan Applicability: Bus and Paratransit

Types of Funding
Section 5307




Page 209
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


4.2 PTD Agency Description
The city of Phoenix purchased the Phoenix Transit System from a private company in 1971, and since
then is responsible for overseeing the city's transit programs and serves as the designated recipient for
federal funding under FTA's Section 5307, 5309, 5310, 5316, 5317, 5337 and 5339 programs in the
Phoenix-Mesa Urbanized Area. PTD's service area is 518 square miles, consisting of a population of
approximately 1.7 million people. PTD contracts the operation of the city’s transit network of:

- 38 local fixed routes (First Transit [11 routes] and Transdev [27 routes])
- Four circulator routes (First Transit [1 route] and Transdev [3 routes])
- Six RAPID (commuter bus) routes (Transdev)
- Phoenix Dial-A-Ride paratransit service (MV Transportation).


In addition to managing FTA grants subrecipients, PTD is responsible for ensuring compliance with
federal rules and guidelines for itself and the region’s subrecipients. Each subrecipient signs a Grant
Pass Through Agreement with PTD for the receipt of FTA funds to support its operations. Per 49 U.S.C.
5329(d)(4)(B), PTD and its subrecipients are required to utilize .75% of 5307 for risk reduction programs.

CITY OF PHOENIX CONTRACTORS

First Transit operates 11 local and one circulator routes from the city’s West Transit Facility. For
additional information, see the First Transit Abbreviated Safety Plan (Appendix B).

Transdev operates 27 local, six RAPID, and three circulator routes. Transdev operates from the city’s
North and South Transit Facilities. For additional information on Transdev, see the Transdev Abbreviated
Safety Plan (Appendix C).

MV Transportation operates the Phoenix Dial-A-Ride paratransit service for persons with disabilities
certified under the Americans with Disabilities Act of 1990 guidelines. The company operates from an
operator-leased facility.

To supplement Dial-A-Ride, PTD’s Alternative Transportation Programs are also provided by MV
Transportation for transportation assistance via taxi vouchers and to operate a shuttle service for seniors
and persons with disabilities or are receiving dialysis treatment. For additional information on MV
Transportation, see the MV Transportation Abbreviated Safety Plan (Appendix D).

OTHER AGENCIES of PTD

PTD provides FTA funding for two transit agencies and three small transit agencies as subrecipients:
RPTA, VMR, city of Scottsdale, city of Glendale, and city of Peoria respectively (see Figure 2). Each
transit agency maintains a standalone PTASP for their respective programs.

RPTA is overseen by a board of elected officials from member agencies, including Avondale, Buckeye,
Chandler, El Mirage, Gilbert, Glendale, Goodyear, Maricopa County, Mesa, Peoria, Phoenix, Scottsdale,
Surprise, Tempe, Tolleson and Wickenburg. RPTA is responsible for transit marketing and financial
management of the transit component of the Maricopa County regional transportation program. RPTA
also contracts for the operation of the local and commuter bus and paratransit services it operates outside
of Phoenix.

VMR is a non-profit, public corporation that is responsible for the design, construction and operation of
the 26-mile light rail system and future extensions. The board includes representatives from the member





Page 210
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

cities of Chandler, Mesa, Phoenix and Tempe. The light rail system currently serves Phoenix, Tempe, and
Mesa.

ADOT is the state’s agency responsible for planning, building and operating the highway system, as well
as building and maintaining bridges and the operation of the Grand Canyon Airport. ADOT serves as the
State Safety Oversight Agency for VMR within PTD.

MAG serves the metropolitan Phoenix area as the regional Metropolitan Planning Organization (MPO) for
Maricopa County and its 27 member cities and agencies. As the MPO, it is responsible for coordinating
with each public transportation provider in the development and review of their safety performance targets
(SPT) for planning purposes.





Page 211
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



5. Safety Plan Development and Maintenance
5.1 PTASP Development
The PTASP was written and reviewed by PTD subject matter experts and a third-party consultant to
ensure it meets current safety industry standards and follows 49 CFR Part 673 and 49 U.S.C. 5329.

Through its written agreements with multiple service providers, PTD requires Contractors to develop and
implement safety plans unique to their respective scope of operations, while providing oversight and input
to ensure compliance. Throughout each process, each Contractor develops and implements safety plans
that address safety needs.

The PTASP goes through a formal approval process:

1. Internal transit agency safety committee review and concurrence.

2. Transportation, Infrastructure and Planning (TIP) Subcommittee – a four-member subcommittee
of the Phoenix City Council that provides policy guidance on a range of issues, including transit.

3. Phoenix City Council – Comprised of nine members (the Mayor and eight Council members), who
provide approval and direction on policies and initiatives citywide.

5.2 Annual Internal Review and Update Process
5.2.1 PTD
PTD management and staff will review the PTASP on an annual basis prior to December 31 of each year
and make updates to the plan as necessary. Review of the PTASP along with any subsequent updates,
addendums, adoption, and distribution activities will be documented in the PTASP Activity Log (Appendix
E) and tracked through the date and version provided in the header on the individual pages. Approval of
each updated Plan will be completed by the Accountable Executive, the Chief Safety Officer (CSO) and
the Phoenix City Council; and self-certification will be completed annually by the Accountable Executive
and CSO in compliance with 49 CFR Part 673.13.

5.2.2 Contractors
At a minimum, Contractors are required to update their plans annually. Each Contractor has developed
their own review process and will submit updates to PTD.

For more details on each contractor’s safety plan review and update process, see:
• First Transit – Appendix B.2 (Plan Development, Approvals, and Updates)
• Transdev – Appendix C.5.1.3 (Agency Safety Plan Review Process)
• MV Transportation – Appendix D.2 (Plan Development, Approvals, and Updates)

5.3 PTASP Audit Process
Following PTD’s annual review and update process, PTD will consult with third-party subject matter
experts for independent auditing of the PTD PTASP. Reviews of its three service contractors will occur on
a biennial basis. The auditor will ensure the plan’s compliance with 49 CFR Part 673 and any
accompanying mandates.

In addition, the VMR and RPTA PTASPs will be independently audited annually, while the Glendale,
Scottsdale, and Peoria PTASPs will be audited triennially.




Page 212
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


5.4 PTASP Documentation and Recordkeeping
5.4.1 PTD
PTD will maintain the documents set forth in the PTASP, including those documents related to
implementation of the SMS (in tandem with operations contractors) and results from SMS processes and
activities.

PTD will also maintain documents that are included in whole, or by reference, that describe the programs,
policies, and procedures that PTD uses to carry out the PTASP and all iterations of those documents.
These documents will be made available upon request to FTA or other federal entity, or ADOT. PTD will,
at a minimum, retain these documents as outlined in the federal and local records retention policies and
schedules or for three years, as required in 49 CFR Part 673.31. Such materials may include:

• Safety Committee meeting agendas and notes;
• Proficiency and rules compliance checks;
• Employment records;
• Safety bulletins;
• Preventive and corrective maintenance records;
• Training records; and
• Event investigations

Accident and incident investigations

5.4.2 Contractors
Each Contractor maintains individual policies on safety-related documentation and recordkeeping for no
less than three years. All Contractors are committed to maintaining documents and records related to
their plans, including the safety plan itself and other associated safety records and documentation. For
more information about each Contractor’s policy on documentation and recordkeeping, see:
• First Transit – Appendix B.3 (Annual Review and Update of the Public Transportation Safety
Plan)
• Transdev – Appendix C.2 - Transdev (Safety Plan Documentation and Recordkeeping)
• MV Transportation – Appendix D.3 (Annual Review and Update of the Public Transportation
Safety Plan)





Page 213
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



6. Safety Performance Targets
The PTASP Final Rule requires public transportation providers to develop a PTASP that includes safety
performance targets based on the seven safety performance measures established under the FTA’s
National Public Transportation Safety Plan (NSP). The safety performance measures outlined in the NSP,
which are based on data currently being submitted to the National Transit Database (NTD), are
developed to ensure applicability to all modes of public transportation and are based on data submitted
using the NTD and are each listed as categories in Table 1 and Table 2. The SPTs are developed based
on a three-year rolling average. The NTD is maintained by FTA and serves as a reporting system for
public transit information tracking, such as agency funding sources, inventories of assets, safety reports
and measures of transit service. The safety performance measures included in the NSP are fatalities,
injuries, safety events and system reliability.

Given that PTD does not directly operate the Phoenix transit system or other operations in the region, the
safety performance baselines and targets presented in the PTASP are established and directly monitored
by Contractors across the region.

Each Contractor baseline was established as the actual safety performance value recorded at the end of
the federal fiscal year 2019, except for ‘System ‘Reliability, which is a contractual performance target. All
safety performance metrics use the federal fiscal calendar, which begins October 1 and ends on
September 30.

A record of prior safety performance baselines and targets are found in the PTASP Performance Target
Log (Appendix F).

Table 1 and Table 2 present the safety performance baselines and targets for bus service and paratransit
service, respectively.

Table 1. Bus Service Safety Performance Baseline and Targets
MB (per 100,000 VRM)
Rate* of Mean Distance
Mode - Rate* of Rate* of Safety Safety Between Mechanical
MB Fatalities Fatalities Injuries Injuries Events Events Failure
Actual 0 0.00 39 0.18 71 0.32 19,810
Actual 0 0.00 35 0.17 105 0.51 15,241
Actual 5 0.02 51 0.25 157 0.78 18,365
Average 1.67 0.01 42 0.20 111 0.54 17,805
SPT
(MB) 1.67 0.01 42 0.20 111.00 0.54 17,805


Table 2. Paratransit Service Safety Performance Baseline and Targets
DR (per 100,000 VRM)




Page 214
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Mode - Rate* of Rate* of Safety Rate* of System
DR Fatalities Fatalities Injuries Injuries Events Safety Events Reliability
Actual 0 0.00 1 0.03 1 0.03 18,989
Actual 0 0.00 0 0.00 2 0.07 22,554
Actual 0 0.00 1 0.03 2 0.06 19,036
Average 0 0 0.67 0.02 1.67 0.06 20,193
2023 SPT
(DR) 0 0 0.67 0.02 1.67 0.06 20,193


*rate = total number for the year/total revenue vehicle miles traveled
Tables 1 and 2 definitions:
• Fatality: A death or suicide confirmed within 30 days of a reported event. Does not include deaths in
or on transit property that are a result of illness or other natural causes.
• Injury: Any damage or harm to persons as a result of an event that requires immediate medical
attention away from the scene.
• Safety Event: A collision, derailment, fire, hazardous material spill, act of nature (Act of God),
evacuation or OSONOC (other safety occurrence not otherwise classified) occurring on transit right-
of-way, in a transit revenue facility, in a transit maintenance facility, or involving a transit revenue
vehicle that meets the established NTD reportable thresholds.
• System Reliability: The rate of vehicle failures in service, defined as mean distance between major
mechanical failures.
6.1 Accident and Assault Reduction Strategies
These SPTs are set to works towards a reduction of vehicular and pedestrian accidents involving buses.
In order to reduce such events, PTD and its contractors will utilize the SRM process, spelled out in
section 7.7. Mitigations that may be taken to reduce events may include measures to reduce visibility
impairments for bus operators that contribute to accidents, including retrofits to buses in revenue service
and specifications for future procurements that reduce visibility impairments. Additionally, per 49 U.S.C.
5329(d)(1)(I)(ii), PTD has and will continue to take measures to mitigate assaults on transit workers,
including the deployment of assault mitigation infrastructure and technology on buses. Barriers to restrict
the unwanted entry of individuals and objects into the workstations of bus operators have already been
installed regionally. To conduct this review, the PTD Safety Committees will conduct risk analyses to
determine if such physical mitigations are necessary to reduce assaults and injuries to transit workers.
See further details on the overall risk assessment and mitigation process in sections 7.7 and 7.8.





Page 215
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



7. Safety Management Systems
7.1 Safety Management Policy – 673.23(a)
7.1.1 PTD
The city of Phoenix is committed to safety management as a systematic, comprehensive, and ongoing
approach to identifying hazards and risks associated with transit system operations, facilities and related
preventive maintenance activities. The PTD Safety Management Policy (SMP) is the first layer of its
commitment to the SMS framework.

PTD adopted an SMS framework as an element of its responsibility by establishing:
• A safety management policy
• Identifying hazards and controlling risks
• Goal setting, planning, and measuring performance.

PTD recognizes that the management of safety is a core value. PTD is committed to providing safe and
reliable transportation to the communities it serves. The management team of PTD will embrace the SMS
and is committed to developing, implementing, maintaining, and constantly improving processes to
ensure safety. As SMS is a top-down method for instituting safety practices throughout the agency, all
levels of management and frontline employees are committed to safety and understand that safety is the
primary responsibility of all employees. As necessary, PTD will plan to develop plans, procedures,
structures, and resources to support the implementation of SMS within the agency. PTD is committed to
performing the following activities to implement SMS and this PTASP:
• Communicate the purpose and benefits of the SMS to all staff, managers, supervisors, and
employees through Safety Promotion activities. This communication will specifically define the
duties and responsibilities of each employee throughout the organization and all employees will
receive appropriate information and SMS training.
• Provide appropriate management involvement and the necessary resources to establish an
effective employee safety reporting system that will encourage employees to communicate and
report any unsafe work conditions, hazards, or at-risk behavior to the management team.
• Identify hazardous and unsafe work conditions and analyzing data from the employee reporting
system. After thoroughly analyzing provided data, the transit operations division will develop
processes and procedures to mitigate safety risk to an acceptable level.
• Ensure that no action will be taken against employees who disclose safety concerns through the
reporting system, unless disclosure indicates an illegal act, gross negligence, or deliberate or
willful disregard of regulations or procedures.
• Establish Safety Performance Targets (SPTs) that are realistic, measurable, and data driven.
• Continual improvement of safety performance through management processes that ensure
appropriate safety management action is taken and is effective.
• Ensure the SMP is signed by highest executive in the agency to convey that SMS is important to
the highest level of the organization.
• Provide resources for managing safety during service delivery.
• Convey to employees and agency stakeholders that receiving safety information is critical to the
operation and success of the SMS.
• Ensure that the PTD’s strategies and guidelines to address infectious disease planning and
response is consistent with the Centers for Disease Control and Prevention and the Arizona and
local health authorities in order to minimize exposure to infectious diseases in accordance with 49
USC section 5329 (d)(1)(D).

PTD also follows safety management policies as directed in the city of Phoenix’s safety program outlined
in Administrative Regulation 2.31 (AR 2.31). See the City of Phoenix Administrative Regulations
(Appendix G).



Page 216
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



7.1.1.1 Communicating the Policy Throughout the Agency
PTD
PTD is committed to ensuring the safety of our passengers, personnel, and operations. Part of that
commitment is developing an SMS and agencywide safety culture that reduces agency risk to the lowest
level possible. The first step in developing a full SMS and agencywide safety culture is communicating the
SMP throughout the agency and to the Contractors. The SMP and safety objectives are at the forefront of
all communications within the Department. This communication strategy will include posting the policy in
prominent work locations for existing employees and adding the policy statement to the on-boarding
material for all new employees The signed PTASP serves as the Accountable Executive’s endorsement
of the SMP and the Council’s adoption of the Plan and SMP.

Methods used to communicate the safety management policy include the following:

• Safety presentations at PTD staff meetings.
• Annual safety training with key PTD staff.
• PTASP and safety training information uploaded to PTD’s employee-accessible SharePoint site.
Additionally, PTD oversees the contracted transit providers to ensure that they are providing adequate
information on not only their respective SMPs, but also PTD’s overarching PTD to ensure it aligns with the
Department’s SMS values.


7.1.2 Contractors
Each Contractor has adopted their own SMPs that are compliant with 49 CFR Part 673 and are
complementary to PTD’s policy.

For specific details regarding each contractor’s safety management policy, see:
• First Transit – Appendix B.5 (Safety Management Policy)
• Transdev – Appendix C.4 (Safety Policy Statement)
• MV Transportation – Appendix D.4 (Safety Management Policy)

Contractors
PTD Contractors have included a SMP Communication section in their safety plans regarding their
communications to their staff. The Contractors plan to communicate safety information to their employees
by creating accessible safety reports, implementing training programs, posting information on general
bulletin boards, and sending safety emails.

For more information on each Contractor’s individual policies related to safety communication, see:
• First Transit – Appendix B.5 (Safety Management Policy Communication)
• Transdev – Appendix C.4 (Communication)
• MV Transportation – Appendix D.4 (Safety Management Policy Communication)

7.2 State and Metropolitan Planning Organization Coordination
The city of Phoenix makes its SPTs available to ADOT and the MPO, Maricopa Association of
Governments (MAG), to aid in those agencies’ respective regional and long-range planning processes.
To the maximum extent practicable, PTD coordinates with ADOT and MAG in the selection of the SPTs.





Page 217
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Each year during the FTA Certifications and Assurances reporting process, PTD will transmit any updates
to its SPTs to both the MAG and ADOT (unless those agencies specify another time in writing).

7.3 Safety Goals
To address the ongoing oversight and review required to ensure the proper implementation of this plan,
the following safety goals are set:

• Establish a safety and training committee with key frontline and management representatives
from PTD to review policies and procedures related to the PTASP, per 49 U.S.C. 5329(d)(1)(A).
• Encourage and improve safety communication strategies and awareness with both internal and
external stakeholders.
• Identify roles and responsibilities for the transit system’s safety program and develop a training
curriculum.
• Strive for continuous improvement in all SMS-related activities across PTD.



7.4 Authorities, Roles and Responsibilities
7.4.1 PTD
The key to a successful safety plan is fostering a culture focused on safety. With this philosophy in mind,
all PTD employees are responsible for implementing the safety practices and being safe every day.

Figure 3 illustrates the organizational structure for PTD’s SMS. Table 3 defines the specific
responsibilities and accountabilities each role has in achieving safety targets, program oversight, and
implementation.





Page 218
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: Placeholder



Figure 3. City of Phoenix Public Transit Department Safety Organizational Chart




Lars Jacoby Jesús Sapien Ken Kessler
Management Assistant II Public Transit Department Director Assistant Director




Management Albert Crespo Joe Bowar Les Scott
Deputy Director – Operations, Deputy Director – Facilities & Deputy Director – Management
Technology, & Planning Contracts Services

Page 219



Roberto Herb Muñoz Carl
Barbara Paez
Valentin Transit Montgomery
Administrative
Superintendent
Transit Transit Asset
Key Staff
Assistant II
Facilities
Superintendent Manager




MV
First Transit TransDev
Contractors Transportation


System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Table 3. Safety Roles and Responsibilities

Role Name of Staff Member Safety Responsibilities
Public Transit Jesús Sapien • Ensure compliance with FTA’s safety
Department policies.
Director • Oversee the Plan for PTD.
• Control and direct staff and capital
Accountable resources needed to create and maintain
Executive the PTASP.
• Create a safety-oriented culture across the
Management Department.
• Work with the CSO to monitor safety
performance.
• Ensure that PTD’s Contractors are working
toward achieving the safety performance
targets.
• Periodically review customer comments
related to safety concerns.
Management Lars Jacoby Chief Safety Officer
Assistant II - • Promote safety awareness throughout the
Director’s organization.
Office
• Ensure that safety documentation and
training are current.
Chief Safety
• Communicate changes in safety processes
Officer
to all applicable personnel.
• Monitor the effectiveness of corrective
actions.
• Provide periodic reports on safety
performance.
• Render independent advice to managers
and other personnel on safety-related
matters as needed.
• Ensure that safety is a high priority
throughout the organization.
• Review customer comments related to
safety concerns.
• Work with other divisions within PTD to
implement safety practices.
• Promote a safety culture across the
Department and to contractors.
• Provide oversight of contractor safety plans
through periodic reviews and audits.
• Provide oversight of contractor, RPTA,
VMR, Scottsdale, Glendale, and Peoria
safety plans through periodic reviews and
formal internal audits.




7-5

Page 220
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Role Name of Staff Member Safety Responsibilities
Deputy Joe Bowar Deputy Director – Facilities
Director - • Ensure transit facilities are well-maintained
Facilities & and meet state of good repair
Contracts requirements.
• Implement hazard mitigation strategies
Management related to transit infrastructure.
• Collaborate with other divisions to address
safety concerns related to facilities and
operations.
• Review customer comments related to
safety concerns.
• Communicate safety practices and policies
to staff in the Division.
Deputy Albert Crespo • Communicate safety practices and policies
Director - to staff within the Division.
Operations, • Ensure Contractor compliance with their
Technology & safety plan, policies, and training
Planning requirements and internal PTD safety
programs.
Management • Collaborate with other divisions to address
safety concerns related to operations and
facilities.
• Review customer comments related to
safety concerns.
Assistant Ken Kessler • Communicate safety practices and policies
Director to staff within the Division.

Management
Deputy Les Scott • Communicate safety practices and policies
Director - to staff within the Division.
Management
Services

Management




7-6

Page 221
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Role Name of Staff Member Safety Responsibilities
Transit Roberto Valentin • Supervise the contract monitoring for bus
Superintendent service Contractors: First Transit and
(Operations, Transdev.
Technology & • Respond to and communicate safety
Planning) concerns with bus service Contractors and
vice versa back to PTD.
Key Staff • Ensure bus service Contractors implement
their safety plan and related policies and
training as well as uphold PTD’s overall
SMP.
• Track safety performance for bus
Contractors.
• Monitor the quality of maintenance and
repairs performed by Contractors on
vehicles owned by PTD.
• Oversee the inspection of all transit
vehicles for safety and direct corrective
action.
• Review all customer comments related to
safety concerns.
Administrative Barbara Paez • Serve as the contract monitor for the
Assistant II paratransit service Contractor: MV
(Operations, Transportation.
Technology & • Respond to and communicate safety
Planning) concerns with paratransit service
Contractor.
Key Staff • Ensure paratransit service Contractor
implements their safety plan and related
policies and training as well as the PTD
SMP.
• Track safety performance of the paratransit
service Contractor.
• Review all customer comments related to
safety concerns.
Transit Herb Muñoz • Oversee maintenance at all transit
Superintendent facilities.
(Facilities & • Inspect transit facilities for safety issues
Contracts) and recommend corrective action.
• Incorporate safety requirements for
Key Staff contractors in on-site contracted
maintenance and repairs.
• Review customer comments related to
safety concerns at facilities.




7-7

Page 222
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Role Name of Staff Member Safety Responsibilities
Transit Asset Carl Montgomery • Manage PTD’s Transit Asset Management
Manager Plan.
(Facilities & • Provide oversight and technical assistance
Contracts) to regional partners with their own Transit
Asset Management Plans.
Key Staff • Oversee the State of Good Repair
program.
Contractors First Transit • Update PTASPs for compliance with
• Jesse Saavadra, Location federal regulations.
General Manager • Update PTASPs as necessary in response
• Adrian Green, to safety issues and provide training to
Location Safety Manager facilitate those changes to the safety plan.
• Perform regular safety checks.
MV Transportation • Implement safety policies applicable to
• Thomas Egan, operating and maintaining transit vehicles
General Manager and maintaining a safe work environment.
• Andrew Higuera, • Report and investigate safety hazards and
safety events.
• Area Safety Manager
• Implement and track regular safety training
for employees.
Transdev
• Receive employee and customer
• Rob Killebrew, comments related to safety concerns.
General Manager
• Jackie Hampton,
See Appendices B through D for specific
Director of Safety and Training safety practices of each Contractor.


7.4.2 Contractors
Each of the Contractors have identified authorities, roles and responsibilities related to safety within their
individual organizations and are responsible for also upholding the PTD SMP and overall PTASP. As part
of their safety plans, Contractors identified a respective CSO, an Accountable Executive, as well as
supporting safety staff. For each role, the Contractors specify the responsibilities that each person has
related to safety.

For specific details on each Contractor’s authorities, roles, and responsibilities, see:
• First Transit – Appendix B.5 (Authorities, Accountabilities, and Responsibilities)
• Transdev – Appendix C.4 (Safety Accountability and Responsibility)
• MV Transportation – Appendix D.4 (Authorities, Accountabilities, and Responsibilities)

7.5 Employee Safety Reporting Program
7.5.1 PTD
Reporting safety observations and safety events is an important part of every employee’s role in creating
a safe environment. PTD encourages all employees to report potential hazards and any safety events
that occur through the safety reporting program. The safety reporting program includes anonymous
contact methods such as the city of Phoenix employee-wide integrity hotline (602-262-7555, or email
hrc@phoenix.gov), in addition to the PTD employee exclusive work order hotline (602-495-7011) that
provides contact information for safety observations and safety events to be communicated to appropriate


7-8

Page 223
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

PTD staff. PTD management also maintains an open-door policy allowing for prompt communication of
safety concerns.

PTD utilizes the MPulse work order system to aid in communicating potential safety issues in the transit
system. The MPulse program is a computerized work order maintenance management system that
centralizes data, organizes maintenance data and facilitates the processes of maintenance operations.
Safety issues can be entered into MPulse for mitigation and resolution. Identified PTD staff and
contractors are notified by either email, the Work Order line or in person. The issue(s) are then entered
into MPulse as a request for service and tracked through closure.

MPulse tracks the operation and inventory of assets such as equipment, vehicles, machinery, and facility
infrastructure. Asset data that are collected via the MPulse program are utilized to determine the transit
system’s state of good repair condition and potential future asset replacement needs.

For more information on the PTD safety reporting program, see Administrative Regulation 1.2 (Fraud
Prevention and Reporting Policy [Integrity Line]) (Appendix G).

7.5.2 Contractors
Each Contractor has developed and documented an Employee Safety and Reporting Program as a part
of their individual safety plan and maintain an open door policy for safety concerns. Contractors
additionally utilize their own systems for reporting safety concerns.

For specific information on each Contractor’s employee safety reporting program, see:
• First Transit – Appendix B.5 (Employee Safety Reporting Program)
• Transdev – Appendix C.4 (Employee Safety Reporting)
• MV Transportation – Appendix D.4 (Employee Safety Reporting Program)

7.6 Administrative Regulation Reporting Policy
7.6.1 PTD
PTD is committed to providing a safe transit operating environment. To achieve this, PTD maintains
unrestricted and confidential reporting of all incidents and occurrences that may compromise the safe
conduct of operations. Every employee is responsible for the communication of any information that may
affect the integrity of transit safety to management as outlined in AR 2.31 (Appendix F).

The department’s management hold the primary responsibility for providing and maintaining a safe
workplace. Any safety problems that are beyond the supervisor’s control shall be reported to
management immediately upon detection as outlined in AR 2.31 (Appendix F).

PTD will not retaliate or take punitive actions in any way against an employee, applicant, or former
employee who, in good faith, makes a complaint, safety report or report of discrimination/harassment or
participates in the investigation of such complaint or report. This policy shall not apply to information that
involves an illegal act, or a deliberate or willful disregard of promulgated regulations or procedures.

The PTD method of collecting, recording, and disseminating information obtained from transit safety
reports is intended to protect, to the extent permissible by law, the identity of any employee who provides
transit safety information and wishes to remain anonymous.

For further information on PTD’s reporting policies, refer to the City of Phoenix Administrative Regulations
(Appendix F).




7-9

Page 224
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

7.6.2 Contractors
Each Contractor has their own administrative regulation reporting policy. All Contractors strive to deliver
safe transit service and to accomplish this each Contractor has developed its own system to encourage
employees to report safety incidents and observations and determine the necessary actions that need to
be taken following an incident.

For more details on each Contractor’s Administrative Regulation Reporting Policy, see:
• First Transit – Appendix B.5 (Employee Safety Reporting Program)
• Transdev – Appendix C.4 (Employee Safety Reporting)
• MV Transportation – Appendix D.4 (Employee Safety Reporting Program)

7.7 Safety Risk Management
The SRM process is a process that aims to provide a standard method for identifying, assessing, and
mitigating safety hazards in the bus transit system as defined in the NSP (Figure 4). Descriptions of each
step are detailed in the following sections. The risk management process allows for careful examination
of hazards, assessment of existing mitigation sufficiency, and the determination of additional mitigation
measures.



Figure 4. Safety Risk Management Eight Step Process

Identify and Assign
Assign Hazard
document
Hazard Type
hazard Probability



Assign Determine Determine
Hazard Hazard Level Hazard Risk
Severity of Risk Index



Catalog Take Hazard
Hazard Mitigation
Information Action

7.7.1 Safety Hazard Identification
7.7.1.1 PTD
An effective hazard identification program is fundamental to safety management.

PTD’s safety risk management process starts with an effort to proactively identify safety hazards that
could result in negative safety outcomes.




7-10

Page 225
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

The first step of the safety risk management process is visualized in the hazard identification and
documentation flow chart (Figure 5).

First, upon receiving communication from the on-site staff of a potential hazard, the supervisor
communicates the hazard to the division safety representative or the CSO for review and formal
documentation.




Hazard Safety
Identified in Communication Document
field or through (supervisory or Hazard
trends CSO)




Figure 5. Hazard Identification and Documentation (Step 1)
Hazard identification focuses on conditions that need special attention or immediate action, including new
procedures or training to resolve the condition. PTD uses a variety of mechanisms for identifying and
documenting hazards, namely:

• Through training and reporting procedures, PTD ensures employees can identify hazards and that
each employee understands the responsibility to report any safety hazards to the employee’s
supervisor or the safety representative. Continued refresher training helps employees improve skills
to identify hazards as outlined in AR 2.31 (Appendix F).
This regulation outlines the responsibility of supervisors to keep informed on safety subjects through
training courses, and employees to attend all job required safety training and refresher courses as
needed. The regulation also sets operational procedures to ensure employees receive and document
the appropriate safety and health training.
• In an effort to identify potential hazard recurrence, PTD uses incident reports and records to
determine specific areas of training, whether individually or for a group or common classification, that
need to be covered with employees.
• Incident reports are analyzed by safety staff to identify recurring patterns, as well as known patterns
or themes that would help identify underlying hazards and root causes of the event to mitigate or
prevent recurrence.




7-11

Page 226
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


• To increase safety knowledge, staff is encouraged to participate in professional development
activities, including peer-to-peer exchanges, which are a source to share information on lessons
learned and best practices.

Other sources for hazard identification include:

• Employee safety reporting program
• State of Good Repair reports
• Trend analysis of personnel job performance, vehicles, facilities, and other data
• Investigations of safety events
• Lessons learned from root cause analysis after safety incidents
• Safety trend analysis on data currently collected
• Training and evaluation records
• Internal safety audits

External sources of hazard information could include:

• FTA and other federal, state, county, or city authorities, including peer transit agencies
• Reports from the public
• Safety bulletins from manufacturers or industry associations

Following the identification of the safety hazard, the second step of the risk management process
determines the hazard by type – organizational, technical or environmental – to assist in identifying the
expertise needed to assess the hazard.

Hazard types are also categorized by subcategory as shown in the Safety Hazard Type Identification
chart in Table 4. For example, organizational hazards can be further detailed in a subcategory as either a
resource, procedural, training, or supervisory hazard. Each subcategory helps later define the different
types of mitigation strategies and potential effects of the safety hazard in the following steps.

Table 4. Safety Hazard Type Identification (Step 2)

Organizational Technical Environmental
Resourcing Operational Weather
Procedural Maintenance Natural
Training Design
Supervisory Equipment

Hazard types may be defined using the following descriptions:

• Organizational
o Resourcing – A hazard that is related to the supply of resources.
o Procedural – A hazard that is linked to established procedures.
o Training – A hazard that is related to inadequate or incomplete training.
o Supervisory – A hazard that is related to ineffective supervision.


7-12

Page 227
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


• Technical
o Operational – A hazard that relates to standard operations.
o Maintenance – A hazard that is linked to asset maintenance.
o Design – A hazard that is related to inadequate design.
o Equipment – A hazard that is linked to inappropriate, incorrect, or faulty equipment.
• Environmental
o Weather – A hazard that is linked to unfavorable weather conditions.
o Natural – A hazard that is related to unfavorable natural environmental conditions.
In the third step of the safety risk management process, the hazard’s probability is then identified by
matching the hazard to each probability description shown in the Safety Hazard Risk Probability chart in
Table 5.

Table 5. Safety Hazard Risk Probability (Step 3)

Probability Criteria
Frequent A hazard that is likely to occur frequently,
Probable A hazard that is likely to occur several times.
Occasional A hazard that is likely to occur sometime.
Remote A hazard that is likely to occur sometime.
Improbable A hazard that is so unlikely that it can be rejected from consideration.
Eliminated A hazard that is incapable of occurrence.

In the fourth step of the safety risk management process, the hazard’s severity can then be categorized
with the use of the Safety Hazard Risk Severity Categories chart in Table 6 by comparing the hazard to
the listed severity criteria.

Table 6. Safety Hazard Risk Severity Categories (Step 4)

Severity Criteria
Catastrophic A hazard that may cause death or system loss.
Critical A hazard that may cause severe injury, severe occupational illness, or major
system damage.

Marginal A hazard that may cause minor injury, minor occupational illness, or minor
system damage.
Negligible A hazard that may cause less than minor injury, occupational illness, or
system damage.
Insignificant Operating conditions are such that human error, subsystem or component
failure or procedural deficiencies will result in no injury, none or minor
damage to equipment, no adverse reputational damage.


7.7.1.2 Contractors
To identify safety hazards, Contractors hold monthly safety meetings and facility inspections to identify
safety risks and determine if prior issues and risks had been addressed. In addition to these practices,




7-13

Page 228
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Contractors encourage employees to report safety observations to management so they can be assessed
and mitigated before an incident occurs.

For more detail about each Contractor’s individual policies and procedures for safety hazard identification,
see
• First Transit – Appendix B.6 (Safety Risk Management)
• Transdev – Appendix C.5 (Safety Hazard Identification)
• MV Transportation – Appendix D.5 (Safety Risk Management)

7.7.2 Safety Risk Assessment
7.7.2.1 PTD
Identified hazards are assessed to determine the potential consequences of each hazard. Factors that
are used in assessing safety hazards are:

• probability of occurrence
• severity of the consequences should there be an occurrence
• level of exposure to the hazard

In the fifth step of the safety risk management process, the Risk Assessment Matrix (Table 7) takes
identified hazards and assesses the level of risk based on the hazard’s probability and severity of the
hazard’s consequences. The results of the risk assessment matrix process aids in determining whether
the risk should be managed, controlled, or eliminated in the following safety risk management steps.

Table 7. Safety Hazard Risk Assessment Matrix (Step 5)




The sixth step of the safety risk management process is completed by inputting the Risk Assessment
Matrix results into the Safety Hazard Risk Index Matrix (Table 8). This allows staff to determine the safety
hazard’s risk index for each hazard that was identified.




7-14

Page 229
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

Table 8. Safety Hazard Risk Index Matrix (Step 6)




Hazards are further defined as the following:

• Unacceptable Hazards – Hazards with a Hazard Risk Index of 1A, 1B, 1C, 2A, 2B, 3A are
“unacceptable” and must be mitigated in the most expedient manner possible to eliminate or
control them prior to the project initiating service, by reducing the severity and/or probability
of the hazard to an acceptable level.
• Undesirable Hazards – Hazards with a Hazard Risk Index of 1D, 2C, 2D, 3B, 3C, 4A are
“undesirable.” A management decision is required by Scottsdale on the specific method of
corrective action to mitigate the risk based on additional considerations such as the
availability of acceptable alternative measures (workarounds), availability of resources, on a
permanent or temporary basis.
• Acceptable with Review Hazards – Hazards with a Hazard Risk Index of 1E, 2E, 3D, 3E, 4B,
4C, 4D, 5A, 5B, 5C are “acceptable with review” by the bus transit agencies. Scottsdale may
accept the risk associated with retaining the identified hazard in an “as is” condition with no
further corrective action. Alternatively, the Scottsdale may prescribe periodic tests and
inspections or other preventative measures to ensure, on a continuing basis, that the original
severity and probability ratings are not invalidated over time by degradation of conditions in
the subject item.
• Acceptable without Review Hazards – Hazards with a Risk Index of 44E, 5D, 5E are
“acceptable” without review. The results of the analysis will be shared by the CSO with the
Accountable Executive on an ongoing basis to identify appropriate actions. All “unacceptable”
hazards must be eliminated, and measures will be taken for the remaining risk acceptance
categories to minimize risk. The results of such analysis will be shared with agency staff and
law enforcement agencies on a quarterly basis for awareness and support.

If the risk index is acceptable, the hazard must be monitored. If the risk index is undesirable, the hazard
requires careful monitoring and may also require steps taken to lower the risks at the discretion of
Executive Management. If the risk index is unacceptable, steps are taken by PTD to lower the risk to an
acceptable or tolerable level, or to remove or avoid the hazard.

7.7.2.2 Contractors
Each Contractor has developed a procedure to assess safety hazards that includes the use of a Safety
Hazard Risk Matrix that determines the severity and probability of the hazard. Based on the matrix, each
Contractor has a process to determine the level of risk a safety hazard poses to the organization.




7-15

Page 230
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

For more information on the procedures each Contractor has on assessing safety risks, see:
• First Transit – Appendix B.6 (Safety Risk Management)
• Transdev – Appendix C.5 (Safety Hazard Assessment)
• MV Transportation – Appendix D.5 (Safety Risk Management)

A third party may conduct a Contractor’s risk assessment review.
7.7.3 Safety Risk Mitigation
7.7.3.1 PTD
The risk assessment process may indicate that certain hazards are low risk, while others require
mitigation to achieve an acceptable level. In the seventh step of the safety risk management process,
staff catalogue hazard information as illustrated in the Hazard Risk Register (Table 9). After the
completion of the exercises previously detailed, the hazard ID, type, source, description, rating
(probability and severity), mitigation, status, and new hazard rating information can be populated in the
risk register.

The previous steps of the risk management process are summarized in Table 9.

Table 9. Hazard Risk Register (Step 7)
Status of
Updated
Hazard Rating feedback
Hazard Hazard Identification Hazard
Source Description (Likelihood and Mitigation with
ID Type Date Rating (after
Consequence) reporter (if
mitigation)
applicable)



Status
Hazard of Updated
Rating feedbac Hazard
Hazar Hazard Identificatio Descripti (Likelihoo Mitigatio k with Rating
Source Location
d ID Type n Date on d and n reporter (after
Conseque (if mitigatio
nce) applica n)
ble)
Employee
identified
an
ongoing
Haz- 3B F
Mainten- Employe NW side of slip/fall Fix roof
09302 9-30-2022 (Undesirab Open (eliminate
ance e Report shop floor hazard on leak
022-01 le) d)
the shop
floor due
to a roof
leak.
Operator
identified a
line of
sight
hazard Work
due to with City
overgrown Public 2E
Haz- Intersectio 2D
Maintena Employe foliage Works to (Accepta
10042 10-4-2022 n of X and (Undesirab Closed
nce e Report which may cut back ble with
022-01 Y le)
result in a the review)
potential overgrow
collision n foliage
with
individual,
vehicle, or
object.




7-16

Page 231
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




The intention of the Table 9 Hazard Risk Register is to ensure that all available safety hazard information
is considered when determining the appropriate hazard mitigation measures. This table includes sample
hazards as an example of how the Risk Register may be used

In the eighth and final step of the safety risk management process, PTD may determine and implement
safety mitigation actions to reduce or eliminate all identified safety hazards.

Safety risk mitigations may come in various forms in order to address the specific hazard accordingly.
Ultimately, the ideal mitigation is total elimination, but in scenarios where this is impossible, there are
varying degrees of protection, ranging from engineering controls, administrative controls/behavioral
modifications, and the least protective, personal protective equipment, as further laid out in Figure 6.




Elimination



Engineered controls
•Includes objects and technologies that are engineered to discourage, warn
against, or prevent inappropriate action or mitigate the consequences of
events (e.g., traffic control devices, fences, safety restraining systems, transit
controls/signals, transit monitoring systems), and corrective maintenance.


Administrative controls/behavioral modification
•Procedures and practices that mitigate the probability of accident/incident
•Behavioral interventions i.e. education and public awareness campaigns to
reduce risky behavior from factors outside of the agency's control.

Personal Protective Equipment
•The required use of equipment as a safety mitigation, which is the least
desirable mitigation due to the possibility of human error. Such equipment
includes hard hats, safety glasses, and safety vests




Figure 6 Hierarchy of Controls to Mitigate Risks
Once a mitigation action has been identified, staff will assess all changes that result from the mitigating
actions and their impacts to the transit safety performance targets. If existing mitigation measures are
sufficient, then no further mitigation actions are necessary. If a change is determined to impact a safety
performance target, then the change is evaluated through the safety risk management process.

For clarity, a scenario that properly utilizes the safety risk management process is detailed in Figure 7.




7-17

Page 232
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Safety Hazard Scenario
Staff discovered that the wheel balancer has not been calibrated since 2017. Although a specialist is
brought in to calibrate the machine, a transit safety specialist decides to complete the safety risk
management process to determine whether further mitigation is needed on the vehicles the machine
directly serves.

Step 1: The hazard is identified by staff to be “an out of calibration wheel balancer” and is
communicated to a safety representative, as depicted on Figure 4.

Step 2: Using Table 4, the hazard is determined to be of a “Technical Equipment” type, as the hazard
most closely resembles that description.

Step 3: Using Table 5, the probability is determined to be in the “Not Likely” category based on
available historical information that most closely resembles that probability criteria.

Step 4: Using Table 6, the severity is determined to be in the “Critical” category, as the worst credible
outcome to maintaining the hazard closely matches that criteria.

Step 5: Using Table 7, the risk assessment matrix results in a “High” level of risk after considering the
information from Table 5 and Table 6.

Step 6: Using Table 8, the risk index determines the level of risk to be “unacceptable” based on the
level of risk determined by Table 7.

Step 7: Using Table 9, the relevant information for the determination of the necessary risk mitigation
actions, if any, is noted to be the following:

• A wheel balancer is out of calibration.
• There is a technical equipment hazard.
• The hazard is not likely to occur.
• The hazard’s consequences are critical to the transit system’s operation.
• The risk to the transit system posed by the hazard is determined to be unacceptable.
Step 8: Staff determined, in part with the use of Table 10, that an “Administrative Action” will reduce
the level of risk posed by the hazard to an acceptable level. The administrative actions may
include the introduction of wheel balancer calibration training and the establishment of routine
calibration maintenance procedures, for example.




Figure 7. Safety Risk Management Scenario
7.7.3.2 Contractors
Contractors undergo independent safety risk mitigation of all identified hazards. Contractors utilize, at a
minimum, the same hazard information that is illustrated in Table 7, 8, and 9 to help prioritize all hazards
and all safety risks are documented and prioritized according to the level of risks.

Each Contractor outlines their Safety Risk Management Scenarios in each of their own safety plans:
• First Transit – Appendix B.6 (Safety Risk Mitigation)



7-18

Page 233
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


• Transdev – Appendix C.5 (Safety/Risk Hazard Mitigation)
• MV Transportation – Appendix D.5 (Hazard Resolution)

7.8 Safety Assurance
Safety assurance is a process that functions to ensure the implementation and effectiveness of safety risk
mitigation, and to ensure that PTD meets or exceeds its safety objectives through the collection, analysis,
and assessment of information.

7.8.1 Safety Performance Monitoring and Measurement
Contractors collect and monitor data on safety performance indicators through a variety of mechanisms,
including collecting data on key metrics on a regular basis and preparing regular reports on safety
performance. Contractors then use that data to measure effectiveness of current mitigation strategies, to
identify safety problems and track the organization’s overall progress towards meeting their performance
targets.

For specific details about each Contractor’s Safety Performance Monitoring and Measurement methods,
see:
• First Transit – Appendix B.7 (Safety Performance Monitoring and Measurement)
• Transdev – Appendix C.6 (Performance Monitoring and Measurement)
• MV Transportation – Appendix D.6 (Safety Performance Monitoring and Measurement)

7.8.1.1 Monitoring Compliance and Sufficiency of Procedures
PTD Employee and Contractor Safety Monitoring
PTD employee compliance with standard safety operating procedures is monitored by Department staff
through observation and review of information and data submitted from both employees and customers.

Contractor compliance is monitored by PTD staff through the routine and frequent monitoring activities at
transit facilities and in the field. Staff complete inspection reports that include safety reporting (Appendix
F.4). PTD staff also submits monthly compliance reports to their respective supervisors. This reporting
system addresses non-compliance with standard procedures for operations and preventive maintenance
activities through a variety of actions, including revising training materials, and when necessary, providing
systemwide employee and supervisor training.

When non-compliance is situational, mitigation activities can include individualized training, coaching and
heightened management oversight. When non-compliance is determined to be a result of inadequate
operations or preventive maintenance procedures, the identified deficient procedures are submitted to the
risk management process. At the conclusion of the risk management process, the deficiencies are
addressed to resolve the non-compliant issue.

PTD assigns specific staff to the role of a contract monitor. Each contract monitor oversees the
Contractors for compliance with PTD contracts, SPTs, compliance with NTD safety reporting standards,
information accuracy and adherence to operations and safety procedures. In addition, each month, or as
needed, Contractors share their safety performance data, incident and safety reports, and safety
observations with PTD and hold an Operations meeting as illustrated on Figure 7. The performance data
is communicated to FTA’s NTD monthly using the Uniform System of Accounts document as
circumstances dictate.




7-19

Page 234
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Safety Performance
Data

Incident & Safety
Reports
Department Contractor
Operations Meeting


Safety Observations

Figure 8. PTD and Contractor Monthly Communication


Contractors
On a monthly basis, Contractors document safety performance data, incident and safety reports, recap
reports, and safety observations, and present this information to PTD during the Operations meeting.
Contractors also monitor bus and paratransit systems for compliance with PTD and FTA operations and
maintenance procedures and communicate findings to PTD monthly. In addition, Contactors are
responsible for independently monitoring their employee’s compliance with the company’s standard
operating procedures as outlined in their individual safety plans, found in:
• First Transit – Appendix B.7 (Safety Performance Monitoring and Measurement)
• Transdev – Appendix C.6 (Performance Monitoring and Measurement)
• MV Transportation – Appendix D.6 (Safety Performance Monitoring and Measurement)

7.8.1.2 Safety Events
PTD
All investigation reports of safety events and risk management resolution reports are monitored by
assigned staff and reported to the CSO and the Accountable Executive. These reports are provided by
the Contractor upon the conclusion of a safety event investigation conducted by the Contractor.
Additionally, Contractors provide PTD with monthly NTD safety reports that staff use to identify safety
trends and SRM measures that may be ineffective, inappropriate, or not implemented as intended.

If the safety risk mitigation measure does not bring the risk to an acceptable level or otherwise fails to
meet safety objectives, then staff resubmit the safety risk/hazard to the risk management process. The
CSO then works with staff, the Contractor, and subject matter experts, to identify and implement
additional mitigation measures.

Contractors
Each Contractor develops their own individual procedures for monitoring the effectiveness of safety
hazard mitigation measures. The Contractors closely manage their safety performance data and conduct
audits to ensure they are effectively addressing safety risks within their organization.




7-20

Page 235
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

For specific safety monitoring procedures, see:
• First Transit – Appendix B Section 7 (Safety Performance Monitoring and Measurement) and
SOP #700-Accident & Safety Data Acquisition
• Transdev – Appendix C.6 (Performance Monitoring and Measurement)
• MV Transportation – Appendix D.6 (Safety Performance Monitoring and Measurement)

7.8.1.3 Safety Event Investigation
PTD
PTD employees follow the Department’s operational safety procedures as outlined in AR 2.31 (Appendix
F). These operational procedures help identify initial information that may be utilized in a safety event
investigation and include the following:

• Establish and maintain a system for reporting accidents.
• Analyze accidents to learn cause and prevention.
• Solicit suggestions from employees and promptly adopt good ideas that will promote better
safety.
• Solicit the advice of the safety committees where applicable.

For example, at the scene of a collision, PTD employees follow the Action at Scene of Collison steps that
are outlined in AR 2.31 (Appendix F.3). Steps to be taken are categorized by severity and include
drivable vehicles, non-drivable vehicles, injury accidents, non-injury accidents, and vary in their
prescribed actions.

If an event meets the criteria as an accident, employees would then take steps to first contact the
appropriate emergency services and then their supervisor.


Contractors
Contractors conduct their own investigations of safety events and notify PTD staff for tracking and NTD
reporting. The PTD CSO may assign internal Department staff to the event investigation and request a
debrief of the safety event investigation, as well as review all related investigation documentation. The
objective of the review of the Contractor safety event investigation is to determine whether the event is
considered preventable and if there were any policy violations. Additionally, assigned CSO
representatives may develop strategies that the Contractor and staff can employ to address the
identifiable root cause of any organizational, technical, or environmental hazards.

Each Contractor has created their own procedures and subject matter experts for investigating safety
events, and their company practice include using data and statements from the involved parties to
determine the cause of the incident, and mitigation measures that need to be taken to ensure the safety
event does not reoccur.

For specific details about the Contractors’ safety event investigation procedures, see:
• First Transit – Appendix B.7 (Safety Performance Monitoring and Measurement)
• Transdev – Appendix C.6 (Performance Monitoring and Measurement)
• MV Transportation – Appendix D.6 (Safety Performance Monitoring and Measurement)

7.8.1.4 Monitoring Internal Safety Reporting Programs
PTD
PTD employees are encouraged to report any safety-related issues and incidents to their supervisor or
using the department’s escalation ladder. However, when an employee wishes to remain anonymous, the



7-21

Page 236
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

city of Phoenix’s City Auditor operates the “Integrity Line,” as outlined in Administrative Regulation 1.2
(Fraud Prevention and Reporting Policy [Integrity Line]) (Appendix G).

Safety reports that are directly communicated to a supervisor for evaluation, and management is informed
as prescribed, or when the issue is out of the supervisor’s control. When a report is submitted to the city’s
Integrity Line, it is initially reviewed by the Integrity Line Committee, which is comprised of representatives
from offices of the City Auditor, the City Attorney, and the City Manager. The committee then refers the
issue(s) to PTD’s Director and CSO for review and possible investigation.

Contractors
Through their respective agreements with the city, each Contractor is tasked to identify safety hazards
and monitor performance metrics and prepare investigation reports on safety incidents for the city’s
review. All the Contractors use the data to identify trends of reoccurring safety events that need to be
mitigated.

For the specific procedures for monitoring internal safety reporting programs for each individual
Contractor, see:
• First Transit – Appendix B.6 (Safety Performance Monitoring and Measurement)
• Transdev – Appendix C.5.1 (Performance Monitoring and Measurement)
• MV Transportation – Appendix D.6 (Safety Performance Monitoring and Measurement)

7.8.2 Management of Change
7.8.2.1 PTD
Proposed or future changes in the public transit system may introduce new hazards and safety risk into
transit operations. Therefore, staff are charged with identifying system changes and determining when a
change must be evaluated through the safety risk management process.

To accomplish this, staff proactively monitor planned changes and utilize PTD and Contractor field
monitoring personnel to identify any changes in the transit system. Following the identification of a
change, the change is submitted to the risk management process to assess the change and determine
whether mitigation measures for newly identified hazards, if any, are appropriate.

7.8.2.2 Contractors
Each Contractor has developed procedures to assess how changes may create new hazards and impact
safety performance. The Contractors all have a process to review the proposed change and assess how
the change could impact safety. Depending on the level of impact the proposed change is anticipated to
have on safety, the Contractors takes actions to minimize and/or eliminate the safety risk associated with
the proposed change.

For specific details about each Contractor’s process for reviewing proposed changes, see:
• First Transit – Appendix B.7 (Management of Change)

7.8.3 Continuous Improvement
7.8.3.1 PTD
Evaluation of the SMS is necessary to ensure that allows PTD to meet safety objectives and performance
targets. As a result, PTD reviews the system safety plan during annual self-certification.

PTD also uses this data to assess identified deficiencies in SMS organizational structures, processes and
resources. If deficiencies are found as part of the safety performance assessment, staff then develops
and implements a plan to address any identified deficiencies.



7-22

Page 237
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

7.8.3.2 Contractors
Each Contractor has their own procedures to ensure their organizations are constantly striving to improve
safety. The Contractors have committed to regularly reviewing and updating their safety policies and
procedures, both through the annual review process and other review processes and audits that are
specific to each company.

For more detailed information on each Contractor’s process for continuous improvement, see:
• First Transit – Appendix B.7 (Continuous Improvement)
• Transdev – Appendix C.6 (Continuous Improvement)
7.9 Safety Promotion
Management support is essential for developing and implementing SMS. Safety promotion includes all
aspects of “who, what, when, where, why, and how” PTD and its Contractors communicate safety related
topics.

7.9.1 Safety Communication
7.9.1.1 PTD
PTD regularly communicates safety information regarding hazards and safety risks relevant to employee
roles and responsibilities and informs employees of safety actions taken in response to all reports
submitted. Methods of communication include:

• The Employee Critical & Emergency Incident Communication Map (Appendix G.2)
• Safety updates incorporated in quarterly PTD meetings
• Safety information uploaded to PTD’s employee accessible SharePoint site
• On-site management and inspections

PTD collects, catalogs and, where appropriate, analyzes and reports safety and performance information
to all staff. Staff answer the following questions to help facilitate accurate safety reporting:

• What information does this individual need to do their job?
• How can we ensure the individual understands what is communicated?
• How can we ensure the individual understands what action must be taken because of the
information?
• How can we ensure the information is accurate and kept up to date?
• Are there any privacy or security concerns to consider when sharing information? If so, what
should we do to address these concerns?

In addition, staff routinely reviews existing communication strategies to determine if additional measures
are needed to effectively reach staff and Contractors. As part of this effort, PTD uses a “safety culture
survey” to understand how safety is perceived in the workplace and what areas should be addressed to
fully implement a culture of safety. The CSO and relevant PTD staff are responsible for preparing and
distributing all related safety materials and communications.

7.9.1.2 Contractors
Each Contractor has adopted a comprehensive safety communication program to communicate safety
information to their employees. This includes monthly safety meetings to brief staff in safety sensitive
positions about safety trends and other safety related topics. The Contractors also have programs where
they use various means to promote safety within the company, including having a safety bulletin board
and sending out emails about safety.




7-23

Page 238
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

For specific details about how each Contractor disseminates safety information to its employees, see:
• First Transit – Appendix B.7 (Safety Communication)
• Transdev – Appendix C.6.2 (Safety Communication)
• MV Transportation – Appendix D.7 (Safety Communication)

7.9.2 Safety Training
7.9.2.1 PTD
PTD has a safety training program aimed at informing employees who are directly responsible for safety
of potential hazards and understand safety policies. The city’s Human Resources Department is
responsible for assigning the appropriate training to PTD staff as outlined in the city of Phoenix
Administrative Regulation 2.31 (Safety Program) (Appendix G).

PTD has developed and provides safety training for all staff who are directly responsible for safety and/or
have safety risks associated with their responsibilities, per 49 U.S.C. 5329(d)(1)(H). To develop a safety
training program compliant with FTA requirements, PTD:

• Reviewed general staff categories (e.g., administrative, driving position, supervisor, maintenance)
and respective safety related responsibilities.
• Assessed the training requirements of 49 CFR 672 and 49 U.S.C. 5329 and the courses required
for different positions.
• Assessed the training material available on the FTA PTASP Technical Assistance Center
website.
• Reviewed other training material available from industry sources such as the Community
Transportation Association of America and the American Public Transportation Association
websites.
• Developed a set of competencies and trainings required to meet the safety related activities for
each general staff category.
o Per 49 USC 5329, the PTD and Contractor personnel responsible for operations and
maintenance of facilities and buses will also begin to receive all necessary safety training
under the training program and will receive de-escalation training.
• Developed expectations for ongoing safety training and safety meeting attendance.
• Adjusted job notices associated with general staff categories to ensure that new personnel
understand the safety related competencies and training needs, and the safety related
responsibilities of the job.


The following training programs are implemented by PTD:

• New hire and orientation safety training
• Initial safety training program for operations and maintenance personnel
• Annual training to include new hazards and refresher courses
• De-escalation training for operations and maintenance personnel
• Safety meetings
7.9.2.2 Contractors
PTD contract monitors actively monitor each Contractor, which in turn provide their staff with appropriate
safety training. Contractors are required to administer the appropriate safety training to their employees,
including transit system administrative, operators, mechanics, fuelers, cleaners, and other staff
responsible for safety within their organization. Each Contractor has developed comprehensive training
programs for these employees that include new hire training, as well as ongoing training for their
employees.


7-24

Page 239
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022

For details about each Contractor’s training programs, see:
• First Transit – Appendix B.8 (Competencies and Training)
• Transdev – Appendix C.7 (Competency & Training Program)
• MV Transportation – Appendix D.7 (Competencies and Training)




7-25

Page 240
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



Appendix A.

To be added





Page 241
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Appendix B.

First Transit Abbreviated Safety Plan (see attachment)





Page 242
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Appendix C.

Transdev Abbreviated Safety Plan (see attachment)




Page 243
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Appendix D.

MV Transportation Abbreviated Safety Plan (see
attachment)




Page 244
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


Appendix E

PTASP Performance Target Log

MB (per 100,000 VRM)
Rate* of Mean Distance
Mode - Rate* of Rate* of Safety Safety Between Mechanical
MB Fatalities Fatalities Injuries Injuries Events Events Failure
Actual 0 0.00 39 0.18 71 0.32 19,810
Actual 0 0.00 35 0.17 105 0.51 15,241
Actual 5 0.02 51 0.25 157 0.78 18,365
Average 1.67 0.01 42 0.20 111 0.54 17,805
SPT
(MB) 1.67 0.01 42 0.20 111.00 0.54 17,805




DR (per 100,000 VRM)
Mode - Rate* of Rate* of Safety Rate* of System
DR Fatalities Fatalities Injuries Injuries Events Safety Events Reliability
Actual 0 0.00 1 0.03 1 0.03 18,989
Actual 0 0.00 0 0.00 2 0.07 22,554
Actual 0 0.00 1 0.03 2 0.06 19,036
Average 0 0 0.67 0.02 1.67 0.06 20,193
2023 SPT
(DR) 0 0 0.67 0.02 1.67 0.06 20,193




Page 245
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022



Appendix F. PTASP Supporting Documents
1. PTD’s Critical & Emergency Incident Communication Map
2. Employee Critical Incident Training
3. City of Phoenix Administrative Regulations
4. Public Transit Department Facility Inspection Report




Page 246
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


F-1. PTD’s Critical & Emergency Incident Communication Map




Page 247
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


F-2. Employee Critical Incident Training




Page 248
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


F-3. City of Phoenix Administrative Regulations




Page 249
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 250
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 251
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 252
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 253
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 254
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 255
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 256
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 257
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 258
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 259
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 260
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 261
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 262
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022




Page 263
System: City of Phoenix Public Transit Department Document No: PTASP
Revision # 1 Issue Date: 11/2/2022


F-4. Public Transit Department Facility Inspection Report




Page 264



Report