City of Surprise Annual Report 2019

TABLE OF CONTENTS City of Surprise Annual Report 2019

PUBLIC SAFETY

FIRE-MEDICAL 2

POLICE 13

EMERGENCY MANAGER 55

CITY DEPARTMENTS

COMMUNITY DEVELOPMENT 58

ECONOMIC DEVELOPMENT 73

FINANCE 85

HUMAN RESOURCES 94

HUMAN SERVICE & COMMUNITY VITALITY 106

INFORMATION TECHNOLOGY 135

MARKETING & COMMUNICATIONS 148

PARKS & RECREATION 163

PUBLIC WORKS 175

SPORTS & TOURISM 212

WATER RESOURCE MANAGEMENT 229

1 2019 FIRE-MEDICAL DEPARTMENT

CITY OF SURPRISE ANNUAL REPORT 2019 2 FIRE-MEDICAL DEPARTMENT

MESSAGE FROM THE CHIEF Residents of Surprise, Mayor and Council, and City Manager;

It is my privilege to present to you the Surprise Fire-Medical Department (SFMD) 2019 annual report. The culture of the SFMD is to provide the absolute highest level of customer service possible during every encounter with residents and visitors alike. We actively seek improvement and collaboration with others to enhance the services we provide. SFMD continually evaluates data to ensure services are provided in the most efficient manner available.

In 2019, SFMD responded to a total of 17,952 incidents, which represents an increase of three percent over 2018, and medical care continues as the primary service delivered. In 2019, the Department responded to 13,277 emergency medical calls, which remains at a consistent rate of approximately 74 percent of the total emergency incidents responded to by the Department.

Other highlights

• In November 2019, Medic 307, our fifth ambulance, was placed in-service and responded to 160 calls for service. • At the end of 2019, SFMD ambulance service generated over $8.5 million of revenue from medical transports since program inception. • The SFMD received a fourth consecutive Gold Award from the American Heart Association for treatment and care of myocardial infarction. • In 2019, volunteers, including Crisis Response, One Step Beyond, fire inspectors, and at the SFMD warehouse, worked 13,468 hours. • SFMD received a recommendation for accreditation from a group of Peer Assessors from the Commission on Fire Accreditation International. • Working with Public Works, SFMD broke ground on constructing a new Fire Station 304.

SFMD is truly “Always There, Always Ready” to serve the community. Our dedication and commitment to providing professional service delivery and continuous data analysis have led to the unique programs identified above. As 2020 develops, we will continue to focus on meeting new community requirements, enhancing existing programs, and continued improvement through accreditation. In preparation for the future, the Department will be meeting citizen expectations through the completion of the 2017 voter-approved bond projects by opening new Fire Station 304, start construction on a new Fire Station 308, and Readiness Center.

2 I 2019 ANNUAL REPORT 3 FIRE-MEDICAL DEPARTMENT

ADMINISTRATION The Administration Division provides leadership, SFMD FY20 Operating Budget fiscal management, long-range planning , budget development and revenue forecasting. In 9% 3% addition, Administrative Services provides grant and contract management, payroll services, Personnel Services medical invoicing, procurement assistance and Supplies administrative support to all the divisions of 88% Services SFMD.

Operating Grants ISO CLASS FFY18 SAFER - $2,388,024

FFY19 UASI CBRNE - $40,000

FFY19 UASI Central Region Drill - $16,540 ACCREDITED

Wildland Revenues FY 15 - FY 19 FFY19 SHSGP CERT - $27,700

FY19 $190,200 FFY20 GOHS DUI - $3,498 FY18 $277,240

FY17 $317,615 FY20 GOHS Occupant Safety - $19,005

FY16 $165,176 FY20 Mobile Integrated Health - $43,000 FY15 $75,509 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000

Auxiliary Revenues Inspections FY19 STAFFINGFING • Wildland - $190,200 • Assisted Living Inspections - $11,400 • Administrationration - 7 • Special Event - $5,250* • Firework Inspections - $5,900 • Fire Operations - 118188 • Maricopa Ambulance - $42,547 • Fire Inspections - $1,227 • Planning & LogistLogistics - 8 • SFMD Ambulance - $3.28M • Fire Suppression - $3,3666 • Groundnd TransportatioTransportationn - 30 • Treat & Refer - $27,922 TOTAL OTAL - 1163 • Lockbox - $19,630 *Additional funding Allocated through FD budget

3 I 2019 ANNUAL REPORT 4 FIRE-MEDICAL DEPARTMENT

Total Response 1st Due OPERATIONS 5000 The Operations Division consists of Medical Services, Training and Operations. Operations is 4000 3715 responsible for maintaining an all hazards response to the city, its residents, and all 2,916 3000 regional aid partners while ensuring the safety 2,216 2,137 of operational staff at all times. Operations 1,825 2000 achieves this by providing basic and advanced 1,225 life support services to the community 24 hours 1000 897 a day, 7 days a week as well as coordinating 539 training programs, inter-agency multi-company 0 drills while always maintaining compliance with FS301 FS302 FS303 FS304 FS305 FS306 FS307 FS308 Arizona Revised Statutes.

FY19 SFMD Logistics Division Projects Fiscal year 2019 (FY19) has proved to be a very busy year for apparatus and building design, purchase, and in service operations for the Surprise Fire-Medical Department (SFMD) Logistics Division.

Apparatus Projects Staff Vehicle Replacements

• E302: Design & construction • 3 Administration SUV’s • E303: Placed in service in April 2020 • 2 Administration ½ ton pick-ups trucks • E308: Design & construction • Risk Reduction Specialist ¾-ton pick-up truck • Type 3 Engine (BR304): Scheduled • Terrorist Liaison Officer (TLO) SUV to be placed in service in April 2020 • 1 15-passenger van • Type 6 Engine (BR303): Scheduled to • Logistics 1-ton pick-up truck be placed in service in April of 2020 • Community Emergency Response Team (CERT) deployment • Command Vehicle (BC301 Replacement): box trailer Schedule to be placed in service in June 2020 • Low Acuity vehicle (LA305 Replacement): Scheduled to be placed in service in June 2020 Fire Stations • Medical Transport Ambulance: (M307): Placed in service in November 2019 • Station 304 (Replacement): Design, construction, completion July 2020 • Medical Transport Ambulance (Reserve): • Station 308 (New build): Design, construction, completion Junee 2021 Scheduled to be placed in service in April 2020 • Purchase of Ambulance #5, M307 placed in service in November 2019 • Ambulance #6 additional reserve unit scheduled to Public Safety Redinessess Center be placed in service in April 2020 • Utility Task Vehicle (Wild Land UTV): • Logistics Warehousehouse (Replacement):(Replacemeent): Design,gn, construction,cons Scheduled to be placed in service in April 2020 completion inn May 2021

4 I 2019 ANNUAL REPORT 5 FIRE-MEDICAL DEPARTMENT

GROUND AMBULANCE SERVICE 2019 STATISTICS Ambulance Payments by Month 2019 $350,000 1,683 Transports

$300,000 M301 $250,000 2,142 Transports $200,000 M302 $150,000 2,064 Transports $100,000 M303 $50,000 2,443 Transports $0 M305 Oct-18 Dec-18 Feb-19 Mar-19 May-19 Jul-19 Aug-19 Oct-19 Dec-19 Jan-20 160 Transports M307 Deployed EMS 11/18/2019 SFMD Medical Services is responsible for overseeing the training, certification, and readiness of 165 paramedics, EMTs, fire apparatus readiness 8,492 Total Transports for medical response, oversight of medical readiness and medical supplies, CQI for the ambulance program, managing the Electronic Patient Care Report FY16 IMX posted = (EPCR), managing the Public Access Defibrillators (PAD) program, while assisting with community CPR and First Aid. $618,593.61

• Applied to ET3 FY17 IMX Posted = • Participate in the CP program $1,337,664.33 • Established bidirectional flow with the HIE • Equipped LA305 UCapit FY18 AMB Posted = • M307 placed in service at FS307 $2,427,306.63 • Purchased 47 AED’s for replacement • Contracted with Online Medical Control FY19 AMB Posted = • Deployed new bicycles to the Bike team $2,485,892.62 • Brought current fleet of LP15’s up to current standards (All v2 LP15’s) • Implemented newly designed training schedule Life to Datee FY19 tottotalstals (LTD)( • Switched all personnel to HandTevy AMB Posted = $6,86$6,869,457,457 • Switched all personnel to ASHI • The American Heart Association Platinum Plus award was receivedceived for prehospital early recognition and treatment of myocardial infarction and Stroke

5 I 2019 ANNUAL REPORT 6 FIRE-MEDICAL DEPARTMENT

TRAINING TRAINING HOURS The Training Division ensures Fire-Medical Department members meet the qualifications for the positions held. Guided by Company Training 9,865 regulations and standards from several different regulatory Driver / Operator 866 agencies, the Training Division schedules, coordinates, and delivers training that maintains compliance to the minimum EMS 2,673 standards for each rank and job function. The Training Division Haz Mat 431 encourages growth by hosting and coordinating training opportunities for members to learn beyond their current skill set. Officer 5,297 The overall goal of the Training Division is to fulfill the mission of Target Solution 3,043 the Department and build a customer-focused all-hazards response organization that balances the ever-changing needs of the people Total Training Hours we serve with the highest degree of innovation, commitment, respect, and compassion. 22,175 2019 Training Projects and Accomplishments

1 1 member attended NIMS 300 class. 2 2 members certified as Incident Safety Officer (ISO). 2 2 members attended Designed Basic Infectious Control Officer class. 3 3 Probationary firefighter all successfully passed their probation period. 3 3 members became Handtevy Instructors. 4 4 recruits firefighters successfully completed the Phoenix Regional Fire Academy. 6 6 members coordinated and ran the Statewide UASI Drill. 9 9 members attended the annual Wildland Fire Academy. 10 10 members completed Blue Card Incident Commander (IC) certified training. 10 10 members became American Heart Association (AHA) Instructors. 30 30 members attended Battery Energy Storage Systems (BESS) training. All All members completed Minimum Company Standards All All Chief Officers attended regional Command Officers training in Phoenix. All All members trained and certified in Prehospital Trauma Life Support (PHTLS). Crews attended 1st Quarter Westside Training. Subject: 2 ½” handline deployment. Crews attended 2nd Quarter Westside Training. Subject: Center Hallway attacks at LAFB. Crews attended 3rd Quarter Westside Training. Subject: Command Training at FS195. Crews attended Wildland/Urban Interface training, Command Training, Ambulance Compliance Training, Radio Communication with PD.

6 I 2019 ANNUAL REPORT 7 FIRE-MEDICAL DEPARTMENT

PREVENTION AND COMMUNITY RISK REDUCTION The Prevention and Community Risk Reduction Divisions provide a varied approach to reducing and mitigating risk to those who live, work or visit the City of Surprise. The Divisions are responsible for Fire Code adop- tions, plan review of new commercial and housing developments to ensure Code requirements are included in the plans, annual inspections on existing occupancies, inspections of new construction, and issuance of Certificate of Occupancy that ensures hazardous conditions are all mitigated. Annual inspection activities are supplemented with certified volunteer fire inspectors and engine companies.

PLAN NEW CONSTRUCTION ENGINE COMPANY OTHER REVIEWS INSPECTIONS INSPECTIONS INSPECTIONS 827 1072 448 1628

Violations Count Inspection Violation Fire Code / Description Overview 315.3.1 Storage shall be maintained 2 feet or more below the ceiling in non-sprinklered areas of buildings or a minimum of 18 inches below sprinkler head deflectors in sprinklered areas of buildings. 18 315.3.3 Combustible material shall not be stored in boiler rooms, mechanical rooms or electrical equipment rooms 509.1 Rooms containing controls for sprinkler risers and valves, or other fire detection, suppression or 28 control elements shall be identified with approved permanent signs and maintained readily visible. 604.6 Routine maintenance, inspection and operational testing shall be overseen by a properly instructed 33 individual 23 605.1 Identified electrical hazards shall be abated. 30 605.6 Open junction boxes and open-wiring splices shall be prohibited. 148 901.4.1 All fire protection systems shall be installed, repaired, operated, tested and maintained 901.4.6.2 Access doors for automatic sprinkler system riser rooms and fire pump rooms shall be labeled with an approved sign. 35 901.6.1 Fire protection systems shall be inspected, tested and maintained in accordance with referenced standards. 901.6.2.3 Records are required to be electronically copied by the fire protection company within 15 days of the 44 service 110 906.2 Portable fire extinguishers shall be selected, installed and annually maintained 907.8.5 The building owner shall be responsible to maintain the fire and life safety systems in an operable 67 condition at all times. 109 1006.3 Provide approved means of emergency lighting for all required areas in the event of power failure. 63 1011.3 Exit signs shall be internally or externally illuminated.

1008.3.1 Turnstiles more than 39 inches (991 mm) high shall meet the requirements for revolving doors. 27 1030.3 A means of egress shall be free from obstructions that would prevent its use.

7 I 2019 ANNUAL REPORT 8 FIRE-MEDICAL DEPARTMENT

COMMUNITY AFFAIRS AND PERSONNEL DIVISION The Community Affairs and Personnel Divisions provide education to the public through various programs, annual events, and social media. Programs include CERT, Car Seat Clinics, Lock Box Installs, Vials-of-Life, Ride-Alongs, and a 24/7 Volunteer Crisis Response Unit. The Personnel Division conducts all recruitment, new hire, and promotional processes. The Division also manages the selection process for all Department opportunities, such as Hazmat Tech, or Paramedic. Other functions include discipline procedures, policies, and employee relations.

SFMD Authorized Staffing ‘19 SFMD Personnel Authorized Haz Dept. Director - Fire 1 Shift BC Capt Eng FF Total Mat Paramedic A 1 9 10 18 38 6 20 Asst. Director - Assistant Chief 2 B 1 8 8 19 36 10 20 Operational (BC, Capt. Eng & FF) 126 C 1 9 9 18 37 8 20 Fire Marshal 1 40 5 4 1 5 15 3 4 Fire Inspector 2 Total 8 30 28 60 126 27 64 Fire & Life Safety Education Specialist 1 Financial Management Analyst Senior 1 Financial Analyst 1 Financial Specialist 2 Administrative Specialist 1 Administrative Technician 1 Service Worker 1 Civilian Paramedic 15 Civilian EMT 15 Total 170

Personnel: Car Seat Tech Training CCP Training 4 Car Seat Techs 2 Community Paramedicine New Hires Paramedics 13 EMTs, 3 Paramedics, Recruitment Processes 3 EMS (EMT & Paramedic) & 2019 Engineer 6 firefighter Recruits 2 Firefighters Promotional Test Promotions Recruit Training Officer 6 Firefighters, 2 RTOs for Fire Academies 2 Engineers, 2 Captains Hazmat Training 2 Hazmat Techs

8 I 2019 ANNUAL REPORT 9 FIRE-MEDICAL DEPARTMENT

COMMUNITY AFFAIRS AND PERSONNEL DIVISION (continued)

Volunteer HoursHou 1% High School Interns 38% Logistics 52% SYEP Interns Warehouse 4% Crisis Response 5%

• 24/7 Volunteer Crisis Response Unit • 32 Station Tours Community Events 2019: • 36 Car Seat Clinics • Car Seat Tech Class • 53 T&R Transports by CM301 • Engine Company 304 supervised an Eagle • 76 Other Community Events such as School Scout project including council meeting Visits, Static Displays, etc. recognition. • 123 Ride-Alongs • Conducted Mock Crash at Shadow Ridge • 274 Individuals Taught CPR / CCR • City of Surprise Pool-ooza • 278 Smoke Detector Checks • Mag Heat Relief Partner • 295 Lockboxes Installed Or Checked • G.A.I.N Night • 382 Car Seats Installed • 2 CERT Sessions - Certified 50 Citizens • 590 Treat and Refer (T&R) Calls • 3 COS Blood Drives • Vials-of-Lifee • 4 Animal Welfare PR/CCC Classes • 7 Fire Station Open Houses

9 I 2019 ANNUAL REPORT 10 FIRE-MEDICAL DEPARTMENT

INVESTING IN YOUR FUTURE

Public Safety Evidence & Readiness Center Fire Station 308 is being built in the industrial This joint Public Safety Evidence & Readiness area of the City. Upon completion, Fire Station 308 Center will provide climate-controlled public safety will be home to Engine 308. It will also be home to storage space, to optimize efficiencies by providing the City’s Hazardous Materials Response Team. tactical and emergency equipment storage at a Currently this unit is housed at Fire Station 305. single location for the Surprise Fire-Medical and This move will put the team much closer to the Surprise Police Departments. larger commercial businesses in the City. Project is currently on-schedule and has a completion date of September 2021.

Permanent Fire Station 304 will allow the Land for Future Fire/PD Station & Park Surprise Fire-Medical to increase service levels, as This project allows the city to secure 16 acres of planned growth dictates, to maintain adequate land for a future Fire Station, Police Sub Station, response times. This 22,000 square foot permanent and Community Park. The exact location for the station will accommodate an Engine, Ladder site has not yet been determined. Company, Ambulance and a Battalion Chief as demands increase.

10 I 2019 ANNUAL REPORT 11 FIRE-MEDICAL DEPARTMENT

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11 I 2019 ANNUAL REPORT 12

OFSURPRISE ANNUAL REPORT 2019 1 | 2019 ANNUAL REPORT

CITY 13

Message from the Chief

I am pleased to present the Surprise Police Department’s 2019 Annual Report.

Throughout the past year, members of YOUR Surprise Police Department continued working diligently to provide the highest level of professional public safety service. While we are proud of our accomplishments, we recognize the need to continuously enhance services to ensure we meet or exceed your expectations.

The success of the Department is attributed to the extraordinary relationship we have with our community members. That relationship is built on trust and mutual respect and is fostered through open and transparent communication.

We are committed to building upon these successes through the continued development of an organizational culture characterized by accountability, professionalism, and respect. To ensure success and achieve established goals, the following serve as our guiding principles:

• Continue to support an environment of involvement and participative problem-solving • Identify and acquire existing and developing technologies and best practices to remain on the forefront of innovation and efficiency • Ensure the effective use of timely, complete, and accurate internal and external information to suppress crime • Staff and train the Department with members who possess the knowledge, skills, and abilities to effectively provide safety and security services to the community • Challenge the status quo through critical analysis and improvement of existing law enforcement processes • Plan for future expansion of personnel, facilities and equipment to ensure timely and efficient police service

The subsequent pages are designed to communicate our organizational progress in 2019. I am confident that with the continued commitment of our employees, support from our public officials and city leaders, and the ongoing trust, confidence and assistance from our community, we will continue to make Surprise one of the safest cities in the nation.

Terry Young Chief of Police

3 | 2019 ANNUAL REPORT

Surprise Police Department’s Vision and Mission

4 | 2019 ANNUAL REPORT

Organization Structure

5 | 2019 ANNUAL REPORT

Demographics/Staffing City of Surprise

2015 2016 2017 2018 2019 Population 130,449 132,971 134,915 138,161 138,161 Area (Square Miles) 107 107 108 108 108

Source: U.S. Census Bureau, *2018 Population Estimates

Surprise Police Department

2015 2016 2017 2018 2019

Sworn Employees - Authorized 136 146 148 149 154 Sworn Employees - Actual 132 138 142 140 147 Civilian Employees Authorized 53 56 54 55 55 Civilian Employees Actual 52 49 49 51 52 Number of Authorized Officers per 1,000 Population 1.04 1.10 1.10 1.08 1.11

Total Authorized Employees 189 202 202 204 209 Total Actual Employees 184 187 191 191 199

6 | 2019 ANNUAL REPORT

2019 Crime in Surprise Type of Crime 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Homicide 1 1 1 1 4 3 8 2 8 5 Rape 12 15 7 14 13 18 12 17 21 28 Robbery 35 51 62 47 32 44 37 47 37 46 Aggravated Assault 60 69 89 86 94 107 79 53 61 50 Burglary 437 617 521 402 355 417 357 228 237 217 Larceny/Theft 1441 1871 1853 1573 1617 1672 1992 2022 1675 1730 Motor Vehicle Theft 93 108 117 146 132 105 154 172 192 135 Arson 27 20 13 8 13 23 7 6 6 11 Total Violent Crime 108 136 159 148 143 172 136 119 127 129 Total Property Crime 1998 2616 2504 2129 2117 2217 2510 2428 2110 2093 Total Part 1 Crimes 2106 2752 2663 2277 2260 2389 2646 2547 2237 2222

Annual Part 1 Crime In Surprise 3000 Overview 2500 During the calendar year 2019, the 2000 number of violent crimes increased 2% 1500 and the number of property crimes decreased 1% compared to 2018. 1000 Overall, total Part 1 Crimes decreased 500 1% in 2019 with 2,222 total Part 1 Crimes Number of Part 1 Crimes 1 Part of Number 0 compared to 2,237 in 2018. 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 This comes out to a crime rate of 16.57 Crime Rates Per 1000 Population Part 1 Crimes per 1000 population for 2019 compared to 16.86 Part 1 Crimes 23.52 per 1000 population for 2018. 22.34 20.60 19.80 19.69 19.11 18.58 19.10 16.57

2011 2012 2013 2014 2015 2016 2017 2018 2019

7 | 2019 ANNUAL REPORT

2019 Part II Crime Review

Part II Crimes 7000 6463 6000 5982 5829 5696 5526 5467 5226 5000 5020 4778

4000

3000

2000

1000

0 2011 2012 2013 2014 2015 2016 2017 2018 2019

Part II Crimes are typically those crimes that affect quality of life. The most common Part II Crimes are:

• Drug & Alcohol Offenses • Disorderly Conduct • Fraud • Criminal Damage & Vandalism • Juvenile Problems • Child Abuse, Domestic Violence, Simple Assault • Weapons Offenses

Part II Crimes comprised approximately 71% of total crimes in 2019.

8 | 2019 ANNUAL REPORT

Citizen and Officer Initiated Calls for Service

Citizen Calls for Service and Officer Initiated 2019 Calls for Service Activity

Calls forService Ofc Initiated

60,000 Citizen Officer Calls for 50,000 Initiated, Service, 49,550 40,000 42,826 54% 46% 30,000 20,000 10,000 0 2015 2016 2017 2018 2019 57% of officer initiated calls for service are civil in nature and 43% are criminal in nature. 81% of citizen calls for service are civil in nature and 19% are criminal in nature. Arrests in Surprise

Custodial Arrest Cite Release/Field Release Juvenile Detentions Custody Arrest: A subject is physically brought to SPD, fingerprinted, and booked 4,000 into jail for a criminal violation 3,500 545 Cite & Release: A subject is physically 3,000 549 436 brought to SPD, fingerprinted, issued a 538 2,500 973 citation for a criminal violation, and then 1,019 released 2,000 953 1,047 1,500 Field Release: A subject is cited for a criminal violation in the field and released. 1,000 2,002 1,663 1,777 This does not include traffic citations. 1,325 500 Juvenile Detention: A subject who is 0 under the age of 18 is cited or referred to 2016 2017 2018 2019 appear in a juvenile court or before other juvenile authorities for prosecution of a criminal offense. Total arrests (adult and juvenile combined) increased 21% from 2018 to 2019 with a total of 3,520 arrests. 9 | 2019 ANNUAL REPORT

2019 Traffic Citations

Citations 10,000 8,518 8,741 9,000 8,107 8,000 7,000 6,322 5,725 6,000 5,000 4,000 3,000 2,000 1,000 0 2015 2016 2017 2018 2019

Top 10 Traffic Violations in 2019 Compared to Prior Years Violation Description 2015 2016 2017 2018 2019

28-701A (28-701) Speed Greater than Reasonable and Prudent 2561 2154 4105 3917 3927

28-4135C No Proof of Insurance 1285 931 899 1263 596

28-2153A Viol Registration Law/no Current Registration 230 306 516 537 411

28-4135B No Evidence of Financial Responsibility w/In Vehicle 535 496 481 496 377

54-8B DDO - Using a Mobile Device While Operating a Motor Vehicle N/A N/A N/A N/A 318

28-855B Stop Sign Violation 225 174 311 331 304

28-797F School Zone in Excess of 15MPH 271 221 308 267 278

28-3151A No Valid Driver’s License 197 179 297 276 274

28-3482A Driving on Suspended License 348 313 260 271 246

28-644A1 Fail to Obey Traffic Control Dev 193 197 221 206 233

10 | 2019 ANNUAL REPORT

2019 Traffic Collisions

Year Fatal Injury Property Damage Hit & Run Non Reportable Total 2015 0 253 992 339 207 1791 2016 3 239 1177 354 200 1973 2017 5 251 1169 346 181 1952 2018 3 254 1259 395 151 2062 2019 2 229 1286 228 142 1887

Total Collisions 2,500 2,061 1,973 1,951 1,888 2,000 1,791 1,661 1,563 1,574 1,460 1,499 1,496 1,500

1,000

500

0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

2019 DUI Statistics

DUI DUI Minor Total DUI Total DUI Year Ext DUI Agg DUI Misd DUI Under 21 Drugs Consumption Charges Arrests

2015 111 15 251 9 14 19 400 216

2016 104 17 267 4 15 19 407 208

2017 109 18 292 9 30 23 458 230

2018 141 30 350 15 20 2 556 218

2019 160 21 407 6 24 3 618 240

11 | 2019 ANNUAL REPORT

Surprise Police Department Beat Map

12 | 2019 ANNUAL REPORT

Part I Crime by Beat

2019 Violent Part 1 Crimes by Beat 2019 Property Part 1 Crimes by Beat

Beat 42 Beat 21 Beat 42 Beat 21 12% 32% 15% 15% Beat 41 Beat 41 Beat 22 19% 17% 18% Beat 22 18% Beat 31 Beat 32 Beat 31 Beat 23 10% Beat 23 6% 16% 12% 13% Beat 32 3%

Part I Crimes are comprised of violent crimes and property crimes. The beats with the highest total number of Part I Crimes are Beat 22 (18%) and Beat 41 (17%).

The fewest number of Part I Crimes are Beat 31 (13%) and Beat 32 (6%).

Agg Total Stolen Total Total Beat Homicide Rape Robbery Assault Violent Burglary Larceny/Theft Vehicle Arson Property Part 1 Beat 21 1 3 6 15 25 56 139 24 0 219 244 Beat 22 0 5 20 15 40 29 206 23 1 259 299 Beat 23 1 4 3 9 17 33 207 12 0 252 269 Beat 31 0 2 7 6 15 30 149 14 0 193 208 Beat 32 1 0 0 3 4 17 69 10 0 96 100 Beat 41 1 4 4 19 28 34 200 21 2 257 285 Beat 42 0 6 2 10 18 23 174 22 5 224 242

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Beat 21 Part 1 Crimes Part I Crime by Beat 1% 0% Homicide 0% 3% 6% The following charts show Part I Rape Crimes for each beat. 10% Robbery 23% Part I Crimes include: Agg Assault

57% Burglary • Homicide • Larceny/Theft Rape • Robbery Stolen Vehicle • Aggravated Assault Arson • Burglary • Larceny/Theft

• Motor Vehicle Theft Beat 22 Part 1 Crimes • Arson *0% may be shown on a chart when there 0% 1% are a small number of crimes and the 5% Rape overall percentage is less than 1 %. 8% 7% Robbery 10% Agg Assault Burglary 69% Larceny/Theft Stolen Vehicle Arson

Beat 23 Part 1 Crimes

0% 2% 0% 1% Homicide 5% 3% Rape 12% Robbery Agg Assault

77% Burglary Larceny/Theft Stolen Vehicle Arson

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Beat 31 Part 1 Crimes Beat 32 Part 1 Crimes

1% 0% 0% Homicide 0% 3% 3% 0% Rape 7% 10% 18% Rape 14% Robbery Burglary Agg Assault Larceny/Theft 72% Burglary 72% Stolen Vehicle Larceny/Theft Arson Stolen Vehicle Arson

Beat 41 Part 1 Crimes Beat 42 Part 1 Crimes

1% 1% 1% 2% 1% 7% Rape 2% 4% Rape 7% Robbery 9% Robbery 12% 10% Agg Assault Agg Assault Burglary Burglary 71% Larceny/Theft 72% Larceny/Theft Stolen Vehicle Stolen Vehicle Arson Arson

15 | 2019 ANNUAL REPORT

Quality of Life

The charts on the following pages show Qualify of Life crimes for each Beat. Quality of Life crimes include:

• Criminal Damage/Graffiti • Juvenile Problems • Noise Disturbance • Disorderly Conduct • Drug/Alcohol Offenses

2019 Quality of Life by Beat

Beat 42 Beat 21 14% 23% Beat 22 14% In 2019, Beat 42 had the highest percentage Beat 41 18% Beat 23 of Quality of Life calls with 22% and Beat 32 Beat 31 19% had the lowest percentage of Quality of Life 8% calls with 4%.

*0% may be shown on a chart when there are a Beat 32 small number of crimes and the overall percentage 4% is less than 1 %.

Beat Criminal Damage Graffiti Juv Problems Noise Calls Dis Conduct Drug/Alcohol Total Beat 21 105 26 44 200 71 107 553 Beat 22 74 13 121 110 68 157 543 Beat 23 68 5 155 351 92 66 737 Beat 31 53 2 36 92 41 77 301 Beat 32 21 9 25 57 22 12 146 Beat 41 88 8 177 323 61 67 724 Beat 42 126 22 348 289 69 70 924

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Quality of Life by Beat

Beat 21 Quality of Life Beat 22 Quality of Life

Criminal Damage 2% Criminal Damage 19% 19% 14% 5% Graffiti 29% Graffiti 13% 8% Juv Problems 22% Juv Problems 13% Noise Calls Noise Calls 36% 20% Dis Conduct Dis Conduct Drug/Alcohol Drug/Alcohol

Beat 23 Quality of Life

1% Criminal Damage 9% 9% 12% Graffiti 21% Juv Problems

48% Noise Calls Dis Conduct Drug/Alcohol

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Beat 31 Quality of Life Beat 32 Quality of Life

Criminal Damage Criminal Damage 18% 1% 8% 15% 6% 25% Graffiti 15% Graffiti 12% Juv Problems 17% Juv Problems 14% 30% Noise Calls 39% Noise Calls Dis Conduct Dis Conduct Drug/Alcohol Drug/Alcohol

Beat 41 Quality of Life

8% 1% Criminal Damage 9% 12% Graffiti 25% Juv Problems 45% Noise Calls Dis Conduct Drug/Alcohol

Beat 42 Quality of Life

7% 2% Criminal Damage 8% 14% Graffiti Juv Problems 31% 38% Noise Calls Dis Conduct Drug/Alcohol

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Response Times

Priority 1 calls are those in which there is an imminent danger to life or major damage/loss to property or an in progress or just occurred major felony. These would be of a serious nature or have a degree of immediate personal danger or harm.

Priority 2 calls are those in which a crime in progress might result in a threat of injury to a person, or major loss of property or immediate apprehension of a suspect. These calls are urgent but not known to be life threatening. This includes traffic accidents with injuries or traffic accidents blocking a roadway.

Priority 3 calls are non-emergency requests for service to report a crime after the fact.

• Dispatch Time (Start=Call is received, End=First Officer is enroute) • Officer Response Time (Start=When Officer is enroute to call, End=First Officer arrives on scene) • Response Time (Start=Call is received, End=First Officer arrives on scene)

Year Priority 1 Priority 2 Priority 3 Ofc. Total Ofc. Total Ofc. Total Dispatch Response Response Dispatch Response Response Dispatch Response Response 2017 0:00:43 0:04:13 0:04:56 0:01:30 0:06:44 0:08:08 0:16:18 0:12:43 0:27:16 2018 0:00:42 0:04:35 0:05:15 0:01:39 0:06:58 0:08:31 0:21:38 0:13:03 0:33:35 2019 0:00:46 0:04:16 0:05:00 0:01:31 0:06:37 0:08:05 0:18:51 0:13:34 0:31:07 *All times are averages. The actual times for each incident are used to determine each average and therefore the total response average will not equal the dispatch average plus the Officer response average. Using the actual times gives a more accurate average.

2019 Communications Average Total Response Time by Priority

911 Calls Priority 1 Priority 2 Priority 3 Surprise 48,149 0:36:00

Queue 64,829 0:28:48 Administrative 23,492 Calls for Service 42,826 0:21:36 Officer Initiated 49,550 0:14:24 % of 911 Calls answered 0:07:12 within 10 sec. 97%

0:00:00 Tape Duplication Requests 2017 2018 2019 Surprise 689

Warrants Entered Surprise 1,326

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Office of the Chief

The Department Head of the Police Department is the Chief of Police, and the executive officer is the Assistant Chief of Police. The Office of the Chief is comprised of five sworn employees and four civilian professionals. The Office of the Chief staff includes the department’s Legal Advisor, an Administrative Specialist Senior, and an Administrative Specialist. The Professional Standards Unit reports directly to the Assistant Chief of Police.

Professional Standards Unit

The Professional Standards Unit (PSU) is part of the Office of the Chief. This Unit is under the direction of the Assistant Chief of Police and staffed by two Sergeants and a Lieutenant. All records and files involved with the functions of PSU are housed in a locked and secured office as well as saved electronically to a server dedicated to housing secured PSU confidential administrative files including, but not limited to, scanned written documents, photographs, and audio and video recordings.

PSU maintains control over all administrative inquiries and investigations brought into the Department through the complaint process. This control includes assigning the case numbers, collecting all of the corresponding documentation, determination of the seriousness of the allegations (Group 1 – more serious allegations, Group 2 – less serious allegations) and storage of the results of the investigation, to include any copies of corrective action or discipline issued as a result of an investigation. The unit is responsible for the records storage of all Administrative Investigations, Collision Review Boards (CRB), Pursuit Review Boards (PRB), Use of Force (UOF), Departmental audits and inspections, and for assisting the City Attorney’s Office and the Human Resources Department with matters pertaining to Police Department personnel. The unit is also responsible for Training Department personnel in matters relating to the functions of the Professional Standards Unit.

2,976 Arrests

 2,003 booking arrests USE OF FORCE

 973 cite and release arrests 113 INCIDENTS

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The following table summarizes the 2019 calendar year and provides a comparison with 2015 - 2019.

Activity 2015 2016 2017 2018 2019 Divisional Investigations (Non-PSU) 64 41 81 51 57 Internal Investigations (PSU Investigated) 47 37 20 32 26 Performance Improvement Plan 1 0 3 6 6 Collision Review Board (number of collisions) 19 14 32 35 38 Complaints Concerning Discriminatory Practices 3 4 1 3 3 Use of Force Reviewed 104 89 51 77 113 Pursuit Review 5 5 2 6 6

Special Assignment Unit (SAU)

The Surprise Police Department’s Special Assignment Unit (SAU) is comprised of the Special Weapons and Tactics Team (SWAT), the Tactical Emergency Medical Support (TEMS) and the Crisis Negotiation Team (CNT). The Department’s SAU is a part-time team with other primary responsibilities (e.g., patrol, investigations, and training). Each team reports to a Lieutenant, and is overseen by the Commander of the Professional Development Division, who reports directly to the Assistant Chief of Police.

Special Weapons and Tactics Team (SWAT)

The Surprise Police Department’s specially trained SWAT (special weapons and tactics) team, formerly identified as SAU (Special Assignments Unit), was formed in 1994 and continues to evolve and adapt to the needs of the department and the community. The team is comprised of personnel from across the department including Field Operations, Criminal Investigations, and Professional Development who take on this additional assignment in order to address high-risk situations which exceed the capabilities of first-responders.

The primary objective of SWAT is the protection of lives and to minimize the impact of a crisis to a community when a tactical response is necessary. Examples of the types of situations the team responds to are: • Barricaded suspects • VIP protection details • Incidents involving weapons of mass • Counter sniper destruction or hazardous materials • Hostage situations

• High Risk Arrests • High risk search warrants/arrests

Personnel assigned to the team maintains 24 hour/day availability, trains regularly and responds as requested. SWAT was deployed 15 times in 2019.

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Tactical Emergency Medical Support (TEMS)

Surprise Police and Fire-Medical Departments continue to partner through the tactical emergency medical support program (TEMS), which provides emergency medical care during high-risk incidents as integrated members of Surprise PD SWAT. TEMS medics are Fire- Medical Department employees with paramedic certification who receive 40-hours of additional training for tactical medicine, as well as on-going monthly training with all members of SWAT.

Crisis Negotiations Team (CNT)

The Surprise Police Department’s specially trained Crisis Negotiations Team (CNT) responds to high-risk, high-profile scenes involving/including, but not limited to, suicide where the means of suicide represents a risk to the public or public order, barricaded criminals, as part of pre-planned operations for large-scale events. CNT works in partnership with SWAT developing actionable intelligence regarding any negotiations or tactical problems. The team works to establish and maintain lines of communication with suspects and uses active listening and negotiation skills to aid in the safe resolution of incidents. The team is deployed with SWAT and maintains 24/7 availability and operational capability.

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Critical Incident Stress Management Team (CISM)

The Surprise Police Department recognizes that members are subjected to high levels of stress particularly in the performance of their duties. The CISM program has been developed to lessen the effects of stress on both the member and his/her family after a critical incident has occurred. The overall purpose is to provide a controlled setting in which a person can both vent and discuss their feelings as a result of a critical incident. Our current CISM team is comprised of a CISM Administrator, several CISM Coordinators, and several team members. The CISM Team work together with the other department personnel to hasten the rate of recovery for those who are having normal reactions to abnormal events. Through the use of a debriefing and/or defusing, CISM can often accelerate the recovery time of a member from stress related problems and permit the personnel involved to return to work with a greater understanding of the reactions they were experiencing.

Public Information Officer (PIO)

The purpose of this position is to inform the public and news media of events that may affect the lives of citizens in the City of Surprise.

In review of 2019, the Police Department had two Sergeants trained to handle public information and act as the liaisons between the Department and the local media outlets.

The PIO Sergeant maintains the sole responsibility of expanding our media relations and conducting proactive public information programs. Several listed goals for the PIO Sergeant are to increase our social media following and to produce more effective and efficient public service announcements or video messages which reinforce our community policing initiatives.

In regard to daily responsibilities, the PIO Sergeant produces press releases promoting programs or events to the appropriate outlets. They respond to news media inquiries, respond to scenes, and assist the on-duty/on-call Lieutenant or supervisors with releasing information to the news media. The PIO Sergeant coordinates and authorizes the release of information regarding victims, witnesses, suspects, and the release of confidential investigations and operations as appropriate.

The PIO Sergeant is responsible for assisting news media personnel in covering stories at the scene of incidents, assisting in arranging and conducting news conferences, and developing procedures for releasing information when other public service agencies are involved in a mutual effort. They will be the primary contact for the Arizona Abducted Child Alert program and will also provide police department staff with recommendations when dealing with media related issues. The PIO Sergeant notifies the command staff of daily media inquiries.

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The PIO Sergeant continues to work with City Communications, NCM Media Networks and AMC Theaters to place informative and educational Public Service Announcements on the movie screens. This has allowed the department to reach up to 10,000 citizens and visitors a week in an environment with few distractions.

Over the past year, the PIO Sergeant made numerous appearances on the Fox 10 morning show for the Warrant Wednesday Segment. During these appearances, the PIO Sergeant showed pictures and/or video from crimes which occurred in our city and reached out to the public for assistance in identifying the individual(s) involved. This segment has been very successful with numerous identifications being made.

On-call responsibilities are shared between the PIO Sergeant and the Community Relations Unit Sergeant. The on-duty/on-call PIO is responsible for disseminating information to the media (press releases) and answering media inquiries. When necessary, the on-duty/on-call PIO designates staff to conduct media on-camera interviews, standups and/or sound bites in lieu of the PIO.

In-house video productions have continued to increase in quality and quantity. In 2019, the PIO worked with 14 federal and local law enforcement agencies to create a joint Public Safety Announcement (PSA) regarding the “See Something, Say Something” message. The PSA was finished and published in early 2020.

Citizens Patrol Unit

The Surprise Citizens Patrol is a nationally recognized, award-winning volunteer organization, the mission of which is to assist the Surprise Police Department and to help ensure a safe environment for the people who live and work in the City of Surprise.

Citizens Patrol volunteers act as additional eyes and ears for the Police Department. The volunteers help prevent and reduce crime through the observation and reporting of suspicious or possible criminal activities. The volunteers conduct vacation house checks, deliver internal city mail, direct traffic at accident scenes and are called out to assist with emergencies. The Citizens Patrol Unit had 59 volunteers in 2019.

The Citizens Patrol participates in most events sponsored by the City, providing traffic control and additional security. Spring training is one of the major events in which the Citizens Patrol members provide traffic control for all games at the Surprise Stadium. The Citizens Patrol Unit is active in Surprise shopping centers during the holidays providing patrols via car, bicycle and on foot, resulting in almost non-existent criminal activity during this time.

The Citizens Patrol plays a critical role in the Surprise Police Department’s ability to provide additional services to the community. Those services include:

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“We Care” Program - “We Care” is an automated telephone reassurance program designed to make automated telephone calls to check on the welfare of vulnerable adults, at a specified time of their choosing. If a participant fails to answer the automated call after three attempts, a police officer or a Citizens Patrol volunteer is dispatched to the residence to check on the participant.

Vacation Watch Program - The Vacation Watch program is offered to residents who will be away from their homes for a minimum of two weeks. The goal is to check each residence that has been entered into the program once every four days. If there is anything suspicious observed, a Police Officer responds and the owner or designated key holder is notified.

Specialized Equipment Detail - Volunteers are trained in the operation, set up, and maintenance duties related to the Mobile Command Vehicle, Special Assignments Unit vehicles and equipment, and other patrol vehicles.

Parking Enforcement & Education - Volunteers issue parking citations, primarily for Disabled Parking Violations. The CPs educated numerous violators to ensure future compliance.

Special Detail Traffic Control - The CPs assisted with traffic control for numerous city sponsored events throughout the year, such as Spring Training Baseball, Tennis Tournament, City Swap Meet, Annual City Party, and the 4th of July.

The Strike Force - Citizens Patrol volunteers are on call 24 hours a day, on a rotational basis, to assist with amber alerts, vehicle collisions, missing persons, and various public safety incidents.

Public Safety Car Seat Program - Citizen Patrol members assisted with regularly scheduled and special event car seat clinics held throughout 2019. Volunteers conducted 310 safety seat instructions and installations.

25,710 Cost avoidance of VOLUNTEER $653,805 to the City HOURS 59 CITIZEN PATROL

VOLUNTEERS

25 | 2019 ANNUAL REPORT

Administrative Services Division

The Administrative Services Division is comprised of the Records Unit, Financial Management, Grant Funds, Communications Section, Property and Evidence, 28-3511 Vehicle Impounds and Off-Duty Coordination, Community Relations Unit, and the Citizens Patrol Unit. These functions provide services to both internal and external customers. The Communications Section and Records Unit are often the first contact a citizen will have with the Police Department. Therefore, the Administrative Services Division emphasizes professionalism, customer focus and high quality customer service.

Records Unit

The Records Unit is responsible for the processing and retention of all police reports and for providing computerized criminal history information used by officers to investigate and prosecute criminals. The staff assists with requests for copies of police reports, processing of felony and misdemeanor arrests, juvenile referrals, data entry of traffic accidents and citations, answering incoming non-emergency phone calls, collection of fees, scheduling officer interviews, subpoenas, Uniform Crime Reporting (UCR) and the scanning/attaching of related documents into the Records Management System. The Records Unit is the repository for department records such as citations, traffic collisions and criminal and non-criminal cases initiated by law enforcement officers. The unit provides high quality service to both internal and external customers.

Re cords Re que sts Proce sse d 7,666 Subpoenas Received/Processed 827 Citiz e ns Assiste d 5,382 Traffic Citations Entered 474 UCR Reporting Hours 695 Documents Scanned 105,203 Taser Video Requests 684 Taser Video Processing Hours 1,088

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Financial Management

The Administrative Services Division is committed to fiscal responsibility and focusing budget related decisions toward the achievement of department goals. GRANTS

During Fiscal Year 2018-2019, FY20 Budget the Surprise Police Department actively sought and was awarded $922,875 in grant $30,127,300 funding.

Budget Year Budget Allotted FY2018 FY19 Police Department Operating $28,478,300 Governor’s Office of Highway FY18 Police Department Operating $27,623,500 Safety $287,810 AZ Department of Homeland FY17 Police Department Operating $26,412,300 Security $ 38,168 FY16 Police Department Operating $24,469,400 Ballistic Vest Program $ 7,090 Victims of Crime Act (VOCA) $121,992 U.S. Marshal’s Service $ 10,000 D.O.J. DEA Task Force $ 36,700

FY2018 Total $501,760 199 147 Sworn DEPARTMENT 52 Civilian PERSONNEL

FY2019

Governor’s Office of Highway Authorized vs Actual Safety $198,219 AZ Department of Homeland Sworn 154 147 Security $ 40,000 Civilian 55 52 AZ ICAC $ 5,000 Victims of Crime Act (VOCA) $124,598 U.S. Marshal’s Service $ 10,000 D.O.J. DEA Task Force $ 37,298 Walmart Community Grants $ 6,000

FY2019 Total $421,115

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Communications Section

The Communications Unit (COM) is the primary point of contact, responsible for initiating the response of public safety resources in the City of Surprise for both emergency and non- emergency situations. They are also responsible for dispatching, documenting and tracking of all field units as it pertains to radio operations. 97% of 911 calls answered To provide these services, the Unit employs: in 10 seconds or less

• One Communications Manager to oversee all COM center operations and radio management • Five Communications Supervisors to manage COM personnel and day-to-day operations • Seventeen Communications Officers to perform all COM day-today operations

Collectively, they are a group of trained specialists skilled at performing expeditious call triage to elicit complete and detailed information. Their commitment to this process ensures a safe and timely response of our public safety resources to the community we serve.

The Maricopa Region 911 group was able to integrate the RapidSOS software into all valley 911 phone systems. RapidSOS provides a direct link from cellular devices to 911, potentially providing a more accurate GPS location. While there are some limitations to the software, there is no denying the benefit of a precise location during an emergency crisis. RapidSOS continues to broaden the scope of information that may be available, to include data such as medical alerts and floor specific data at multi-level buildings.

Throughout the year, we participated in various community events with our sworn partners to educate and build relationships with our community members. We proactively worked with the local West-MEC school to boost their Law Enforcement program with a communications specific module. The goal was to broaden knowledge and understanding of how a dispatch center operates, thus expanding the students’ career options in the realm of public safety.

To improve operations, as they specifically relate to the communications team, we also worked with various internal and external partners in the following areas:

• Mobile Command Vehicle build that also serves as a resource during COM evacuations • Worked with Motorola and RWC partners for bi-annual radio console upgrade • Worked with City partners to identify best resources to consider for improved radio reception across our jurisdiction • Cooperative partner with City Emergency Manager to become a Storm Ready City o Included the installation of a National Weather service radio in COM

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• Implementation of a new internal Order of Protection process as it relates to the States new electronic process

The Communications team continues to be a cooperative resource, providing quality service and professionalism to the community and all of our public safety partners.

Property and Evidence Unit

The Property and Evidence Unit performs a wide variety of non-emergency support services such as processing, transporting, documenting, and storing evidence and property. Additional responsibilities include processing recordings, photographs, and requests for evidence from internal departments and police personnel, releasing property to appropriate individual(s) per City codes, • Processed and stored 10,890 items destroying illegal weapons and narcotics, inspecting • Released 2,072 items property room inventory and ensuring compliance with • Disposed of 14,039 items state and federal statutes regarding the storage, destruction and sale of property.

Vehicle Impound Program

Law enforcement officials may impound a vehicle, subject to certain exceptions, if there is probable cause to arrest the driver for certain DUI offenses or if the driver has never had a license or has a revoked license. The vehicle must be impounded for thirty (30) days; however, under certain circumstances, the owner may be able to get the vehicle back sooner, if the vehicle was stolen or the owner was driving the car at the time of impoundment and can prove his/her driving privilege had been reinstated. The law guarantees the owner of the impounded vehicle a post-storage hearing to contest the impoundment's validity. The vehicle owner is responsible for towing charges and storage fees. (The law caps the storage fee at $15 per day). The vehicle owner is also liable to the law enforcement agency for administrative fees of up to $150 (Ariz. Rev. Stat. §§28-3511–3515).

Administrative Fees Collected in 2019 $35,550

Administrative Fees Collected $1,191,390 Hearings Conducted 344 since February 2008 287 Vehicles Released 286

IMPOUNDS Telephone Calls 2,193

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Community Relations Unit

The Community Relations Unit is comprised of one sergeant and five officers. The Unit is designed to provide a direct line of contact to the community to serve citizens one on one for issues of residential and business security, risk assessments, block watch and community blight issues. Community Relations officers act as a resource and support team for other department units as they strive to improve partnerships between citizens and police officers. The Community Relations Unit works with residents, homeowners’ associations, citizen advocates and fellow officers to locate nuisance areas, identify needed resources and assist in coordinating a proactive response. The unit is actively involved in the teaching, coaching and mentoring of the Surprise Police Department’s Explorer Post 2236. This vibrant partnership instills the department’s core values of Integrity, Professionalism, Accountability, High Quality Service and Customer Focus into teens enrolled in the program. These teens are equipped to carry these values into the law enforcement industry.

Below is a summary of the Community Relations Unit’s activities/accomplishments for the 2019 calendar year:

• The Community Relations Unit continues to utilize “Community Engagement Events” as a tool to connect with citizens and share important safety messages. Members of the Community Relations team set up a table at various businesses within the city, particularly those in close proximity to high activity areas, and subsequently spread the word regarding the departments various safety campaigns.

• In 2017 the Community Relations Unit launched a new program aimed at our furry friends and their owners, Dog Walker Watch. This program is similar to Neighborhood Watch and encourages people walking their dogs to report suspicious behavior when they see it. A dog walker and their best friend are in the neighborhoods often and have a good grasp on who or what may not look right in the neighborhood and are encouraged to call police when they observe something out of the ordinary. In 2019 we have continued to promote this program as a way to combat neighborhood issues.

• The “Lock it or Lose it” campaign has remained one of the Community Relations Unit’s primary focuses. During 2019 the Community Relations Unit has worked with the Department’s Public Information Officer to push the information from the campaign on social media as a reminder for our community members.

• The Risk Assessment Program continues to be the cornerstone of the Community Relations Unit’s efforts to reduce the likelihood of our community members being victimized. This program offers free site surveys to residents and business owners. Community Relations staff evaluates the premises based on proven Crime Prevention Through Environmental Design (CPTED) principles and provides feedback for the resident/business owner to take in order to maximize the safety of their premises.

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o Nearly all victims of residential or commercial burglaries are contacted following being victimized and are offered a free risk assessment survey.

• The Community Relations Unit manages the Med-Return drug takeback program. During calendar year 2019 the Unit collected 1,488 lbs. of medications for destruction.

• The Community Relations Unit regularly attends Homeowners Association meetings.

• The Unit maintains an active presence on the social media site Nextdoor.com on behalf of the Surprise Police Department. Since joining the Nextdoor platform, the community members linked to the Nextdoor site has grown to more than 42,000 citizens. This website continues to be an effective venue for communicating with our community members.

• The unit participated in 179 community events during the calendar year. Events include but are not limited to: GAIN Night, Fiesta Grande, police station tours, and community block parties.

• School Resource Officers – In keeping with the Surprise Police Department’s commitment to develop and perpetuate programs designed to prevent and control juvenile delinquency, the School Resource Officers continue to promote positive relationships between the Police Department and young adults within the community. There is one School Resource Officer assigned to each of the three Dysart School District High Schools in Surprise. During 2019, the Resource Officers continued the Juvenile Diversion Program aimed at keeping juvenile offenders out of the justice system while still holding them accountable for their actions. This program allows offenders to enter the program for select offenses, makes them accountable for their actions while keeping them out of the court system, and the offense off the offender’s record.

• Explorer Post #2236

o During calendar year 2019 the Explorer Post competed in several competitions, doing very well in all of them. In October, the Explorer Post travelled to San Diego, Ca. to compete for the first time in the “Best in the West” competition hosted by the U.S.Border Patrol. The team excelled in numerous areas, receiving very high marks and scores from the proctors during the individual events. At the conclusion of competition the Explorer Post was recognized as the overall first place champion. Explorer 4,709 Post #2236 VOLUNTEER HOURS

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Criminal Investigations Division

The Criminal Investigations Division (CID) is comprised of highly motivated and trained sworn officers and professional staff who provide support in many areas. The division’s values of Integrity, Professionalism, Accountability, High Quality Service and Customer Focus are in line with the Department’s values.

Criminal cases requiring further investigation are received in large part from the initial reports taken from officers while on patrol. Police reports are submitted to the Criminal Investigations Division and reviewed based on solvability factors that are in place from the time the initial patrol officer takes the report. These submitted cases are reviewed by supervisors and assigned to detectives from the appropriate unit. All members spend a considerable amount of time assisting other units in the division, while maintaining their own caseload.

Property Crimes Unit

The Property Crimes Unit (PCU) is responsible for the investigation of all burglaries, thefts, fraud and identity theft related crimes. Under each major crime category, detectives in the Property Crimes Unit are also assigned to investigate incidents of arson, criminal damage, shoplifting, and counterfeit currency. The Department’s pawn program is also a responsibility of the Property Crimes Unit.

Currently, the Unit is staffed by one sergeant and seven detectives. The detectives are divided into specific areas of investigation: five detectives are assigned to burglary and theft cases, one detective assigned to fraud and identity theft investigations, and one who focuses on stolen vehicle investigations. One detective also serves as the Department’s lead Terrorism Liaison Officer (TLO). The unit supervisor also oversees a police officer assigned as the court and county attorney liaison, and a crime analyst.

The Property Crimes Unit investigated 876 and closed 985 cases in 2019.

Violent Crimes Unit

The Violent Crimes Unit (VCU) is comprised of one sergeant and five detectives. The Unit’s primary objective is to assist and continue investigations generated by the Field Operations Division and see them through to prosecution.

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The Violent Crimes Investigators specialize in homicide, suicides or any death where foul play is suspected or is related to an Industrial accident. The unit also oversees investigations involving any and all law enforcement personnel shootings occurring within the City of Surprise as well as in-custody deaths, domestic violence incidents, kidnapping, aggravated assault, and assault. All forms of robbery, extortion, missing person investigations where foul play is suspected, elder abuse, and any other criminal offense as directed by the commander of the division.

In addition to sworn detectives, this unit also contains:

• Crime Scene Specialist: This civilian employee is responsible for, but not limited to, processing and collecting evidence from crime scenes, scene and evidence photography, and comparing latent prints taken by Field Operations to assist with identifying suspects.

The Violent Crimes Unit investigated 274 cases in 2019, and closed 378 cases during the year.

Special Investigations Unit

The Special Investigations Unit (SIU) Investigators specialize in sex assaults, all crimes against children, forensic interviews, Department of Child Safety referrals, runaway juveniles, and the Sex Offender Notification Program. The Unit consists of one sergeant, five sex crimes detectives, and one civilian computer forensics investigator. One of the detectives is dedicated full time to the coordination of the Sex Offender Registration Program and runaway juvenile cases.

The Special Investigations Unit investigated 371 cases in 2019 relating to sexual offenses and crimes against children. In 2019, the computer forensics investigator handled 48 investigations, 4 computers, 68 smartphones, and 11 other electronic devices were forensically examined resulting in 9,745 gigabytes processed.

Neighborhood Response Unit (NRU)

The Neighborhood Response Unit (NRU) was established in 2012 to utilize officers and investigators to aggressively pursue those prolific offenders driving our crime rates. The NRU focuses primarily on reducing Part 1 UCR property crimes, assisting the agency with violent crimes and high-profile cases, and addressing and resolving identified property crime trends.

The Unit is comprised of one sergeant and four detectives who are responsible for providing support to investigative services for Field Operations Units, as well as the Criminal Investigations Units. Members of the NRU specialize in the investigation of burglaries, automobile thefts, illegal drug use/sales and felony property thefts. These issues, while

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considered to be street-level, oftentimes have many suspects involved and patterns of criminality among the participants that require extensive investigative resources and intelligence gathering. Also assigned to NRU are two taskforce officers, who are assigned to joint operations with the U.S. Marshal’s Office and the Drug Enforcement Administration.

Victim Assistance Unit

The Surprise Police Department Victim Assistance Unit (VAU) provides a continuum of services to support victims of crime and encourage and empower victims to exercise their rights. The Victim Assistance Unit focuses on the needs of the victim, while advocating for their constitutional rights. The advocates serve as a liaison between the victims, patrol officers, detectives and prosecutor’s office. VAU was awarded a Federal VOCA grant in the amount of $368,236 for three years from October 1, 2017 through September 30, 2020. This award funds 85% of the salaries of a victim advocate coordinator and a part time victim advocate; training for advocates; the purchase of two laptops, and the monthly fees for two cell phones designated for advocates. The VAU has five volunteer advocates who selflessly donated 940 hours assisting crime victims. They assisted with obtaining 18 Orders of Protection and Injunctions Prohibiting Harassment, 37 court accompaniments, transported 8 victims to forensic interviews and medical examinations and provided 103 community members with walk-in services.

In 2019, the VAU received 1,198 cases in the following areas.

Direct Services Cases Received Provided Assault 310 234 Domestic Violence 611 446 Child Abuse 21 20 Child Molest 15 8 Court Order Violation (DV) 98 83 Homicide 3 3 Threatening/Harassment 57 48 Sexual Assault 40 31 Robbery 24 21 Indecent Exposure 8 8 Child Neglect 0 0 Death Investigations 11 11 Totals 1198 913

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In the summer of 2019, the Department took steps to replace “Rose,” our facility canine who retired after several years of service. In September, “Hope” was born and began her training with “K9 Games” right here in the West Valley. Hope will be assigned to the Victim Assistance Unit supporting crime victims and department employees.

Crime Analysis Unit

The Crime Analyst compiles, analyzes and reports findings on crime and other related statistical data and information for the Police Department. The Crime Analyst acts as a liaison with other police departments. The Analyst creates statistical reports by compiling, organizing, and reviewing crime reports and other documents; reviews, analyzes, investigates and integrates statistical information; determines and makes conclusions regarding patterns, trends, "hot spots," suspects, and develops recommendations for appropriate police department responses, to include planning, tactical or preventive deployment.

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Field Operations Division

Field Operations is the largest division within the Surprise Police Department and is under the direction of the Field Operations Commander, who reports to the Assistant Chief of Police. Field Operations is comprised of Patrol, Traffic Enforcement, Police Service Dog Unit (K9), Jail Transportation, Reserve Officer Program, Animal Care and Control, and the Park Ranger program. Field Operations has 87 full-time officers and 12 civilian staff. FOD personnel strive to provide extraordinary law enforcement services with an emphasis on professionalism, accountability and respect.

Field Operations Programs

• DUI Enforcement – The Governor’s Office of Highway Safety (GOHS) provided grant funding to Surprise for DUI enforcement campaigns and provided grant funding for a new DUI van. Surprise officers participated in 46 DUI Task Force events and hosted 3 enforcement campaigns. Other activities included attending the State Fair to educate on the dangers of driving impaired and conducting a “Know Your Limit” campaign at Spring Training baseball games, where fans were provided the opportunity to blow into a portable breath test to educate them on levels of impairment.

• School Liaison Officer Program – The School Liaison Officer Program provides a liaison officer to all the elementary schools within the jurisdiction of the City of Surprise. The program was established to build positive partnerships with school administration and staff and to enhance communication and police visibility on school campuses. Officers are assigned to schools within their designated beats based on their scheduled hours. Officers document concerns from their contacts and communicate the information to their beat team sergeant.

• Citizen Observer Program – Designed to provide residents a personal, up-close look into the on-duty ‘life’ of a police officer by placing them in the passenger seat during an officer’s shift. The setting provides an ideal opportunity for residents and officers alike to talk less formally, gain insight into respective concerns and develop relationships that last beyond the short time spent in the car. A number of requirements and restrictions apply in an effort to keep everyone safe. Generally required to be 18 or more years of age, Police Explorers and those enrolled in law enforcement-specific programs may be permitted.

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• Reserve Officer Program – The Surprise Police Department’s Reserve Officer Program, in addition to bolstering general staffing needs, helps facilitate the transference of institutional knowledge and expertise. Reserve officers fill vital roles within the Department. Reserve officers are uncompensated, fully sworn police officers and are required to work a minimum of twenty hours per month.

• Crisis Intervention Team (CIT) Program – Recognizing the need for crisis intervention training, the Department has undertaken the development of a CIT (Crisis Intervention Team) program. As a part of that effort, more than 30% of the Department personnel (sworn and non-sworn) have attended either an 8 or 40-hour block of instruction of specialized training. While the training is central to the effort, CIT also involves changes in Departmental procedures and approaches as well as collaboration with mental health providers and other community stakeholders.

Support Services Unit

• The Surprise Police Department’s Support Services Unit is comprised of Traffic Enforcement, Animal Control, Park Ranger, and Jail Transport personnel. Personnel assigned to the Unit report directly to a sergeant who oversees the day-to-day activities. The Unit is an integral component of the Field Operations Division and contributes directly to its success.

• Traffic Enforcement Officers – To continually improve traffic safety and enhance community relations within the City, the Surprise Police Department commits officers to traffic enforcement and traffic safety education. Enforcement activities include: speed and aggressive driving enforcement, Click-It-Or-Ticket enforcement, participation in the West Valley DUI Task Forces, commercial vehicle inspections, Hands Free Enforcement, Bell Road corridor traffic enforcement and pedestrian and bicycle safety saturation. Education activities include: child safety seat installation events, bicycle rodeos, participating in mock crash at a high school, and social media message via “Traffic Tip Tuesday.” Traffic Enforcement Officers are also responsible for the investigation and prosecution of serious injury and fatal collisions and special event and spring training traffic control.

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The Traffic Enforcement Officers attended the following training during 2019: o The motors attended the annual AZGOHS Conference o Traffic Incident Management Train-the-Trainer School o Attended a National Drug Recognition (DRE) Conference o Hosted an SFST/HGN School o Pedestrian/Bicycle Collision Reconstruction School – Level 2 o Crash Reconstruction I & II o Commercial Motor Vehicle Crash Reconstruction School o Motorcycle Officer Firearms Course

• Animal Control Officers – Services provided by the Animal Control Officers include: capturing and impounding animals, issuing citations related to animal related crimes, response to animal bite calls and the quarantine of bite animals, and the investigation of animal cruelty cases.

In 2019 the Facebook Lost and Found page was created in an effort to inform the public of stray dogs found in the City of Surprise and City of El Mirage. This was created in hopes of reuniting dogs with their owners. In its first year, the Facebook page reunited over 83 dogs with their owners that would otherwise have been taken down to the Maricopa County Shelter. This number is low as some returns were not tracked due to cross sharing through social media and cannot be tracked in our database.

• Animal Control currently has four assigned ACO’s that cover not only the City of Surprise but the City of El Mirage.

o Animal Bites = 190 o Barking Dogs = 720 o Other Animal Calls = 1844 o Animal Impounds = 769 o Maricopa County Impounds = 1002

• Jail Transport Officers – To more efficiently and effectively process prisoners and transport prisoners for court appearance, the Surprise Police Department employs experienced and trained Jail Transport Officers. The officers can take custody of a prisoner from an arresting officer, complete the necessary booking paperwork, and book the prisoner into jail allowing the arresting officer to complete an investigation or author the arrest report. The officers are also trained in traffic control to assist with traffic collisions.

• Park Ranger – Keeping with high level of customer service provided by the Surprise Police Department, the Park Ranger provides a uniformed patrol presence in all of the City’s parks. The Ranger interacts with citizens, identifies and addresses safety concerns, and educates the public on park rules, regulations, and amenities.

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Professional Development Division

The Professional Development Division (PDD) is comprised of the Policy and Accreditation Unit, Recruitment and Hiring Unit, and the Training Unit. These units focus on maintaining compliance with more than 400 law enforcement standards as established by the Commission on Accreditation for Law Enforcement Agencies (CALEA) and developing/revising Department policy, recruiting and hiring new employees and coordinating promotional processes, and ensuring all Department members receive mandated training, essential non- mandatory training, as well as provide information on training opportunities available for career development. The division is managed by the PDD Commander, who reports to the Assistant Police Chief, and consists of one Sergeant, three Officers, two civilian members, and three civilian volunteers.

Policy and Accreditation Unit

Maintenance of the department’s accreditation with the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) and pursuit of reaccreditation are ongoing. In addition, the unit is instrumental in the review, development, and revision of department policies.

In 2019, the Policy and Accreditation Unit coordinated the annual review of 41 policies, and at any one time during the year more than 25 policies were under development or revision. The Unit revised and published 13 policies during 2019. Significant revisions were made to the following policies:

• Extra-/Off-Duty and Secondary Employment (ADM-36) was completely reorganized and revised to bring the procedures in line with current practice, new definitions were added, and changes made to accommodate the upgrades to Telestaff software. Additionally, all the associated forms were revised to match the new policy.

• Administrative Investigation Procedures (ROC-03) was completely reorganized, and combined the main policy and three addendums. Additional definitions were included as well as the expansion of some procedures to include representation and Garrity rights.

• Temporary Detention Facility (OPS-48) was completely reorganized and combined two policies to eliminate redundancies. A new set of definitions were added and procedures were brought in line with current practice.

• Legal Process and Civil Matters (OPS-22) received a reorganization that combined two policies, reduced redundancies, and updated current procedures. In early 2020, the SPD policy underwent another revision to reflect new procedures to accommodate the

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new protective order law that was effective January 1, 2020.

• Unmanned Aerial System (UAS) Program (OPS-57) was a new policy developed to accommodate Surprise Police Department’s new UAS “drone” program. The policy, along with a UAS Unit Manual, were developed and implemented in November 2019.

In October 2019, the Department underwent its third successful annual review by CALEA since the Department’s last reaccreditation in 2016. The CALEA annual reviews are conducted remotely and are intended to keep agencies on track between on-site assessments by a review of twenty-five percent of the Department’s CALEA files each year. With successful completion of the first, second, and third year reviews, the Surprise Police Department looks forward to the fourth year review in June of 2020.

The Policy and Accreditation Unit was involved with the coordination and implementation of PowerDMS document management software. When completely implemented, this software will be used to better manage all aspects of the Department’s training function, policy and forms, as well as accreditation. The training request component was implemented in August 2019, with additional training and policy components scheduled for implementation during 2020.

The Policy and Accreditation Unit, in conjunction with Professional Standards, coordinated and/or conducted 30 audits/inspections during 2019. The audits/inspections were mandated by CALEA and/or policy. The following is a summary:

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CALEA Policy Audit/Inspection Name Frequency Results Mandate Mandate Password Audit (by IT) x x Annual No issues Prop/Evid Audit (by PSU) x x Annual 100 items inspected, 9 items either incorrectly logged or found in a different location. All 9 items were located and corrected. All 100 items were packaged and sealed properly. Prop/Evid Unannounced Insp x x Annual 20 items inspected, 4 items required additional research. The status and/or location of all 4 items was updated. Prop/Evid Semi-Annual x x Biannual 1 - 25 items inspected, 1 item required additional research. The location of the item was not updated when it was returned from the lab. The location has been corrected. 2 – 25 items inspected, 1 item required additional research. The location of the item was not updated when it was returned from the lab. The location has been corrected. Knox Box Key Inspection x Biannual No issues Assigned Dept Vehicle Insp x Triannual 3 inspections occurred during 2018 - An average of 2 out of 63 vehicles inspected were found not in compliance with preventative maintenance requirements. All vehicles were brought into compliance immediately. Arrest Warrant/Bond Audit x x Quarterly No deficiencies Confidential Informant Fund x x Quarterly No deficiencies Petty Cash Audit x x Quarterly No deficiencies Prop/Evid Card Access Audit x x Quarterly No issues Records Revenue Audit x x Quarterly No deficiencies

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Recruitment and Hiring Unit

The Recruitment Unit seeks quality candidates to fill vacancies within the Police Department. The Recruitment Unit works in coordination with the Human Resources Department to requisition and post job opportunities and to ensure testing and assessments of all applicants is conducted in accordance with City and Department Policy (e.g., EEO compliant). The Recruitment Unit conducts background interviews and investigations, as well as coordinates required screenings in compliance with Department Policy and the Arizona Peace Officer Standards and Training Board. The unit compiles and organizes applicant information for Command Staff review. The unit’s focus reflects the community it serves and recruits to demographics utilizing various methods to include advertising in publications and websites directed at diverse populations.

In June 2019, an analysis of the Department’s three-year (FY ’17 - ‘19) Recruitment Plan was completed. The analysis included a comparison between the demographic composition of the Department’s sworn population at the beginning and completion of FY’19, from July 1, 2018 thru June 30, 2019, the progress toward the plan’s objective(s), and revisions to the plan, if necessary.

Recruitment Overview - 2019 Position Applicants Filled Victim Advocate (F-T) 2 1 Community Services Officer - Park 277 1 Ranger Police Officer 73 4 Public Safety Communications Officer 286 2 Police Officer Recruit 976 7 Police Sergeant 10 0 Police Lieutenant 3 0 Victim Advocate (P-TT) 112 0

Recruitment is not the responsibility of any one person or unit. Every member of the Surprise Police Department is an ambassador of our organization, or our brand. Anecdotal evidence indicates we are successful in this regard as applicants consistently attribute their choosing of the Surprise Police Department whole or at least in part, to the professionalism and positive encounters they have had with our members. While effective, traditional efforts are also a part of our comprehensive recruitment effort to attract a diverse applicant pool reflective of the demographic makeup of our community. These efforts include, but are not limited to, participation in job fairs and community events and the use of print, social and electronic media.

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Training Unit

The Training Unit is responsible for the development, coordination and implementation of training throughout the Police Department. Training unit responsibilities include analysis of training effectiveness, training program enhancement, coordinating training opportunities, providing training to internal members and external partners within the law enforcement community, tracking and documentation of training for all officers, and ensuring compliance with AZPOST, OSHA, and CALEA standards.

The Training Unit becomes intimately involved in each member’s careers from the date of hire through retirement or separation. Through coordination of New Employee Orientation to Field Training the training unit provides instruction and support of each member as they learn and develop the skills necessary to provide extraordinary law enforcement services to the community. Beyond the field training program, the training unit provides annual mandatory training in the areas of policy; law and legal updates; search and seizure; providing services and support to those suffering with disabilities, mental illness, and emotional crisis; responding to incidents involving hazardous materials; force application and use of force decision making; and lethal and less lethal weapons training. This training is provided through classroom lectures, briefing trainings involving Supervisor-led discussions and reviews, and practical hands-on exercises and scenario based training.

With a focus on fundamentals, the Department’s Training Unit worked diligently in 2019 to exceed standards by providing exceptional training. Best practices and progressive techniques were evaluated, included, and standards were consistently exceeded in the pursuit of mastery. Once developed and approved, the training calendar for the Department was implemented. Ensuring required AZPOST training hours, CALEA standards and policy requirements were met established a baseline. Current trends, lessons learned, areas identified through incident reviews, and requested subject matter were evaluated and used in further determining the substance of the plan. 160 50+ POLICE CRISIS INTERVENTION EMPLOYEES CIT TRAINING (CIT)

HOURS

HOSTED TRAINING CLASSES IN 2019:

NACHO (ANIMAL CONTROL) - 40 HOURS ۰ PEPPERBALL INSTRUCTOR – 16 HOURS ۰ ADVANCED SEARCH AND SEIZURE (BLUE TO GOLD) – 30 HOURS ۰ SIG ARMORER (CLASSIC MODELS, P320 AND MCX) – 10 HOURS

STANDOUT DEPARTMENT TRAINING IN 2019:

GROUND SURVIVAL DEFENSIVE TACTICS ۰ DRIVING ۰ VEHICLE BORNE THREATS ۰ SEARCH AND SEIZURE REFRESHERS

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OF SURPRISE ANNUAL REPORT 2019

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Introduction

In September of 2018, the City Manager’s Office conducted a nationwide search for an Emergency Manager. As a rapidly growing city, the creation of a designated position to serve as the key leader in the development of procedures and plans to respond to natural disasters, emergencies and planned events was a necessary step forward in order to effectively serve the City and the citizens of Surprise. Ultimately, this position increases the City’s capabilities in order to minimize risk to people and property. Assigned to the City Manager’s Office, the position reports directly to the City Manager, with emphasis on collaboration with the Police and Fire-Medical Departments in addition to all other city departments.

Accomplishments

In November of 2018, the City’s first Emergency Manager was hired and immediately began working on key deliverables in the areas of disaster prevention, mitigation, protection, response and recovery planning for the City. Accomplishments to-date include:

Surprise Stadium Assessment and Resiliency Strategies

Through the Department of Homeland Security (DHS), Cybersecurity and Infrastructure Security Agency, Infrastructure Security Division, the Arizona Protective Security Advisor conducted a security and resilience survey on Surprise Stadium, providing results to the City.

Additionally, the City (Emergency Manager, Police, Fire Medical, Public Works, CRS, Water, IT, and Sports & Tourism Departments) received two separate Sports and Tourism related FEMA (Federal Emergency Management Agency) training courses: AWR-167 Sports Event Risk Management, and MGT 412 Sports and Special Event Evacuation Training and exercise. These courses increased the city’s ability to prepare for and respond to incidents at large gatherings.

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Spring Training Incident Command Structure

This year the Police, Fire-Medical and Sports & Tourism Departments, with the support of the Emergency Manager, exercised the use of a unified incident command for all Level A (highly attended or rated) baseball games.

Active Shooter/Deadly Threat Training

In collaboration with the Police Department, a follow-up video (FEMA IS 907) was identified to supplement the Police Department’s efforts in from their FY 17-18 active shooter video. The Police Department will utilize the video in ongoing training this year.

Community Outreach – Amateur Radio

In May, the Emergency Manager presented to two large Amateur Radio Groups, also known as Ham Operators. The West Valley Amateur Radio Club, and the Surprise/Sun City Grand Ham Radio Group hosted the Emergency Manager, who presented on the role of the community in preparedness, the CERT Program, and the role of amateur radio in emergencies.

Community Outreach – Surprise Citizen Academy

In March, the Emergency Manager made a presentation to the Surprise Citizen Academy and spoke about the role of the Emergency Manager and the role of the community in preparedness.

Emergency Manager Certification

Per the Emergency Manager Job Description, the Emergency Manager will become certified through the International Association of Emergency Management within the first year of employment. The Emergency Manager completed a test in June of 2019 for certification and subsequently submitted the certification packet and related paperwork to support certification.

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1 | 2019 ANNUAL REPORT OFCITY SURPRISE ANNUAL REPORT 201 58

Introduction

The Community Development (CD) Department provides services throughout the development process and ensures that safety and standards of the built environment are maintained. At any point in the process, CD is there to help applicants with proposals, oversee public hearings, review and inspect the construction of new homes or buildings, and ensure that residents and businesses maintain the standards on their property.

CD strives to help fulfill City Council’s Strategic Mission to “Develop a high standard of community life through shared vision, superior service, and sustainable practices” (adopted December 2019). Each of the 6 divisions within CD contribute to this mission in a unique way and by providing a wide range of services to residents and businesses.

Typical Development Process

General Plan Vacant Land Entitlements 2035 • Annexation • Rezone • Long-term • Gain City • Density Vision for Services Development

Ready to Use Construction Land Division • Move into • Building And Design Homes Permits • Run Business • Inspections • Plats • Maintain • Certificates of • Site Plans Property Occupancy • Determine New Roads

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Divisions within Community Development Throughout the General Plan 2035, the expectations for a high ‘qualify of life’ are outlined. Each of the 6 divisions within CD play a different role in applying the regulations and standards that make Surprise a better place to live, work, and play.  Development Services o Frontline staff who administer development agreements, facilitate business licensing, and assist with the permitting processing

 Planning & Zoning Figure 1: Photograph of home built in Surprise, AZ o The central point for processing development applications such as: annexations, zoning, use permits, subdivisions, variances and design review o Ensure applications comply with applicable regulations and standards  Transportation Planning o Committed to developing a safe, manageable, and accessible transportation system  Real Estate o Protects property obligations such as: easements, right-of-way dedications, acquisitions, abandonments, appraisals, estimates, and reviews of properties to be purchased or sold by the City  Building Safety o Completes plan review for all projects submitted to the City o Conducts building inspections to ensure safety and building code compliance  Code Enforcement o Monitors the health and safety of the City’s businesses and residents through the enforcement of the City’s property maintenance and building codes o Supports neighborhood revitalization by ensuring residential and commercial properties are regularly maintained to the standard set by the City

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Achievements

The development community was active in calendar year 2019. Many measurable aspects of development are listed below, but there are some projects that merit additional attention because of the time and effort put forth by staff to accomplish them.

Notable Accomplishments

 Major General Plan Amendment – Staff updated the General Plan 2035 to reflect changes in the vision for future development, such as the Transit Oriented Development (TOD) Strategic Plan, growth areas related to updated projections on the housing market, regional roadway connections, and expanding the Municipal Planning Area near the White Tank Mountains.

 Surprise Downtown Master Planning – This effort involved collaboration between Surprise Center Development Company Figure 2 Roadway Functional Classification Map, Surprise General Plan 2035 and the City to conduct public outreach, allowing residents an opportunity to weigh in on the future development of this area. Feedback from the public outreach will be used to develop the master plan and marketing materials for this area.  Code Adoption - Completed the outreach process and adopted the 2018 series of International Codes, the 2017 National Electric Code and the corresponding local amendments.

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 Shared Active Transportation Vehicle (SATV) Pilot Program – Adopted and launched a pilot program for the rental of SATV units (such as scooters) centrally located around City Hall.

Approved Projects and Entitlements

 Sunnyside Village Condos – Staff approved the site plan for 128 unit multi-family dwelling within the Original Townsite (OTS).

Figure 3 Sunnyside Village Condo - approved elevations

 Annexations – The City approved 4 different, applicant initiated annexations that extended the incorporated city limits by 1440 acres as follows:

o Paloma Creek – approximately 200 acres

o Saddlehorn Ranch – approximately 20 acres

o Marisol Ranch – approximately 1180 acres

o Paradise Honors – approximately 30 acres

 Heritage at Asante – Approved the plats for 4 different development parcels that will create approximately 350 new homes and the site plan for a Community Amenity Facility.

 Ryder Ranch Subdivision – Approved the plat for approximately 145 home within the boundary of the previously stalled Magnolia project February 2020.

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Construction Projects

Numerous notable projects either broke ground or completed construction in 2019:

 Texas Ranger Housing Facility – Completed construction  Costco Wholesale Warehouse – Approved site plan and broke ground  Mera City Center – Approved plat and building permits and broke ground  Sterling Grove – Completed construction of model home complex for phase 1 Toll at Prasada project which currently offers 8 home style collections  Marley Park – Completed multiple model home complexes  Rancho Mercado – Completed multiple model home complexes: Almeria, Rio Vista, Catalonia, Fiesta, and Ravenna  Asante Library – Completed construction of a new Maricopa County Library in north Surprise. A ribbon cutting ceremony was held in February 2020.

Figure 4 Asante Library

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Performance Measures

The following sections provide a snapshot of various services and applications processed by the various CD Divisions.

Planning Division

Planning applications include detailed requests to modify or establish legal use of a particular piece of land. Applications must describe the context of the proposal and demonstrate how it complies with pertinent standards and regulations. Each application is assigned to a Project Coordinator who ensures all necessary departments and divisions complete timely reviews. The table below compares the quantities of cases that were received and routed as first submittals, resubmitted by applicants, and closed out.

Project Coordinator Summary 400 374

350

300 252 250 212 219 192 200 161 147 150 139 99 111 100 70 82

- 2017 2018 2019 5 year avg New Cases Received Resubmittals Received Closed Out

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Development Services

Construction permit data is used to evaluate the quantity and quality of physical development occurring within the City. The following tables illustrate the number of permits issued and market valuation of the projects.

Commercial - New Construction

372 400

350 275 264 254 300 250 200 150

Number of Permits of Number 100 50 - 2017 2018 2019 5 year average

Commercial - New Construction

$143,093,792 $160,000,000 $135,190,418 $140,000,000 $118,908,383 $120,000,000 $95,291,650 $100,000,000 $80,000,000 $60,000,000

Project Valuation Project $40,000,000 $20,000,000 $- 2017 2018 2019 5 year average

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Commercial - Tenant Improvement 190 190

190 185 180 171 175 170 163 165

Permits Issued Permits 160 155 150 145 2017 2018 2019 5 Year Average

Commercial - Tenant Improvement

$65,985,532 $70,000,000 $61,236,397

$60,000,000 $52,424,546 51,410,213

$50,000,000

$40,000,000

$30,000,000

Project Valuation Project $20,000,000

$10,000,000

$- 2017 2018 2019 5 Year Average

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Single-family Residences

1,717 1,800

1,600 1,315 1,400 1,200 983 819 1,000 800

Permits Issued Permits 600 400 200 - 2017 2018 2019 5 Year Average

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Building Safety

New projects coming into the City are accompanied by detailed plans that require staff review. Once plans are approved and construction begins, building inspections are called for. This process is integral to the customer experience within the City of Surprise, and review deadlines are met and often exceeded.

Plan Review - Total Reviews

14,117 14,500 13,953 14,000 13,500 12,584 13,000 12,500 11,870 12,000

Plans Reviewed Plans 11,500 11,000 10,500 2017 2018 2019 5 Year Average

Plan Review - Early or On Time

99.76% 100.00% 99.63% 99.63% 99.62%

99.50%

99.00%

98.50% % of Plans Reviewed Plans of%

98.00% 2017 2018 2019 5 Year Average

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Total Building Inspections 34,760

35,000 30,489 27,475 30,000 26,366

25,000

20,000

15,000 # of Inspections of# 10,000

5,000

- 2017 2018 2019 5 Year Average

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Code Enforcement

The City adopted the International Property Maintenance Code to outline expectations for the ongoing maintenance of private property. Code Enforcement is responsible for ensuring compliance with that code. Code Enforcement activity levels are measured by the number of cases opened each year.

Code Enforcement - Cases Opened

6,000 5,102 4,882 4,540 5,000 3,767 4,000

3,000 # of Cases of# 2,000

1,000

- 2017 2018 2019 5 Year Average

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BUDGET Community Development is dependent on the Surprise General Fund, but contributes to the City’s revenue stream through the collection of various administrative and development related fees.

Expenses: Budget vs. Actual Expenses

The following table illustrates the projected expenses for the 2019 calendar year compared to the actual dollars spent during the year.

2019 Budget vs Expense

$5,337,600

$5,400,000

$5,200,000

$5,000,000 $4,522,146 $4,800,000

$4,600,000

$4,400,000

$4,200,000

$4,000,000 Budget Expense

Community Development was able to manage expenses to come in under budget by 15% in 2019.

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Revenue: Budget vs. Actual Revenue

The following table illustrates the projected versus actual revenue for calendar year 2019.

2019 Revenue

$11,292,187

$12,000,000 $10,000,000 $6,398,700 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Budget Actual

Actual revenue in 2019 exceeded the projected budget by 76%, largely due to the significant increase in construction activity.

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1 | 2019 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 201 73

ACHIEVEMENTS & ACTIVITIES AWARDS & ACCOLADES

Golden Prospector Award: Arizona Association for Economic Development– AZ TechCelerator Website The AZ TechCelerator was recognized for the updated design of their website. The website laid out everything from tenants to events to programming offered. While the sleek, tech look is the fore-front, the ease and user friendly platform is what gained the attention from the committee.

Honorable Mention: Arizona Association for Economic Development – #SnacksWithSurprise One of the newer Surprise Economic Development campaigns, #SnacksWithSurprise was showcased at the Spring AAED conference. The fun and upbeat videos help our community get to know the team and our development partners. Something as simple as sharing a favorite snack with a partner has gained quite a bit of attention.

Hometown Heroes Award Hometown Heroes Awards is a celebrations of individuals, organizations, and businesses of Surprise for their achievements and distinguished contributions to the community. Hometown Heroes Awards exemplifies leadership, mentoring, and partnership! For 2019, Julie Neal of the City of Surprise AZ TechCelerator won for Business Heroes – Entrepreneurs.

CITY-HOSTED EVENTS & TRAININGS

Spring Training In March 2019 the Economic Development Department hosted 20+ events in coordination with Spring Training. These events included the annual VIP Tent Event, business attraction initiatives, professional networking, broker partnership events, and business appreciation days. The department connected with more than 300 local and regional contacts.

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Youth Entrepreneurship Bootcamp The 6th annual Surprise Youth Entrepreneurship Boot Camp was in June 2019 at the AZ TechCelerator. Thirteen high school students from Paradise Honors, Willow Canyon, and Valley Vista, along with several home-schooled teens worked in teams to identify a community need and develop a product or service. The winner was TutorFLY, an online platform that connects students to peers to assist in achieving academic success.

Tech the Halls December 2019’s 4th Annual Tech the Halls had the largest turnout since its inception with 115 community visitors, inclusive of local families, leaders, and business partners! This event opens up the City-owned-and-operated business incubator/accelerator for the public to visit and see exactly how the AZ TechCelerator helps the community and its entrepreneurs.

ABC’s of Starting Your Business The AZ TechCelerator hosts SCORE each quarter for the ABC’s of Starting a New Business. This educational workshop is an essential step for startup businesses as they develop a successful business plan. Experienced business professionals provide guidance and advice to help new companies get started on the best path toward success.

Small Business Trainings The AZ TechCelerator hosted and facilitated a number of small business trainings in 2019. The trainings and workshops consisted of everything from the area of marketing, investor coffee talks, educational workshops, and more. These trainings focused on Human Resources, Accounting, Grant Writing, Intellectual Property, Intro to Liberating Structures, and Improv for Business.

Arizona National Guard In Fall of 2019, Surprise Economic Development hosted Ottawa University and the Arizona National Guard for a collaborative program to aid Ottawa’s student’s with business education. Over the course of several weeks the two groups met to discuss an array of topics, ranging from marketing fundamentals to presentation techniques.

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CONFERENCES ICSC Retail Shark Tank (Phoenix, AZ) Samantha Pinkal presented at the local International Council on Shopping Centers, or ICSC, chapter event to pitch North Surprise retail development opportunities to local developers in October 2019. The pitch generated interest in neighborhood retail services for the growing resident population in the area.

Select USA Investment Summit (Washington D.C.) Jeanine Jerkovic attended the fifth edition of the 2019 SelectUSA Canada Conference held in Montreal in partnership with the Greater Phoenix Economic Council (GPEC) and the City of Phoenix. The conference gave Surprise the opportunity to promote the community directly to Canadian companies along with GPEC, who pre-set appointments at the conference. Canada is the top source of foreign direct investment to Arizona and the second largest source to the United States.

Site Selector’s Guild Fall Forum (Dallas, TX) Samantha Pinkal attended the Site Selector’s Guild Fall Forum held in Dallas, Texas. This condensed, intimate conference was an exclusive opportunity to meet with site selectors from across the country and market the Surprise value proposition. Participants of this event share knowledge, participate on discussion panels and breakout sessions, and network throughout the conference.

Collision Toronto Jeanine Jerkovic and Samantha Pinkal attended Collision Toronto in June 2019, featuring small group roundtables, meeting opportunities with tech companies and global speaker forums. Jeanine and Samantha met with several startup companies with near-future plans to expand to the US and may consider the AZ TechCelerator and its Global Concierge Service program.

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AIMS – NOTABLE PROJECTS ADVANCED MANUFACTURING

Trimaco Trimaco held their Ribbon Cutting and Grand Opening in September 2019. The new facility is a 276,000 SF rail served manufacturing plant and distribution center bringing the Surprise community more than 100 plus new quality jobs. Trimaco manufactures paint accessories and professional floor protection products for retail, auto body, and construction industries worldwide.

SeaCa Plastic Packaging Surprise celebrated the Ribbon Cutting and Grand Opening of SeaCa Plastic Packaging in September 2019. SeaCa Packaging is owned by Seattle Tacoma Box Company; a 125-year- old six generation family owned and operated company specializing in plastic packaging. The new 160,000 SF facility located in the Surprise Railplex, marks $17M of capital investment into the community with 65 phase one jobs.

Skyway Commons Skyway Commons speculative industrial buildings H and J broke ground in 2019 and will add over 62,000 SF of additional space to the Railplex by fall 2020.

Level Crossing Level Crossing is a newly constructed 36,000 SF speculative flex office, retail, and industrial development in the Surprise Railplex scheduled to open 2020.

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INNOVATION & ENTREPRENEURSHIP

Startup Space Startup Space is a community building platform that allows communities to come together to share information, find resources and create a common space to support and build their businesses.

CoLab 110 The AZ TechCelerator created a co-working lab space for entrepreneurs to utilize a shared lab space to build their prototypes and collaborate.

Arizona Cyber Warfare Range The AZ TechCelerator partnered with the Arizona Cyber Warfare Range. The Range is a “live fire,” volunteer-driven cyber range—a free and open environment created to augment the current cyber security resources in Arizona and to drive innovation in cybersecurity techniques, technologies, and training across the United States. The range provides training, tools, and expertise where students and the community will develop skills that will strengthen the stability, security, and performance of our digital infrastructure. Business, government, military, and law enforcement will all gain

practiced, capable cyber warriors that will have the ability to defend our nation.

ReSuture ReSuture joined the CoLab 110 space at the AZ TechCelerator November 2019. ReSuture has developed the first comprehensive vascular surgical simulator for the acquisition of key surgical skills. Using a novel silicone-based material that accurately simulates the physical properties of vascular tissue, they deliver the most accurate procedural experience outside the operating room, allowing surgeons to perfect the necessary ability to provide exceptional patient care.

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Phoenix Overwatch Phoenix Overwatch joined the AZ TechCelerator as a Beehive Member October 2019, then joined as an incubator client in December of 2019. Phoenix Overwatch offers unique services that allow them to have a light footprint for rapid, long term monitoring solutions. They strive to understand any security situation their customers may have and move to mitigate those issues.

MEDICAL EXCELLENCE

Abrazo Micro Hospital Abrazo Community Health Network has constructed a new hospital near Loop 303 and Bell Road in Surprise. Abrazo Surprise Hospital will focus on providing emergency care and less complex medical procedures. It includes a 13-bed emergency department, an operating room, and eight inpatient rooms along with additional services. The hospital’s emergency department will be open around the clock and be staffed by board-certified emergency physicians. Abrazo Surprise Hospital will offer minor surgery, diagnostic imaging, laboratory, pharmacy, and other outpatient services in the 32,500 SF building. It is projected to open in late summer 2020.

Auviana Medical Complex Auviana is a 52,000 SF Class A medical and professional office development that broke ground in October 2019. The complex will comprise 6 one-story and two-story buildings located 5 minutes away from Banner Del E Webb Medical Center. Projects like Auviana help meet the rising demand for medical and professional services throughout the City. Auviana is expected to bring 300 new jobs to Surprise. This type of skilled employment compliments our targeted industry of medical services - attracting specialty, world-class medical services and treatments.

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Surprise Health and Rehabilitation Surprise Health & Rehabilitation Center opened its state-of-the-art skilled nursing facility, conveniently located in a quiet neighborhood just west of Grand Ave. Located only a few minutes south of Banner Del E Webb Medical Center of Sun City West. The facility houses 100 beds and beautiful spacious rooms in either private or semi-private settings. Guests will enjoy well-appointed accommodations, a diverse activities program, nutritious satisfying menus, housekeeping and laundry services, and beautifully landscaped grounds.

SIGNATURE RETAIL

Angry Crab Shack Angry Crab Shack is a fusion of Asian and Cajun flavors, sourcing lobster from the East Coast, Dungeness Crab from the Pacific Northwest, King and Snow Crab from Alaska, and crawfish from the Gulf of Mexico. It is an interactive, all hands-on deck dining experience that is affordable and family friendly. The team at the Angry Crab Shack Surprise looks forward to continuing to serve the community and feels blessed for the opportunity to share their passion through a memorable culinary adventure. The restaurant opened in December of 2019.

Costco Costco has been the community’s top-most requested retailer for more than five years. Through a multi-year, multi-faceted proactive marketing campaign, the Economic Development Department was able to officially transition this most-wanted retailer to a win for the community, when they officially closed escrow at the southwest corner of Waddell and Sarival Roads. Costco will be a significant community asset with a later summer 2020 opening, that will also help the Economic Development Department to attract additional retailers and restaurants to the Prasada 303 corridor.

Spencer’s Place Spencer’s Place, opening December 2019, a small coffee shop, is a project created in partnership with Employed and Overjoyed Foundation to introduce equal employment opportunities for individuals with intellectual and developmental disabilities. Spencer’s

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Place enables these adult individuals to earn a paycheck, build relationships, gain a sense of purpose, and show the community the beauty of diversity and inclusion. Spencer’s Place provides training and employment for individuals with intellectual and developmental disabilities to empower them to provide the community with a heart-changing experience.

National Indoor RV Center Texas-based National Indoor RV Centers excels in 3 main areas: 1) No-hassle RV sales with deals on new and used motor-homes. 2) Full service repair shop with Paint & Body and Wash & Detail. 3) Luxury indoor storage with luxury concierge services. NIRVC in Surprise will grow 75 full-time jobs dedicated to the sales, servicing, storage and maintenance of luxury recreational motor coach vehicles. The company estimates $60 million annually in revenue generated at the Surprise location.

OTHER NOTABLE PROJECTS

BNSF Certification In October 2019, the Economic Development Department successfully facilitated the certification of two rail-served sites, approximately 150 acres each. The team and land owners worked through a program with BNSF to create shovel-ready development opportunities for possible BNSF clients at these sites. The process of evaluating and coordinating site information, including verification of utility services, environmental studies, and more, has the potential to save a future advanced manufacturing prospect 6-9 months of evaluation time for a new build-to-suit location.

Ottawa University Arizona (OUAZ) Ottawa University Arizona welcomed its 3rd year with more than 800 students. OUAZ completed signature elements of its growing campus with the finishing of the O’Dell Center, a 100,000+ SF indoor facility for athletics, recreation, team amenities, classrooms, and offices. Students moved into the new student housing development and OUAZ Union brining 75,000 SF of construction and 300+ beds. The three projects (O’Dell, housing, union) totaled more than $50M of university investment into Surprise and made history as Ottawa students were the first persons to live in Surprise City Center.

West-MEC West-MEC completed accelerated construction of the final phase of its 18-acre site, capping a $60M campus build-out. “Generation Orange” was enhanced with new buildings making up more than 75,000 SF of automotive, medical and support facilities.

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City Center Master Plan In fall 2019, the Economic Development Department worked successfully with the land owners at Surprise City Center to complete a new master plan and incentive agreement after an extensive community engagement process. The new master plan and City Center landing page on the Surprise Economic Development Department website have given the development more exposure and a mutually agreed upon framework to co-market the property to select projects highly desired by the residents of the community, such as entertainment, dining, hospitality, Class-A suburban office, and healthcare.

Texas Rangers Clubhouse The Texas Rangers breaking ground in early 2019, completed construction at the start of 2020, on their new 68,000 SF player housing development. Rangers Village has 30 two- bedroom suites with a host of amenities ranging from dining and recreation, to classrooms and a multi-purpose auditorium. The project also boasts a sports performance facility. Located directly across from Surprise Stadium, the MLB partner has a nearly 20-year relationship with Surprise and has invested deeper into the community with the player housing and development facility.

INITIATIVES & SPECIAL PROJECTS CROSS-BORDER HEALTHCARE INITATIVE

Canadian Healthcare Advancement Together, Kealey & Associates and the Economic Development Department have identified potential investors, Canadian First Nations partners, as well as a prospective Arizona- based healthcare partnership upon which to build a service platform. The first-of-its-kind cross-border healthcare project was initiated with an exploratory Economic Development Department Feasibility Study on the subject of Surprise-Canada Cross Border Healthcare in February 2018 with the assistance of a Surprise-Canada Cross-Border Taskforce. Former Canadian Prime Minister John Turner visited Surprise when the feasibility study launched to endorse the project.

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SURPRISE RETAIL SURVEY

Retail Survey and BR&E Strategy The 2019 Surprise Retail Survey had more than 3,000 participants that shared their opinions on local favorite restaurants and retailers. The top local favorite restaurant was Hurricane Grill & Wings and the top local favorite retailer was Son Glow Boutique. Each business who was voted a local favorite will receive a congratulatory letter from the mayor, certificate, and window decal. The top most desired retailers included Hobby Lobby and Dillon’s BBQ restaurant, and all of the most desired businesses will be contacted with a congratulatory video message from Mayor Skip Hall in addition to a sales outreach from the Economic Development team.

WORKFORCE DEVELOPMENT

Surprise Job Fairs Surprise Economic Development Department teamed up with HSCV and ARIZONA@WORK to host two community job fairs. In October 2019, the job fair focused solely on retailers within Surprise bringing job seekers to the growing sector.

MARKETING

AIMS Community Profile The “AIMS” Community Profile is a prospectus-style marketing profile, an alphabetical acrostic that means “Advanced Manufacturing, Innovation, Medical Tourism and Signature Retail,” although the word is also meant to evoke a community with a purpose. The document was presented at all meetings during 2019 to showcase to partners and incoming potential business what Surprise has to offer. An updated community profile will make its debut this upcoming fiscal year.

Social Media Platforms 2019 marked a major shift in the department’s marketing strategy with the optimization of social media platforms, Facebook, Twitter, LinkedIn and YouTube. YouTube was utilized for the posting of #SnacksWithSurprise. Facebook and Twitter are currently posting to 2 -3 times daily.

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#SnacksWithSurprise Surprise Economic Development Department, debuting in April 2019, planned, recorded, and published 35 episodes of the popular web series #SnacksWithSurprise. The program features guests from local and international architects, developers, contractors, partners, and consultants as wells as local businesses and industry influencers.

Surprise Business Visitation and Business Welcome Programs Connecting with the local business community is essential to the foundation of the Economic Development Department. 200+ Surprise businesses were personally visited this year by Economic Development staff for business retention purposes, 25 ribbon cutting/grand opening/groundbreaking events were assisted. Notable local businesses who worked with the Surprise Economic Development team to host publicized ribbon cuttings included SeaCa Packaging, Trimaco, the AZ Cyber Warfare Range, Bonfire Craft Kitchen & Taphouse, Vein Envy, Ugly Tuna Sushi, Surprise Health & Rehabilitation, and Angry Crab Shack.

PERFORMANCE MEASURES

Business Attraction FY19Q3 FY19Q4 FY20Q1 FY20Q2 2019 Total GPEC 4 12 16 11 43 LEADS AZTC/ Global Concierge 8 22 27 24 81 Cold Call & Broker Led 10 23 16 17 66 Prospect Pipeline 66 71 80 84 75 AVG PROJECTS Under Construction 15 16 18 20 17 AVG WINS Now Open 6 4 7 3 20 Grand Total 109 148 164 159 302

Retention and Expansion FY19Q3 FY19Q4 FY20Q1 FY20Q2 2019 Total BR&E Visits 69 77 73 51 270 Community Job Postings 109 100 193 183 146 AVG Events & Trainings 10 14 13 14 51 Grand Total 188 191 279 248 467

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Functions

 Accounting & Accounts Payable – Produce the Comprehensive Annual Financial Report (CAFR), maintain financial reporting in conformance with state and federal laws, provide assistance with development agreement preparation and tracking, construction project expense tracking, fixed assets, and process all city payments.

 Budget – Produce the Annual Budget, deliver accurate and timely information, assist in making informed budgetary decisions, and undertake special projects and research.

 Procurement – Acquire commodities, services, or construction for the city, prepare specifications, description of requirements, solicit bids or proposals, evaluate and select sources, and prepare and award contracts.

 Revenue – Issue business licenses, manage the cashiering and accounts receivable functions of the city, track and audit transaction privilege tax, and provide investment oversight and reporting.

 Utility Billing – Manages the call center, provide customer service and billing for all the City's utility functions (water, wastewater, solid waste, and stormwater).

 In addition, staff supports the 457 Investment Advisory Board, the Health Benefits Trust Fund (HBTF) Board, and the Marley Park Community Facilities District (MPCFD) Board.

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Mission & Values

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Department Budget

Accomplishments

 Awards & Recognition

o Sandy Simmons, Senior Financial Analyst, was awarded the Peer to Peer Award in recognition of her skills in process improvement, innovation, and leadership within the Budget Division.

o Standard & Poor’s (S&P) Global Ratings raised its long-term rating to 'AA+' from 'AA' on the City’s series 2015 pledged revenue and revenue refunding obligations. This rating is a reflection of the City’s strong financial management.

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o The Department was awarded the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the FY2019 Annual Budget Book. The award is presented to organizations that have created a high quality budget document that reflects the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting.

o The Department was awarded the GFOA’s Certificate of Achievement for Excellence in Financial Reporting for the FY2018 Comprehensive Annual Financial Report. The award is presented to organizations that have exceeded the requirements of Generally Accepted Accounting Principles (GAAP) and demonstrated full disclosure and transparency.

 Projects

o Partnered with Public Works on the Utility Rate Study project. Beginning in 2019, single-family solid waste customers will pay a monthly base rate of $20.70 which will be followed by incremental increases through 2024. This is the first significant solid waste increase since 2010.

o Led the project to amend the City’s Land Use Assumptions (LUA), Infrastructure Improvement Plan (IIP), and Development Impact Fees (DIF). The new development impact fees became effective August 5, 2019.

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 Process & Policy

o In accordance with A.R.S. § 38-863.01, a Public Safety Pension Retirement System (PSPRS) Funding Policy was established in order to demonstrate the City’s formal acceptance of assets and liabilities and establish the City’s plan to be fully funded by June 30, 2036.

o The City’s Conflict of Interest policy was revised in conjunction with the City Attorney’s Office and Human Resources Department. The revision provided additional guidance and an enhanced disclosure process for employees who are faced with a potential conflict of interest.

o The Employee Expense Module within Munis has been implemented. This new, streamlined process system allows each employee to enter requests for reimbursements (e.g., travel, mileage, etc.) directly into Munis.

 Promotions

Employee Promotion To Division

Amanda Correia Accounting Specialist Accounts Payable

Andrea Villagomez Buyer Procurement

Brandi Flores Senior Financial Management Administration Analyst Eric Boyles Procurement Manager Procurement

Jenna Garcia Financial Analyst Budget

Jennifer Conway Lead Accounts Payable Technician Accounts Payable

Katie Keever Senior Customer Service Utility Billing Representative Sarah Williams Lead Customer Service Revenue Representative Yvonne Perez Senior Buyer Procurement

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 New Hires

Employee Position Division

Alli Christie Cashier Revenue

Andrew Rumpeltes Process & Policy Analyst Administration

Jonathan Gake Senior Accountant Accounting

Keelaya Colvin Customer Service Representative Utility Billing

Kelly Shimp Customer Service Representative Utility Billing

Michael Squire Senior Accountant Accounting Senior Customer Service Ofelia Aguilera Utility Billing Representative Teresa Butterbredt Assistant Finance Director Administration

Performance Measures

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Introduction

The Human Resources Department is committed to providing professional human resources services in support of the City’s strategic goals and objectives. In partnership with our customers, we strive to attract and retain a talented and diverse workforce through successful recruitment and selection, a competitive compensation philosophy and robust health and wellness benefits. We are committed to engaging and providing resources and programs in support of employee relations, policy and compliance, leave management, training and development and payroll services.

Employment Human Resources assists the public and employees with all phases of the recruitment and selection process. This includes creating the job posting, advertising, testing and assessment center development and the interview process. The post job offer process includes a background investigation, fingerprinting and in some cases a physical and/or drug test.

Recruitment and Selection Process

Recruitments Applications Job Offers Average Days Conducted Processed Extended to Fill 195 21,587 295 47

Other Performance Measures

Employment Fingerprint Inbound Calls Verifications Records 6,550 423 302

Positions Job Starting Pay Changes Evaluations Analysis 24 50 55

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The average number of full-time and part-time City of Surprise employees increased by 7.1% between 2018 and 2019. Over the past five years the City has experienced a 23% overall increase in the size of the workforce.

Average Employees Over Last 5 Years

1066 995 941 870 901

2015 2016 2017 2018 2019

As the City continues to grow and we experience a healthier economy, the landscape of our regular fulltime and part-time workforce also changes as noted in our employee’s tenure. Approximately 495 employees, or 59% of our workforce have been employed with the City 10 years or less.

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Employee Turnover As of December 31, 2019 the total number of regular full-time employees was 838. Throughout the year, there were 69 voluntary separations; 11 of those were planned retirements and 6 involuntary separations. The overall turnover rate, excluding retirements* was 7%. Separation reasons are listed in the tables below.

*retirements = regular retirement early retirement = medical separation (not included in regular retirement)

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Training and Development

Human Resources offers a variety of training and development opportunities aimed at building employee capacity to deliver services, meet strategic needs and align with the City’s values and strategic goals. Training and Development begins with New Employee Orientation to discuss and review benefit and payroll elections and provide an overview of the employee policy manual to ensure new employees understand City policies and procedures.

An Extended Orientation (ENEO) unites the City’s Values, History and Servant Leadership philosophy. Employees meet various department directors who provide an overview of their internal services. Lunch with the City Manager and his executive team provides new employees an excellent opportunity to engage with City leadership.

NEOs Conducted NEO Participants ENEOs Conducted ENEO Participants 28 119 17 92

E-Learning – City Employee On-line Training

Target Solutions is a Learning Management System (LMS) that enables us to assign, deliver, track and report all types of compliance training – both vendor developed and custom-made. This allows for effective streamlining of policy distribution and resource sharing to our employees and also in partnership with other departments who want to distribute training specific to their employees.

Training Topic Participants Training Topic Participants Self-Service Password 729 Procurement Guideline 803 Reset Changes PERFORM Goal Mgmt 146 NIMS IS-700 32 NIMS IS-800 19 NIMS ISC-200 137 NIMS ICS-100 35 Ethics and Values 817 Respiratory Protection 139 Preventing 167 Discrimination in the Workplace EPM Acknowledgement & 742 Cash Handling 181 Updates Supv Anti-Harassment 746 Training/Acknowledgement

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Human Resources also provides customized training programs designed to grow and development our workforce. In 2019, we introduced two Manager Training Series programs; “Pathways to Leadership Success” designed to help leaders gain the skills, knowledge, and tools needed for success by building on the fundamentals of management. There were 33 participants representing 12 departments.

We also hosted a variety of in-house skill-based programs to include Outlook Time Management, Excel Basic, Intermediate, Advanced, and Interview Panel Member Orientation Training for Emergency Medical Services staff.

2019 Manager Series Training participants.

Tuition Assistance

We had 69 employees begin or continue their academic journey and receive tuition assistance from the City.

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Benefits and Wellness

The City continues to recognize a lower than industry average in medical claim costs. These results can be attributed to our partnership with CBOZ and Blue Cross Blue Shield and their efforts in claims management, our health and wellness programs, and our efforts to educate employees about smart health benefit consumerism.

COS Medical Trend vs National Trend 7.50% 8.00% 6.90% 6.80% 6.20% 5.50% 6.80% 6.00%

3.60% 4.00%

2.00%

0.00%

-2.20% -2.00%

-4.00% 2015/2016 2016/2017 2017/2018 2018/2019 COS Medical Trend 7.50% 3.60% -2.20% 6.80% National Medical Trend 6.80% 6.20% 5.50% 6.90%

COS Medical Trend National Medical Trend

 Introduced a new medical plan – the Alliance EPO (Exclusive Provider Organization) effective July 1, 2019. This plan provides employees with a third choice for a medical plan, and it includes lower monthly premiums and co-pays. This plan also supports our benefits administration strategic plan to control costs, offer robust coverage options for employees, and create sustainable benefit programs. During open enrollment, we had 13% of our employee population migrate to this plan.  We continue to experience success and cost containment as a result of our transition to a carved out pharmacy benefit with OptumRx which was completed in January 2017. From calendar year 2018 to 2019, we experienced a 0% increase in costs, which

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is extraordinary and beats pharmacy trend which is 7% to 14%. In addition, our cost per member per month is 5.7% less than Optum’s local government benchmark.  Awarded new contracts for basic and voluntary life insurance benefits, dental, vision, and the EAP (Employee Assistance Program).  Created a 24-page Employee Benefits Guide highlighting the City’s comprehensive benefits package in preparation for open enrollment and in support of our ongoing employee education campaign.  Completed our 2nd open enrollment in Munis with 99.9% employee completion rate.  Launched the Healthy Blue Way online wellness program tracker in conjunction with BCBS. This online platform allowed participants to log various wellness activities throughout the year and participate in challenges such as Halt the Hidden Salt, Joy Bucket Challenge, and Smart Phone Detox.  Participated in Move-It Maricopa Walker Tracker challenge with other valley cities placing 6th overall. Also completed an internal “Destination Vacation” Walker Tracker Challenge.  Completed first ever weight loss challenge in partnership with AM Nutrition Services. During this eight-week challenge, 53 employees who logged their weight at least twice lost 174.3 pounds for an average weight loss per person of 3.28 pounds or 1.7% of body weight lost.  The City was recognized by the Phoenix Business Journal and ranked 8th as the Valley’s Healthiest Mid-Size Employer. Our wellness strategy is about personalization, accountability, and convenience for our employees. Our programs provide opportunities for employees to develop goals related to physical activity, nutrition, stress management, and preventative disease management.

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2019 Wellness Program Total Participants Nutritional Counseling 32 Walker Tracker 235 Fitness Classes 432 Weight Loss Challenge 53 EAP Classes 19 Chair Massages 331 Osteo Screenings 56 POP - Prostate Cancer Screenings 20 MOM - Mammography Screenings 33 Flu Shots 117 Health Risk Assessments (HRA) 276 Employee Benefits Fair 150 Retirement Security Week 61

Leaves/ADA

Engaged in process mapping sessions creating flow charts for different employee leaves and ADA. This internal document helps guide our processes, ensure consistency, and allow for

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better case management to help prevent leave cases from escalating. Developed a new process where payroll, instead of department supervisors, enter time for employees on continuous FMLA and/or PML. This makes leave management easier for our customers and reduced the number of errors and adjustments that are needed in the payroll system. Payroll/HRIS

Winner of the 2019 Tyler Public Sector Excellence Award in recognition of the HR/Payroll team’s accomplishments with MUNIS, our HRIS system implemented in 2017. Accomplishments include: online time entry; online/ESS changes for direct deposit; federal, and state taxes; automated creation of Personnel Action Forms (PAFs) and implementation of electronic workflow; 834 automation of benefit files with medical, dental, and vision carriers; and online/ESS open enrollment.

The Payroll team worked with city departments to provide access to reports to account for the Floating Holiday. In collaboration with the Fire-Medical department, successfully created detailed leave balance reports to support them with managing approvals for employee requests for time off, completed a new online process to manage United Way donations, and assisted in the creation of over 30 new Fire pay codes to charge wages to the appropriate budget line items, eliminating the need for budgetary journal entries. These enhancements have created efficiencies, reduced errors, and saved staff time and resources.

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As of December 31, 2019, there were 1,342 full-time and part-time employees who received a paycheck throughout the year and the annual gross pay for all combined was $67,739,206.22.

Employee Relations

The HR Department sponsors the City’s Employee Appreciation Committee, which organizes and presents quarterly events to celebrate the many successes and accomplishments of our employees. In addition, our generous City employees support our community through various programs to include donating back-to-school supplies, participating in blood drives and proving for families during the annual holiday adopt-a-family program.

Years of Service Employees Recognized 25 2 20 12 15 31 10 10

2019 Awards

City Manager’s Service City Manager’s Peer to Peer Sonia Gonzalez – City Sandy Simmons – Finance Attorney’s Office Jamie Lopez – Community Jeff Martin – Public Works Development

City Manager’s Excellence Mike Gent, Robert Wingo, Gloria Bianco, Diane Arthur, Michael Boule, Jeff Martin, Virginia Mungovan, Muriel Sawicki, Marc Anderson

Summer Harris, David Wood - PD Jesus Rivera – Fire Medical

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NEIGHBORHOOD SERVICES

The Neighborhood Services Division administers the City’s Community Planning & Development grants received from the Department of Housing & Urban Development. The Community Development Block Grant, Neighborhood Stabilization Program, and HOME Investment Partnership program utilize federal funding to improve access to safe and affordable housing, preserve existing housing stock, improve public facilities and infrastructure, affirmatively further Fair Housing, and provide public service funding to organizations that serve the most vulnerable in the community.

The Neighborhood Services Division promotes healthy community engagement activities with the neighborhood block party program, community workshops, civic education classes, HOA academies, Surprise days of service, and mediation program. Neighborhood Services utilizes federal funding to invest over $500,000 in our community each year. These investments contribute to:

• Safe and affordable housing opportunities • Development of new affordable housing • Access to community services • Community park improvements • Community infrastructure improvements

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Housing Rehabilitation Program

The preservation of existing affordable housing stock is one of the most valuable investments the City can make utilizing CDBG funding. By making crucial repairs and improvements to owner-occupied homes, homeowners can stay in their homes, and ensure the homes are healthy and safe to occupy. Deferred loans and minor repair grants are made available to eligible Surprise Residents to rehab their homes with a mission to keep homeowners in their home, and maintaining an affordable housing inventory.

Neighborhood Services Partner Spotlights

Neighborhood Services works to select strategic non-profit partnerships to serve the community, and to leverage additional resources utilizing the federal funding. Northwest Valley Connect

Northwest Valley Connect provides personalized support to connect area residents with available transportation services, while developing new transportation options for seniors and people with disabilities to overcome existing service gaps. This ride transportation service coordinates information on a variety of existing travel options to

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provide Surprise residents with easy-to-use information that will assist them in planning their transportation needs. NWVC also utilizes volunteers to help Residents get from point A to B with minimal worry.

Benevilla

Benevilla-Wirtzie's Child Development Center is an accredited preschool and childcare program that provides a safe and nurturing environment for children ages six (6) weeks to five (5) years old. Benevilla-Wirtzies is accredited through National Accreditation Commission (NAC) and has a 4-star rating through Quality First, which allows them to provide the highest quality of care. Benevilla serve low to moderate income eligible families with reduced cost childcare to enable families to work or go to school.

Lutheran Social Services

The Interfaith Homeless Emergency Lodging Program (I-HELP) is a cost effective, low barrier shelter for individuals experiencing homelessness. Each night, individuals experiencing homelessness gather at a central intake point. They are transported to a rotating house of worship, which shelters them for the night. More than just a safe place to sleep, I-HELP connects participants to resources and helps them build the skills necessary to obtain employment, permanent housing and move beyond homelessness.

Day of Service

Surprise Days of Service are designed to provide volunteer support for community and household projects for those in need by tapping into the generous nature of residents wanting to give back to their community. Days of services were held Jan 19, Feb 22, Mar 9, April 13 and October 19. 399 volunteers participated in the Oct event.

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Neighborhood Services – By the Numbers

Neighborhood Services 2019 Total 2018 Total

Housing Emergency Rehabilitation 10 13

Total Cost $83,549.55 $88,907.19

Housing Major Rehabilitation 1 4

Total Cost $10,742.97 $97,235.28

Block Parties 32 29

Number of Attendees 3,790 7,475

Block Party Events 7 2

Number of Attendees 2,000 4,000

Surprise Day of Service 11 8

Number of Attendees 1,026 464

Community Education Classes 46 59

Number of Attendees 759 867

6 | 2019 ANNUAL REPORT

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SURPRISE RESOURCE CENTER

The Surprise Resource Center is a one-stop-shop for social services. Through strategic partnerships with a growing number of community-based organizations and government agencies, the Center offers Surprise residents connections to services that include everything from eviction prevention and utility assistance to employment support to food and nutrition resources.

Community Action Program

Born out of the 1964 Economic Opportunity Act, the Community Action Program (CAP) strives to combat poverty. HSCV administers CAP in partnership with Maricopa County to provide support services that foster self-sufficiency and stability during unexpected financial crises. Services include limited temporary assistance with utility and eviction prevention for qualifying Surprise and El Mirage residents. Funding sources for these programs include federal Community Services Block Grant (CSBG), Community Development Block Grant (CDBG), Low Income Home Energy Assistance Program (LIHEAP), Short-Term Crisis Services (STCS) and local fund sources Utility Repair, Replacement & Deposit (URRD) Assistance Program, APS and Southwest Gas crisis assistance programs. HSCV was awarded Tohono O’odham Nation 12% funding for additional support of residents in crisis.

Community Action Program 2019 Total 2018 Total % Growth

Units of Service (Utility & Rental) 1,587 933 70%

Unduplicated Households 882 541 63%

Unduplicated Individuals 2,820 1,830 54%

Total Expended (Utility & Rental) $689,820 $424,216 63%

Total Utility & Eviction Prevention Calls 13,456 28,306 -53%

Applications processed 853 588 45%

7 | 2019 ANNUAL REPORT

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Community Action Program at its Best - Success Stories

Senior Crisis Assistance - A 74 year-old senior came into the center in need of utility assistance and had limited ability to speak English. Surprise Resource Center staff helped with translation. He was a senior living with limited income and his refrigerator had to be replaced in a timely manner to ensure his food did not spoil. This resulted in an unexpected financial hardship. Surprise/El Mirage CAP and St. Vincent De Paul staff were able to provide him with electric, gas and water utility assistance along with emergency food boxes and referral to the Surprise Senior Center. The Surprise Resource Center Staff also provided him with information on the Weatherization Program through Maricopa County and VITA information for free tax preparation. Through this collaborative effort, he was able to get back on his feet. Family Crisis Assistance - The Surprise Resource Center received a Hope Line call requesting utilities and rental assistance. This family (mother, father, 7 year-old, 3 year-old, and a 2 year-old) were in a financial struggle due to the father, the main wage earner, losing his employment. The family was facing eviction and disconnection of utilities within two weeks. Due to the father`s determination to keep his family stable, he found employment but was waiting on a start date. It would be two weeks for him to receive his first paycheck and the family would still be facing financial hardship for a few months as they tried to catch up. The Surprise/El Mirage CAP office provided rental, electric and gas utility assistance. The Surprise Resource Center Staff connected the family with services and programs through Benevilla Family Resource Center and Adelante Healthcare WIC who provide services and programs to families with children ages 0-5. Thanks to the efforts and commitment of the Surprise Resource Center staff and partners, the family was able stay at their residence, keep their utilities turned on and receive additional family support benefits.

Volunteer Income Tax Assistance (VITA) Volunteers preparing Tax Returns.

8 | 2019 ANNUAL REPORT

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Surprise Resource Center Partner Spotlights Benevilla

The Benevilla Family Resource Center held its Holiday Party at the Surprise Resource Center. The event featured Santa, elves, hot cocoa, cookies, activities, and of course presents for all the children that attended. Twenty-two families were helped. Benevilla and the families appreciated the generosity from City of Surprise Employees, Surprise Police Department, and Surprise Fire Department for their donations and being a part of the event.

The Reveille Foundation

The Reveille Foundation joined the Surprise Resource Center at the end of the year, serving transitioning military, veterans and families, formerly incarcerated and families, and Native Americans. Reveille supports these populations with holistic case management that creates individual plans for success and brings the community of resources together to execute these plans. The Reveille Foundation also partners with American Patriot Service Corp to assist Veterans (age 65 years and older) and their Surviving Spouses that might be eligible for a tax-free VA pension called Aid & Attendance.

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Lutheran Social Services of the Southwest – Interfaith Homeless Emergency Lodging Program (I-HELP)

In October 2019, I-HELP shelter services program launched with office hours at the Resource Center. The interfaith shelter program partners with local churches, charities and agencies to provide overnight emergency shelter to those experiencing homelessness and case management to help them move from crisis to stability. The program can accommodate up to 12 adults per night and has provided emergency shelter for 18 participants in just two months of operation.

Surprise Resource Center Partners

• Arizona@Work Maricopa County • Hope Women’s Shelter • Maricopa County Human Services • Maricopa County Weatherization Division • AARP – SCSEP Program • Benevilla Family Resource Center • Area Agency on Aging – State • Society of St. Vincent de Paul Health Insurance Program (SHIP) (St. Clare of Assisi & Our Lady of • Chicanos Por La Causa Lourdes Conferences) • City of El Mirage • A New Leaf • City of Surprise Victim Advocates • Helping Families In Need • Sojourner Center • AZ Department of Economic • St. Mary’s Food Bank Security • Southwest Human Development • Disabled Veteran Outreach Program • Stepping Up for Seniors • Eve’s Place • Lutheran Social Services • New Life Center • MADD • Adelante Healthcare (WIC) • Family Bridges • The Reveille Foundation • Surprise Veteran Job Club • Phoenix Rescue Mission • First Things First • Salvation Army • Valley View Community Food Bank

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Surprise Resource Center Partners 35 30 25 20 15 10 5 0 2016 2017 2018 2019

# of partners

Surprise Resource Center – By the Numbers

Resource Center % 2019 2018 By The Numbers Growth Total Individuals 11,639 3,441 238% Served Total Families 5,936 2,751 116% Served Trainings/Classes/ 340 690 -51% Support Groups

Volunteer Hours 2,709 2,358 15%

Surprise Resource Center Testimonials

“You guys have been so kind helping me and my family, not once judging. Donika is always smiling and making you feel like family. You guys are doing great work helping families and making families’ lives change!”

“I just moved into my new home and was looking for a job. I went in for help and received not only utility assistance, but diapers, a food box, and saw the right people to get work and childcare assistance for my kids. I never thought there were people in the world who are so kind, polite and understanding like everyone at the Surprise Resource Center. If it wasn’t for their assistance, I would be stuck not knowing what to do next.”

11 | 2019 ANNUAL REPORT 115

SENIOR SERVICES

The Surprise Senior Center is the hub for activities, lifelong learning and wellness for citizens 50 years and better, as well as adults with disabilities. The Senior Center houses various wellness programs, has an updated workout facility, Silver Sneakers and other fitness- related classes.

Our members are offered a daily well-balanced hot lunch through our Congregate Meal program, which is partially grant funded through Area Agency on Aging, Region One.

Our staff and volunteers run various programs and classes throughout the day such as crafting, painting, line dancing, bingo and leisure sports tournaments.

Membership to the Senior Center has increased 5 years in a row and continues each year.

12 | 2019 ANNUAL REPORT 116

SENIOR SERVICES – By The Numbers

Senior Services 2019 2018 % Growth

Total Active Participants 913 816 12%

Meals Served 10,685 12,352 -13%

Volunteer Hours 4,837 4,072 19%

Special Interest Classes 411 296 39%

Facility Tours 392 N/A N/A

Fitness Memberships 283 211 34%

Sr. Center Memberships

24%

76%

Resident Non Resident

13 | 2019 ANNUAL REPORT 117

YOUTH SERVICES

City Court Academy & Surprise Youth Justice Project

This year the City Court Academy and Surprise Youth Justice Project (SYJP) helped local teens learn more about legal careers. The City Court Academy is a job shadow program in partnership with Surprise City Court. The SYJP provides a meaningful service to the community through a peer led Teen Court, where juvenile offender cases are heard and appropriate consequences determined that engage the victim, offender, and community.

SYJP has given me the chance to affect youth in my community for the better and provide them with new opportunities. It gave me the opportunity to deepen my understanding of the law and its inner-workings. I’ve made many friends and met many amazing people through this program who taught me how to be empathetic and hardworking. SYJP taught me better decision making skills and professional skills. - Bryan Main, program participant

14 | 2019 ANNUAL REPORT 118

Surprise Youth Council

Community Service

Members of the Surprise Youth Council participated in various community service projects throughout 2019. In January, they built a small community garden in the Original Town Site during the MLK, Jr Day of Service. In the fall, members volunteered at the first Care & Share Expo, assembling and distributing hundreds of food bags. They also participated in the SciTech Festival, October Day of Service, and Veteran’s Day Parade.

“I moved here almost four years ago, and it wasn’t until I joined the Surprise Youth Council that I truly felt a connection to this city. We work to piece together the disparities of the public

through service projects big and small.” – Jessica Childress, SYC member

Events

Throughout the year, the Surprise Youth Council participates in and hosts various events. These events are designed to engage the community in a meaningful way. In March, the SYC hosted their annual roof-top party for local teens, Level 4. At G.A.I.N. Night in October, they built a carnival corner with traditional games and a haunted tunnel.

15 | 2019 ANNUAL REPORT 119

Leadership

“I’m not the best public speaker, but still, [the SYC] advisors gave me opportunity after opportunity to hone my skills and gain more confidence in myself.” - Ian Petrow, SYC member

The Surprise Youth Council (SYC) attended three different leadership conferences in 2019. In August, at the League of Arizona Cities and Towns conference in Tucson, representatives met with other youth leaders from around our state, sharing about the various projects they’re working on and learning from local organizations about how to build healthy relationships.

At the West Valley Youth Council conference in October, the SYC collaborated with other youth from the west valley on topics concerning mental and emotional wellness.

“[During my time] in SYC, I have In November, seven delegates traveled to San interacted with individuals across the City of Surprise, been involved in a Antonio, Texas to attend the National League of handful of service projects, and have Cities conference. While there, they networked been given opportunities I never would have imagined. I’ve become a much with youth and adults from around the country better leader, citizen, and individual and attended workshops on topics ranging from due to my service in the Surprise Youth caring for our aging population to equity. This Council. I know going into college and my future career, I have many year, Surprise helped plan the national experiences and knowledge that will conference as one of our SYC members served on help me succeed.” the Youth Delegate Planning Committee. – Caroline Dors, SYC member

16 | 2019 ANNUAL REPORT 120

Summer Youth Employment Program

The 2019 session of the Summer Youth Employment program spanned six weeks in June and July. The program placed 25 local Surprise teens in six-week paid internships with various City of Surprise departments. The work experience varied as interns shadowed Fire-Medical, learned the inner-workings of our Economic Development Department, and offered companionship at our Senior Center, among other things. With their job experience, interns received over 3,750 hours of workforce development training and 21 interns passed the test to receive their Arizona Career Readiness Credential through Maricopa County, Arizona at Work.

“I’ve learned so much this summer. “Overall this internship provided me a lot of Through the workshops that were given skills that will help me stand out while looking weekly, I was able to learn how to for a job after [the program]. It allowed me to accept critical feedback, how to avoid get in-depth time with many different jobs and work conflict and I had an opportunity to people throughout the city departments.” - view college readiness programs.” Matthew McClure, SYEP Intern - Shelby McKay, SYEP Intern

17 | 2019 ANNUAL REPORT 121

Youth Services - By the Numbers 2019

Youth Services 2019 2018 % Growth

Leadership/Team Building/Technical Skills/ Training 9,505 2,315 311% Hours

Community Service Hours 998 372 168%

Youth Program Participants 1,621 3,224 -50%

Youth Event Attendance 2,304 480 380%

V.E.N.T. Workshop at West Valley Arts HQ Presented by the Surprise Youth Council - November 7th, 2019

18 | 2019 ANNUAL REPORT 122

SURPRISE COMMUNITY OUTREACH PROGRAM (SCOP) FY2019 Awards – Council led grant program for 501c3s Amount Agency Program Focus Funded A New Leaf Volunteer Income Tax Assistance (VITA) Program $7,500

Benevilla Volunteer Home Services $5,000

Calvary Chapel FourteenSix Community Snow Day Event $2,500

Cancer Support Community AZ Social and Emotional Cancer Support $5,000

Chance Shelter Pet Safety and Awareness Program $4,000

Chicanos Por La Causa Inc. Parent Education $3,000 HART Pantry Weekend Food Pack for At-Risk Teens $4,000 Enrollment Navigator Located at Surprise Resource Helping Families in Need $5,000 Center LAUNCH Team Robotics FIRST Tech Challenge Teams $2,700 Interfaith Homeless Emergency Lodging Program (I- Lutheran Social Services $7,200 HELP) Transportation Call Center and Volunteer Driver Northwest Valley Connect $10,000 Program One Step Beyond, Inc. Life Skills Classes $5,000

Radiant Church Tim Tebow Foundation's Night to Shine Event $2,500

Rotary Club of Surprise 6th Annual Taste of Surprise Event $5,000

Science The Earth Science Café Workshops with STEM Professionals $2,500

Special Olympics Inclusive and Adaptive Basketball $2,600 St. Vincent de Paul Utility and Housing Assistance $10,000

Stage Left Productions Theatre Productions $2,500 Assist Income Qualified Seniors with Health Related Stepping Up for Seniors $2,000 Needs Teen Lifeline Crisis Services and Suicide Prevention $5,000 West Valley Arts Council Vision and Sound: An African-American Experience $2,000

West Valley Symphony 50th Anniversary Season $2,000

Youngtown Community Fund Medical Equipment Lending $3,000

Total Amount Awarded $100,000

19 | 2019 ANNUAL REPORT 123

SURPRISE COMMUNITY OUTREACH PROGRAM (SCOP) FY2020 Awards – Council led grant program for 501c3s

Amount Agency Program Focus Funded A New Leaf Domestic Violence Court Advocacy $7,500 Banner Alzheimer's Dementia Friendly Surprise $5,000 Foundation Social and Emotional Cancer Support for Cancer Support Community $7,500 Vulnerable Families Furry Festival, Pet Safety Classes and Veterinarian Chance Shelter $4,000 expense Eve's Place 2nd Annual Visual and Written Art Show $2,709 HART Pantry At-Risk/Homeless Teen Food Program $6,000 Interfaith Homeless Emergency Lodging Program Lutheran Social Services $7,200 (IHELP) One Step Beyond, Inc. Vocational E-Commerce Project $6,500 Radiant Church Night to Shine 2020 $5,000 Rotary Club 7th Annual Taste of Surprise $5,000 Seeds of Hope Community Enhancement Program $4,000 Spencer's Place Spencer’s Place $6,091 Sr. Citizens One Step Meals Of Joy $1,500 Information Center St. Vincent de Paul Rental Assistance $5,000 Surprise Young Life Every Teenager in Surprise Campaign $2,500 The Clothing Shop Clothing Program $6,500 The Reveille Foundation Military and Veteran Assistance Program $7,500 West Valley Arts Council Teachers Welcome Back Reception $1,500 WHAM Wham on Wheels $4,000 Youngtown Community Fund Medical Lending Center $5,000 Total Amount Awarded $100,000

20 | 2019 ANNUAL REPORT 124

NEIGHBORHOOD GRANT PROGRAM

FY2019 Awards - Council led grant program for residents

Amount Agency Program Focus Funded Legacy Parc North Community Playground $3,500 Marley Park Veteran’s Commemorative Plaza Landscaping $1,300 Sarah Ann Ranch Corn Hole Boards $2,500 Original Town Site 2019 Recycled Arts Festival $2,700 Total Amount Awarded $10,000

FY2020 Awards - Council led grant program for residents

Amount Agency Program Focus Funded Sarah Ann Ranch - NeighborGood Program $1,750 Mountainside Sarah Ann Ranch Movie Nights $4,599

Total Amount Awarded $6,349

21 | 2019 ANNUAL REPORT 125

GROUP SUPPORTED EMPLOYMENT

The Group Supported Employment (GSE) program is a job skills training program for adults with cognitive and intellectual disabilities. In partnership with One Step Beyond, participating city departments work with members and coaches of the GSE program by providing work-based learning opportunities. We had one member graduate out of the program. She received a job at a car dealership

help desk.

Participating City Departments: • Surprise Fire-Medical • Human Service & Community Vitality

In 2019, 10 GSE members and three job skill coaches were supporting city of Surprise operations. VETERAN INITIATIVES

HSCV staff extended their partnership with the Arizona Coalition for Military Families and their “Be Connected” initiative. A community “Be Connected” is set up for January 2020. The goal of the initiative is raising awareness of Veteran issues, opportunities and resources available through partnerships.

The Surprise Veteran Job Club continued to meet and engage Veterans and their families with employment wrap around supports. In the last six months of 2019, 23 people were supported through the Job Club.

22 | 2019 ANNUAL REPORT 126

VETERAN, DISABILITY& HUMAN SERVICE COMMISSION

The newly established Commission held its first meeting in February, 2019. This 11-member commission must be comprised of volunteer members representing veterans, their family members or someone representing a veteran service organization, members representing those with disabilities and/or programs that support our special needs communities and those representing the social/human services sectors.

Within its first year, the commission completed a comprehensive community needs assessment and held the first Care & Share Expo.

Care & Share Expo

The Commission and HSCV department hosted its first Care & Share Expo. The event was a one-stop source for accessing programs and services that promoted health, financial growth and self-empowerment. The event was supported by 71 different nonprofit organizations with participation/attendance of over 300 people. Five in-kind sponsors supported the event with services and products including printing of banners/signs, event flyers/postcards, event promo bags, bottled water & staff/volunteer t-shirts. Total sponsorship was valued at $2,300.

23 | 2019 ANNUAL REPORT 127

COMMUNITY NEEDS ASSESSMENT

With the creation of the Veteran, Disability and Human Service Commission, the City Council allocated funding for the new Commission and HSCV department to undertake a community needs assessment. This first-of-its-kind study in our community engaged hundreds of residents, organizations and agencies with interviews, surveys, focus groups to hear directly from the people on what the top human, social and other resources are needed in Surprise and the region. The City procured a professional consultant, I&E Consulting to pull data and organize the ideas, resources and data in one report.

In November 2019, a final report was presented to the Surprise City Council with the following identified needs and priorities:

Priority Areas:

• Response to those individuals and families in immediate, urgent need • Need for a coordinated system of community partners working together to address immediate, urgent needs using a community-based human services delivery model • Access to mental health, behavioral health, substance abuse, and healthcare treatment services • Solutions to local transportation needs • Additional, safe affordable housing options • Awareness/Communication of available services • Enhanced planning for community building, collaboration, and partnership communication • Employment

24 | 2019 ANNUAL REPORT 128

Surprise Community Needs Assessment Recommendations:

• Revisit the criteria for annual city grant funding for human services to reflect the assessment-identified prioritization of needs for all human service groups • Develop a strategic plan to build a “community-based human services delivery model” – a system of community partners with defined roles, working strategically together, to address immediate and urgent basic human needs for individuals and families residing in Surprise and for homeless individuals in Surprise • Develop an awareness/communication plan immediately to publicize existing services in Surprise and those accessible in nearby communities • Continue to pursue development of additional, safe, affordable housing and emergency/transitional housing, including a plan to establish a housing advocate to inspect unsafe housing conditions and excessive rent increases that put individuals and families at risk of homelessness • Develop a community-wide coordinated program for treatment/counseling for individuals in need of mental health, behavioral health, substance abuse, and health care treatment services • Develop short-term and long-term solutions to transportation to include a free (or almost free) public transportation system modeled after other communities in the metropolitan area • Create a plan for community building, collaboration, and enhanced partnership communication strategies to raise awareness of the needs and corresponding opportunities to provide assistance, with a first priority focus on the untapped area of the private sector • Continue pursuit of strategic priorities to bring more jobs, trade programs, tech jobs, and higher wages to Surprise while creating more expanded opportunities for skills training and jobs at a livable wage for unskilled and underemployed workers • Revitalize the Original Town Site in Surprise • Implement staff and volunteer training for human services sectors to include a menu based on clients served • Prepare now for the aging of Surprise residents to be ready to meet the human service needs of increasing numbers of seniors, projecting future needs and resources over the next five years • Create a plan for community integration for individuals with disabilities/special needs • Engage in bold strategies to make Surprise a premier model for Veteran services and partnership building to assist with advocacy and identification of accessible, affordable resources • Focus on utilizing Surprise libraries as additional hubs for cost-effective service delivery by drawing on services and coordination already funded and budgeted and adding prioritized resources for services • Set weekly office hours in the community to facilitate mobile services and community integration • Follow up on the momentum established through the community forum, honoring the thoughtful input of community members through a careful review and consideration of the suggestions and offers of assistance shared

25 | 2019 ANNUAL REPORT 129

3nd ANNUAL DR. MARTIN LUTHER KING JR. DAY OF CELEBRATION & SERVICE

On January 19th, 2019, the MLK Advisory Committee in partnership with HSCV and the City of Surprise held the 3rd Annual Dr. Martin Luther King Jr. Day of Celebration & Service event.

Over 450 people attended the inspirational event and 350 volunteers spread out across the community to complete service projects.

Mr. Clay Dix served as the keynote speaker with Susan Casper from ABC 15 as emcee. Performances from Vision & Sound, AZ Redeemed Choir, Sounds of Gideon Choir and the Willow Canyon High School Percussion Ensemble energized the multi-generational crowd in the courtyard of Surprise City Hall.

$8,000 of sponsorships from the following local entities made sure this event was successful:

• Surprise Rotary Club • APS • Surprise Youth Foundation • Health Choice AZ • Southwest Products • Chick Fil-A • West Valley Symphony • Southwest Commercial • GEC Electrical Contractors (Paul & Mary Outlaw) • Northwest Black History Committee thru Desert Diamond Casinos • Gateway Mortgage Group, LLC

26 | 2019 ANNUAL REPORT 130

SURPRISE SCI-TECH FESTIVAL

The Surprise Sci-Tech Festival was held on November 2, 2019 in the court yard of the City Hall Complex. With the goal of bringing community together to inspire all ages in life-long learning of science, technology, engineering and math (STEM), people were invited to interact with robots, computers and yes, even a dinosaur! The Surprise Sci- Tech Festival drew over 1,100 people and through surveys all encouraged the city to do it again!

The event had 60 partner organizations participate in the planning and execution of the festival, including:

• Most City of Surprise Departments • Dysart School District CTE & multiple schools • FIRST Robotics Community LaunchTeam 6352 • NW Regional Library • RISE • Luke AFB • Ottawa University • West-MEC • Imagine Prep, Paradise Honors, Highland Prep High Schools • WHAM • Southwest Gas • Toyota Proving Ground • AZ Pipe Trades Apprenticeship • Vet Links • Anjolito Drone Services • Chance Shelter • AZ SciTech Institute

27 | 2019 ANNUAL REPORT 131

SURPRISE AREA INTERFAITH & GOLDEN RULE COMMUNITY CELEBRATION

The 3rd Annual Surprise Area Interfaith & Golden Rule Community Celebration was held May 1, 2019 at the Salvation Army in Surprise. A community planning committee made up of faith leaders planned and coordinated the celebration in partnership with HSCV.

160 people attended this community celebration which celebrated ‘Golden Rule Moments’ from our community and region. The Golden Rule is the one common denominator among all world religions.

The program included the following speakers and participants:

• Rabbi Dr. Sheldon Moss, Emcee • Valley Vista HS Honor Guard • Surprise Mayor Skip Hall • Captain Mark Merritt, Salvation Army • Pastor Dennis Garcia, Iglesia del Valle • Surprise Judge Louis Dominguez • Azra Hussain, Islamic Speakers Bureau • Dysart HS Dance Students • Pastor Deb Tickell, Emmaus Episcopal • Connie Phillips, CEO, Lutheran Social Services of the Southwest • Rev. Larry Fultz, AZ Interfaith Movement • Right Reverend Jennifer Reddall, Sixth Bishop of the Episcopal Diocese of Phoenix • Mr. James Ellis, Church of Jesus Christ of Latter Day Saints

28 | 2019 ANNUAL REPORT 132

DECK THE HOCK

On December 10, 2019 HSCV held its 2nd Annual Deck the Hock Event. It included four performances from local school choirs, activity tables, real snow for the young and the young at heart, and 6 fully decorated trees donated to Surprise Families. Over 200 people were in attendance.

INTERGENERATIONAL INITIATIVE - AFTER SCHOOL YOUTH PROGRAM

HSCV partnered with Dysart Community Center for an after- school program at the Surprise Senior Center. The program served 37 children ages 5 – 15, an increase of 35% over last year. The program ran Monday – Friday between 4-7PM, which allowed working families to give their children a chance to stay in the neighborhood, complete homework, and enjoy snacks provided by Kids Café, a program administered by St.

Mary’s Food Bank. An

29 | 2019 ANNUAL REPORT 133

HOMELESSNESS IN SURPRISE

In the annual January ‘Point in Time’ count in Surprise, 33 people were found experiencing homelessness. The west valley trends in homelessness continue to rise.

In response to this growing trend, the City of Surprise partnered with Maricopa County, El Mirage, Youngtown and Peoria to launch the NW Regional Interfaith Homeless Emergency Lodging Program (I-HELP). On Oct 27th, I-HELP launched and has served 18 adults through December 31, 2019.

Homelessness is a very complex issue. A regional approach is needed. City of Surprise PD & HSCV staff attend monthly West Valley Municipal Human Services Collaborative meetings to collaborate on best practices, share data and monitor trends.

City of Surprise Homeless Services Investment FY20 Agency Program Focus Gen Fund CDBG

A New Leaf Faith House Women's Crisis Center $7,500 Central Arizona Shelter Emergency Shelter Services $4,500 Services Lutheran Social Interfaith Homeless Emergency Lodging $7,200 20,625 Services Program (I-HELP) Surprise Resource Crisis Assistance Fund - Utility 14,625 Center Assistance & Eviction Prevention Total $19,200 35,250 The above does not take into account the $100k investment from Maricopa County to the Surprise/El Mirage CAP for I-HELP support.

30 | 2019 ANNUAL REPORT 134

201 9

1 | 2019 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 135

Major Accomplishments, Enhancements and Efficiencies 2019

• Microsegmentation: o Phase 3: Application Centric Infrastructure (ACI) Data Center Segmentation • Asset Replacement - Upgrades and replacements for the city including network equipment, computers, servers, and video storage servers, cameras, and controller cards for security • Migration of archived files to long-term file storage solution • Implemented password reset tool for end users • Upgraded the City's aging Database Management servers to take advantage of productivity improvements, bug fixes, performance/reliability improvements and the latest security • Implemented a new desktop patch management solution. This solution allows us to perform and monitor critical updates and push application to user’s computers • Added network infrastructure to support security initiatives • Completed the upgrade of the antivirus server and client on all city computers • Configured anti spoofing email filter to prohibit most spoofing emails coming into the city’s email system • Migrated to a new USB Blocking system that will allow for the use of updated secure USB media • Implemented Phishing Technology Security Awareness software for interactive employee training • Upgraded the physical security system to include migration to a new database server • Upgraded the security camera system which allowed for integration with the access control system • Migrated long-term log storage database which allows for the storage of compliance related event and security logs • Created new security monitoring dashboards (July 2019) • Upgraded email security appliances to a security management appliance which allows for centralized reporting and quarantines • Researched and configured video monitoring system for Fire Medial/City Agenda • Implemented URL filtering on Email security appliances for enhanced protection • Configured DNS security solution for increased web protection • Implemented Geolocation Blocking on firewalls, limiting access to online content based on geographical locations

2 | 2019 ANNUAL REPORT 136

• Installed security appliance which blocks suspicious email attachments prior to being delivered to employees • Redesigned network quarantine capability • Upgraded Fire/Medical Drug box access system • Configured web proxy filtering on city laptops for off network protection against web threats • Implemented a new Data Loss Prevention (DLP) system for all outgoing emails • Replaced the Intrusion Detection System (IDS) to include the panic buttons located in the Senior Center • Completed the installation and startup of ten cameras, nine access control readers, twelve motion detectors, and an intrusion detection alarm system at the newly constructed Asante library • Completed the installation and startup of eight cameras, and three access control readers at the newly constructed Rancho Mercado Water Treatment plant • Completed the installation twenty-two access control readers in the Rangers/Royals offices and stadium area • Completed the installation of three cameras and two duress buttons in the city café • GIS maintains 311 separate feature classes containing 2,015,869 individual features. Maintained line features total 45,998 miles and the total square miles for the polygon features being maintained is 572,911. • In support of the storm water utility 7,734,675 square feet of impervious surface was added to support accurate billing of the storm water utility • The GIS Open Data Portal has seen its first full year of service to the public. Currently sharing 91 files with the public; 58 PDF’s containing GIS feature metadata and 33 GIS feature services. The public has the ability to download a KML, shape file or spreadsheet with coordinates for use in their projects.

3 | 2019 ANNUAL REPORT 137

Performance Measurements FY2019

Annual Help Desk Tickets Closed

Annual Phone Traffic

4 | 2019 ANNUAL REPORT 138

GIS New Development

Development

2500

2000

1500

1000

500

0 2018 2018 2018 2018 2019 2019 2019 2019 2020 2020 2020 2020 1ST QTR 2ND 3RD 4TH 1ST QTR 2ND 3RD 4TH 1ST QTR 2ND 3RD 4TH QTR QTR QTR QTR QTR QTR QTR QTR QTR

NEW ADDRESSES NEW PARCELS NEW SUBDIVISIONS NEW COMMERCIAL (TENANTS) NEW COMMERCIAL (BUILDS)

GIS Case and Permit Reviews

CASE & PERMIT REVIEWS

300

250

200

150

100

0 2018 2018 2018 2018 2019 2019 2019 2019 2020 2020 2020 2020 1ST QTR 2ND 3RD 4TH 1ST QTR 2ND 3RD 4TH 1ST QTR 2ND 3RD 4TH QTR QTR QTR QTR QTR QTR QTR QTR QTR

Cases Reviewed Permits Reviewed

5 | 2019 ANNUAL REPORT 139

Cybersecurity

• Malware Deleted - 119 • Malware Cleaned - 45 • Suspicious Call Detected and Blocked - 22 • Access Protection Rule Detected and Blocked - 11,618 • Adaptive Threat Protection Clean - 5 • Adaptive Threat Protection Block - 2 • Adaptive Threat Protection Contain - 1 • An Exploit Was Attempted and Blocked - 145 • Network Intrusion Blocked - 717 • Buffer Overflow detected and blocked (GBOP) - 4

• Emails Containing Virus's Blocked - 174 • Emails Containing Malicious URLs blocked - 519 • Spam Messages Blocked - 5,306,000 • Clean Messages - 1,649,094 • Marketing Messages - 871,656

Firepower Firewall

• Attempted Administrator Privilege Gain Blocked - 7,708 • Attempted Information Leak Blocked - 2,640 • Potential Corporate Policy Violation Blocked - 2,113 • Network Trojan Blocked - 15,075 • Attempted User Privilege Gain Blocked - 1,689 • Web Application Attack Blocked - 715 • Miscellaneous Attacks Blocked - 104 • Attempted Denial of Service Blocked - 33

Web Blocking

• Malicious Web Sites Blocked - 4,725 • Security Compromised Websites Blocked - 5,597 • Potentially Unwanted Software Blocked - 3,781 • Security Phishing Sites Blocked - 133 • Bot Networks Blocked - 599 • Custom Encrypted Uploads Blocked - 56

6 | 2019 ANNUAL REPORT 140

• Suspicious Embedded Links Blocked - 235 • Malicious Embedded Linked Blocked - 1 • Spyware - 3 • Keyloggers Blocked - 3

7 | 2019 ANNUAL REPORT 141

8 | 2019 ANNUAL REPORT 142

Application Services Projects

FY 2018 FY 2019 FY 2020 FY 2021

Application Services

CLASS Replacement 

City Attorney Document Management 

Risk Management Case Management 

SAMSWater 

Upgrade LaserFische - 10.3 

Upgrade Munis - 11.3 

Upgrade SharePoint - 2016 

Customer Survey - City Attorney 

Citizen Engagement 

PCI Compliance - Phase 2 

Public Records Request 

Sports & Tourism Project Management 

Application User Access Inventory 

Project Solstice

LIS Replacement 

Spillman

Linux Platform / 6.3 Upgrade 

GeoValidation 

9 | 2019 ANNUAL REPORT 143

Upgrade Spillman - 6.3.1803 

NIBRS Implementation 

Remove EMPD Data 

Database Services

Upgrade Unsupported Versions 

Orphaned User Resolution 

Upgrade SQL 2008 R2 Instances 

Encrypt Database Connections 

Linked Server Maintenance 

Business Intelligence Services

Spillman Data Warehouse 

Legacy Systems Data Marts 

Enterprise Data Warehouse - Phase 1 

Enterprise Data Warehouse - Phase 2 

Enterprise Data Warehouse - Phase 3 

Fiscal year project is expected to be active

Fiscal year project is expected to be completed 

Fiscal year project was completed 

10 | 2019 ANNUAL REPORT 144

Major Initiatives and Policy Issues

• Office 365 email and data migration planning

• Completion of the Windows 10 Upgrades for existing computers

• Asset Replacement – Computers, servers, EOC enhancements, Public Safety Building audio visual, Help Desk software, and security camera software and equipment

• Finance & HR/Payroll (Munis) 11.3 Upgrade

• Land Information System (LIS) Replacement

• Public Safety Radio Coverage analysis and site recommendations

• Telecommunications Backbone Upgrade

• Teleworking and meeting collaboration initiatives

• Upgrade the City's aging Database Management servers to take advantage of productivity improvements, bug fixes, performance/reliability improvements and the latest threat protection

• Data Security, Disaster Recovery, Security Awareness, and Compliance will continue to be analyzed, exercised, identified, trained, and enhanced

• Update current facility floor plans using laser surveying and add to city inventory system for facilities maintenance

• Business Impact Analysis and Business Continuity analysis and planning

• Security and Network support for capital improvement plan projects for new facilities

• Security camera and access control installation for bond approved projects, Fire Station 304, Fire Station 308 and the Public Safety evidence and Readiness Facilities.

11 | 2019 ANNUAL REPORT 145

Awards/Certifications/Training

Christopher Becker – Comptia Pentest + Certification, Cofense PhiseMe Certification, CCNA (Cisco), Cisco Stealthwatch Test Drive Training, Cisco Threat Hunting Workshop, CactusCon Threat Hunting, Cisco Live, Cisco Connect, Defcon

Warren Bert – Autodesk Civil 3d Fundamentals for Surveyors, Managing Lidar Data using Terrain Datasets, ArcGIS Enterprise Architecture Design and Security. The GIS team received an eight hour training session for the new GeoSlam Horizon (Lidar scanner) device and applications.

Leonid Bozhko – Microsoft 365 Administration, Microsoft Azure Active Directory, Exchange 2016 Mailbox and database administration, VMWare 6.7 with upgrade features, VMWare 7.0

Stuart Bricker – ASP .Net Core 3.0 Web development and web development level 3 class

Gina Busby – ICMA Cybersecurity Leadership Academy, City of Surprise Leadership Development Training, Emergency Manager Training, Maricopa Boldplanning Emergency Management Software Training

Tracie Busby – Processing Raster Data Using ArcGIS Pro, Creating and Managing Utility Networks with ArcGIS, and editing 3D Features Using ArcGIS Pro

Sharon Brubaker – Analyzing Data with PowerBI at Interface Technical Training

Mike Bruner – Avigilon CCTV Training and Certification, Cisco Connect

Jason Clark – Microsoft System Center Configuration Manager, Redhat Linux Administration

Sophie Cole – Image classification and processing and displaying of Raster data

Thomas Gargan – CCNA (Cisco Certified Networking Associate), Solarwinds administration, Cisco Stealthwatch Test Drive Training, Surprise Supervisors Academy

Jake Henderson – Microsoft Administering System Center Configuration Manager, Microsoft 365 administration, Microsoft One-Drive for Business

Blake Loper – Getting Started with ArcPro and Map Layout

Jose Marin – T-SQL Programming at Interface technical Training

12 | 2019 ANNUAL REPORT 146

Tracy Mills – City of Surprise Leadership Development Training

Burton Piper – Cisco CCNA Cert renewal, Solarwinds Administration, Cisco Stealthwatch Test Drive Training

Steven Stuart – Creating Optimized Routes and Origin Destination Cost Matrix for Network Analyst, Enterprise Geodatabase Versioning.

13 | 2019 ANNUAL REPORT 147

OFSURPRISE ANNUAL REPORT 2019

1 | Page Annual Report 2018 148CITY

INTRODUCTION

The Marketing and Communications Department services internal and external customers in developing transparent, factual, timely and creative city messaging for a variety of audiences.

This team performs the Public Information, Marketing, Web and Broadcast (Surprise TV) functions of the city. We’re at your service to:

• Manage city’s external website and employee intranet; develop and support niche websites (Spring Training, AZTechCelerator)

• Support multiple social media sites

• Write and design quarterly Progress Magazine

• Produce commercial and public service announcement videos, economic development recruitment videos, live and recorded video programming

• Broadcast live City Council, Planning & Zoning and Veterans, Disability & Human Services meetings

• Create multi-media marketing campaigns for city programs and initiatives

3 | 2019 ANNUAL REPORT 149

• Provide photography and graphic design services

• Lead media and public relations efforts

• Provide emergency/crisis messaging as needed

• Manage and protect the city’s branding and use of the city logo, related images and content

The department operates within a $1.3 million budget (Fiscal Year 2020).

4 | 2019 ANNUAL REPORT 150

STRATEGIC PLAN

5 | 2019 ANNUAL REPORT 151

ACHIEVEMENTS Major Marketing / Strategic Initiatives

Census 2020 Outreach

In 2019, the Marketing and Communications Department focused heavily on Census outreach in preparation for the 2020 count. The city formed a Complete Count Committee and participated in Maricopa County Association of Governments Census Committee Meetings. Reaching residents through events was a key strategy. We had a Census presence with information and giveaways at a number of city events. We also used all city communications channels to promote awareness for more than a year prior to Census Day, including: Progress Magazine articles, press releases, and social media posts. A Census 2020 webpage was created on the city’s website as a hub for information. Additional outreach efforts were continued into 2020.

6 | 2019 ANNUAL REPORT 152

Marketing/Strategic Achievements Cont….

Be G.R.O.S.S. Sewer Protection Campaign

In partnership with the city’s Water Resource Management team, the Marketing and Communications team created a Be G.R.O.S.S. marketing campaign to help educate residents about the importance of protecting our sewer system. The team commissioned the creation of cartoon characters to represent the villainous items that clog our pipes and urged the community to “Be Guardians Regarding Our Sewer System (G.R.O.S.S)” by refraining from flushing these items or pouring them down the drain. The ongoing campaign includes a dedicated webpage (with a website in the works for 2020), a video PSA, and a dedicated Instagram account.

‘

7 | 2019 ANNUAL REPORT 153

Find Your Surprise’ Tourism Campaign

In February, the Marketing and Communications team, in partnership with the Sports & Tourism Department, launched a ‘Find Your Surprise’ Tourism Campaign. The campaign included a www.ExploreSurprise.com tourism website with information on places to shop, dine, stay and play and a blog with fresh articles on hot tourism topics! We also created Surprise Tourism social media channels, a tourism commercial / PSA, Spring Training scoreboard art, and other marketing materials. The multi-media tourism marketing effort won the 2019 Outstanding Marketing Campaign Award at the Arizona Governor's Conference on Tourism.

8 | 2019 ANNUAL REPORT 154

Marketing/Strategic Achievements Cont….

• Created Drive Wise PSA highlighting Hands-Free Mobile Ordinance for theaters, social media and Surprise TV

• Completed web system for new Public Records request process

• Outreach and/or promotion of City and Council initiatives. These efforts may have included press releases, social media, website updates, surveys, postcards, emails, informational collateral, media coordination, and more. Some of the major initiatives in 2019 included:

o Development Impact Fee Study o Household Hazardous Waste Home Pick-up (pilot & new program implementation) o 5-year Utility Rate Adoption o SATV (e-scooter) Pilot Program o General Plan Major Amendment o AMI Water Meter Replacement Project o Recycling Program Changes o PD’s Unmanned Aerial Vehicle (UAV) Public Input Initiative o FY20 Budget Building nd o Wyland National Mayor’s Challenge for Water Conservation (Surprise placed 2 in its population category) o Develop NEXT

• Fire Station 304 Groundbreaking: o Assisted in planning and coordination of event, including digital invitation design, audio, video, photography, promotion via website, email, press release and social media

• Asante Library Grand Opening: o Assistance in planning, outreach and event execution, including talking points, video, photography; promotion via digital invitation, postcard, website, email, press release and social media

9 | 2019 ANNUAL REPORT 155

• Veterans Bridge Naming Event: o Led the planning and organizing of the event; handled promotion, run of show scripting, video, audio, photography, and giveaway and program design

• Veterans Reflection Circle: o Groundbreaking – Oversaw the groundbreaking event planning, coordination and execution, including: audio, video, design (t-shirts, programs, website, etc.), photography, talking points; created and updated webpage to engage partners and the community and include new partners and groundbreaking information; promoted event via website, email, press release and social media

o Dedication – Oversaw the Dedication Ceremony event planning, coordination and execution, including: audio, video, design (bookmarks, programs, signage, etc.), photography, talking points; captured Council Work session photos of partner recognition; promoted dedication event via website, email, press release and social media; created a video package for Surprise Lately TV

• Designed Sports & Tourism Department’s convention booth display

• Designed Arts & Cultural Advisory Commission mobile museum

• Created City Center Master Plan Website (www.surpriseaz.gov/surprisecitycenter); Promoted City Center Master Plan Meetings through website, email, press release and social media

• Assisted with sound system installation in City Hall courtyard

10 | 2019 ANNUAL REPORT 156

• Coordinated 2019 City Council portrait

• Designed new City Council Strategic Plan document

• Transitioned to new online survey platform

• Researched and collected information, photographs, new articles and other items for the Surprise History Wall art piece that was to be designed and installed in 2020

• Dementia Friendly City Initiative – press release, social media, proclamation photos, website creation, media outreach and coordination

• Redesigned Court website for better user experience

• Received several National Association of Telecommunications Officers & Advisors (NATOA) awards: o 1st place, Edited Community Event Coverage category for ‘The Moving Wall Vietnam Memorial’ video o Award of Honor distinctions for the following videos/PSAs: . 2019 State of the City Address Video Feature . Find Your Surprise PSA . "What A Surprise"- Drive Wise Surprise PSA

• Multiple city of Surprise designs won AzTEC Awards. AzTEC recognizes outstanding examples of festival and event promotion in the state of Arizona. The Marketing and Communications team contributed to the design of several winning pieces

• Launched Surprise Lately news show that airs twice per month and brings Surprise- centric news to cable TV, social media and our Surprise TV website

• G.O. Bond – Updated Decide Surprise G.O. Bond website to show project progress as advancements continue; designed construction signage for G.O. Bond projects and Capital Improvement Projects

• Hired Marketing & Communications Manager (new position) and filled vacant PIO and Communications Specialist (Web) positions.

11 | 2019 ANNUAL REPORT 157

PROGRAMS

In addition to many specialty marketing and communications projects, our team performed a host of regularly scheduled work responsibilities.

• Broadcast and streamed all City Council, Planning and Zoning and Veterans, Disability and Human Services Commission meetings on cable TV, Facebook LIVE and the Surprise TV website

• Made web page updates to keep information current

• Wrote and designed four quarterly Surprise Progress Magazines

• Drafted 2019 State of the City video; staged/taped/photographed/promoted event and video. Event included a video premiere and city showcase in the courtyard of City Hall

• Produced 11 Surprise Progress TV new programs, 6 Surprise Lately news programs (including Year in Review Special), and 8 Council Conversation shows

• Brochure / Rack Card development or redesigns: Youth Services, City Clerk, AZ Humanities Speaker Series, PD Animal Control, Neighborhood Services, and more in 2019.

• Produced a number of Economic Development recruitment videos

• Ongoing branding improvements: redesigned Certificates of Occupancy and Certificates of Completion for Community Developments, created new social media templates

12 | 2019 ANNUAL REPORT 158

Events – collateral design and promotional support, which may have included any or all of the following: photography and video capture, logo design, flyers, social media ads, website / webpage creation, press releases(s), postcards, posters, flyers, banners, digital invitation, emails, news ads, branded tablecloths, giveaways, etc. Some 2019 events included:

o Care & Share Expo o Surprise SciTech Festival o MLK Day of Celebration and Service o Level 4 Youth Event o Youth Job Fair o Surprise Talent Show o July 4 Celebration o G.A.I.N. Night o Fiesta Grande o Veterans Day Parade o Surprise Party o Police Department Bike Rodeo

13 | 2019 ANNUAL REPORT 159

• Photography / Videography: took new staff/council official headshots; Fire-Medical fleet, PD Awards Banquet, Surprise Youth Council induction, youth baseball tournaments, arts events, GO Bond and Capital Improvement Project construction photos, business ribbon cuttings, aerials of city center growth, etc.

• Developed / updated maps for public art pieces, events, civic center area, etc.

• Voiced and produced city phone tree messages

• Updated and printed city phone directory

• Designed monthly, quarterly and seasonal print/social media/video ads to promote a variety of city programs, services, events and initiatives

• League of Cities & Towns Showcase – this annual event gets support through design of the booth materials and giveaways. The 2019 theme was “Surprise Supports Veterans”

• Spring Training Support – produced commercials for various markets, created ads for Fan Fest programs and Spring Training program, programmed web ads for Surprise Stadium website, operated stadium fan cam, photography and video at Mayor’s Welcome Back Lunch

• Surprise Retail Survey – annual survey gets support through online survey creation, website development, and promotion

• Promotion, audio and photography for Employee Appreciation quarterly events

• Designed annual Water Quality Reports, Rec Times programs

• Drafted speeches, talking points as needed for events/interviews

• Helped to prepare and send electronic City Council newsletters

• Wrote articles for Inside Surprise intranet site to keep employees informed

• Administered all main city social media sites

• Holiday E-cards – City Council, Police Department

• Wrote and/or promoted 300 (Non-PD) news releases in 2019. 346 news releases in 2018.

14 | 2019 ANNUAL REPORT 160

PERFORMANCE MEASURES

While it is not easy to measure the performance of all that happens within the Marketing and Communications Department, here are a few of the analytics that we can measure on an annual basis:

Note: There is not currently a way to track Surprise TV viewership as companies do not include PEG channels in the Arbitron Rating System. Web Stats • www.surpriseaz.gov

15 | 2019 ANNUAL REPORT 161

Social Stats & Video Views (Main city accounts only, does not include other departments’ social sites)

• Facebook: Added 1,441 new likes (+20.5%) • Twitter: Added 561 new followers (10.6%) • YouTube Views: 24,200 (-23%) • YouTube Watch Time: 114,800 minutes (-8%) • Facebook Video Views: 65,554 • Facebook Watch Time: 63,575 minutes

16 | 2019 ANNUAL REPORT 162

9 9 ANNUAL REPORT 201

1 | 2019 ANNUAL REPORT CITY OF SURPRISE 163

Department Mission

It is the mission of the City of Surprise Parks & Recreation Department to enrich and complement the lives of Surprise residents through stewardship of our resources while providing responsive programs which promote and prioritize diversity, cultural, neighborhood, family, education, recreation and wellness opportunities. Department Highlights Awards

On October 24, 2019, the city won multiple awards at the 25th Annual Desert Diamond Casinos & Entertainment Arizona Talent in Events Concepts (AzTEC) Awards Competition. Each year, the Desert Diamond Casinos & Entertainment AzTEC Awards competition, endorsed by the International Festivals and Events Association, recognizes outstanding examples of festival and event promotion in the state of Arizona.

• Gold in Best Event Flyer – Vietnam Veterans Memorial-‘The Moving Wall’ • Silver in Best Promotional Piece – 2018 Surprise Fiesta Grande • Silver in Best Flyer – 2018 Surprise Fiesta Grande • Silver in Best Social Media Campaign –Surprise Stadium Fireworks Night presented by Jimmy John’s Parks and Recreation Advisory Commission

Members of the Parks and Recreation Advisory Commission serve as advisers to the City Council on matters pertaining to the city's parks, facilities, recreation programs, special events, library operations and open space development.

Action items for 2019 included:

• Advisement on the library hours • Parks and Recreation Master Plan • Changing the department name from Community and Recreation Services to Parks & Recreation, and updating the Department Mission statement • Discussion of dog park rules regarding size/weight • Program fee recommendations to include break camp and tennis group rental rates • Surprise Recreation Campus Hall of Fame nominations that included Alex Gordon (KC), Salvador Perez (KC) and Ray Davis (TX)

2 | 2019 ANNUAL REPORT 164

Ottawa University Partnership

A new Facility Use Agreement was executed for Ottawa University with the assistance of Sports & Tourism, Economic Development, and Parks & Recreation. The Facility Use Agreement between Ottawa and the City of Surprise allows 8,000 hours of usage of Ottawa facilities per year. The agreement spans 10.5 years. Ottawa has completed a competition field and is now building a Gymnasium complex, Recreation/Fitness Center, Student Housing and Student Union. The Parks & Recreation Department will be utilizing Ottawa facilities for sports and special interest programs. Program Highlights Adaptive Programs

The Buddy Sports program continued with sports being offered in football, basketball, tennis, soccer, baseball and bowling. The Department also partnered with T.E.A.M. 4 Kids to host Adaptive Fitness Classes and the Valley Vista High School Girls Basketball team to host an Adaptive Basketball Clinic in October. Surprise Special Olympic athletes also participated in several tournaments throughout the year.

Adaptive events for the year included Baseball Fantasy Camp with the Kansas City Royals, Adaptive Baseball Clinic with the Texas Rangers, Adaptive Family Fishing Derby, Adaptive Egg Hunt, Adaptive Family Swim Party and the 13th Annual Adaptive Winter Party.

The Adaptive Recreation division has several volunteer partnership groups that assist in contributing to the success of programs. These partnerships include: Ottawa University Football, Baseball and Girls’ Soccer, Keeper of the Game, West Valley Lions, Sun City Grand Fishing Club, T.E.A.M. 4 Kids, Sonoran Sun Pediatric Therapy, Franklin Pierce University PT Class, Arizona Coyotes Community Relations, Valley Vista High School Cheer, Girls' Basketball and Baseball, Shadow Ridge High School Baseball and Willow Canyon High School Baseball.

3 | 2019 ANNUAL REPORT 165

Aquatic Programs

The aquatic facilities were busy over the past year with over 500 swim lessons offered with approximately 2,000 participants, summer recreational swim and dive teams, and over 41,000 attending open swim. Spring and fall swim lessons were also offered at Surprise Aquatic Center, as well as lap swim and aqua aerobics throughout the year.

Special events at the pools included Itty Bitty Beach Party, dive-in movies and Family Pool-ooza held in

conjunction with the Surprise Fire-Medic al and Police Departments.

The USA Swim Team, Surprise Storm, averaged 92 year-round athletes and competed in 17 meets throughout the year. The team had 59 AZ Junior Olympic Qualifiers, 19 AZ State Qualifiers and 2 Senior Sectional Qualifiers. Library Services

The Northwest Regional Library had approximately 415,000 visitors and the Hollyhock Library had approximately 7,200 visitors during the year.

The Friends of the Surprise Libraries once again donated $15,000 to extend the hours at Hollyhock Library, which allows the library be open on Saturdays from 9am-3pm. The Friends also donated $4,200 for an outdoor book drop at Asante Library.

Maricopa County Library District improved customer access and service by eliminating overdue fines. City Council also approved to add 18 additional hours at Hollyhock Library starting January 2020. This will allow the library to be open 36 hours / week.

The Asante Library broke ground early in the year and was completed by the end of December. The cost of the library was approximately $5.2 million and was funded primarily by Development Impact Fees.

4 | 2019 ANNUAL REPORT 166

Recreation Camps and Tot Time

Licensed summer camps were offered at Countryside Recreation Center for grades 1- 4 and Sierra Montana Recreation Center for grades 5-8. Spring, winter, and fall break camps were also offered during the extended school breaks at the recreation centers.

The Tot Time program for Pre-K children continued at Countryside and Sierra Montana Recreation Centers during the school year.

Special Interest Classes and Special Programs

Approximately 900 Special Interest Classes were offered over the past year with over 5,000 in attendance. Programs included Dance, Yoga, Martial Arts, Ice Skating, Gymnastics, Music, Painting, Clay, Cooking, Little Learners, educational classes, and more.

Special Programs offered over the year included the annual Surprise Talent Show, the Itty Bitty Golf Clinic, Family Game Night, the Itty Bitty Monster Bash and Cookies and Crafts with Santa. Teen Programs

Teen Tournaments included an indoor basketball tournament held on March 9, Neon Dodgeball held on June 1, and Bubble Soccer held on September 21. The Department also offered recreational trips to Arizona Snowbowl for a ski and snowboard trip in January, as well as a trip to 13th Floor Haunted House and Fear Farm in October. The Department also provided more informative trips with College Tours Field Trips.

5 | 2019 ANNUAL REPORT 167

Tennis

The Surprise Tennis & Racquet Center offered approximately 550 programs for Tennis, Pickleball, Paddle Ball and Racquetball with approximately 18,700 players participating in camps, lessons, leagues, clinics, tournaments and drop-in play.

The Department also hosted the 1st Annual City of Surprise Tennis Championships crowning the city’s first recreational adult and junior tennis champions. This local tournament was held in August with 50 participants (ages 6 - 65) competing in 12 different divisions. Youth & Adult Sports

Approximately 8,500 youth participated in the recreational and competitive sports leagues offered over the past year.

The Department also held 30 sports

clinics in partnership with t he local high schools to develop and improve fundamental sports skills. Approximately 1,500 youth participated in the camps.

Approximately 6,500 youth and adults attended the Open Gym

programs at the Co untryside Recreation Center and Villanueva Recreation Center.

Over 3,500 adults participated in adult sports programs offered over the past year. Adult Kickball was a new sport added this year.

Over 1,400 youth coaches volunteered their time to assist with the youth sports program.

6 | 2019 ANNUAL REPORT 168

Special Events Eggstravaganza

Eggstravaganza took place on April 20 at the Surprise Recreation Campus. The event featured egg hunts for all ages, clowns, vendor booths, inflatables, and games along with visits from Mr. & Mrs. Bunny. Approximately 17,000 people attended the event. Sundays in the Park Food Truck Festivals

The Sundays in the Park Food Truck Festivals continued through 2019 with eight monthly events held from January through April, and September through December. Inflatables and lawn games were also added to make it a fun family event. Events averaged approximately 3,500 in attendance. Movie Nights

Movie Nights were held in the spring and fall with approximately 1,500 in attendance at each event. The event was moved to Mark Coronado Park instead of being held in the stadium, and food trucks and other vendors were added to the event. Memorial Day Wreath Ceremony

The Annual Memorial Day Wreath Ceremony was held at Community Park. 36th Annual 4th of July Celebration

The 4th of July event was held at the Surprise Recreation Campus and included a baseball game, entertainment and fireworks. Over 21,000 participated in the festivities.

7 | 2019 ANNUAL REPORT 169

6th Annual Surprise Fiesta Grande

This year’s event was held on October 12 with approximately 9,000 in attendance. The event featured a car show, live mariachi music, folklorico dancing, food and beverage vendors, piñata plaza, inflatables, petting zoo and other kid activities. 5th Annual Surprise Veterans Day Parade

The Veterans Day Parade was held on November 11 with 91 entries and approximately 8,500 in attendance. In addition, approximately 350 attended the pancake breakfast prior to the parade. 18th Annual Surprise Party

The Department hosted the 18th Annual Surprise Party on December 6-7 with approximately 23,000 in attendance over the two-day event. Attractions included hot air balloons, skydivers, clowns, inflatables, camel rides and a car show. New attractions this year included an interactive farm animal demonstration and real snow with a slide. Volunteer Service

Volunteer service is integral to the success of the Department. Volunteers put in numerous hours coaching youth sports, junior lifeguarding, supporting adaptive programs and assisting with

special events. In 2019, approximately 2,300 volunteers donated over 53,000 of service hours to assist with programs.

Surprise Volunteer Coach, Leon Chavez, was honored at a Suns home game as the 2019 Jr. Mercury Coach of the Year for his contributions to girls’ basketball in the City of Surprise leagues.

8 | 2019 ANNUAL REPORT 170

Parks & Campus Maintenance

Parks and Campus Maintenance staff remained busy throughout the year supporting parks, recreation programs, facilities and Campus activities, including Spring Training, several sports tournaments and use by Ottawa University.

The Parks and Campus staff also completed the following projects:

• Assistance with the Veterans Reflection Circle project at Community Park. City of Surprise team donated several days to work on irrigation, prep soil, and lay sod. • Aerified and top-dressed Campus fields with over 400 tons of sand and rebuilt Texas Field 1 mound with 2 tons of Mound/Plate clay. Also completed hard scape project between Texas Field 5 and 6 to improve the aesthetic appearance. • Batter’s Eye in the stadium was re-landscaped with a desert appeal. • Surprise Community Dog Park improvements: o Improved pedestrian access and reduced entry slope to large dog area with soil that was left over from the Veterans Reflection Circle project o The fence line was moved to the north about 35’ to enlarge the small dog area and a new bottom rail was added to prevent gaps in the fence for small dogs to escape. o Updated irrigation stations to provide proper head layout. o Shade was evaluated and either minimized or adjusted to address turf thinning issues. o Drainage was installed in the large dog area to capture water overflowing from the drinking fountain. o Signage was revised to include newly approved city ordinance o Doggie stations were amended to improve aesthetic and functionality. New Turf / Dog park maintenance complete New Fence Line Moved to Parking Lot

9 | 2019 ANNUAL REPORT 171

Capital Projects and Asset Replacement

Project Cost Status

Lights at Dick McComb Dog Park $106,000 Completed

Asante Library $5.2M Completed

Tennis Court Lighting- 8 remaining courts at STRC $357,000 Completed

Ramada painting and repair at all Parks $69,000 Completed

Granite replacement around Surprise Community $67,000 Completed Park Lake

Stadium Field Renovation $492,000 Completed

Wash Bay at the Stadium Campus Yard $35,000 Completed

Parks and Recreation Front Desk Renovation $86,000 Completed Bathroom stalls at Surprise Aquatic Center $16,000 Completed

Tot Turf replacement at Vermonte, Asante and Sierra $87,000 Completed Montana Parks playgrounds

Basketball Court resurfacing at Sierra Montana Park $42,000 Completed

Replacement diving boards and competitive swim $26,000 Completed equipment at Surprise Aquatic Center

Community Park sidewalk replacement- CDBG $43,000 Completed Funded

Marley Park Splash Pad Shade Structure – DIF $72,000 Completed Funded

Surprise Aquatic Center Slide Renovation $289,000 In Progress

Shade Structure at Surprise Community Park $132,000 In Progress playground

Shade Structure at Hollyhock Pool $17,000 In Progress

10 | 2019 ANNUAL REPORT 172

Participant Data

Recreation Program Participants 2019 2018

Adaptive Recreation

Aquatics Programs

Special Interest Classes

Teen Programs

Tennis & Pickleball Programs

Youth & Adult Sports/Open Gym

Youth Camps, Tot Time & Special Programs

0 20,000 40,000 60,000 80,000

Special Event Attendees 2019 2018

4th of July Eggstravaganza Movie Nights Sundays in the Park Surprise Fiesta Grande ** Surprise Party Veterans Day Parade

0 10,000 20,000 30,000 40,000 50,000 60,000

**Surprise Fiesta Grande was rained out in 2018.

11 | 2019 ANNUAL REPORT 173

Revenue & Expenditures

Aquatics Tennis/Pickleball 2019 REVENUE 20% 12% $2,047,206

Field/Ramada Rentals 4% Sports Programs 31%

Recreation Centers Special Events 25% 3%

Recreation Programs 5%

Tennis Center Admin Sports 2019 EXPENDITURES 3% 6% 8% $13,378,204 Special Events Aquatics 3% 6% Rec Support 15%

Campus Rec Maintenance Programs 15% 1%

Rec Centers Libraries 4% 16%

Parks Maintenance 23%

12 | 2019 ANNUAL REPORT 174

1 | 2019 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 201 175

Message from the Director: Every day, Surprise’s public works professionals provide direct and indirect services to the community that help keep our city safe, clean, and attractive. We do this through street operations, solid waste and recycling collections, traffic and transportation management, development review, project management, public facilities management, and fleet operations. We have extraordinary relationships with all city departments and are integral partners in the services they deliver as well. Together, we take pride in providing effective and timely services that produce the highest level of value, results, and satisfaction for our community. We are in positions of responsibility that require a vast amount of public interaction via phone, technology, and especially in person and we treat each other and those we serve with courtesy, consideration, and respect. Whether it is questions on storm drainage in neighborhoods, transit options, or school zone management and speed enforcement, we listen to our community members and strive for solutions that balance the needs of the community with individual interests. On behalf of the entire public works team, it is my pleasure to present the 2019 Annual Report. I hope this report provides insight into the services we provide, a better understanding of our operations, and an increased confidence in our commitment to keeping our community safe, clean, and attractive. Thank you for your continued support of, and partnership with, our team.

2 | 2019 ANNUAL REPORT 176

Business Management And Transit Operations The business management division of Public Works supports both Public Works and Water Resource Management, performing a number of functions for both departments, such as budgets, contracts, database support to track and monitor daily operations and performance measurements to invoice processing. The business management group processes just over 8,000 invoices per year with an average of eight days processing time. In addition, the division processes over 400 requisitions related to operations and capital improvement contracts. The division also tracks and monitors the City utility bills. Lastly, business management maintains the City’s transit operations and intergovernmental agreement with Valley Metro.

Below are a number of charts and tables associated with the Department’s Budget, Invoice processing and City utilities.

3 | 2019 ANNUAL REPORT 177

Public Works Operating Budget Status by Fund for Calendar Year 2019

YTD YTD % Fund Yearly Budget Expense Vaviance Used 1010‐General Fund 8,603,625.00 7,168,894 1,434,731 83.32% 1180‐LTAF II/ALF 363,050 347,127 15,923 95.61% 1360‐Transportation Improvement 146,500 138,476 8,024 94.52% 1410‐Highway User Revenue 6,624,300 5,814,243 810,057 87.77% 7010‐Water Operations 444,450 398,543 45,907 89.67% 7510‐Sewer Operations 139,850 105,249 34,601 75.26% 7810‐Solid Waste Operations 6,264,450 5,459,401 805,049 87.15% 7910‐Stormwater Operations 486,100 387,813 98,287 79.78% Total 23,072,325 19,819,748 $3,252,577 85.90%

General funds are primarily used for fleet, facilities, engineering. Highway User Revenue Funds (HURF) and Stormwater funds are used for streets and traffic engineering. Transit uses General and Arizona Lottery Funds (ALF).

Overtime: All overtime expenses are related to either emergency callout for city infrastructure maintenance, facility or vehicle failures.

Overtime

Program Budget Expense % Used Facilities 10,400 12,256.67 117.85% Fleet 16,450 24,648.30 149.84% Engineering 11,400 11,964.48 104.95% Solid Waste 60,150 24,141.44 40.14% Streets 50,900 73,421.86 144.25%

Total 149,300 146,433 98.08%

Invoice Processing: There as a slight dip in overall invoice processing times from calendar year 2018 to calendar year 2019. The department’s goal is still to process all invoices within 7 days. This timeline will be reviewed with all managers and administrative staff.

4 | 2019 ANNUAL REPORT 178

Utility Data

Electricity: The City receives power from 3 sources: Arizona Public Services (APS), Electric District 7 (ED7) and Maricopa Water District (MWD). The latter two providers can only provide power to industrial facilities (Water and Wastewater). APS is the main provider for the City’s facilities, streetlights (Non-SLID), and Infrastructure (Park Lights, Traffic Signals, Stadium Lights, etc.), in addition to some industrial uses based on service area boundaries. The table below does not reflect HOA SLID streetlights, as the City is only a conduit for processing the bills. There are a total of 99 accounts associated with the various providers.

5 | 2019 ANNUAL REPORT 179

Water: The City has 3 primary sources for water: City of Surprise (COS), EPCOR and El Mirage (EMW) with a total of 48 accounts. Each provider is used based on their service boundaries within the City limits.

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Natural Gas: The sole service provider for natural gas is Southwest Gas Corporation (SWG).13 facilities use gas for heating purposes.

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Transit Operations

The Public Works Business Management Division manages the City’s transit system through an Intergovernmental Agreement (IGA) with Valley Metro. The services provided to our residents are:

• Route 571 – this route is an express bus to downtown Phoenix. This service takes four trips in the morning from the Surprise Park and Ride (PNR) to Downtown Phoenix and four trips in the evening returning to the PNR. • Senior Shuttle – this service provides rides to Surprise seniors who go to the Senior Center 3-5 times per week. • Regional Paratransit Service – this service provides rides for seniors and ADA certified residents who need trips greater than 7 miles outside of Surprise for medical and work purposes. • RideChoice – this service provides a transportation option for seniors, ADA certified residents and low income residents that meet the income qualifications. Trips are generally within 8 miles and within the City limits. These trips can be booked and receive service 24 hours a day, 365 days a year.

Route 571 and Senior Shuttle ridership and performance continued to remain consistent with prior years. Regional Paratransit continues to see work and medical trips as the biggest percentage of trip type. On-time performance for Regional Paratransit was below Valley Metro’s target of 92% by about 2%, the City service averaged 90% on time for 2019 which is 2% higher than 2018. RideChoice, with having seen a whole year with the new service provider, has seen a growth in ridership that stabled out at the end of 2019. RideChoice is experiencing higher than average wheelchair patrons in the neighborhood of 27% which is 12% higher than Valley Metro’s regional average, but 2% lower than last year.

The tables below highlight the various services.

Regional ADA:

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RideChoice 2019:

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Fleet Division Meet our Fleet Team

(Left to right) Edwing Cervantes, David Vayda, Richard Paul, Miguel Rojas, Amador Orozco, Dion Garcia, Lynn Stone, Bernadette Gortarez, Fidel Figueroa, Kendall (KJ) Crowe, Rick Vaccaro, Jeff Selander, Rich Cain & Denver Horine

The City of Surprise owns and operates a fleet that consists of over 672 assets. These assets serve the transportation and equipment needs of over 8 departments. The fleet division is tasked with maintaining the City’s fleet as well as scheduling and forecasting the ongoing asset replacement of the fleet. The fleet division has a dedicated staff of fleet professionals to serve our customers, city staff and the citizens of Surprise.

Division Accomplishments and Goals

• Over the past year we have had more customers becoming accustomed to using the Motor Pool and the Service Requests portals in AssetWorks. This has allowed Fleet to be responsive and prepared to serve our customer’s needs. The Requests have helped streamlined repairs and minimize downtime. • The implementation of Zonar into AssetWorks. The Zonar tracking system is used by Solid Waste and the Streets departments. This integration allows Zonar to send requests to AssetWorks and eliminate the dual entry between both systems. • Fleet has been deeply involved with the new Public Works Facility since July and continues to have a key role in this project. Fleet’s current location is approximately 8,900 sq. ft., with (12) staff members including support staff. The current location has (4) large bays, (2) light bays, (3) offices, parts area, and small break/training room. The current limited indoor resources have caused repairs to be done outside in inclement weather conditions. The new Public Works Facility is approximately 45,000 sq. ft. (22,000 sq. ft. dedicated to Fleet). It will include (8) large bays, (4) light bays, (2) heavy bays, larger parts room, indoor tire repair area, support shop area and an outside quick service bay. The increased space will allow staff to perform repairs indoors under a better environment. With the involvement of all staff we have managed to build a truly efficient fleet shop and expect to find more efficiencies and productivity for the future.

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• The Procurement and Fleet departments have been working together to bring surplus in- house for vehicles and equipment. After the first initial attempt it was proven to be beneficial on increasing the revenue the City receives. • Michael Meyers was with the City for many years as a Technician II and retired in August. This position is now filled by Amador Orozco. Amador joined our Fleet Team in November and has proven to be another great addition! Amador has good knowledge with solid waste trucks, street sweepers, and other heavy equipment. Amador also has a very strong foundation with diesel engine repairs and has settled into our team very quickly.

Employee Accomplishments

• Richard Paul is the second technician to accomplish a Master Emergency Vehicle Technicians (EVT) in the City of Surprise. Currently there are only 766 Master Certified EVT’s Nationwide and 43 of those are in Arizona. This now means the City of Surprise has (2) Master EVT technicians. • Edwing Cervantes is the first technician to accomplish a Master Ambulance Technician for the City of Surprise.

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Asset Inventory per Department or Division

City Manager, 3 Community Development, Facilities, 18 Water, 34 11 Waste Water, 44 Engineering, 4 Fire, 62 Traffic, 24 Fleet, 12 Human Vitality, 4 Streets, 80 Motorpool, 17

Parks and Rec, 137

Solid Waste, 48

Project Management, 3

672 Items

Police, 171

PM’s & Repairs

The chart below shows the percentage and dollar amounts spent on either repairs or preventive maintenance for vehicles and equipment over the 2019 calendar year.

2019 2018

PM PM $467,601.08 $414,243.26 25% 23%

75% Repair 77% Repair $1,098,872.09 $1,198,981.36

PM Repair PM Repair

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Fuel Consumption

In calendar year 2019, the City fleet consumed 214,852.07 gallons of unleaded fuel at an average cost of $2.51 per gallon and 233,260.26 gallons of diesel fuel at an average cost per gallon of $2.77. The table below highlights fuel consumption.

2019

Department Unleaded Diesel Total Unleaded Diesel Total Cost Gallons Gallons Gallons Total Total Cost Cost Community Development 2,158 N/A 2,158 $4,693 N/A $4,693 CRS (vehicles only) 12,014 1,230 13,244 $29,805 $3,043 $32,848 Fire 8,761 45,883 54,644 $23,256 $128,925 $152,181 Police 120,043 190 120,233 $302,371 $470 $302,841 Solid Waste 4,842 146,775 151,617 $12,108 $411,475 $423,583 Water Services 22,689 6,968 29,657 $56,400 $17,334 $73,734 Fleet/Facilities/Motorpool 6,632 629 7,261 $16,623 $1,534 $18,157 Engineering 3,449 N/A 3,449 $8,572 N/A $8,572 Streets 15,206 28,940 44,146 $38,235 $76,199 $114,434 Human Services 217 N/A 217 $543 N/A $543 Total 196,011 230,615 426,626 $492,606 $638,980 $1,131,586 (Not all departments/divisions are listed)

2018

Department Unleaded Diesel Total Unleaded Diesel Total Cost Gallons Gallons Gallons Total Total Cost Cost Community Development 1,878 N/A 1,878 $4,693 N/A $4,693 CRS 12,595 1,274 13,869 $31,792 $3,291 $35,083 (vehicles only) Fire 8,915 43,231 52,146 $22,830 $121,211 $144,041 Police 113,170 114 113,284 $284,237 $295 $284,532 Solid Waste 6,460 127,002 133,462 $16,233 $369,366 $385,599 Water Services 19,311 8,056 27,367 $48,621 $21,057 $69,678 Fleet/Facilities/Motorpool 9,013 717 9,730 $22,823 $1,864 $24,687 Engineering 2,702 N/A 2,702 $6,763 N/A $6,763 Streets 18,917 34,770 53,687 $47,828 $95,239 $143,067 Human Services 249 N/A 249 $626 N/A $626 Total 192,985 215,164 408,374 $486,446 $612,323 $1,098,769

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Facilities Management Division

The City of Surprise Facilities Management division is charged with maintaining and servicing all of the City of Surprise Facilities. This includes but is not limited to all mechanical, electrical, plumbing systems and building maintenance as it relates to the buildings under our care. The Facilities team supports the City in many other fashions such as meeting room set ups, City of Surprise special event support, building environment comfort, office moves and small projects. We work very closely with our friends in public safety spending nearly 25% of our time completing work orders from the fire department. One of our favorite activities is Domestic Violence Awareness month, where we shine by showing our support for this worthwhile cause by turning the City Hall complex Purple in support.

During the last half of calendar year, the Facilities division brought the custodial services for the City of Surprise in-house. Previously, many of the services were provided by an outside vendor. This change has ensured all of the City owned buildings are being maintained in the highest standard of cleanliness for our employees and customers. Recently, we had a 90-day review with most of the city’s stakeholders and came out of those meeting with a 98% approval rating on the services that the custodial staff has been providing since bringing the service in- house. The Facilities Division takes great pride in knowing that we have some of the newest facilities in the valley, and we take great strides in keeping them in the best possible condition for the public and the city’s employees alike.

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Below are some charts of Facilities work order flow. This first chart is a year start to year ending snap shot.

WORK ORDERS PER MONTH - INITIATED VS CLOSED 700

600 96 2 500 59 12 25 232 39 29 400 300 29 269 230 225 204 20 192 198 300 214 183 208 166

200 328 271 263 231 242 248 250 227 100 207 212 194 186

0 -7 -52 -14 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC -100 Initiated Completed Still Open

As shown in the two charts below, the City of Surprise Facility division is primarily a reactive division. We try to counteract this by spending a great deal of time with our preventative maintenance measures. Our primary goal is to service the City in the best capacity possible. The second chart reflects our top 10 work orders by service type.

COMPLETED WORK ORDERS BY MAINTENANCE TYPE

PM, 972, 34%

UNSCHEDULED, PRIORITY, 37, 1% 1608, 57%

SCHEDULED, 210, 8%

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This year, with our asset management/replacement program, we have continued working towards making the City of Surprise a greener place by adding a new Building Automation System (BAS) to the Central Utility Plant (CUP) and introducing better energy efficiency measures. In short, we are able to control our energy consumption by ramping up the plant in times of need and lowering energy consumption when demand has fallen off. By making all of these BAS upgrades, we were able to obtain over $60,000 in APS rebates associated with the changes for City Hall, the Public Safety building, and the Tennis Center. Those rebates are deposited back into the general fund and are part of the department’s sustainability goals.

By adding chiller #3 last year and starting to rebuild chiller #2, these measures will ensure the City Hall campus will have the necessary cooling capacity during the harsh summer months with total reliability and redundancy. Chiller rebuilds are recommended every 10 to 12 years and is a 3 to 4 week process.

We are very proud to say that with a total asset replacement budget of $408,700.00 we have been fiscally responsible and aggressive. We have managed this account down to $0.46 remaining. This ensures that we are making every effort with the funds afforded to us to take care of this city and that nothing is going to waste.

Our asset management/replacement program is in the process of painting the Sierra Montana Recreation Center and Fire station 303, and replacing the tiled roof portions of the Public Safety building. Facilities has also completed a few other asset replacement projects throughout the city such as the replacement of the police department evidence refrigerator at a cost of $30,000 at

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public safety and the replacement of the carpet in the “Blue” meeting room at the Public Safety facility.

Figure 1 Sierra Montana Figure 2 Sierra Montana

Figure 3 Public Safety Building Eastside Figure 4 Public Safety Building Southside Fire Administration

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Streets Division The Public Works Streets Division consists of five programs: asphalt, concrete, street sweeping, right of way, and signs/striping. Within the divisions, there are several sub-units: emergency response, pavement preservation, landscaped right of way, un-landscaped right of way, graffiti removal, and crack seal. The Streets Divisions are proactive in planning and execution of maintenance activities, and resolving service requests. These programs provide services and support for both the residents of Surprise as well as other City departments. Listed below are the top ten requests for service received by the division.

The department goal for requests for service is to inspect, contact the requestor, and recommend a course of action within three business days. The department is committed to excellent customer service.

TOP 10 SERVICE REQUESTS

GRAFFITI (CITY PROPERTY) 16

STREETS COMPLAINT 21

STOP SIGN DOWN 25

ROW MAINTENANCE ISSUES 26

ILLEGAL DUMPING 29

SIDEWALK REPAIR 41

STREET SIGN DOWN 44

SURFACE STREET REPAIR 64

ROAD HAZARDS 81

STREET SWEEPER REQUEST 120

0 20 40 60 80 100 120 140

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TOP 10 WORK ORDERS

INCIDENT RESPONSE - ON CALL 124

DRAINAGE MAINTENANCE 135

MISC STREET MAINTENANCE 217

SIGN MAINTENANCE 220

INSPECTIONS 226

CRACK SEALING 328

SIGN INSTALLATION 416

WEED ABATEMENT 479

SIGN REPLACEMENT 1496

0 200 400 600 800 1000 1200 1400 1600

Sweeper Program: The sweeping program is responsible for the routine sweeping of all City maintained roadways. In addition, the program is on-call to respond to reported road hazards and automobile accident clean up. The routine maintenance is scheduled cyclically. Currently, the department goal is to complete twenty cycles per year. The program swept over twenty-six thousand miles and removed over sixteen hundred tons of debris.

Concrete Program: The concrete program is responsible for maintaining sidewalks, drainage gutters, manhole collars, valve covers, and ADA structures. The majority of this program consists of complete removal and replacement of existing structures. The program also performs patching, sawing and grinding of concrete to repair observed abnormalities. The division responded to forty- one service requests, and completed one hundred and fifteen work orders.

Signing and Striping Program: This program is responsible for maintaining roadway signage and pavement markings throughout the City. During the past year, the team has worked diligently on tracking and maintaining a field inventory of signs. We believe this process to be ninety percent complete. Streets works closely with the IT GIS department to ensure that the sign information and locations are documented and recorded on both the City GIS mapping inventory as well as our internal asset management system IPS.

The team has also been working on the annual sign rehabilitation program. This program entails a designated annual rotation of areas that will have blanket replacement of all signs within a designated zone. This program is conducted to comply with Federal reflectivity standards for signs. The areas targeted for rehabilitation in 2019 were within the Sun City Grand and West Point subdivisions.

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Right of Way Program: The right of way program is responsible for the maintenance of gravel roadways, dirt shoulders, alley ways, developed and undeveloped landscape. This program utilizes Arizona Department of Corrections inmate crews and the adult probation program which are dedicated to the maintenance of undeveloped landscape areas. Developed landscape consists of city facilities and arterial medians. This maintenance is performed by contracted service providers.

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Asphalt Program: The asphalt program consists of the asphalt repair, crack sealing, and pavement preservation teams. These teams are responsible for preparing roadways identified for treatment for the annual pavement preservations program. Roadway preparation consists of asphalt patching and crack sealing. These activities ensure that problematic areas located within the roadways are repaired prior to the installation of seal coats or new asphalt. This allows the roadways to perform at an optimal level.

Lane Miles of Work Performed

10, 5% 11, 5% 20, 10% CHIP SEAL 50, 24% RESIDENTIAL SLURRY SEAL 118, 56% ARTERIAL SLURRY SEAL RESIDENTIAL MASTER SEAL RUBBERIZED MILL & OVERLAY

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Solid Waste Division

The Solid Waste Division provides weekly curbside collection services for solid waste and recycling to approximately 38,000 residential homes. The Division also offers a wide range of other solid waste services or programs that includes: bulk item collection, roll-off services, container delivery, household hazardous waste (HHW) collection events, outreach and education, and a robust inspection program.

The Solid Waste Division’s overall strategy from year-to-year is to continue finding innovative ways to reduce waste, improve recycling, educate residents, ensure compliance, and increase customer satisfaction, all while ensuring cost-effective management and operational efficiencies at the same time.

The Solid Waste team works to deliver measurable results every day. We are constantly refining and improving to ensure we are providing the highest quality solid waste services to the citizens of Surprise.

Measurable Results

The Solid Waste Division sets targeted goals for monitoring performance throughout the year. The following table shows how the team performed for 2019:

2019 2019 Performance Measures Target Actual Single-family households (#) 36,800 37,923

Waste collected (tons) 34,500 37,136 Recycling collected (tons) 9,550 8,960 Residential container delivery service provided within 8 > 90% 90.0% working days of customer request (%)

On-demand bulk trash collection service provided within > 90% 97.0% 12 working days of customer request (%)

Waste diversion rate (%) 25.0% 13.0%

Recycling contamination rate (%) <20% 24.9%

Resolved trash and recycling inspection issues (%) > 85% 90%

Public education and outreach events (#) 20 18

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Municipal Solid Waste (MSW) tonnage includes trash collected weekly at the curbside and bulk trash collected through scheduled appointments. Bulk trash makes up approximately 5 percent of the annual MSW collected in the city; bulk trash crews collect, on average, just under 150 tons monthly.

Recycle tonnage includes recyclables collected weekly at the curbside as well as at the city’s recycling drop-off locations and during the annual Household Hazardous Waste (HHW) events held each spring and fall. The HHW events and recycling drop-off locations collect an annual average amount of 350 tons (HHW = 25 tons; Drop-off = 325 tons); these programs make up approximately 1 percent of the annual waste stream or recyclables that are collected and diverted from landfill disposal.

As of August 19th, 2019, the City of Surprise temporarily suspended its recycle program and began diverting its recyclables to the landfill due to changes in the recycling market and industry. Moving forward, there will be a continuous effort at looking into all solutions for reinstating a new recycle program that will bring long-term sustainability for the City of Surprise and its residents.

As an enterprise fund, Surprise customers drive the Solid Waste business model and our operational responsiveness. In 2019, measurable results related to customer service requests are the following:

Top 10 Completed Service Orders - 2019

REPAIR CAN-RECYCLE 408 REPAIR CAN - TRASH 424 INSPECTION 666 COURTESY-TRASH 894 APPLIANCE PICK UP 1015 HOUSEHOLD HAZARDOUS WASTE 1023 NEW HOME CAN DELIVERY 1333 EXCHANGE CAN - RECYCLE 1759 EXCHANGE CAN-TRASH 2428 BULK PICK UP 10465

0 2000 4000 6000 8000 10000 12000

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Program Highlights and Achievements

1) Gave employees professional development opportunities… • Bobby Parks served as Acting Solid Waste Manager - September to December 2019 • Raul Diaz served as Acting Solid Waste Supervisor – September to December 2019 • Robert McGruder served as Acting Solid Waste Crew Leader – September 2019 to December 2019

2) Replaced old trucks with new… We purchased several replacement vehicles including two (2) Heil/Peterbilt side-load refuse trucks and four (4) inspector F-150 trucks

3) Introduced a new truck into the fleet (Grapple Truck)... We were able to upgrade an obsolete piece of equipment while introducing a new piece of equipment to the valley. The grapple truck serves as our new means for picking up appliances and to more efficiently pickup bulk trash piles. Along with new efficiencies this equipment provides additional safety measures to our operations.

4) Answered to a 12 year high demand for new home container delivery service… We experienced steady and substantial increases in new home deliveries and can replacement requests since the beginning of January 2019; staff responded effectively to meet this increased customer demand as well as delivery performance goals.

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5) In-house container repair program generated substantial operational savings… We purchased a plastic welding tool in 2018 and began utilizing our internal staff to complete minor repairs to any damaged trash and recycling containers collected through the container replacement program. In 2019, we were able to realize our savings by cutting our new container costs over $100,000.

6) Introduced a HHW curbside pickup program… We were able to successfully introduce and pilot a HHW curbside program. This program provides residents with the service of having their household hazard waste picked up at their property instead of having to wait in long lines at a drop off site. We were successfully able maintain the same level of service provided as with the drop off sites while cutting our overall costs of the program.

7) Celebrated the Solid Waste team with year-end holiday party and teambuilding event… We had fun celebrating the team by gathering together for a holiday luncheon and prize giveaways. The Solid Waste Division’s teambuilding committee organized a friendly tournament- style competition of corn-hole, and Josh Stoscup was crowned the 2019 King of Corn Hole!

25 | 2019 ANNUAL REPORT 199

Engineering – Development Review Services

The Engineering Development Review Services Division provides services for internal and external customers in regards to civil construction project needs. The group is comprised of four sub-divisions which include Plan Review, Civil Permitting, Civil Inspections and Utility Locating. These four programs provide services that help shepherd construction projects from the initial concept phase through formal acceptance and beyond.

Development Review Services Program:

Plan Review: The primary responsibility of the Plan Review group is to act as an Engineering liaison for new development projects that come into the city. The plan reviewers, comprised of Professional Civil Engineers and other technical experts, are responsible for various tasks in the design stage including:

• Conveying project requirements to the applicant to ensure the project meets Federal, State, County and city guidelines and requirements • Plan review and approval of civil improvement plans and other development related submittals

In addition to development review related tasks, the plan reviewers are responsible for several other functions such as Street Light Improvement District management, providing customer service to the general public, and acting as a liaison between the city and other regulatory agencies, such as the Flood Control District of Maricopa County.

Throughout the 2019 calendar year, the plan review team continued to see an influx in development projects (commercial, master planned communities and single family residential). The continuation of increase in development projects has maintained a substantial increase in related civil improvement plans submitted. The total number of civil sheets reviewed increase by about 15% while the total amount of plans approved has continued to climb to about 20% when compared to calendar year 2018.

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Engineering Plan Sheets Reviewed

14000 13683

12000 11642

10000 8188 8000

6000 4561 4189 3014 4000

2000

0 2014 2015 2016 2017 2018 2019

Engineering Plans Approved

1600 1421 1400 1260 1200 1092

1000 861 800 614 600 509

400

200

0 2014 2015 2016 2017 2018 2019

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Permitting: The primary responsibility of our Civil Permitting group is to prepare and issue construction related permits to developers and contractors once the civil plans are approved by administration, Planning and Zoning and Council. In addition to permit management, the permitting group also assists with:

• Cost estimate reviews • Dry utility and Temporary Use Permits (TUP) review and permitting • Utility clearance reviews for neighboring agencies • Financial Assurance management and documentation • Formal infrastructure acceptance through Council • Public Record Requests

With the steady increase in development projects, the permitting group saw a steady rise in permits issued during the 2019 calendar year. The permit fees collected in 2019 increased more than 25% when compared to previous year.

Engineering Permits Issued

1200 1198

1000

798 800 678

600 561 407 342 400

200

0 2014 2015 2016 2017 2018 2019

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Civil Permit Fees Collected

$3,000,000 $2,574,603 $2,500,000

$2,000,000 $1,877,109

$1,500,000 $899,221 $1,000,000 $547,980 $360,811 $500,000 $192,227

$0 2014 2015 2016 2017 2018 2019

Civil Inspections: The primary responsibility of the civil inspections group is to provide inspections of all development projects to ensure compliance with standards, specifications, codes, regulations, permits, and to verify the projects are constructed according to the city approved construction plans. In addition to their primary responsibilities, our inspectors also:

• Provide constructability reviews of plans that are currently in the design review process • Act as a city representative at the MAG Design Standards and Details committee meetings • Act as a liaison between the Engineering and Operations groups to solve field related issues

In addition to a continued rise of development projects approved during the 2019 calendar year, the complexity and construction value of the projects also increased, which had a direct impact on the amount of attention and manpower required to close out each permit. The value of construction costs has increased over 30% when compared to previous year. The inspections group was fortunate to add one additional FTE to the team to account for the added inspection demands.

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Civil Construction Cost

$100,000,000 $99,833,873 $90,000,000 $80,000,000 $67,736,843 $70,000,000 $60,000,000

$50,000,000 $33,130,324 $40,000,000 $33,817,552

$30,000,000 $15,762,454 $8,074,341 $20,000,000 $10,000,000 $0 2014 2015 2016 2017 2018 2019

Utility Locating: The primary responsibility of the utility locating group includes locating and marking underground city utilities, such as water, reclaimed water, sewer lines, storm drain, and IT fiber in public rights-of-way and easements. The locators use a variety of utility maps, as-built plans, GIS systems, and field equipment to correctly identify the lines for our contractors, designers, and residents. The amount of locates performed in the 2019 calendar year has increased more than 20% when compared to previous year.

Utility Locates

20000 18133 18000 16000 13685 14000 11986 12000 10621 10000 9113 7450 8000 6000 4000 2000 0 2014 2015 2016 2017 2018 2019

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2019 Development Review Services Group Achievements:

The Development Review Services Division generally saw a steady increase in development review related activities throughout 2019. The group was able to maintain positive service levels in each area and has continued to make improvements to our process to enhance our service output. The Development Review Services Division continues to maintain LEAN principles throughout the 2019 calendar year with the goal to maximize department efficiencies. Some of the improvements include:

• Electronic Plan Review: The Engineering Division implemented electronic plan submittal and electronic plan review for dry utility projects (COX, SW Gas, APS and CenturyLink) as well as for plan revision review for construction or field changes. This process has not only helped with travel and courier costs for the applicants, but has increased efficiency by reducing staff times in handling and routing paper copies to various departments/floors. • Engineer of the Day Program: The Engineering Design Review team continues to be part of the program which is to assist interdepartmental staff with a point person for engineering needs. Needs include assisting walk-in applicants and residents and fielding phone calls and emails for the engineering hotline and general email account. • Engineering Design Review and Inspections Database: The Engineering team maintains databases of development projects currently under review and construction, respectively. The databases are being utilized to enhance staff workload balance, track upcoming Council items, and manage review timelines in a more efficient manner.

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Engineering – Capital Improvement Program

The Capital Improvement Program (CIP) strives to reflect the goals and policies established by the Council’s Strategic Plan and the City’s General Plan by systematically planning, scheduling, managing, monitoring, prioritizing, and identify appropriate budgets for capital projects to ensure cost-effectiveness and conformity with established policies. The CIP division guides the funding and implementation of all public improvements constructed by the City, including roads, wastewater & water treatment facilities, sewer lines, water lines, public safety facilities, municipal buildings, and parks. The CIP manages a balance between capital replacement projects that repair, replace or enhance existing facilities, equipment or infrastructure and capital facility projects that significantly expand or add to the City’s existing fixed assets. The CIP division also plays a significant role in our economic development initiatives through their support of infrastructure implementation.

The CIP division is comprised of two project managers, one civil engineer and a manager. This group of four is embedded into every phase of capital program delivery and is committed to exceeding our internal and external customer’s satisfaction.

CIP Priorities:

• Safety • Delivery of projects within the allotted budget and schedule • Project stakeholder satisfaction • Proactively identifying and programming future capital projects

2019 CIP Division Achievements:

Some of the notable CIP division achievements are as follows

• Construction continues on Public Works Operations Facility • Design and Construction completed on 163rd and Jomax Road intersection • Design and Construction completed on the Asante Branch Library • Design and Construction completed on the Veteran’s Reflection Circle • Ottawa construction 100% complete • Design completed and construction initiated on the following: o Fire Station 308 o Litchfield Road from Waddell Road to Peoria Avenue o Fire Station 304 • Design progress on the following projects o Fire Station 308 o Greenway Road from Cotton Lane to Sarival Avenue o Public Safety Evidence and Readiness Center

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2017 Bond Initiative Update In November 2017 our residents approved a General Obligation bond in support of Traffic Congestion Mitigation, Pavement Preservation and Public Safety. The planning, programming, scheduling, estimating, and procurement activities associated with the passing of the bond was the primary focus of the CIP division in 2017. The exhibits below identify the overall bond timeline for the bond program. To date, the projects are proceeding per the schedule below.

Capital Improvement Program Delivery Model:

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FY 19 Project Name Ongoing Complete Public Works Operations Facility Asante Library Construction Fire Station 304 Construction Ottawa University Fencing FS 304 Construction - Fuel Island Median cut - Waddell Road FS 303 Design and Construction - Fuel Island Added Ottawa Lighting Phase 2 Public Safety Evidence and Readiness Center Design CRS Admin Remodel Heritage at Surprise AZTC - Building B Door replacement SAC Pool Slide Replacement Tennis Facility Lighting Phase 2 Park Lights at Johnson Townhomes Engineering Plan Cubbies AZTC - Alt 1 Construction Heritage at Surprise - Gaines Park Restroom power City Hall Lobby Security Peace Pole Art Install Litchfield and Bell Intersection Gun Lockers at Courts Gaines Park Youth Baseball Field Park and Ride Masonry Repair Kingswood Parke Streetlights FS 307 EMS Storage Greenway Road Design 4th floor Furniture remodel Fire Station 308 Design City Hall Walkway Lighting (Café and Ottawa) Litchfield Road Design and Construction Veterans Reflection Circle Design and Construction Odor Scrubbers Park and Ride Landscape Hardening SPA2 Waste Water Treatment Interconnect AZTC Ice Machine Install Waddell Road Design and Construction Added sidewalk at City Hall Garage CAP5 unit install at FS303, 302, 301 AZTC Parking Lot Reconstruction Waddell and La Cometa/145th Signal Design Fire Station 304 Design Regional Radio Tower PD Shade Canopy 163rd Ave and Jomax Intersection Design and Hollyhock Pool Shade Construction City Hall Trellis Assessment Sweetwater and Litchfield Road Courtyard Music City Café TI Dick McComb Dog Park Lights Washer and Dryer relocation at Sr. Center Door at PD Shooting Range Gun Storage at Senior Center Parking Garage Gate Arms PD Shooting Range upgrades Landfill Wash Basin for ADEQ

34 | 2019 ANNUAL REPORT 208

Traffic Engineering

Traffic Design and Review:

Our Traffic team provides civil construction review for internal and external customers with respect to pavement markings, signing and traffic signals. We completed 124 Traffic Impact Analysis (TIA) reviews and 151 signing and marking plans in 2019 associated with development and construction requests. A key goal is to assist the pavement preservation program with re‐ striping areas that need improvement with respect to turn lanes, bike lanes, or general-purpose lanes and signing.

Traffic staff routinely works with the CIP group on the transportation bond projects during project review, design and construction, final project implementation and any traffic control permits. The 2019 bond projects include the Waddell Road, Litchfield Road and Greenway Road projects.

The Traffic Committee, formed in 2017, is a multi‐disciplinary group of engineers, planners, technicians, police and fire representatives who have been convened to tackle citywide problems such as speeding, cut‐through traffic, parking issues, neighborhood issues, and school-related circulation and parking problems. It provides a forum to present issues and to discuss the pros and cons of possible remediation measures.

The Traffic division was a key member of the Safe Routes to School (SRTS) studies as part of Maricopa County Association of Governments (MAG) and the City's Transportation Planning Division. Traffic worked with the Dysart School District to prepare and approve 43 School Crossing Operating Agreements for every crosswalk with a crossing guard. In 2019, Marley Park, Parkview, and Western Peaks elementary schools had SRTS studies conducted. Traffic then worked with Streets, Planning, and the Police Department to recommend and implement safety improvements.

Annual Traffic Counts: The division conducts annual traffic counts every spring. These counts are used to program future signals, and a map is published to note trends in growth and traffic volumes. Those counts and trends in growth are also used to assist developers to attract businesses to the area.

The 2019 Traffic Management Map highlights the daily traffic volumes citywide and can be accessed on the City’s website: Traffic Counts.

Signal Operations and Maintenance:

The Signal Operations team is responsible for daily maintenance and operation of the 53 signals and the ITS/dynamic messages signs. A new traffic signal was added in the fall of 2019, at the intersection of Cactus and Sarival roads ahead of the Waddell road-widening project and the related commercial development. The construction of another traffic signal began in late 2019 at the intersection of 163rd Ave and Jomax Road, and should be activated in early 2020. This is the first of eight new traffic signals expected to be constructed in 2020. In addition to the new

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signals, the intersection of Bell and Litchfield Roads will receive a major overhaul in order to improve the level of safety at the intersection. Improvements will include larger signal poles that will allow for the deployment of flashing yellow arrows, median modifications to help improve the sight visibility for all left turn movements and additional left turn storage for the westbound direction.

MAG Committees: Traffic engineering staff has representation on the Street Committee, Transportation Safety Committee and the ITS Committee. These monthly or bi-monthly meetings help keep us informed about regional transportation issues and is an opportunity to compete for federal and local transportation funding for local projects.

AZTECH: Traffic engineering participates in the Executive, Strategic Steering Committee (ASSC), the Operations Committee (AOC), and the Operator’s group. The purpose of these committees is to promote regional goals towards improving transportation operations throughout Maricopa County and providing a seamless transition between cities for the travelling public.

Traffic Control Permits: Traffic is responsible for working with internal and external requests for construction within the City’s right of way to ensure that the work being performed has minimal impact on the traveling public. Information for the number of permits per month for the last three years is provided in the table below.

Traffic Control Permits

Jan Feb March April May June July August Sept Oct Nov Dec 2017 22 25 25 45 43 46 39 50 32 32 32 38 2018 25 27 34 26 23 36 25 50 45 38 38 24 2019 26 37 39 54 58 53 45 39 45 58 43 34

2017 2018 2019

Surprise Event Traffic Management: The City of Surprise utilizes a combination of specialized timing patterns and technology to manage the many special events that occur at the Surprise Recreation Campus. During the hours leading up to a planned event, the advanced traffic management software (ATMS) is scheduled to measure traffic volumes at key intersections. Once volume thresholds have been met or exceeded for the programmed duration of time, the ATMS will trigger predefined timing plans to accommodate the event based traffic demands. Once the

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demand has fallen below the thresholds, the system will command the intersections to return to their normal operating mode.

This operation has allowed for the efficient management of various traffic demands around the City of Surprise for events that occur during normal business, after hours, weekends and holidays. Additionally, it has allowed law enforcement to no longer be required to manually control the intersections during these events. This has allowed the Surprise Police Department to reallocate their resources to address other needs closer to the Recreation Campus.

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OF SURPRISE ANNUAL REPORT 2019

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INTRODUCTION

The Sports & Tourism department was created in late 2017 to promote Surprise as an intentional sports and tourist destination. The department manages spring training and year-round Major League Baseball operations as well as the partnership with the Kansas City Royals and Texas Rangers. Sports & Tourism also secures premier sporting and tourism- driven regional and national events that maximize city facility usage, drives year-round activity, and generates room nights and sales tax revenue to Surprise.

In addition, the department supports the multi-level partnership the City has with Ottawa University as well as cultivates external partnerships that enhance or attract tourism-based development and events to Surprise. SPORTS & TOURISM HIGHLIGHTS

In 2019, the Sports & Tourism department added over 20 new events and rentals with a focus on generating revenue and room nights. Surprise room nights increased significantly in 2019 with an overall Transient Lodging Tax increase of 21%. The department attracted over 250,000 participants and visitors to the City with a variety of high-profile sports tournaments and special events that were held in 2019. Sports & Tourism was also able to increase the department’s return on investment (ROI) for four major initiatives through a strategic approach to partnership and a focus on cost savings.

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In FY19, there were direct ROI increases in the:

 Sanderson Ford College Baseball Tournament: increased from a -35% ROI to an 89% ROI  Summer Baseball Tournaments: increased from a -23% ROI to a 90% ROI  Tennis Tournaments: increased from a -40% ROI to 0%, or recovering the costs of the tournaments  Pickleball: increased from a 109% ROI to a 572% ROI.

In 2019, Sports & Tourism also focused on increasing marketing efforts to enhance Surprise’s tourism profile. The Department’s collaboration with the Marketing & Communications department on the Find Your Surprise campaign and new ExploreSurprise.com website earned the City the Outstanding Marketing Campaign Award – Rural Destination at the 2019 Arizona Governor’s Conference of Tourism. The department also was awarded 4 Arizona Talent in Events Concepts (AzTEC) Awards, endorsed by the International Festival and Events Association.

Spring Training

Spring Training continues to be the largest tourism driver for the department and the city collectively. The Cactus League generates more than $644 Million in economic impact each spring for the state of Arizona. March also yields the highest Hotel, Transient Lodging and Restaurant/Bar Sales Tax, as well as one of the highest Retail Sales Tax in Surprise. The Sports & Tourism Department kicked off the 17th year of Spring Training on February 23rd. The 31-day season brought over 166,000 visitors to the stadium and over $6 Million in gross revenues.

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Highlights of the season included the annual Welcome Back Lunch, Surprise Sundancers Charity Game and Scholarship Reception, the Texas Rangers and Kansas City Royals season ticket receptions, Cal Ripken Day, Jimmy John’s Fireworks Night and Hall of Fame Inductions. New this year was the Huss Container Bar and Backyard which was located on the first base concourse. The new fan-friendly area was a collaboration with concessionaire partner, Aramark, and focused on enhancing the fan experience with a local Arizona craft beer selection, yard games and additional shaded seating. It also offered new sponsorship opportunities as well as added points of sale for concessions.

College Baseball

The Sports & Tourism Department started the 2019 Spring Training Season with the annual Sanderson Ford College Baseball Classic. The 4-day tournament featured Oregon State University, New Mexico, Minnesota and Gonzaga. The following weekend, the Surprise Stadium hosted a 4-game tournament that featured Oregon State University and the University of Nebraska.

The two tournaments had an attendance of over 20,000 and generated the highest revenue in tournament history of $193,000 which is up 64% from 2018 and 115% from 2017.

College Baseball Attendance & Revenue Chart

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Arizona Fall League

For the 2019 MLB Arizona Fall League Season, Surprise’s home team – the Surprise Saguaros, hosted their games at the Peoria Sports Complex due to the Stadium field renovation. The Saguaros will return to their home field for the 2020 season.

Baseball Tournaments

The Sports & Tourism department targeted the Summer Baseball Tournament season as one of their top initiatives to adopt a more revenue-driven approach for facility rentals and an opportunity to strategically attract visitors during slower months. The team cultivated a number of regional and national partnerships and worked in collaboration with our hotel and restaurant partners to drive room nights and revenue to Surprise. In 2019, Surprise Stadium hosted 12 tournaments with some of the top leaders of the industry. The combined tournaments attracted over 36,000 visitors to Surprise, a 221% increase from 2018. Some of the larger tournaments drew over 70 teams and thousands of participants and family members from all over the country. In July alone, the complex averaged over 10 games a day.

. April 27: Canyon Athletic Association Baseball Playoffs: 1,000 players and visitors. . May 3-11: AIA Division III High School Baseball Playoffs. There were 16 teams from all over the state and 1,820 participants and visitors in attendance. . June 7-10: Wilson Premier West Championships Tournament. The Championships consisted of 3 divisions, 74 teams, 99 games, 1,480 participants and 4,879 in paid attendance. . June 13-16, June 20-23: Prep Baseball Report – PBRT Arizona State Games. These games were comprised of 4 divisions, 48 teams, 112 games, 960 participants and 3,850 in paid attendance. . June 30-July 8: USA Baseball U16 West National Team Championships included sixty-two teams and a total of 135 games. . July: The Texas Rangers and Kansas City Royals played a total of 24 Arizona League Games at Surprise Stadium. . July 12-18: Perfect Game U14 & U16 WWBA West National Championships. Forty teams played a total of 52 games throughout the week. . July 19-25: Perfect Game U15 & U17 WWBA West National Championships. Seventy-four teams participated in the tournament that comprised a total of 105 games.

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. August: The Arizona League Games. A total of 23 games with 46 teams played in Surprise. The Texas Rangers Arizona League team won the 2019 Arizona League title. . September 20-22: Perfect Game Fall National Championship. Over 50 teams from across the nation competed at the Surprise Stadium Complex. . September 27 & 29: The Arizona Sophomore Fall Classic Wood Bat Tournament. The tournament featured teams from the western United States, Canada and Australia. Surprise hosted 38 games. . October 13: Arizona Fall Classic was comprised of over 50 teams, 20 games were hosted in Surprise. . October 14-31: The Men’s Senior Baseball League World Series. The Series had over 300 teams from across the country playing at facilities all over the valley. A total of 40 games were played in Surprise.

BASEBALL TOURNAMENT TOTAL ATTENDANCE (PARTICIPANTS & VISITORS) Canyon Athletic Association Baseball 1,000 AIA Division III High School Playoffs 1,820 Wilson Premier West Championships 6,359 Prep Baseball Report 4,810 USA Baseball 3,940 Perfect Game Baseball U14 & U16 1,840 Perfect Game Baseball U15 & U17 3,580 Texas Rangers & Kansas City Royals AZL 1,920 Arizona League Baseball Games 2,300 Perfect Game Fall National Championship 2,280 Arizona Sophomore Fall Classic 1,560 Arizona Fall Classic 2,100 Rangers & Royals Instructional League 440 Ottawa Baseball Home Games 400 Men’s Senior Baseball World Series 1,900 TOTAL ATTENDANCE 36,249

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Tennis

With the continued relationships the Sports & Tourism department has created with USTA and other tennis partners such as Tennis on Campus, ITA and NCAA, the department was able to secure 18 tournaments in 2019, including a number of National Championships, which were all hosted at the Surprise Tennis and Racquet Complex. These tournaments brought in 8,208 players and visitors from all over the nation, a 33% increase in attendance from 2018. The spring and fall seasons also contributed to two of the highest Transient Lodging Tax monthly increases from 2018 with April and October up 40% and 69% respectively.

. January 19-21: USTA National Level 3 Boys and Girls 18s Tournament: 64 players . January 25-27: USTA League National 65 and Over 6.0 and 8.0 Men’s and Women’s Tournament: 586 players. . January 31-February 3: USTA 65 and Over National Invitational: 490 players. . February 1-3: USTA League 65 and Over National Invitational: 498 players. . February 11-17: USTA Women’s $25,000 Pro Circuit: 104 players and visitors. . March 29-31: USTA NTRP National Championships: 156 players. . April 5-7: USTA National NTRP Doubles: 212 players. . April 11-13: USTA Tennis on Campus: 650 players. . April 17-20: PacWest Conference Tennis Championships: 220 players. . April 25-28: USTA Men’s 35 Hardcourt Championships: 30 players. . May 18-21: USTA Girls 18 National Level 2 Championships: 214 players and visitors. . October 4-6: USTA 18 and over 3.5 Men and Women: 610 players and visitors. . October 11-13: USTA 40 and over 4.0 Men and Women: 627 players and visitors. . October 18-20: USTA 18 and over 4.5 Men and Women: 562 players and visitors. . October 25-27: USTA 55 and over 7.0 Men and Women: 490 players and visitors. . November 1-3: USTA League National Championships 55 and over 8.0 Men and Women: 878 players and visitors. . November 8-10: USTA League National Championships 55 and over 6.0 and 9.0 Men and Women: 1452 players and visitors. . December 6-8: USTA Southwest Section 65 and Over League Championships: 365 players and visitors.

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TOTAL TENNIS TOURNAMENTS TOTAL ATTENDANCE (PARTICIPANTS & VISITORS) 18 Tournaments 8,208

Pickleball

With the addition of the 8 new pickleball courts and a focus on attracting larger profile tournaments, Sports and Tourism hosted 7 tournaments which drew 5,605 participants and visitors, a 360% increase in attendance from 2018.

. January 4-7: Tommy Wong Memorial Pickleball Tournament: 686 players and visitors. . January 8-13: USAPA Southwest Regional Pickleball Tournament: 852 players and visitors. . February 21-26: Grand Canyon State Pickleball Games: 675 players and visitors. . March 29-31: The Surprise Pickleball Association Multiple Sclerosis Benefit Tournament: 346 players and visitors. . September 30-October 3: 2019 Super Senior West Pickleball Championships: 915 players and visitors. . October 30-November 3: Surprise Pickleball Association Monster Smash tournament: 1,431 players and visitors. . December 2-6: Super Senior World Pickleball Championships: 700 players and visitors.

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Grand Canyon 675 Tommy MS Wong Benefit 686 346

TOTAL PICKLEBALL

PARTICIPANTS & VISITORS 5,605 USAPA Senior 852 West 915

Senior Monster World Smash 700 1,431

3rd Party and Special Events

The Sports & Tourism department continues to be strategic and creative in partnering with local and regional third parties in hosting special events and festivals to highlight Surprise as a year-round visitor destination.

Thunderbird Fine Art and Wine Festival: Thunderbird Artists held its annual Surprise Fine Art and Wine Festival at Mark Coronado Park January 11-13. Patrons enjoyed juried fine art, tasty food, wine tasting and live music. Approximately 5,000 people attended the 3-day event.

Wood and Me Artisan Treasures Sweet Spring Festival: Wood and Me held its Artisan Treasures Sweet Spring Festival on February 16 at Mark Coronado Park. The event featured over 100 artists and vendors. This new event drew over 1,500 attendees.

Spring Training 5K: The 2nd annual Spring Training 5K was held on March 1st. The 5k had 464 participants, which was a 60% increase from the inaugural race in 2018 and included runners from 21 states, Canada and England.

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Taste of Surprise: The Surprise Rotary Club hosted its annual Taste of Surprise at the Surprise Stadium on April 6th. The event showcased some of the best restaurants in the West Valley as well as a car show and live entertainment. The event had an estimated 1,000 attendees.

Clean Culture Car Show: Clean Culture held the Clean Culture Car Show at Surprise Stadium on April 14. This first time event drew over 2,100 attendees to Surprise.

Artisan Treasures Holiday Affair: The Artisan Treasures Holiday Affair was held at the Surprise Stadium on November 30. The event featured over 130 vendors with 2,000 people in attendance.

Vermillion Surprise Festival of Arts: Vermillion Surprise Festival of Arts took place at the Surprise Recreation Campus November 29-December 1. The Festival had 30 vendors and attracted over 1,000 people. *Attendance and vendor participation were impacted by rain and inclement weather.

TOTAL SPECIAL EVENTS TOTAL ATTENDANCE (PARTICIPANTS & VISITORS) 7 Events 13,224* *Doesn’t include Second Sundays in the Park which moved to Parks & Recreation, 54,000 in attendance in 2018

Marketing

The Sports & Tourism department’s marketing efforts in bringing visitors to Surprise and creating a positive tourism experience involves collateral production, radio and television outreach, social media and the Spring Training and Explore Surprise websites.

. Hosted NBC 12’s Arizona A-Z television show at the Stadium which aired 4 times and had over 10,000 views on social media. . Radio marketing campaign with Oregon State Athletics, State of Oregon and University of Nebraska Athletics promoting the College Baseball Tournament. . Social marketing campaign for Spring Training 5K (6,384 people reached, 263 clicks on registration link).

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. Spring Training Social media marketing campaign – 12,183 people reached, 1,287 clicks on ticket link. . Hosted 2 ABC 15 Segments on Sonoran Living which aired 8 items and had over 15,000 views on social media. . Focused on Spring Training Marketing with social media advertising campaigns that reached 22,352 people / 2,287 clicks on call to action. . 2 articles were featured in the Sports Destinations magazine and website that highlighted Surprise. . Hosted the NBC 12 Morning Show on March 6th highlighting Spring Training. A total of 6 segments were taped and had over 10,000 social media views. . Partnered with ABC 15 to do a promotional sweepstakes which drew over 10,500 entries. . Focused on spring training social media marketing campaigns that reached 50,000+ people / 4000+ clicks and had increases in followers on our Facebook, Instagram and Twitter pages. . Advertisements in Sports Destination Magazine and website (March/April edition), Surprise Today, Surprise Republic, New Times and Google Ads. . Texas Rangers Fan Fest Booth – Over 5,000+ attendees . Kansas City Royals Fan Fest Booth – Over 8,000+ attendees

In collaboration with the Marketing and Communications Department, the Department launched the new tourism website exploresurprise.com and “Find Your Surprise” marketing campaign. The website saw over 1,000+ visits in the first week it was live.

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In addition, Sports & Tourism staff attended numerous conferences and trade shows to promote Surprise as a premier tourist destination, attract event partners and learn best practices within the tourism industry.

. 64th Annual IFEA (International Festival and Events Association) Convention: September 25-27. . TEAMS conference in Anaheim: December 9-10. Hosted a Sports & Tourism booth and conducted over 30+ meetings with event owners. . MLB Baseball Winter Meetings: December 8-12.

Partnership & Facility Development Ottawa University

The Sports & Tourism department aided in developing the long term land lease agreement and Master Facilities Use Agreement with Ottawa University. The 10+ year agreement gives city access to a new $24 Million, 100,000+ square foot indoor activity center, competition field and conference space and assisted Ottawa in securing funding for student housing and a student union, with a total capital investment of over $65 Million under construction in 2019 and scheduled to open in 2020.

Ottawa University also utilizes the Surprise Stadium and Tennis and Racquet Complex to practice and host their baseball games and tennis matches. Both the tennis and baseball programs utilize city facilities 5+ days a week about 8 months out of the year, including hosting over 70 games and matches a year. Sports and Tourism staff is responsible for coordinating schedules, operations and maintenance with Ottawa and the Parks and Recreation department. Staff also assisted in coordinating the use of the Mark Coronado Park, Surprise Aquatic Center and other city facilities.

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Texas Rangers Housing Development

The Sports & Tourism department continues to assist with the Rangers Housing Development, which will feature a 68,000+ square foot building that will include a residential component, classroom space and a fitness area. The development will house up to 180 players and staff throughout the year and helps the Rangers expand their player development program. The development and capital investment is another long term commitment to the City of Surprise and Surprise Spring Training. The project is scheduled to open in early 2020.

Sponsorship

Sponsorship is a critical component of Spring Training and special events. The Sports & Tourism staff cultivates mutually beneficial local and regional partnerships to enhance fan experience as well as promote the local community. In 2019, the Department renewed 31 previous sponsors and brought in 15 new sponsors which generated $392,597 in sponsorship revenue. In addition, a Stadium Sales and Sponsorship Coordinator was added to the team to focus on attracting new partners and generating more revenue for the Department and City.

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Tourism Advisory Commission

The Sports & Tourism department continued to work with the Tourism Advisory Commission on the resort feasibility study, conducted by CBRE, which was completed in February 2019. The Tourism Advisory Commission also approved the projects that will utilize the funds received from the Destination Marketing Organization from the Arizona Office of Tourism which is allocated to assist in promoting Surprise as a tourist destination. For FY19, the funding amount received for the Destination Marketing Organization was $76,165. The FY20 funding amount increased 47% for a total of $106,790.

The Tourism Commission was disbanded by Council in May 2019 and replaced with the Tourism Fund Subcommittee which is comprised of three Council members. The Tourism Fund Subcommittee is responsible for reviewing and recommending Tourism Fund requests to Council for final approval. The fund is derived from a portion of the Transient Lodging Tax. Transient Lodging Tax – Hotel Room Nights

One of the main initiatives for the Sports and Tourism department was to increase room nights and revenue through tourism driven events. In 2019, the overall Transient Lodging Tax revenue increased nearly $166,000, or 21% from 2018. Some of the highest monthly increases included April and October, a 40% and 69% increase from 2018, in coordination with our regional and national tennis tournaments. July 2019 was the highest monthly increase at 93% and was a result of the Sports & Tourisms department’s strategic approach to target regional and national baseball tournaments to Surprise in the summer. In collaboration with our local hotel partners, the department continues to look for ways to attract visitors to the city and generate tourism driven revenue to local businesses and the community.

*Graph shows Tourism Fund Revenue, not total Transient Lodging Tax revenues.

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Surprise Sundancers

The Surprise Sundancers, the official Spring Training volunteer organization of the Kansas City Royals, Texas Rangers and the City of Surprise, continues to partner with the Sports & Tourism department to enhance operations and the fan experience at Spring Training, tennis tournaments and other events. With over 750 volunteers, the organization volunteers 36,000+ hours and saves the city over $380,000 each year.

In addition, the Surprise Sundancers raise charitable donations through the annual Spring Training Charity Game and 50/50 Raffle. Funds raised are placed towards college scholarships and non-profit organizations that benefit local youth initiatives. In 2019, the Sundancers awarded 71 scholarships, totaling $213,750. They also donated to 15 non-profit organizations totaling $29,724. 2019 also marked a historic year for the Sundancers as they reached over $1 Million in donations to the local community.

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Capital Projects and Asset Replacement

PROJECT 2019 STATUS

Installation of security bollards at Centerfield Gate Completed

Plywall for Texas Rangers practice fields Completed Completed 1st base container bar Completed Seating structure for Kansas City Royals Practice Field 1

Texas Rangers Clubhouse Conference Room Completed

Texas Rangers Shade Structure Completed

Kansas City Royals Bleachers Completed

Stadium Upper Deck Carpet Removal Completed

Stadium Box Office Furniture Completed

Kansas City Royals Clubhouse landscaping Completed Completed Stadium padding

Texas Rangers Clubhouse turf Completed

Texas Rangers security cameras Completed

Kansas City Royals Dugout Completed

Kansas City Royals windscreen Completed

Rubber pitching target Completed

Stadium field renovation Completed

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Budget

The Sports & Tourism, Parks and Recreation and Finance departments worked together in 2018 and 2019 to allocate the shared budget from Recreation to a new Sports and Tourism budget. The FY19 budget for Sports and Tourism had $4.4 Million in expenditures and $3.8 Million in revenues.

Performance Measures

EVENT PARTICIPANTS & VISITORS

Spring Training and Spring Training Events 167,771

College Baseball 20,802

Baseball Tournaments 36,249

Tennis Tournaments 8,208

Pickleball 5,605

Events & Rentals 13,224

TOTAL ATTENDANCE 251,859

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INTRODUCTION

2019 added another exciting chapter to the story of the City of Surprise Water Resource Management Department (WRM) and our goal to be a leader and world-class utility. In 2015, WRM was given the mandate by City Council to focus on key areas: grow the City’s water portfolio, increase efficiency, customer service, and strengthen partnerships as opportunities for growth.

This past year, WRM focused on the future. Through collaborative efforts with the Finance and Public Works department, WRM helped to develop another forward-looking utility rate structure for the next five years (FY2020-FY2024). In addition, the same collaboration, which added the Community Development Department, worked to establish a new round of development impact fees that would provide the City with revenue to pay for the infrastructure needed to meet the demand that comes with growth. As a result of the hard work and dedication of the WRM Team, staring in FY2020, City customers will not face a forecasted utility rate increase for the next 5 years.

WRM maintained its commitment to employee development and growth. The 2019 calendar year saw steady growth in the department with twelve team members having been promoted to a higher position, three achieving additional certifications, and two graduating from the AGTS Supervisors Academy. In addition, twelve new team members joined the City, three of which interned with the City while attending the GateWay Community College Water Technology program taught at the SPA1 Water Reclamation Facility (WRF) site.

Finally, WRM’s core mission to deliver effectively quality services in a cost-efficient manner was met again in 2019 with the expansion of the SAMS software. In 2017, SAMS was developed to streamline the collection and transmission of mission critical data and samples. In 2019, the use of SAMS was broadened to handle the administration of the Pretreatment (for Wastewater) and Cross-connection (for Water) Programs. The WRM Team is ready for 2020, as we anticipate significant expansion of both the Water and Wastewater utility systems.

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Strategic Plan

The Water Resource Management Department believes that for any business to be a success, it must focus on three specific areas: its People, its Process, and its Product. This business philosophy has established the culture by which all members of the WRM team operate towards the future. The structure for this annual report mirrors the department’s Strategic Plan.

Mission Serving the Surprise Community at the frontline of public safety. Providing safe, quality drinking water, effective waste removal, and managing the use of water in a sustainable and efficient manner.

Vision To consistently adapt to meet the growing and evolving needs of the Surprise Community.

Values Customer-Focused • Community Leadership • Professionalism • Employee-Oriented • Environmentally Responsible • Innovative

Motto Safe – Efficient – Effective (SE2)

Slogan “We Keep Things Flowing”

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Annual Report Operational Readiness Succession Planning Water Resource Management had 56 FTEs in 2019. Surprise utilized three Interns from Gateway CC Water Technology program, of which one obtained a full-time, permanent position.

Promotions Water • Anthony Dudley promoted to Water Manager • Kevin Larson promoted to Water Maintenance Supervisor • Ryan Hime promoted to Water Operator Lead

Wastewater • Reynaldo Aldava promoted to Wastewater Manager • Jayson Cheshire promoted to Operations Supervisor • Elio Lemus promoted to Mechanic

Infrastructure/Collections • Monroe Colter, promoted to Infrastructure Manager • Eliberto Pedroza, Infrastructure Supervisor • Craig Magelssen, Senior Operator

Administration • Theresa Teague promoted to Management Analyst

Portfolio • Amy Peterson, promoted to Water Conservation Specialist

New Hires Water • Manual Gomez, Service Worker • Brandon Lewis, Water Operator I

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Wastewater • Casey Espinoza, Wastewater Senior Operator • Paul Goltz, Wastewater Operator • Kaleb Cassens, Wastewater Operator • Jaden Sobarzo, Wastewater Service Worker • Armando Madero, Wastewater Service Worker • Jessica Quintero, Gateway Intern • Julie McBroom, Gateway Intern • Keven Guillen, Gateway Intern

Infrastructure/Collections • Moises Quintero, Collections Operator

Business Services • Michael Graves, SCADA Instrumentation Technician

Continuing Education Water • Ryan Hime, obtained Grade 4 Water Treatment & Grade 4 Water Distribution • Anthony Dudley, obtained Grade 4 Wastewater Treatment & Grade 4 Collections

Wastewater • David Quinby, WEF Water Leadership Institute Graduate, Class of 2019. Attend CA/NV AWWA Fall Conference. Completed FEMA 100, 200 • Jayson Cheshire, Completed Management & Supervisory Leadership Training • Sean Conway, Completed Management & Supervisory Leadership Training • John Plenty, Master Gardner Graduate • Patrick Bales attended the Suez Wastewater User’s Group Conference. Completed FEMA NIMS 100, 200, 700 • Luis Bradley, Attended Tri-State. Also completed FEMA NIMS 100, 700 • Elio Lemus, AAS in Public Administration. Received Certificate of Completion in Pretreatment Facility Inspections. Also completed American Trainco pump repair and maintenance course. • Lupe Gonzales completed American Trainco pump repair and maintenance course

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• James Marks, received certified crane operator’s license • Armando Madero, received his CDL class A with tanker endorsement • Jaden Sobarzo, received WRT Certificate of Completion

Infrastructure • David Perez, IBAK Camera Certificate • Eliberto Pedroza IBAK Camera Certificate • London Lacy DEMA Certificate, and Dry Weather Training • Monroe Colter attended StormCon Conference

Portfolio • Jennifer Davidson, received Certified Master Gardner, and Legal Education International Water Law • Amy Peterson, received Certified Master Gardener, The Tree Courses, Continuing Legal Education International Water Law, Smartscape Landscape Training, ASU/Agribusiness Council Water Management Certificate Program • Portfolio team completed water resource training with Replenishment Services

Continuous Improvement Water Environment Federation Technical Exhibition and Conference (WEFTEC) Operations Challenge • WEFTEC Competition in Chicago, Illinois

Wastewater • Collaborated efforts:

o With assistance from Collections, Wastewater Operations, Maintenance and a contractor, replaced two discharge connections in Plant 4 influent wastewater

o Effluent pump station experienced significant soil subsidence causing the existing concrete pad to sink severing conduit and conductors. COS staff and a contractor secured all electrical runs and connections to the effluent tank preventing further subsidence in the area to adversely affect plant equipment

o Wastewater Operations and Wastewater Maintenance staff converted a disk filter to 5-micron from 10-micron filtration. This is a trial run with a 7 | 2019 ANNUAL REPORT

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suspected outcome being a higher quality effluent. These new filtration pads are also chemically rated which should allow COS staff to better maintenance the filter pads increasing their useful life

Infrastructure/Collections • A new Construction General Permit (AZG2019-001) CGP, pending • A new Multi-Sector General Permit (AZMSG2019-001) • Stormwater Management Plan (SWMP) • Notice of Intent (AZSM 65753) • Outfalls map 2020 (An outfall is where stormwater flows are discharged into a waters of the U.S. or a separate sewer system)

Other Recognitions • Rancho Mercado placed into service September 2019 • Valve lids replaced throughout the entire city • Rancho Gabriela Arsenic Treatment expansion completed • Desert Oasis Arsenic Treatment expansion underway • AZ Water Women’s Hydrant Hysteria National 1st Place Champions, Amy Peterson & Jaclyn Alm • AZ Water Men’s Hydrant Hysteria National 3rd Place Champions, Eli Pedroza II & Vincent Vaccaro • Water maintenance staff won the State Hydrant Hysteria competition, and then competed in the National competition held in Las Vegas Nevada. • Wastewater staff participated in WEAT Competition, Texas • Participated in the Utilities Rate Study – no increases • Completed a Laboratory Development and Implementation Report to prepare for in- house sampling analysis • Implemented the BE GROSS Campaign in partnership with the Marketing & Communications Department • SCEC Operations Challenge Regional Competition in Myrtle Beach, South Carolina. 1st place Invitational Teams. 2nd place Overall Process Event • Tri-State in Las Vegas, Nevada; Operations Challenge Team competed in 1st annual event • Sean Conway was awarded Mechanic of the Year by AZ Water Association 8 | 2019 ANNUAL REPORT

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• Reynaldo Aldava was awarded Supervisor of the year by AZ Water Association • Wastewater staff participated in the development of “The Clog,” an informational short video to promote the Be G.R.O.S.S. public awareness wastewater campaign • Permanent Grease Recycling Center established November 14, 2019 at Fire Station 305

Safe Working Environment Safety Record • On December 30, 2019, WRM reached 358 days without a lost man-day due to injury

Emergency Preparedness • Identified all training requirements for all WRM staff in relation to the National Incident Management System (NIMS) • Current NIMS Certification attained by all new employees • Existing staff partially complete on updated NIMS certifications • Staff continued work with the new Emergency Manager & IT Security on upcoming NIMS, COOP, and America’s Infrastructure Act requirements. • Portfolio completed Community Emergency Response Training

Partnerships GateWay Community College • Water Conservation Master Gardener classes conducted at the SGTC • Hosted AZ Water Annual Wastewater Seminar with over 75 participants

Other Partners • Participated in an open house held for Dysart Unified School District students • The City of Surprise Water Resource Management department is consistently used as a model for the sophistication of use we have of the SAMS software. We continue to be active in the SAMS user groups and have shared our advances, which in turn has helped our neighboring communities in the valley who also use the SAMS software.

Interdepartmental • Pollution Control Specialist, Randy De La Garza provided several internal cross- connection workshops for WRM and other City Departments • Provided Tours of the SPA1 WRF to multiple city departments • Portfolio division sponsored continuing education for Mariano Muniz-Rodriguez 9 | 2019 ANNUAL REPORT

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(Public Works) to attend Master Gardener Training Program and The Tree Course, and Bart Hobart (Community Development) to attend the Southwest Horticulture Day of Education (SHADE) conference • The City participated in the Wyland National Mayor’s Challenge for Water Conservation for the month of April. As part of the challenge, participants learned about the value of water conservation and pledged to conserve water in their daily lives. Members of the Portfolio Management division sought out participants at City events, through advertisements and social media outreach, and by word of mouth. As a result of their efforts, the City of Surprise placed 2nd behind Athens, GA in the 100K to 500K population. • Jennifer Davidson and Michael Hoover presented to the Arizona Groundwater Users Advisory Council (GUAC) a grant consideration for the design and construction of a Xeriscape Demonstration Garden, which ultimately resulted in a $200K grant, accepted and approved by City Council. • Portfolio division sponsored continuing education for Mariano Muniz-Rodriguez (Public Works) to attend Master Gardener Training Program and The Tree Course, and Bart Hobart (Community Development) to attend the Southwest Horticulture Day of Education (SHADE) conference • Portfolio division and Utility Billing Department established monthly meetings to discuss cross-departmental communication opportunities and implementation of the future WaterSmart technology with the AMI CIP conversion project

Outside Agencies and Industry • Continued participation on the West Valley Water Association and in-kind work associated with the Grant funded Bureau of Reclamation Basin Study for the West Salt River Valley Sub-Basin • Mayor Hall proclaimed March 18-22 to be “Fix-A-Leak Week” as part of the Environmental Protection Agency’s (EPA) water conservation program • Deputy City Manager/Director, Water Resource Management and Portfolio Manager participated in Sun City Grand’s learning series (Water Sustainability of the Valley), held every Thursday in February, presented at the Sun City Grand Town Hall with Mayor Hall, the Arizona Department of Water Resources (ADWR), and EPCOR Water, and participated as a panelist in Glendale Community College’s Summer Bridge Program • Water Resource Analyst presented at the AZWater Customer Service Professionals Committee and the Cactus & Pine Water Summit, and appeared on Facebook Live with Channel 12 News weatherman Jimmy Quinones for Water – Use It Wisely (WUIW) • Portfolio hosted monthly Master Gardener business meetings and diagnostic clinic at the Surprise Gateway Training Center (SGTC) the first Monday of each month, and 10 | 2019 ANNUAL REPORT

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agreed to partner with the University of Arizona - Maricopa County to pilot the Master Gardener Intern Training program at the SGTC in spring 2020, and host in fall 2020 • Portfolio Manager continued serving as a Recovery Planning Advisory Group (RPAG) committee member in preparation of a draft Update to the 2014 Joint Recovery Plan document sponsored by ADWR, CAWCD, and AWBA • Portfolio Team commenced the Community Water Systems Drought Contingency Plan revision in collaboration with the various Water Service Providers within the Municipal Planning Area • Water Conservation Specialist, Amy Peterson authored a blog featured on the Arizona Municipal Water Users Association’s (AMWUA) website • Water Resource Analyst assisted Tucson Water’s Conservation Manager to create the AZWater Association Water Conservation Committee through partnership with Tucson Water, with Jennifer Davidson serving as Co-Chair • Portfolio Manager attended a tour of the Kino Environmental Restoration Project (KERP) in Tucson, and Palominas Storm Water Recharge and Flood Control Project near the San Pedro River in Cochise County hosted by the Flood Control District of Maricopa County to look at examples of Integrated Storm Water Management (ISWM) Projects. ISWM practices treat the watershed as a “system” managing storm water at the sub-basin or watershed-scale and determining how best to utilize it as a resource for environmental and human needs • Portfolio team facilitated a tour for members of Water Resource Management and Community Development Departments, and Carefree Partners Inc. of the Kino Environmental Restoration Project (KERP) in Tucson to look at its approach to handling storm water runoff within an urban environment as part of a potential design implementation for new retention/recharge facilities within the Surprise Center Development Corporation (SCDC) development • Portfolio Team began hosting bi-weekly meetings with internal stakeholder staff representatives from CD, CRS, PW, ED, WRM and Carefree Partners Inc., the developer of the SCDC development to determine the feasibility of a PPP integrating storm water retention and effluent recharge within the development

Other Tours and Outreach • Adolescent Outreach at Rancho Gabriela Elementary School • SGTC Student Lab Tour • Kingswood Elementary School Outreach • Sonoran Heights Elementary School Outreach • Adolescent Outreach at Canyon Ridge Elementary School

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• State of the City Community event with WRM staff participation • SciTech Festival at City Hall - Community event with public outreach from Water Conservation and Wastewater departments • Surprise Party at Mark Coronado Park - Community event with public outreach from Water Conservation and Wastewater departments • Eggstravaganza at COS MLB ball fields - Community event with public outreach from Water Conservation and Wastewater departments • SPA1 Wastewater Facility - Oral presentation and tour given to AZ Water Association

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Fiscal Responsibility

Sound Purchasing Capital Improvement Projects • Completed design of the Rancho Gabriela Water Supply Facility Phase 2 arsenic expansion • Completed Roseview Water Supply Facility arsenic bypass project • Completed the SPA 1 headworks screen installation

Asset Management Wastewater Utility

Corrective Maintenance Facility Equipment Name 2019 Forecast 2019 Actual (Rehab vs. Replacement) SPA 1 Regional P1/2 Inf Pmp Station N/A $180,000.00 $0.00 WRF SPA1 P4/5 Inf Pmp Station - Regional Replacement / 110 HP Motor & Pump $10,000.00 $10,000.00 WRF Rehabilitation Assembly 1

SPA1 Regional P4/5 Headworks Screen Replacement $190,000.00 $190,000.00 WRF 3

SPA1 Regional P4/5 Gear Box North Replacement $23,000.00 $23,000.00 WRF Oxidation Ditch

SPA1 Regional P4/5 Gear Box South Replacement $23,000.00 $23,000.00 WRF Oxidation Ditch

SPA1 Regional P4/5 Gear Box Motor Replacement $5,000.00 $5,000.00 WRF

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SPA1 Regional WRF P4/5 Rotor Assembly Replacement $32,000.00 $32,000.00

SPA1 Regional Centrifuge 2 - Backdrive Replacement $8,000.00 $8,000.00 WRF Drive

SPA1 Regional Centrifuge 2 - Feed $20,000.00 $20,000.00 Replacement WRF Zone/scroll/tiles

SPA1 Regional Recharge Basin 4 Replacement $80,000.00 $80,000.00 WRF

SPA1 Utilized to purchase Regional Replacement / pumps and repair for $0.00 $180,000.00 WRF Rehabilitation P3/4/5

Water Utility Corrective Equipment Maintenance System Facility FY19 2019 Actual Name (Rehab vs. Replace)

Gate and ARWSF Replacement $0 Check Valves $75,000

Booster ARWSF Pump 13 - Replacement $20,000 100 HP Motor

Chemical ARWSF Replacement $25,000 Ashton Ranch Pumps (4)

ORW1 Well - Motor Rehabilitation $15,000

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ORW1 Well - Pump Rehabilitation $25,000

SVW1 Well - Motor Rehabilitation $15,000

SVW1 Well - Motor Replacement $10,000 $0

SVW1 Well - Pump Rehabilitation $15,000 $20,000

SVW1 Well - Well Rehabilitation $50,000

Gate and DOWSF Replacement $45,000 Check Valves

Storage DOWSF Reservoir 1 - Rehabilitation $350,000 $0

DesertOasis Coating

Chlorine

MVWSF Generation - Replacement $25,000 3 Cells

Chlorine/pH MVWSF Replacement $6,000 Meter (3) Mountain Vista

Well - UPS RGW1 Replacement $2,000 Batteries $450

Well - UPS RGW2 Replacement $2,000 Batteries $450

Booster RGWSF Pump - 100 Replacement $20,000 Rancho Rancho Gabriella HP Drive $20,000

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Chemical RGWSF Replacement $16,000 Pumps (4)

Chlorine/pH RGWSF Replacement $6,000 Meter (3)

SPW1 Well - Drive Replacement $15,000

Well - MCC - SPW1 Replacement $15,000 AC

Well - SPW1 Radio/SCADA Replacement $5,000 Hardware

Well - UPS SPW1 Replacement $2,000 Batteries $450

Well - Radio RVW1 /SCADA Replacement $7,000 Hardware

Gate and RVWSF Replacement $90,000 Check Valves $45,000

Booster

RVWSF Pump - 100 Replacement $18,000 HP Drive

Booster Roseview RVWSF Pump 1 - 100 Replacement $25,000 HP Motor

Chemical RVWSF Replacement $20,000 Pumps (2)

Chlorine/pH RVWSF Replacement $2,000 Meter

Valve Lids Replacement $125,000

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Operational Efficiency/Streamlining Business Services Division In 2019, we completed our multi-year project of streamlining our data management. We developed and implemented a new asset/work/inventory management system integrated with SAMS. Staff now works in SAMS and/or SCADA to complete Compliance, Asset, and Work related tracking. SCADA provides a real-time view into the water and wastewater systems and SAMS provide an integrated view of the various aspects of our utilities, such as Compliance, Production, and Asset Management. Future streamlining activities will include updating the SCADA system to include an improved interface and better integration with SAMS.

Significant Projects Completed by the SCADA Group in 2019 include:

• Upgraded SCADA to version 2017 SP3 - This improved functionality and created a better foundation to build a new interface on as well as improve SAMS/SCADA integration • Roseview Bypass - All electrical, set-up, programming, and start-up performed by in-house staff. This resulted in greater than $25K in savings from the original bid that included contracted work • Roseview Chlorine System Conversion - The SCADA group completed all electrical, set-up, programming, and start-up duties in the project • Ashton Ranch Chlorine System Conversion - The SCADA group completed all electrical, set-up, programming, and start-up duties in the project • RG1 Well - Complete Electronic Upgrade - The SCADA group completed electrical, set-up, programming, and start-up duties in the project

Wastewater Utility • SPA1 WRF Treatment Volumes: 3068.74MG • SPA1 Reclaimed Water Recharged: 2642 MG (8108 AF) • SPA2 WRF Treatment Volumes: 79.411 MG • SPA2 Reclaimed Water Recharged: 66.632 MG (204 AF)

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Water Utility • Pumped Ground Water: 7621 AF (2,483,994,243 gallons) • Treated Water Delivered: 6979 Acre Ft (2,273,950,000 gallons) • Routine System Maintenance Performed: 952 Hydrants exercised 43 Hydrants painted 8 Hydrants repaired 98 Valves exercised

Resource Stewardship Environmental Awareness Water Portfolio • Participated in City Events (Eggstravaganza, Taste of Surprise, Surprise Party, State of the City, SciTech, Fiesta Grade), and represented “Water – Use It Wisely” at events (Earth Day at the Phoenix Zoo, Local First Arizona Fall Fest, Arizona State University Homecoming Game, the City of Buckeye’s Veteran’s Day Parade, and Arizona Rattlers Stryker’s Bath Bash) • Expanded rebate program to include rebates for new home Xeriscape installation, large facility turf removal, along with the WaterSense® controller rebate; total rebates approved: 33, total funds expended: $4,859.26, estimated water savings: 250,800 gallons per year • Revised youth education program for Surprise’s water service area to include hands- on ProjectWET-based presentations to K-6 students, added the Arizona Puppet Theater show Zoner and the Drip for K-4 students, and created Story time with Wayne series for preschoolers; estimated student reach: 2,855 • Water-wise Surprise water efficiency classes held at SGTC, total classes: 12, total attendees: 198 • Maintained Sustainable Surprise Facebook page, total posts: 136 • Conservation Specialist participated in the Be GROSS outreach campaign interviewed by ABC15, re-branded wastewater school presentation with the Be GROSS campaign • Portfolio applied for Arizona Department of Forestry Community Challenge grant for the Xeriscape demonstration garden (pending review as of 12/31/2019)

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Regulatory Compliance Water • Cross-Connection/Backflow Prevention Program o Customer Outreach/Notifications: 579 o City Backflow Maintenance performed: 315 o Connection Devices Added or Replaced: 28 Wastewater • Pretreatment Program o Fats, Oils, and Grease (F.O.G.) enforcements: 6 o Industrial Pretreatment enforcements: 2 o Holiday Grease Collection event: 150 gal o Reclaimed water users: 22

Resource Management Water Portfolio

Asset 2017 (AF) 2018 (AF) 2019 (AF)

Long Term Storage Credits 41441 58187 77919 Extinguishment Credits 39926 34458 28458 CAP Water Allocation 10249 10249 10249 • Increased CAP Allocation Opportunity

Stormwater Management Stormwater Utility • 1500 How to Drain Your Pool brochures were downloaded from the City of Surprise’s website • 442 Calls were made to the Stormwater Hotline in 2019 • The Adopt-A-Street Program had its most successful year with 19 miles of streets cleaned and 35 groups participating on illegal dumping, clean streets and good housekeeping measures (Engineering) • There were 14 call-outs for Oil Contaminates Leaking in the City Roadway and seven Pool Draining in a City Street call outs between 2017-2019. Our outreach efforts continue to reach out to our residents in this area (as evidenced by the number of downloads of the pool brochure). There were zero sanitary sewer overflows in 2019. • Construction Activity Stormwater Controls: There were 10,443 construction plan reviews in 2019. The Developer Education Guidelines were downloaded 2,202 times 19 | 2019 ANNUAL REPORT

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from the Engineering website. The City had 416 Construction Site Inspections, out of 705 active construction sites. There was one complaint received and resolved in 2019. (Engineering). • The City of Surprise Stormwater and Engineering Divisions assisted in 5 Post- Construction site inspections; The City Stormwater Staff made a Stormwater Infrastructure poster available online for new developers and business owners. • 42 Police Officers were trained in illicit discharge detection and elimination in 2019 • 369 vehicles used a Commercial Car-Wash (city owned vehicles) • The Enforcement Response Plan (ERP) for the Stormwater Division completed in- house in September 2019 • 4 Civil Engineers completed Erosion and Sediment Control training through Stormwater Education classes • The 2019 MS4 Stormwater Audit completed in June 2019

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Annual Production Metrics Wastewater Utility • SPA1 WRF Treatment Volumes: 3027.67 MG • SPA1 Reclaimed Water Recharged: 2877 MG (8829 AF) • SPA2 WRF Treatment Volumes: 79.422 MG (244 AF) • SPA2 Reclaimed Water Recharged: 66.62 MG (204 AF) • Miles of Wastewater Collections pipe cleaned: 115.78 miles

Water Utility • Pumped Ground Water: 7786 AF (2,536,994,423 gallons) • Treated Water Delivered: 7435 AF (2,422,702,185 gallons) • Routine System Maintenance Performed: 2236 Hydrants exercised 35 Hydrants painted 10 Hydrants repaired 40 Valves exercised

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