***Revised Feb. 1, 2021*** Item Revised: Item 12 Meeting Location: Agenda Phoenix Council Chambers 200 W. Jefferson St. Transportation, Infrastructure and Phoenix, AZ 85003 Innovation Subcommittee

Wednesday, February 3, 2021 10:00 AM phoenix.gov

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City of Phoenix Printed on 1/27/2021

1 of 94 2 of 94 Transportation, Infrastructure and Agenda February 3, 2021 Innovation Subcommittee

CALL TO ORDER

000 CALL TO THE PUBLIC

MINUTES OF MEETINGS

1 Minutes of the Transportation, Infrastructure and Innovation Page 11 Subcommittee Meeting This item transmits the minutes of the Transportation, Infrastructure and Innovation Subcommittee Meeting on Jan. 6, 2021, for review, correction or approval by the Transportation, Infrastructure and Innovation Subcommittee.

THIS ITEM IS FOR POSSIBLE ACTION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the City Manager's Office.

CONSENT ACTION (ITEMS 2-6)

2 Heavy Duty Bus Procurement - Request to Issue Request for Page 24 Proposals (RFP) This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval for the Public Transit Department (PTD) to issue a Request for Proposals (RFP) for the procurement of approximately 250 - 300 heavy duty, 40-foot buses that will replace existing fleet that will reach the end of their useful life in the coming years.

THIS ITEM IS FOR CONSENT ACTION.

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

3 Fare Box Software Upgrade Project Page 26 This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval for the Public Transit Department (PTD) to maintain and upgrade the current back-end fare box software to Scheidt & Bachmann’s (S&B) FareGo Data product through an amendment to the existing contract with S&B.

THIS ITEM IS FOR CONSENT ACTION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Public Transit Department.

4 American Association of Airport Executives Membership Page 28

This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of the Aviation Department’s 2021 American Association of Airport Executives (AAAE) Federal Affairs Membership dues payment.

THIS ITEM IS FOR CONSENT ACTION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Aviation Department.

5 Voluntary Property Acquisition - 4108 E. Air Lane (Adonai Page 30 Properties, LLC) This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of the acquisition of real property comprised of 17,930 square feet located at 4108 E. Air Lane (Property). The acquisition will be by voluntary purchase from Adonai

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Properties, LLC at a price within the Property’s appraised value of $775,000. The Property is currently occupied and a temporary occupancy agreement may be needed to allow the tenant enough time to vacate. If an agreement to purchase cannot be reached at this time, the Property will be acquired at a later date using available means, including potentially eminent domain.

THIS ITEM IS FOR CONSENT ACTION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Aviation Department.

6 Sibran Properties, LLC Lease Extension at Phoenix Deer Valley Page 32 Airport This report requests that the Transportation, Infrastructure and Innovation Subcommittee recommend to the City Council approval to extend the Ground Lease with Sibran Properties, LLC (Sibran) at Phoenix Deer Valley Airport (DVT) for seven years.

THIS ITEM IS FOR CONSENT ACTION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Aviation Department.

INFORMATION ONLY (ITEMS 7-10)

7 Street Transportation Department Five-Year Capital Improvement Page 33 Program Update This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Street Transportation Department's capital projects for Fiscal Year 2021, and the proposed future Fiscal Year 2021-25 Five-Year Capital Improvement Program.

THIS ITEM IS FOR INFORMATION ONLY. City of Phoenix Printed on 1/27/2021

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

8 Metro, Regional Public Transportation Authority, and Maricopa Page 39 Association of Governments Meetings This report provides the Transportation, Infrastructure and Innovation Subcommittee with copies of past and/or upcoming meeting agendas/summaries for METRO light rail, Valley Metro/Regional Public Transportation Authority (RPTA), and the Maricopa Association of Governments.

THIS ITEM IS FOR INFORMATION ONLY. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Public Transit Department.

9 Citizens Transportation Commission Meetings Page 41 This report provides the Transportation, Infrastructure and Innovation Subcommittee with copies of past and/or upcoming meeting agendas/summaries for the Citizens Transportation Commission.

THIS ITEM IS FOR INFORMATION ONLY. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Public Transit Department.

10 Freeway Program Update Page 42

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

THIS ITEM IS FOR INFORMATION ONLY.

City of Phoenix Printed on 1/27/2021

6 of 94 Transportation, Infrastructure and Agenda February 3, 2021 Innovation Subcommittee Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the City Manager’s Office.

DISCUSSION AND POSSIBLE ACTION (ITEM 11)

11 Comprehensive Roadway Safety Overview Page 48

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Street Transportation Department’s efforts related to comprehensive roadway safety, including current and potential future practices, procedures, and projects to address roadway safety concerns within the City of Phoenix. This report is provided for discussion and possible action related to the expenditure of up to $6 million, comprised of Transportation 2050 (T2050) and General Fund sources, to address comprehensive roadway safety. In addition, Streets also recommends five additional positions funded by Arizona Highway User Revenue to manage the development of a Roadway Safety Action Plan and to implement high-priority Roadway Safety Projects.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Street Transportation Department.

INFORMATION AND DISCUSSION (ITEMS 12-15)

12* ***REVISED*** Water Capital Improvement Plan Alternatives Page 61

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Water Services Department’s financial plan for Fiscal Years 2021-25. Additionally, it addresses rehabilitation of aging infrastructure, as well as the impact of these costs on the community water system’s financial plan.

THIS ITEM IS FOR INFORMATION AND DISCUSSION. City of Phoenix Printed on 1/27/2021

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

13 Solid Waste Resources, Infrastructure and Financial Plan Page 64

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Public Works Department’s Solid Waste utility financial plan for Fiscal Years 2021-25. Additionally, it discusses infrastructure investment and fleet capital planning, and the impacts of these costs on the Solid Waste financial plan.

THIS ITEM IS FOR INFORMATION AND DISCUSSION. Responsible Department This item is submitted by Deputy City Manager Karen Peters and the Public Works Department.

14 Downtown Transportation Plan Update Page 68 This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the final findings and recommendations for the Downtown Transportation Plan Update.

THIS ITEM IS FOR INFORMATION AND DISCUSSION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Street Transportation Department.

15 Downtown Shared Electric Scooter Pilot Program Extension Page 91 Update This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update of the Downtown Shared Electric Scooter Pilot Program six-month extension.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

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THIS ITEM IS FOR INFORMATION AND DISCUSSION. Responsible Department This item is submitted by Deputy City Manager Mario Paniagua and the Street Transportation Department.

000 CALL TO THE PUBLIC

FUTURE AGENDA ITEMS

ADJOURN

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

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

Members: Vice Mayor Thelda Williams, Chair Councilwoman Betty Guardado Councilwoman Laura Pastor Councilwoman Debra Stark

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Report

Agenda Date: 2/3/2021, Item No. 1

Minutes of the Transportation, Infrastructure and Innovation Subcommittee Meeting

This item transmits the minutes of the Transportation, Infrastructure and Innovation Subcommittee Meeting on Jan. 6, 2021, for review, correction or approval by the Transportation, Infrastructure and Innovation Subcommittee.

THIS ITEM IS FOR POSSIBLE ACTION.

The minutes are included for review as Attachment A.

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

11 of 94 Attachment A

Phoenix City Council Transportation, Infrastructure and Innovation Subcommittee Summary Minutes Wednesday, Jan. 6, 2021

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

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

CALL TO ORDER Chairwoman Williams called the Transportation, Infrastructure and Innovation Subcommittee to order at 9:02 a.m. with Vice Mayor Guardado and Councilwomen Pastor and Stark present.

CALL TO THE PUBLIC None.

MINUTES OF MEETINGS

1. For Approval or Correction, the Minutes of the Transportation, Infrastructure and Innovation Subcommittee Meeting on Dec. 2, 2020 Councilwoman Stark made a motion to approve the minutes of the Dec. 2, 2020 Transportation, Infrastructure and Innovation Subcommittee. Councilwoman Pastor seconded the motion which passed unanimously, 4-0.

Items 2-7 were for consent action. No presentations were planned, but staff was available to answer questions.

Councilwoman Stark made a motion to approve consent items 2-7. Councilwoman Pastor seconded the motion which passed unanimously, 4-0.

CONSENT ACTION (ITEMS 2-7)

2. Airport Luggage Cart Service - Request to Issue Revenue Contract Solicitation

3. April 2021 Proposed Bus Service Improvements

12 of 94 4. Transportation 2050 Five-Year Pavement Maintenance Program Update

5. Transportation 2050 New and Expanded Major Streets Program Update

6. Transportation 2050 Mobility Improvements Program Update

7. Transportation 2050 Streets Technology Enhancements Five-Year Program Update

INFORMATION ONLY (ITEMS 8-10)

8. Metro, Regional Public Transportation Authority, and Maricopa Association of Governments Meetings Information only. No Councilmember requested additional information.

9. Citizens Transportation Commission Meetings Information only. No Councilmember requested additional information.

10. 2020 ACEEE City Clean Energy Scorecard Ranking Information only. No Councilmember requested additional information.

DISCUSSION AND POSSIBLE ACTION (ITEM 11)

11. Airport Concessions Relief - Consideration of Contract Term Extensions

Deputy City Manager Mario Paniagua explained this item would deal with contract terms and requests for extensions. He introduced Interim Aviation Director Charlene Reynolds to present on Airport Concessions Relief and the Consideration of Contract Term Extensions.

Ms. Reynolds began by explaining staff had received a request for contract term extensions of three years from Phoenix Sky Harbor International Airport’s Airport Concession Disadvantaged Business Enterprise (ACDBE) partners. She provided an overview of the Prime Operator Model, explaining primes operated most locations and would enter joint venture partnerships or sublease to local small businesses to meet ACDBE goals.

Ms. Reynolds discussed the capital investment and outstanding debt for concessions in Terminals 3 and 4. She explained the next steps would be further discussion regarding legal issues related to contract extensions at the Jan. 12, 2021 Executive Session of the City Council.

Vice Mayor Guardado asked when the leases in Terminal 3 would expire.

Ms. Reynolds explained that contracts for Terminal 3 food and beverage concessions were relatively new and would expire in 2030, with contract terms of 10 years.

13 of 94 Vice Mayor Guardado recalled the federal Coronavirus Response and Relief Supplemental provided additional economic relief for airports and concession, and that the Federal Aviation Administration (FAA) established the Coronavirus Response Grant. She asked how much money would be coming to Phoenix.

Ms. Reynolds stated staff and consultants for the Aviation Department would be reviewing the bill and that nationally $2 billion was estimated for airport relief, which included an estimated $200 million for airport concessions relief. Charlene stated that for Phoenix additional concessions relief was estimated to be in the $1 to 2 million range. She mentioned this was a small percentage of the original amount requested from airport concessions associations.

Vice Mayor Guardado asked if concessions companies that had asked for contract extensions would be eligible for economic relief under those programs.

Ms. Reynolds stated all airports that had provided rent relief would receive the funding and must pass it on to concession partners. She further explained staff anticipated receiving guidance from the FAA in a few weeks and the funds would have to be applied to a large pool of partners including terminal concessions, advertising, car rental, and parking concessions.

Councilwoman Pastor requested clarification on Capital Investment and Debt profiles that reflected as “No Data Reported” for Outstanding Debt.

Ms. Reynolds explained staff had requested information from the companies prior to the holidays and advised them of a deadline of Jan. 5, 2021 at 10 a.m. She explained that “No Data Reported” meant that the company did not meet the deadline and offered to send additional information she receives to the councilmembers.

Councilwoman Pastor referred to Casa Unlimited, which was listed with no ACDBE partners and “No Data Reported” for Outstanding ACDBE Debt. She asked if this meant there was no debt.

Ms. Reynolds stated Joya Kizer was the 100 percent ACDBE partner, with no additional partners. She explained her capital investment was $1.6 million and staff did not have the amount of outstanding debt.

Councilwoman Pastor requested additional clarification about In Motion Entertainment and Xpres Spa.

Ms. Reynolds explained In Motion Entertainment was the prime concessionaire whose ACDBE partner was Joya Kizer, reporting $48,000 of the outstanding debt. She further explained Xpres Spa was a prime concessionaire, with Joya Kizer as the partner, and no reported debt. She confirmed that staff had verified the information with the partners.

14 of 94 Councilwoman Pastor asked if the City had contracts with the primes and if the ACDBE partners were dependent on those primes.

Ms. Reynolds confirmed the City held contracts with the prime concessionaires, who established separate contractual relationships with their ACDBE and small business partners.

Councilwoman Pastor explained she had been hearing extensions would be needed for ACDBE businesses to refinance and wanted to know if the primes had plans to help their ACDBE partners in the process.

Ms. Reynolds stated the prime concessionaires requested an extension on the behalf of their ACDBE partners. She stated staff could request information from the primes about assisting their partners.

Councilwoman Pastor confirmed that she would like to pursue that course of action.

Chairwoman Williams suggested it could be discussed at the next Executive Session meeting.

Vice Mayor Guardado requested a comparison of prior year numbers from 2014 onward, as well as the monthly reports showing the performance of businesses who benefitted from rent relief. She explained she would need these numbers to make her decision on rent relief and extensions.

Mr. Paniagua stated he had received a request for comparison of prior year numbers and staff is working to pull it together and would deliver it to members of the subcommittee once it is available. Ms. Reynolds committed to providing the weekly reports, which have been in arrears, as well as data to compare numbers prior to 2019.

Chairwoman Williams asked if staff could review businesses’ debt relative to construction.

Ms. Reynolds stated staff could conduct a review to compare investment and outstanding debt. She explained there was $30 million in investment in Terminal 3 and several concepts had closed just after opening.

Councilwoman Pastor asked for an update on health insurance for concessions employees.

Ms. Reynolds stated she would reach out to all prime concessionaires regarding employee health coverage and follow up with the subcommittee.

Chairwoman Williams thanked the concessionaires who submitted financial information.

Chairwoman Williams opened the floor for public comment.

15 of 94 Tracy Gunderson, who had worked as a server for HMSHost, thanked members of the subcommittee for their support at the last City Council meeting and advocated for recall rights and immediate coverage of health coverage upon return to work. Ms. Gunderson spoke about her experience of age discrimination in the workplace and the complaints she had filed with the U.S. Equal Employment Opportunity Commission (EEOC) and the Equal Opportunity Department. She reiterated her prior requests to not grant HMSHost any additional relief and an extension.

Debra Rutkowski stated she had worked for HMSHost as a bartender for 13 years and spoke about her experience of age discrimination by her supervisors at Blanco Taco. She reiterated her request that the City investigate this issue.

Janelle Weaver stated she had worked as a server for HMSHost for more than 25 years and recounted her experience of age discrimination by her supervisors. She reiterated her request for an investigation and advocated that the City not grant an extension or further relief to HMSHost.

Vivien Lavely expressed her gratitude to the subcommittee members for listening to the grievances of HMSHost employees. Ms. Lavely spoke in support of the women who filed an EEOC complaint against the company and requested that their request for a contract extension not be considered until an investigation is completed.

Cheryl Grant stated she had worked for HMSHost for more than 19 years and spoke of her experience of age discrimination by her supervisors. Ms. Grant advocated for a full investigation and spoke in opposition to a contract extension for the company.

Hiwet Kidane shared that she had worked for HMSHost for 14 years and stressed the need for access to health insurance.

Carmen Quintana, assisted by an interpreter, stated she that she worked for HMSHost for 33 years and expressed her need for health insurance.

Lieryn Jacobs, representing SSP America, expressed the company’s gratitude for financial relief provided by the City.

Chairwoman Williams asked staff to provide an update on the investigation prior to upcoming Executive Session.

Mr. Paniagua stated he would provide an update from the Equal Opportunity Department on the status of the investigation.

Vice Mayor Guardado requested a briefing on the investigative process and following up on complaints. She thanked the members of the public who shared their experiences and SSP America for being available to answer questions.

16 of 94 Councilwoman Stark requested a briefing on the investigative process. She asked if the airport would receive the rent relief CARES funding.

Ms. Reynolds confirmed the funding would be distributed to airports, not the primes or ACDBE partners. She explained staff would follow FAA guidelines for passing on relief.

Councilwoman Stark asked if the funds were still being analyzed.

Ms. Reynolds stated staff awaited guidance and final interpretations of the legislation from consultants as well as national airport advisory councils and other groups.

Councilwoman Stark requested staff to report back to the subcommittee once the analysis is complete.

Chairwoman Williams stated the item would go to Executive Session on Jan. 12, 2021 and expressed her belief that it should go to the full City Council for a final decision to ensure ACDBE companies are not left in turmoil. She acknowledged the complexity and difficulties in understanding the different groups but stressed the importance of providing relief to concessions operators and giving them the opportunity to get out of debt.

Chairwoman Williams asked Vice Mayor Guardado if she was satisfied that the item would be going to Executive Session.

Vice Mayor Guardado confirmed she was satisfied with the decision because she had many questions and stated it would help her make an informed decision.

Councilwoman Pastor requested clarification that this item would not return to the subcommittee.

Chairwoman Williams confirmed the item would go to Executive Session, then the full City Council, and would not return to the subcommittee.

INFORMATION AND DISCUSSION (ITEMS 12-14)

12. Freeway Program Update

Deputy City Manager Mario Paniagua introduced Freeway Coordination Manager Tom Remes to present a Freeway Program Update.

Mr. Remes began by highlighting key freeway projects, including the widening of Arizona State Route 101 (Loop 101) from the Interstate 17 (I-17) to 75th Avenue, widening Interstate 10 (I-10) from the I-17 interchange to 19th Avenue, and repairs to the I-10 Deck Park Tunnel in partnership with the Parks and Recreation Department.

17 of 94 Mr. Remes discussed the projects along I-17 at Pinnacle Peak and Happy Valley Roads, which include a new bridge and improved bicycle and pedestrian amenities on Pinnacle Peak Road, as well as a new diverging diamond interchange and bridge artwork at Happy Valley Road.

Mr. Remes explained Loop 101 was in the process of being widened from I-17 to Pima Road by adding one general purpose lane and auxiliary lanes in each direction. He stated other improvements included new sound walls and quiet pavement. He shared that work had progressed quickly because of decreased traffic due to the pandemic and that the project would be on schedule for completion in mid-2021.

Mr. Remes discussed drainage work on the I-17 frontage road between Peoria and Greenway Roads. He explained work on Peoria Road was nearing completion and would begin at Cactus Road, replacing old pump stations that drain water into the Arizona Canal.

Mr. Remes spoke about the I-17 bridge reconstruction at Central Avenue. He explained the bridge was more than 50 years old and had to be replaced to accommodate the South Central Light Rail extension. He stated staff was working closely with Valley Metro Rail to coordinate closures and the reconstruction was scheduled for completion in Fall 2021.

Mr. Remes discussed the temporary hold at the 30 percent design stage on the I-17 Indian School Road interchange project. He stated the Arizona Department of Transportation (ADOT) had completed their environmental study and the Maricopa Association of Governments (MAG) was conducting a bottleneck study to look at Indian School Road as a corridor for various modes of transportation. He explained MAG requested that ADOT conduct additional community meetings and construction would not start until 2022.

Councilwoman Pastor asked if bus rapid transit (BRT) could be considered as an option for Indian School Road since MAG was completing their bottleneck study about various transportation modes there.

Mr. Remes stated he would work with Public Transit staff to look at the option and report back to the councilwoman.

Chairwoman Williams expressed her support for Councilwoman Pastor’s suggestion.

Mr. Remes discussed improvements to the Broadway Curve, the I-10 near Broadway Road and State Route 143 (SR-143) by the Phoenix-Tempe border, scheduled to begin in Fall 2021. He explained traffic on the Broadway Curve exceeded 250,000 vehicles per day and it would be the longest construction project in the region. He stated the improvements included two high occupancy vehicle (HOV) lanes, six general purpose

18 of 94 lanes, auxiliary lanes, improved connections to U.S. Route 60 (U.S. 60) and SR-143, and improved arterial preemption devices and signals. He stated ADOT shared their preferred proposer would be Pulice/FNF/Flatiron and City communications staff would assist with outreach.

Mr. Remes presented a new study of the area at the intersection of U.S. 60, 35th Avenue, and Indian School Road. He explained the study would propose improvements to the corridor, consider multimodal connectivity, and review the interaction with BSNF Railway. He stated the Better Utilizing Investments to Leverage Development (BUILD) Grant awarded to the Street Transportation Department would be applied to enhance safety and pedestrian elements in this area.

Councilwoman Pastor asked if MAG would participate in the study.

Mr. Remes confirmed that MAG would assist with funding and coordination.

Councilwoman Pastor requested MAG do a study on how to monitor activities at the homeless encampment in the area and propose proactive measure that can be taken to help those in need.

Mr. Remes stated he would submit the request to MAG and ask that it be included in their Continuum of Care considerations.

Mr. Remes concluded his presentation by discussing a new ADOT study underway at State Route 303 (Loop 303) from I-17 to Lake Pleasant Parkway. He explained the study was initiated in anticipation of the Taiwan Semiconductor facility development and would be completed in Fall 2021.

Councilwoman Stark stated she was excited to see the drainage problems would be mitigated along I-17.

13. (CONTINUED FROM DEC. 2, 2020) Pedestrian and Bicycle Safety Programs

Deputy City Manager Mario Paniagua introduced Street Transportation Director Kini Knudson and Assistant Street Transportation Director Briiana Velez to present on Pedestrian and Bicycle Safety Programs.

Mr. Knudson began by providing background information on the initial request from the subcommittee and explained the presentation would cover the Office of Pedestrian Safety, Capital Improvement Program, Implementation Pedestrian Safety Tools, the Active Transportation Program, and the Shared Streets for Social Distancing Pilot.

Mr. Knudson presented data on national pedestrian fatalities in the last 10 years, which demonstrated an increasing trend nationwide and in Phoenix, which had its highest

19 of 94 number of pedestrian fatalities in 2018. He explained staff had focused heavily on education and preliminary numbers comparing 2019 and 2020 reflected a decline in fatalities. He noted that the decrease in 2020 could be due to the pandemic and shared that staff would have a better understanding once the data is finalized.

Mr. Knudson also presented unofficial data for pedestrian fatalities from January to August of 2019 compared to the same months in 2020, which showed a 36 percent decrease. He explained that when he added the months of September and October to the 2019 and 2020 data, the reduction diminished to an 18 percent decrease in pedestrian fatalities.

Mr. Knudson shared the characteristics of the pedestrian fatalities and explained that most of them had happened on arterial roadways, many during dark or dusk hours and within 500 feet of a signalized crossing. He also mentioned more than half of the pedestrians had crossed midblock, and one-fourth of them were victims of hit and run drivers.

Ms. Velez presented a map identifying hot spots for pedestrian fatalities throughout the City and explained the department had developed it to help inform decisions on pedestrian safety improvements. She added that the map, broken down by council district, helped to prioritize funding, apply for grants, work with stakeholders, work with right-of-way inspectors, target education and outreach, and determine appropriate pedestrian safety tools.

Ms. Velez discussed improvement projects along the 35th Avenue corridor from Interstate 10 to Camelback Road, which would be supported by a $17.5 million BUILD grant received from the US Department of Transportation. She explained the grant would help to advance safety, mobility, and economic development in the area, and projects included the installation of three new High-Intensity Activated Crosswalk (HAWK) signals, new and upgraded street lighting, new medians, and updated traffic signals.

Ms. Velez discussed additional spot improvements, such as high visibility crosswalk upgrades at 85 locations across the City, which include line style crosswalks, yield markings, new signs, and ADA ramp upgrades. She stated that work orders could be submitted if any new locations were identified.

Ms. Velez highlighted the installation of 66 new HAWK signals Citywide, including 17 installed in fiscal year 2020. She explained the signals were installed in hotspot areas, as well as in the vicinity of schools outside of those areas. She explained new signals would be designed in one fiscal year and installed the following fiscal year, starting in 2020.

Ms. Velez stressed the importance of enhancing pedestrian safety through the installation of double sided streetlighting and shared examples of this at 27th Avenue,

20 of 94 from Bethany Home Road to Maryland Avenue, as well as Thomas Road from 26th to 32nd Streets. She also discussed median islands as important pedestrian safety measures and highlighted new medians installed at 43rd Avenue, south of Baseline Road, and on Buckeye Road, east of Sky Harbor Circle.

Ms. Velez stated there had been 50 fatal pedestrian collision locations identified in the City from January to October 2020. She shared that in that time, 17 HAWK signals and two traffic signals had been installed.

Ms. Velez stressed the importance of including all roadway users in street safety practices. She stated the accelerated pavement maintenance program would be the best opportunity to make striping improvements for bike lanes, and a public engagement process would be required. She shared that 40 miles of new bike lanes and 29 miles of buffered and narrowed bike lanes were installed in fiscal year 2020. She noted that striping improvements were based on the pavement maintenance plan, separate from the hot spot map.

Ms. Velez concluded her presentation by providing an overview of the Shared Streets for Social Distancing program, aimed at supporting outdoor exercise and promoting social distancing on neighborhood streets. She mentioned that more than 50 applications had been received and were currently under review. She explained staff would prioritize high population density, streets that were more than one mile from a park or open space, and locations with a larger number of households without parks. She stated installation would occur from February to May 2021.

Vice Mayor Guardado asked if more HAWK signals would be installed. Ms. Velez stated staff would identify more locations and construction would begin in 2022.

Vice Mayor Guardado asked how the decision would be made. Ms. Velez explained the hot spot map would be used to decide on new HAWK signal locations.

Vice Mayor Guardado requested that the councilmembers be included before decisions would be made on new HAWK locations. She discussed the need for additional signage near schools, improved lighting in cul-de-sacs and throughout Maryvale, further maintenance on street landscaping, filled potholes, more HAWKs and lighting. She also mentioned there had been issues with vehicles running into homes and wanted to find a comprehensive approach to address street safety issues.

Councilwoman Stark agreed with Vice Mayor Guardado and stated she would like to see a more comprehensive report on street safety. She expressed concerns about cars speeding in her district and referenced an accident that occurred on 7th Street and Bell Road on Dec. 21, 2020. She stated she had discussed lane widths with staff and wanted to know about street calming measures as well as any collaborative efforts with the Police Department.

21 of 94 Mr. Knudson expressed his appreciation of the recommendation of a comprehensive approach. He stated the Street Transportation Department often coordinates with the Traffic Bureau of the Police Department, but the group often has a high volume of investigations for all accident types and traffic fatalities.

Chairwoman Williams agreed that speeding was a major problem and appreciated the comments for a more comprehensive approach and identifying more solutions.

Councilwoman Pastor agreed and stressed the importance of communicating street improvement efforts to residents. She also requested clarification on how the Shared Streets for Social Distance program would work.

Mr. Knudson explained the application process for the Shared Streets for Social Distance program was live throughout December and the ideal street was one that might not have continuous sidewalks or access to a park. He explained the streets would be restricted to local traffic and City services with barricades to provide residents an opportunity to use the street for recreational purposes. He mentioned staff would meet with the councilmembers about applications received in their districts.

Councilwoman Pastor asked if there was an update on the reorganization of the Pedestrian Bicycle section.

Mr. Knudson stated there had been some discussion about reorganization and there was a shift in some responsibilities to ensure there was emphasis on multimodal and active transportation.

Councilwoman Stark asked if Street Transportation and Police staff could collaborate to find ways to make streets safer. She asked if staff could report back to the subcommittee in February with any progress.

Mr. Knudson stated they can return next month if it would be the desire of the subcommittee.

Councilwoman Stark expressed her support for staff exploring a comprehensive approach to street safety and returning to the subcommittee with their results.

14. (CONTINUED FROM DEC. 2, 2020) Ceremonial Sign Procedure

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

Mr. Knudson began by providing background on the ceremonial street sign program and highlighted the Dr. Martin Luther King, Jr. Boulevard street sign designated on Broadway Road. He explained that this designation for Broadway Road prompted

22 of 94 additional requests for ceremonial street signs in the last year and caused staff to establish a procedure.

Ms. Velez provided an overview of the honoree criteria, sign types, and application process. She explained the requestor would pay for all costs and the City would fabricate, install, and maintain the signs. She added that the procedure did not pertain to the official renaming of streets, which was handled by the Planning and Development Department.

Councilwoman Stark expressed her appreciation for the opportunity to review the procedure and asked if councilmember action would be needed.

Mr. Knudson explained he was presenting the procedure for councilmembers’ awareness, but councilmember approval was not part of the process.

CALL TO THE PUBLIC None.

FUTURE AGENDA ITEMS None.

ADJOURNMENT Chairwoman Williams adjourned the meeting at 10:56 a.m.

Respectfully submitted,

Adeoffer-Marie Rabusa Management Intern

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Report

Agenda Date: 2/3/2021, Item No. 2

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

This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval for the Public Transit Department (PTD) to issue a Request for Proposals (RFP) for the procurement of approximately 250 - 300 heavy duty, 40-foot buses that will replace existing fleet that will reach the end of their useful life in the coming years.

THIS ITEM IS FOR CONSENT ACTION.

Summary Phoenix’s heavy-duty bus fleet of 494 buses, which is operated and maintained from three city-owned garages, currently averages nearly seven years old. As a result of this RFP, the PTD will replace the oldest 40-foot buses first, to reduce operating and maintenance costs as well as provide a more reliable, comfortable, and efficient service for our transit users.

The buses purchased through this five-year contract will replace a total of 243 buses, with the ability to purchase an additional 57 buses, should additional funds such as regional or federal grants become available. Of note is that the PTD’s approved 5-year CIP includes the purchase of these vehicles, with such capital purchases consisting of 85 percent federal funds and 15 percent local/regional funds.

Through the life of the contract, the estimated cost to purchase a 40-foot, heavy-duty bus ranges between $535,000 to $602,000. Staff anticipates purchasing between 40 and 60 buses each year as the current fleet vehicles reach their end-of-life.

Evaluation Criteria The following is a breakdown of the evaluation criteria a panel of qualified staff will use to determine the award of the contract:

1,000 points total · Design: 200 · Quality: 200

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· Warranty: 100 · Schedule: 100 · Price: 400

Financial Impact Based on the planned quantity of 40-foot buses to be purchased over the course of the contract, the estimated cost of the contract will be between $138 - $176 million, depending on whether any optional units are purchased. Capital purchases of these vehicles consist of 85 percent federal funding and a 15 percent match of local or regional funds.

Concurrence/Previous Council Action This item will be heard at the Citizen's Transportation Commission meeting on Jan. 28, 2021.

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

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Agenda Date: 2/3/2021, Item No. 3

Fare Box Software Upgrade Project

This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval for the Public Transit Department (PTD) to maintain and upgrade the current back-end fare box software to Scheidt & Bachmann’s (S&B) FareGo Data product through an amendment to the existing contract with S&B.

THIS ITEM IS FOR CONSENT ACTION.

Summary The Public Transit Department (PTD) operates and maintains the S&B Fare Collection System (FCS) which is used to collect transit fares across the region (bus and rail). The system consists of ticket vending machines, fareboxes, back-office software, and equipment at the transit garages to record revenue and ridership data. The system was originally procured in 2007, with the City’s agreement with S&B consisting of maintenance and support activities for the system's software and back-end. Considering the age of the system and available modifications that can be implemented in conjunction with the phasing in of the new regional fare collection system, staff recommends a contract amendment to the City’s agreement with S&B as regional staff continues utilizing the existing fare box components as part of implementing a new fare collection system.

In addition to the FCS back-office software, there are other software and hardware systems that will be addressed during this project.

The Windows Operating System (OS) on which the current system is hosted requires the use of Microsoft-provided Extended Security Updates to prolong the use of the system; these updates are available through January 2023. The current version of the FCS does not support the updated version of the Windows OS and can only be supported with the FareGo Data back-office option.

Additionally, the back-end server and workstation hardware and associated Oracle databases are nearing their end-of-life, which may put the current system at risk of a potential failure or may introduce security risks to transit data and the City’s network without additional vendor support. The FareGo Data project will upgrade the existing

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S&B software platform, remediates the end-of-life support issues, and mitigates security risks arising from an out-of-date operating system. The back-office upgrade will also move PTD to a more flexible open architecture program.

The FareGo Data project is separate from the ongoing regional Fare Collection Modernization Project, which is currently underway and will provide a modernized overall fare collection system with onboard validators and implementation of two new fare purchasing options - a mobile ticketing application and reloadable smartcards, both account-based and cloud-hosted.

FareGo Data will provide improved farebox and ridership data management. The upgraded software system will collect data from the 900+ regional fareboxes and will ultimately be part of the transition to the new fare collection system by providing farebox data to the new system.

Financial Impact The project includes the system upgrade cost and maintenance through January 2023. The project cost also includes consulting fees (to be used only as needed) of up to 150 hours of support to transition the employer-based Platinum Pass program to the new fare collection system. The estimated total cost for the upgrade is $878,585 (including tax), including capital costs of $590,350, maintenance costs of $250,735, and consulting fees of $37,500.

Concurrence/Previous Council Action This item will be heard at the Citizen's Transportation Commission meeting on Jan. 28, 2021.

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

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Agenda Date: 2/3/2021, Item No. 4

American Association of Airport Executives Membership

This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of the Aviation Department’s 2021 American Association of Airport Executives (AAAE) Federal Affairs Membership dues payment.

THIS ITEM IS FOR CONSENT ACTION.

Summary The American Association of Airport Executives (AAAE) shapes policies and recommendations that affect how Phoenix Sky Harbor International Airport (Sky Harbor) conducts business today. AAAE provides strong and effective representation for America’s airport system to members of Congress and key executive agencies, including the Department of Transportation, the Federal Aviation Administration, and the Environmental Protection Agency. AAAE represents airport interests on issues like FAA flight paths, funding for airport development, security, and maintaining strong, local control of airports.

As the owner and operator of Sky Harbor, the City of Phoenix receives great value from the services provided by the AAAE Federal Affairs membership. Sky Harbor is well represented by staff serving in AAAE leadership roles as Certified Members, Accredited Airport Executives, National Committee Chairs, and Examiners on the Southwest Regional Board of Examiners.

The airport expects 2021 to be a very active year with the administration in Washington in discussions and legislative actions related to the COVID-19 relief and recovery efforts. It is very important that Phoenix be part of the discussion to shape any legislation that would affect Sky Harbor and the community it serves.

Financial Impact The annual dues for 2021 are $59,375.

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

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

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Agenda Date: 2/3/2021, Item No. 5

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

This report requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of the acquisition of real property comprised of 17,930 square feet located at 4108 E. Air Lane (Property). The acquisition will be by voluntary purchase from Adonai Properties, LLC at a price within the Property’s appraised value of $775,000. The Property is currently occupied and a temporary occupancy agreement may be needed to allow the tenant enough time to vacate. If an agreement to purchase cannot be reached at this time, the Property will be acquired at a later date using available means, including potentially eminent domain.

THIS ITEM IS FOR CONSENT ACTION.

Summary Adonai Properties, LLC. has been interested in selling its real property for some time and initiated the voluntary acquisition process in September 2018. The Property is a 17,930 square feet improved parcel owned by Adonai Properties LLC. The Property is owner-occupied and is improved with a 6,267 square feet office building and 6,088 square feet of canopy area for storage. The appraised value is $775,000. The appraisal was conducted by an independent, third-party appraiser and reviewed by another independent, third-party appraiser. A Phase I Environmental Site Assessment (ESA) and a Phase II Limited Site Assessment were completed in January 2020. These site assessments concluded that no contamination needing remediation existed. Close of escrow is contingent upon the completion of an updated Phase I ESA, as required by the City’s A.R. 3.95 and federal regulations. Any changes to the environmental condition of the Property will be considered by the appraiser to determine if adjustments to the appraised value are necessary.

The Property is north of Phoenix Sky Harbor International Airport (Airport) and is a strategic voluntary acquisition important to the Airport’s future growth. After the Property is purchased, the Aviation Department will demolish the improvements and prepare it for future Airport development.

Financial Impact The cost to acquire the improved site ($62.73/square feet) and demolition are

30 of 94 Agenda Date: 2/3/2021, Item No. 5 estimated at $950,000. This cost may be reimbursable under federal guidelines using Airport Improvement Program (AIP) grants or Passenger Facility Charges (PFC) funds.

Concurrence/Previous Council Action The Phoenix Aviation Advisory Board (PAAB) recommended this item for approval on Jan. 21, 2021 by a vote of 8-0.

Location 4108 E. Air Lane Council District 8

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

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Agenda Date: 2/3/2021, Item No. 6 Sibran Properties, LLC Lease Extension at Phoenix Deer Valley Airport

This report requests that the Transportation, Infrastructure and Innovation Subcommittee recommend to the City Council approval to extend the Ground Lease with Sibran Properties, LLC (Sibran) at Phoenix Deer Valley Airport (DVT) for seven years.

THIS ITEM IS FOR CONSENT ACTION.

Summary Sibran entered into Ground Lease 122664 on Nov. 1, 2008 for 17,700 square feet at DVT where Sibran operates a self-service aviation gas (AvGas) fueling station. Sibran has requested to extend the lease for seven years. The extension will ensure DVT AvGas users continue to have more than one option for fueling their planes, and the rate adjustment will promote the long-term viability of the self-fueling option at DVT.

Contract Term The term will be seven years with no renewal options.

Financial Impact Rent for the first year of the lease will be approximately $9,558 ($0.54 per square foot) plus applicable taxes. Rent will be adjusted annually thereafter by the Phoenix-Mesa- Scottsdale Consumer Price Index. Total anticipated revenue over the term will be approximately $66,906.

Concurrence/Previous Council Action The Phoenix Aviation Advisory Board recommended this item for approval on Nov. 19, 2020, by a vote of 8-0.

Location Phoenix Deer Valley Airport - 702 W. Deer Valley Road Council District: 1

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

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Agenda Date: 2/3/2021, Item No. 7

Street Transportation Department Five-Year Capital Improvement Program Update

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Street Transportation Department's capital projects for Fiscal Year 2021, and the proposed future Fiscal Year 2021-25 Five-Year Capital Improvement Program.

THIS ITEM IS FOR INFORMATION ONLY.

Summary The Street Transportation Department (Streets) regularly provides the Transportation, Infrastructure and Innovation Subcommittee (TI&I) with information about the condition of the City's streets, including an overview of programs, funding sources, and challenges, as well as a report on future capital infrastructure needs.

Streets funding sources include State of Arizona Highway User Revenue Funds (HURF), Transportation 2050 (T2050), Federal and Local Aid, Capital Construction Fund (CCF), and Impact Fees. The passage of Proposition 104 / T2050 in August 2015 provided an additional funding source for street improvement projects starting Jan. 1, 2016. City staff has worked with the Citizens Transportation Commission (CTC), TI&I Subcommittee, and City Council to identify, program, and execute projects that meet the goals of T2050 and set priorities for projects moving forward. As these efforts continue, Streets incorporates these projects, including budgets and schedules, into the Capital Improvement Program (CIP).

Streets utilizes five major areas to guide capital funding investments: 1. Accelerated Pavement Maintenance Program / Pavement Maintenance; 2. Major New and Expanded Streets; 3. Mobility Improvements; 4. Technology Enhancements; and 5. Storm Water Improvements.

These prioritized areas are designed to assist the department to best address public expectations, support traffic and travel demands, facilitate commercial and residential

33 of 94 Agenda Date: 2/3/2021, Item No. 7 development, and work on local and regional drainage needs throughout the City.

The Fiscal Year (FY) 2021 preliminary expenditure estimate for Streets' CIP is approximately $249 million, and estimated total project expenditures of $986 million over the life of the five-year FY 2021-25 CIP.

Project Overview Some of the major transportation projects currently underway and/or programmed within the CIP include:

Accelerated Pavement / Pavement Maintenance The FY 2021-25 Streets CIP includes expending the remaining bond funds provided with the additional $200 million in bond funding approved in FY 2020 to accelerate the pavement maintenance program and implement citywide pavement overlay projects.

The CIP includes major maintenance activities, including pavement restoration and refurbishment, bridge rehabilitation and inspection, and other major activities focused on keeping the City's street transportation network in a good state. Projects programmed for maintenance in FY 2021 and in the five-year CIP include the pavement preservation program (crack seal, slurry/micro seal, and asphalt overlay), bridge preventive maintenance (rehabilitation, maintenance, and inspection), alley dustproofing, street sweeper equipment purchases, landscape maintenance and storm damage repairs.

Major New and Expanded Streets The following Major New and Expanded Streets projects are anticipated to begin design and construction in the years noted with a goal to build streets out to their ultimate cross-sections (widths) with the following types of improvements where feasible: pavement rehabilitation; curb, gutter, sidewalk and bridge improvements; bike lane facilities enhancements; landscaping improvements; and traffic signal, intersection and storm drain improvements. · Jomax Road: I-17 to Norterra Parkway - Construction planned in FY 2021; and · 13th Street: Van Buren to Moreland Streets - Construction planned in FY 2022.

In addition, the following T2050 Major New and Expanded Streets projects were recommended for approval by the CTC and TI&I Subcommittee: · Pinnacle Peak Road: 45th to 43rd Avenues - Construction planned in FY2021; · Buckeye Road: 67th to 59th Avenues - Construction planned in FY 2021; · 43rd Avenue: McDowell Road to Virginia Avenue - Construction planned for FY 2021;

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· 43rd Avenue: Virginia Avenue to the Grand Canal - Design in process with construction planned for FY 2022; · Lower Buckeye Road: 27th to 19th Avenues - Design in process with construction planned for FY 2022; · 35th Avenue: Camelback to Bethany Home Roads - Design in process with construction planned for FY 2022; and · BUILD Grant - 35th Avenue: I-10 to Camelback Road - Design in process with construction planned for FY 2022.

Maricopa Department of Transportation (MCDOT) partnership projects: · Southern Avenue: 51st to 37th Avenues - Design in process with construction planned for FY 2022; and · Lower Buckeye Road: 71st to 67th Avenues - Design complete with construction planned for FY 2022.

Mobility Improvements Recognizing the multimodal use of the City's roadways, pedestrian and bicycle mobility projects support efforts to increase the safety, mobility, and accessibility of City streets for all users. The term active transportation has evolved to encompass alternative modes of transportation that typically were referred to as bicycle and pedestrian modes to reach expanding multimodal users on our public roadways.

Several HURF-funded projects focused on moving the City towards delivery of more active transportation projects that create a connected low-stress, low-volume bicycle and pedestrian network. Some of these projects, listed below, are also leveraging other local and federal funding. · Oak Street: 3rd Street to Grand Canal - Construction in FY 2021; · 3rd Street: Roosevelt Street to Indian School Road - Construction in FY 2022; and · 3rd and 5th Avenues: McDowell to Thomas Roads - Design in FY 2021.

In addition, the following HURF and federally funded programs are included in the CIP: · Americans with Disabilities Act (ADA) Compliance Improvements: This program installs, replaces, or improves ADA ramps citywide that are non-existent or in need of upgrades to meet ADA requirements. Ramp improvements will lead to a more accessible transportation system for persons with disabilities. Funds are programmed for ramps in all years of the five-year CIP; and · Active Transportation Plan Update: The Bicycle Master Plan was first adopted in November 2014. This fiscal year, staff has begun to work on updating the Bicycle Master Plan under a new name, Active Transportation Plan, in partnership with the Maricopa Association of Governments. The updated plan will help guide and define

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bicycle facility improvements that will utilize existing annual funding for multimodal/active transportation projects.

The following T2050 Mobility Improvements Program approved by the CTC and City Council are in active construction in FY 2021: · 43rd Avenue: McDowell to Bell Roads; · 7th Avenue: Watkins to Grant Streets; · Scottsdale Road: Mayo Boulevard to State Route 101; · Grand Canal and 14th Street Connection; and · Area Bounded By Cave Creek Road to 26th Street, and Angela to Marco Polo Drives.

In addition, the following T2050 Mobility Improvements projects are planned for design in FY 2022: · 56th Street: Thomas to Indian School Roads; and · 20th Street: Grand Canal to Highland Avenue.

Technology Enhancements Technology Enhancement projects are intended to implement technology solutions to improve traffic operations and achieve efficiencies in the operation and maintenance of the City's street network.

Some of the major technology enhancement projects currently underway and/or programmed within the proposed CIP include: · Intersection Technology - Signal system upgrades involve the latest technology tools needed to support the City's growing traffic signal technology and infrastructure, which include signal controllers and cabinets, software, cameras, message boards, wireless radios, servers, and other related devices necessary to support and improve the traffic signal network and the Traffic Management Center (TMC). These upgrades are critical to improve the efficiency and monitoring of 1,158 traffic signals and to support special events, traffic management, and other traffic improvement initiatives. Upgrade funding is included in the Streets' CIP allowing up to five intersections per year. The program will allow an additional five intersections to be upgraded beginning in FY 2023; · Illuminated Street Name Signs - improve visibility and legibility of street name signs at longer distances and in varying driving conditions. In addition, they reduce the attention required to read street names, thus giving drivers more time to plan their maneuvers at intersections. Streets has programmed annual HURF funding in the amount of $1.2 million to replace illuminated street name signs as they reach end of ten-year service life; and

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· Fiber Communications / Enhanced Program - Fiber communications is integral to data communication citywide. Expanding fiber enhances operations at intersections and allows signals to be managed more efficiently by staff at the TMC. Current funding allows for two to three miles to be installed per year. The program would allow an additional two to three miles to be installed beginning in FY 2022.

Storm Water Improvements Storm Water projects for flood mitigation are focused on planning and building major facilities, including basins and pipelines, in partnership with the Flood Control District of Maricopa County (FCDMC), to implement storm water and floodplain management solutions. Typically, the City's major storm water projects are built under a cost-sharing agreement between the City of Phoenix and the FCDMC and detailed in a project- specific Intergovernmental Agreement, in which the County has required a 50 percent matching requirement. At this time, there is no dedicated local funding source to support additional projects. However, within the existing funding resources, several capital projects are currently underway and/or programmed within the CIP and listed below.

Construction planned in FY 2022: · 27th and Olney Avenues Storm Drain - The project will build storm drain along Olney Avenue east of 27th Avenue and then extend along 27th Avenue from Olney to South Mountain Avenues connecting to the existing detention basin located at the northeast corner of 27th and South Mountain Avenues. The project is in partnership with FCDMC. The project's design has been completed and awaiting the necessary land rights to build the project; · Palm Lane and 30th Street Storm Drain - The project will build a storm drain along Palm Lane from 28th Place to 32nd Street in partnership with the FCDMC and the Department of Emergency and Military Affairs (DEMA). The project's design is almost complete; and · Rawhide Wash Project - The project will build drainage improvements, including floodwalls and levees, in the Rawhide Wash in partnership with FCDMC and the City of Scottsdale, and the project limits extend from Pinnacle Peak to just north of Happy Valley Roads in the City of Scottsdale to reduce the existing floodplain in Phoenix.

Design planned in FY 2022: · Shaw Butte Mountain Access Tower Road Drainage Improvements - This project consists of a new containment berm along the north edge of the Shaw Butte Mountain Service Tower Access Road, extending the existing containment berm easterly to the wash at the Shaw Butte Trailhead entrance. This project is in

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partnership with FCDMC and Arizona Public Service (APS); · 19th Avenue and Dobbins Road Project - The project will construct drainage improvements in the vicinity of 19th Avenue and Dobbins Road. The improvements include a drainage basin, inlets, and a storm drain and begins in the area of 15th Avenue and Dobbins Road and extends along Dobbins Road towards the existing basin located at the northwest corner of 27th and South Mountain Avenues. The project is in partnership with FCDMC; and · Paradise Ridge Project - The project consists of building a channel system and associated structures to contain and convey the 100-year storm.

Challenges Several current and ongoing funding challenges include: · Highway User Revenue Fund (HURF) - HURF is the primary funding source for Streets' CIP. The effectiveness and long-term sustainability of this fund has, and is expected to continue to be, diminished over time as a result of increased electric vehicle utilization, improved vehicle fuel efficiencies, use of alternate modes of transportation, lack of any fuel tax increase since 1991 while maintenance costs have continued to increase. Over the last 10 months, HURF revenues have fluctuated as a direct result of the COVID pandemic; and · Capital Construction Fund (CCF) - CCF is a telecommunications-based revenue source related to the use of City right-of-way. This fund has been declining for several years due to shifts in telecommunications technology to activities that are not taxable under current law. This fund continues to decrease and is expected to decline further in future years.

Opportunities Streets continues to pursue all funding opportunities whenever solicitations are made through our local regional transportation organization, state agency, or federal agency when notice of funding and/or call for projects are announced that align well with the City’s transportation goals and objectives. This past year, Streets submitted several competitive grant applications and has been successful in securing over $53 million in funding for planning, design, and/or construction of transportation projects that help leverage City dollars programmed in the proposed future FY 2021-25 CIP. This increases the City’s ability to start and complete more exciting transportation projects that benefit the growing community needs, including projects that improve safety, technology, and active transportation.

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

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Agenda Date: 2/3/2021, Item No. 8

Metro, Regional Public Transportation Authority, and Maricopa Association of Governments Meetings

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

THIS ITEM IS FOR INFORMATION ONLY.

Summary Within Maricopa County, there are several agencies with different charges relating to public transit and transportation planning.

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

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

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

39 of 94 Agenda Date: 2/3/2021, Item No. 8 the Maricopa County region.

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

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

These materials can also be found via the pages below:

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

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

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

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Agenda Date: 2/3/2021, Item No. 9

Citizens Transportation Commission Meetings

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

THIS ITEM IS FOR INFORMATION ONLY.

Summary The Citizens Transportation Commission advances transparency, public input, and government accountability by reviewing appropriations provided by the Phoenix Transportation 2050 plan (T2050), as approved by the voters on Aug. 25, 2015.

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

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

Meeting minutes can be found through a search via the City of Phoenix Public Records Search page below: https://www.phoenix.gov/cityclerk/services/public-records-search.

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

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Agenda Date: 2/3/2021, Item No. 10

Freeway Program Update

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

THIS ITEM IS FOR INFORMATION ONLY.

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

Interstate 17 - Pinnacle Peak and Happy Valley Roads Traffic Interchanges This project is rebuilding the traffic interchanges on Interstate 17 (I-17) at Pinnacle Peak and Happy Valley Roads to improve safety and traffic flow as population growth and development in this area continues.

The bridge reconstruction at Pinnacle Peak Road will have two through lanes in each direction, bicycle lanes and pedestrian walkways. The bridge reconstruction at Happy Valley Road will remove the existing roundabouts and construct a Diverging Diamond traffic interchange with three through lanes in each direction, bicycle lanes and pedestrian walkways.

Construction began in November 2018 and is now open to traffic.

Loop 101 - Interstate 17 To Pima Road Widening This project is widening and improving the Loop 101 (Pima Freeway) from I-17 in Phoenix east to Pima Road in Scottsdale. The improvements are needed to address

42 of 94 Agenda Date: 2/3/2021, Item No. 10 growing traffic demands in the northeast Valley and relieve traffic congestion on the Loop 101 during the morning and evening peak travel periods.

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

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

Interstate 17 Frontage Road Drainage Improvement This ADOT project will replace the existing pump stations at the I-17 traffic interchanges at Greenway Road, Thunderbird Road, Cactus Road and Peoria Avenue with a gravity storm drain system that will discharge the storm water into the Arizona Canal Diversion Channel (ACDC). The purpose of the project is to improve the drainage facilities that remove storm runoff from the cross streets, helping to reduce the potential for flooding at the I-17 overpasses.

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

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

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

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

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Interstate 17 - Indian School Traffic Interchange Study ADOT has completed an environmental study and Design Concept Report (DCR) for a project to improve traffic flow and safety at I-17 and Indian School Road. The study area encompasses Indian School Road between 19th and 31st avenues and I-17 from approximately one-half mile south and one-half mile north of Indian School Road

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

After evaluating options for a new traffic interchange in this location, a three-level diamond interchange was advanced as the Recommended Build Alternative. If constructed, this interchange would include: · A flyover bridge along Indian School Road to allow east-west through traffic to bypass the intersections at the I-17 ramps and frontage roads; · New roadways approaching the flyover bridge with embankments and retaining walls; · A reconstructed and widened Indian School Road to accommodate the flyover bridge and new approaches; and · Two new pedestrian bridges - one north and one south of Indian School Road - to allow pedestrians to cross I-17 safely.

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

Construction funding has been moved to FY2022. When started, construction will last 18 to 24 months.

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

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The proposed improvements being studied include: · Adding general purpose and High Occupancy Vehicle (HOV) lanes; · Adding a collector-distributor road system to reduce the number of lane changes on the freeway; · Improving connections between I-10 and the State Route 143 and Broadway Road to improve HOV lane connections; · Improving connections of I-10 and US 60 (Superstition Freeway); · Constructing new bridges to accommodate new interchange facilities and additional lanes; · Building retaining and sound walls; and · Constructing pedestrian bridge crossings to improve pedestrian access across the freeway.

Construction is scheduled to begin in fall 2021 and is scheduled for completion in 2024.

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

Construction is expected to begin in 2024.

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

Construction is expected to begin in 2024.

Interstate 10 Deck Park (Hance Park) Tunnel Repair The Deck Park Tunnel is an underpass that carries the I-10 freeway beneath downtown Phoenix between 3rd Avenue and 3rd Street. The tunnel consists of a series of nineteen side-by-side bridge structures. Construction of the facility began in 1983 and opened to traffic on Aug. 10, 1990. The tunnel carries approximately 230,000

45 of 94 Agenda Date: 2/3/2021, Item No. 10 vehicle trips per day and provides a critical link for regional connectivity and mobility.

Leaks in the ceiling structure of the Deck Park Tunnel have occurred in the past and continue to appear. The water infiltration caused by the leaks can lead to deterioration of the tunnel infrastructure and impacts the ventilation and electrical systems, which could force closure of the tunnel to traffic. There is also concern that any damage could produce a need for repairs that would require excavation of Margaret T. Hance Park, which is undergoing a major, $100 million revitalization expected to begin in March 2020.

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

The study concluded in August 2019 and recommended that all joints that have not been repaired in the last five years be replaced, which comprises 15 of the 19 total joints. ADOT intends on working closely with the City of Phoenix to coordinate construction activities of the joint work with the Hance Park revitalization project to minimize cost and public disturbance.

Construction began in March 2020.

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

The study proposes that improvements need to be made to the US 60 corridor functionality, arterial street network multimodal opportunities (e.g., expansion of bicycle lane network), and BNSF Railway corridor capacity. These improvements would reduce traffic congestion, improve pedestrian and vehicular safety and enhance multimodal transportation options.

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

Loop 303 - Interstate 17 to Lake Pleasant Parkway Update At the request of the City of Phoenix, MAG and ADOT are conducting a DCR Update for Loop 303 from I-17 to Lake Pleasant Parkway. A 2006 DCR identified the ultimate

46 of 94 Agenda Date: 2/3/2021, Item No. 10 footprint and alignment for Loop 303. The purpose of this project is to prepare a DCR update and environmental document for additional general-purpose lanes in each direction of travel. The update includes establishing new traffic models and developing, evaluating, and costing conceptual alternatives for the improvements including traffic interchanges (TIs) at 67th, 51st, and 43rd Avenues, as well as the system interchange at I-17. The existing Loop 303 was constructed to accommodate the future construction of these TIs.

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

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

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Report

Agenda Date: 2/3/2021, Item No. 11

Comprehensive Roadway Safety Overview

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Street Transportation Department’s efforts related to comprehensive roadway safety, including current and potential future practices, procedures, and projects to address roadway safety concerns within the City of Phoenix. This report is provided for discussion and possible action related to the expenditure of up to $6 million, comprised of Transportation 2050 (T2050) and General Fund sources, to address comprehensive roadway safety. In addition, Streets also recommends five additional positions funded by Arizona Highway User Revenue to manage the development of a Roadway Safety Action Plan and to implement high- priority Roadway Safety Projects.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION.

Summary Data from the National Highway Traffic Safety Administration consistently ranks Phoenix in the top three cities in the nation for overall traffic fatalities. In 2019, the most recent year for complete data, the City of Phoenix experienced 179 traffic related deaths. Of this total, 73 were pedestrians (41 percent), 7 were cyclists (4 percent), and 99 were motorists (55 percent). Overall, Phoenix collision data for all transportation modes shows that traffic safety is an increasing and critical issues in Phoenix that has life-changing and life-ending consequences.

The Street Transportation Department (Streets) strives to provide an accessible city with safe mobility options for everyone regardless of their mode of transportation. Streets works with citywide data related to collisions in order to make sound decisions about roadway safety. These efforts are best described by the “Four E’s” approach to traffic safety, recognizing the strategic interaction between Evaluation, Engineering, Enforcement and Education. Streets recognizes that investments in Evaluation and Engineering programs can yield significant dividends and greatly improve roadway safety. However, roadway user behaviors that frequently disregard traffic laws impact overall roadway safety; therefore, Enforcement and Education are also key components to addressing overall traffic safety.

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This update and overview of roadway safety practices in the City of Phoenix touches on current and planned practices and projects within each of these four areas of focus, as well as areas where more resources would be needed in order to take additional measures to address traffic safety concerns and implement solutions.

Current Practices and Projects Evaluation Streets staff regularly reviews and monitors data related to collisions on City streets, as well as reports and analyses related to traffic-related safety issues. This allows Streets staff to identify and prioritize roadway safety improvement projects.

Over the past five years (2015-2019), evaluation of Phoenix collision data points to the following trends: · There has been a total of 150,702 traffic collisions, which amounts to almost 83 reported collisions per day. Collisions have increased by 13 percent between 2015 and 2019; · There has been a total of 926 traffic-related fatalities, which amounts to one traffic- related fatality every other day; · Driver violations of ‘Failure to Yield to Traffic’ and ‘Speeding’ are the top driver behaviors that result in collisions, including fatal collisions. These two violations are factors in more than half of Phoenix collisions; · Phoenix had 4,019 serious injury collisions, which amounts to more than two traffic- related incapacitating injuries per day; · Recently, there has been a significant focus on pedestrian fatalities, which in 2019 accounted for 41 percent of all traffic fatalities. However, between 2015 and 2019, other traffic-related deaths have remained steady, accounting for more than half of all fatal collisions in Phoenix; and · In the past five years, Phoenix has also seen an eight percent increase in hit-and- run collisions. Hit-and-run collisions account for 13 percent of all reported collisions.

CRASH RISK INTERSECTION ANALYSIS As part of its regional evaluation, the Maricopa Association of Governments (MAG) publishes the Annual Network Screening list of Top 100 intersections in the region ranked by crash risk using a rolling data set of the previous five years. The most current MAG intersection list (Attachment A) identifies 72 Phoenix intersections in the Top 100, with eight Phoenix intersections in the Top 10.

PEDESTRIAN SAFETY In response to increasing trends in pedestrian fatalities and with the support of the Mayor and Council, the City Manager’s Office created the Office of Pedestrian Safety

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(OPS) in 2018 within Streets. The formation of the OPS also included the initiation of an interdepartmental Pedestrian Safety Task Force, which includes Phoenix Police Department representatives. The OPS has advanced data analysis processes and developed a culture of safety-focused project prioritization for Phoenix streets.

Pedestrian safety is only one component of a comprehensive safety program. The tools implemented through this program do not and cannot address all problems. Programs and projects that focus on vehicular traffic safety and driver education are equally critical to reducing and eliminating serious injuries and fatal crashes of all types, including pedestrian safety.

It should be noted that safety countermeasures are not 100 percent effective, as they all have some level of reliance on roadway users for compliance. For example, drivers may choose to disregard posted speed limits or other traffic control devices, and pedestrians may choose not to travel to or use the nearest signalized crosswalk. An expanded safety program attempts to implement proven countermeasures to improve safety for all roadway users.

ROAD SAFETY ASSESSMENTS Road Safety Assessments (RSAs) are a formalized practice of evaluating roadway safety consisting of an in-person field review by a team of experts and developing recommendations based on the scope and cost of potential improvements. RSAs are an essential step in securing safety-focused funding sources at both the federal and regional levels. From 2015 to 2019, the City of Phoenix participated in 21 RSAs at critical locations (Attachment B). Of these, 14 of the RSAs included intersections listed in MAG’s Annual Network Screening list of Top 100 intersections ranked by crash risk. These RSAs were coordinated and funded through either MAG or the Arizona Department of Transportation (ADOT).

A significant limitation of the RSA process is that many high benefit recommendations carry substantial costs and must be addressed within Streets’ Capital Improvement Program (CIP). To leverage local funding, Streets monitors federal and regional grant programs that are available for implementation of projects related to completed RSAs.

· The Highway Safety Improvement Program (HSIP) is a federal funding source for safety specific projects and managed through ADOT. Since 2016, the City has been successful in receiving funding eligibility for eight projects totaling $16.6 million in grant funding. However, this type of funding has a long implementation process requiring federal clearances. So far, only one of the eight projects has been constructed.

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· MAG has recently created a Road Safety Program (RSP) funding opportunity for safety-specific projects. The goal of the RSP program is to have safety projects built quicker, within a two-year time frame. Staff applied for funding for high safety need projects listed in MAG’s Annual Network Screening list of Top 100 intersections. Streets has been successful the last two years in obtaining $3 million in funding for eight projects. The funded projects include full signal rebuilds and streetlighting and all are currently in the design phase.

Engineering PEDESTRIAN SAFETY The OPS findings drive targeted improvements that are responsive to primary factors and trends observed in the data analysis. These analyses give special consideration to un-signalized crossing corridors with a high number of serious and fatal injury pedestrian collisions. These segments are ranked by injury severity and total injuries in order to prioritize funding and construction of infrastructure in the areas of most need. Streets staff also analyzes single-sided lighting corridor segments with large numbers of nighttime pedestrian collisions in order to improve the lighting along these corridors.

An effective Pedestrian Safety Program countermeasure is the High Intensity Activated Crosswalk, or HAWK, signal. This is a pedestrian-focused traffic control system that requires vehicular traffic to stop and dedicates time for pedestrians to cross at corresponding crosswalk locations. Research has demonstrated that HAWK signals provide significant safety benefits.

The City of Phoenix has 68 HAWK signals in operation and aims to expand these installations by 10 to 15 per year. A significant portion of the OPS funding is allocated to safety-focused prioritization and installation of HAWK signals in pedestrian safety hotspot areas.

TRAFFIC SIGNALS Streets operates 1,158 traffic signals throughout the City. There is community and development demand for additional traffic signal installations, along with needs to modernize significant portions of our existing traffic signal infrastructure. Streets conducts an annual review of traffic signal and pedestrian traffic control needs using field-recorded traffic count data. This analysis determines subsequent funding priorities for the installation of new traffic signals and safety-related modifications to existing signals. Safety data analysis is a key component of project prioritization for these projects. The demand for signal-related infrastructure projects significantly exceeds Streets’ annual programmed funding for such projects.

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Additional regular engineering processes that implement safety-related improvements include: · Access control - New commercial developments are evaluated for safety. As warranted, Streets staff recommend or stipulate street access restrictions for directional movements into and out of the development; · Median offset improvements - Streets has identified opportunities to improve median design at intersections and driveways to promote visibility of opposing traffic and foster safer turning movements. These improvements are currently implemented as a component of larger street improvement projects but could be expanded as stand-alone projects or in greater numbers through a broader safety program; and · Lane narrowing and installation of bicycle lanes - In coordination with paving and pavement maintenance projects, the repainting of pavement markings can be reconfigured to narrow travel lanes, incorporate new bike lanes, and/or buffered bike lanes in order to reduce traffic speeds and promote multimodal use of public streets.

Enforcement In April 2020, the Phoenix Police Department’s Traffic Bureau underwent a significant change by expanding the Traffic Unit within two patrol precincts. The Mountain View Precinct was the first patrol precinct to be assigned a Traffic Unit squad. The squad made a significant impact in the precinct during a pilot phase and quickly moved into a permanent assignment. In September 2020, a second Traffic Unit squad was assigned to the Maryvale-Estrella Mountain Precinct. In these precincts, the Traffic Unit has provided one sergeant and nine officers without additional sworn positions to the Police Department. Through November 2020, these two squads have responded to 1,135 of the 2,177 (52.14 percent) collisions during their operational hours.

Education Streets’ educational programs are primarily oriented towards school safety, specifically pedestrian and bicycle safety for children. Streets has dedicated staff that coordinate school safety and educational programs. Several of these programs are supported by grants from the Governor’s Office of Highway Safety. Streets is also engaged with television and social media platforms, including public service announcements, to inform the public about traffic safety and understanding new technologies on City streets.

As an additional measure, speed feedback signs are deployed throughout the City to inform and reinforce speed limits and driver behavior. These sign systems consist of permanent devices, mostly located near schools, as well as portable trailers that can

52 of 94 Agenda Date: 2/3/2021, Item No. 11 be located in areas of resident concerns.

Planned and Potential Future Practices and Projects Evaluation Current collision evaluation practices involve substantial delay in receiving data, processing it, and then creating a plan of action in response. Streets is in the process of developing additional analytical tools in order to more quickly process and review Phoenix collision data.

Streets staff is also evaluating the utilization of the process known as Systemic Safety Planning, which involves the evaluation of safety data, and using data analysis to drive safety improvement project prioritization and selection. The general concept of System Safety Planning is that proposed safety improvements have a crash reduction benefit, derived from research, that is multiplied by the cost to install that countermeasure. This cost is compared to the benefit, which is the monetary value of reduced societal impacts from injuries and fatalities. The Federal Highway Administration (FHWA) has developed a cost estimation formula for different injury types, where a fatal collision has an estimated societal cost of $4,008,900, while collisions that result in no injury have an average societal cost of $7,400. If implemented, annual safety improvement project budgeting would be allocated substantially based on Systemic Safety Planning.

To more quickly address roadway safety issues and major collision events, many cities have implemented rapid-response teams consisting of multidisciplinary staff. Consisting of police, engineering, and community engagement staff and following a structure similar to an RSA, the rapid-response team can implement near-term solutions and begin longer-term planning efforts at a much faster pace. Phoenix currently engages in interdepartmental safety reviews, but participation in these reviews is typically not the primary function for the staff involved.

Engineering Streets has a series of completed RSAs, and the findings and recommendations of these RSAs provide potential projects for implementation with identified safety benefits. These projects have not been completed primarily due to the cost associated with the longer-term RSA recommendations. While rebuilding a traffic signal to improve safety typically costs between $300,000 and $500,000, the relocation of major electrical utilities to remove visibility or mobility obstructions can exceed $1,000,000 per intersection. In addition, a common major safety factor at Phoenix intersections in MAG’s Top 100 list is poor access management (number and location of driveways) adjacent to intersections. Existing state law makes it both difficult and costly to modify existing access control for private properties.

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The most recent MAG Top 100 list identifies Indian School Road intersections at 75th and 67th Avenues as the top two locations for crash risk in the MAG region. The City participated in a 2015 RSA to review the Indian School Road corridor, from 77th to 49th Avenues, including both intersections. The RSA identified at least $8.75 million in long-term recommendations that have yet to be implemented. · Roadway Study and Geometric Improvements: $4,000,000 · Roadway Paving: $1,300,000 · Modernization of Corridor Traffic Signals: $2,450,000 · Miscellaneous Improvements: $1,012,150 · Access Management and Medians: to be determined · Relocation of Power Utilities: to be determined

There has been significant advancement in traffic signal technology in recent years. These technologies vary from systems that adapt traffic control to changing traffic conditions to advanced data collection capabilities. Streets staff are able to receive and transmit data throughout the entire street network using fiber optic and wireless communications technology. However, the improved technologies provide a significant increase in data collection, which requires additional staffing resources to adequately process and analyze the data to fully leverage its potential safety benefits. Processing this level of data has not been done historically by Streets staff, but there is significant potential to the safety-related uses of this information. Specifically, these potential programs can improve: · Incident response and management to reduce congestion and secondary collisions; · Adaptive signal timing that can improve and manage traffic flow more efficiently; and · Identification of intersections with frequent red-light running violations.

Enforcement The Phoenix Police Department's Traffic Bureau has been using a model to provide 100+ motorcycle officers over the next few years to assist in the education and enforcement of traffic laws in Phoenix. This strategy was developed to provide one Traffic Unit (one sergeant and nine officers) to each patrol precinct, with the exception of the Central City Precinct, which has Downtown Operations Unit motorcycle officers to handle the precinct’s traffic needs.

Based on data, the next phase of the expansion is to create a Traffic Unit in the Cactus Park Precinct. The final three Traffic Units would be assigned to the Desert Horizon, South Mountain and Black Mountain precincts.

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Education To expand its education efforts, Streets could increase the use of driver feedback systems; although, these devices have been found to provide diminishing traffic safety returns as drivers become accustomed to the devices.

Additional efforts could also be made to expand our social and traditional media presence and ensure that content is timely and relevant to observed safety concerns. This could be coordinated with traffic safety training focused on the adult population, in addition to the work Streets already does for school-aged children. Streets has found that partnerships with Police and community stakeholders are key to effective education efforts.

Resources To take a more focused approached to comprehensive roadway safety on our City streets, it would first take additional investment in roadway safety improvement projects that address Phoenix’s most critical traffic safety intersections and corridors.

Streets currently operates a limited number of programs that specifically address safety-related improvements. These current programs are funded at $4,685,000 and include: · Justified Traffic Signals: $1,550,000; · Office of Pedestrian Safety: $2,000,000; · Left-turn Arrow Installations: $434,000; · Miscellaneous Traffic Operations Improvements: $489,000; · Streetlighting Enhancement Program: $50,000; and · Speed Feedback Signs: $162,000.

In addition to funding constraints, a comprehensive roadway safety approach would also require additional staffing to effectively implement safety-focused programs. The majority of Streets Traffic Services staff are focused on ongoing operations and maintenance of our existing roadway network, primarily our traffic signals, streetlighting, signage, striping, and traffic mitigation programs. Although staff do work on and analyze traffic safety data and trends, it is not the focus of their primary daily duties.

As a comparison, the Office of Pedestrian Safety has been focused on pedestrian safety since it was formed in 2018 and has five dedicated staff members, who work to analyze data in near real time, develop pedestrian safety improvement projects, and coordinate with community stakeholders on pedestrian safety issues.

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Potential Next Steps Roadway Safety Action Plan Streets proposes to initiate and lead the development of a Roadway Safety Action Plan (RSAP) in partnership with the Phoenix Police Department. The RSAP would provide a roadmap of priorities for implementing enhanced roadway safety programs modeled on the Four E’s: Evaluation, Engineering, Enforcement, and Education.

The primary purpose of the RSAP would be to reduce injuries and fatalities on Phoenix streets. Key to the RSAP effort would be coordination and engagement with community and business stakeholders, other City departments, and elected officials. The RSAP would include key performance metrics, goal setting, and would evaluate progress over an initial five-year period. With a City that is spread across 520 square miles, a successful RSAP for Phoenix would need to have the flexibility and adaptability to address the individual traffic safety issues for roadways across the City.

Streets anticipates that the initial phases of the RSAP could provide recommendations related to ongoing funding and staffing needs to properly support and implement the RSAP and address comprehensive roadway safety issues. The expected timeline to develop and implement the RSAP is approximately 12 to 18 months.

Roadway Safety Projects As a short-term strategy, Streets proposes to implement high-priority safety improvements based on data analysis, including the list of the MAG Top 100 intersections, which have been reviewed by completed RSAs. This plan would require additional funding to review the prior RSAs conducted at these intersections, perform a cost-benefit analysis and preliminary engineering, and implement projects to complete the identified high-value improvements.

Streets proposes an initial investment of $6,000,000 to initiate the RSAP and to implement high-priority Roadway Safety Projects. In addition, Streets also recommends five additional positions to manage the development of the RSAP and to implement high-priority Roadway Safety Projects.

Recommendation The Street Transportation Department requests the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of the following initial actions to develop a Roadway Safety Action Plan and to implement roadway safety project recommendations from three to four completed Roadway Safety Assessments. 1. Allocation of up to $3 million in Streets T2050 revenues. 2. Allocation of up to $3 million in General Fund resources. 3. Creation of five full-time City staff positions, which will be funded using Arizona

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Highway User Revenue.

Concurrence/Previous Council Action The item is scheduled to be presented to the Citizens Transportation Commission at its Jan. 28, 2021 meeting.

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

57 of 94 ATTACHMENT A MAG Top 100 Intersections Ranked by Crash Risk Using 2014-18 Crash Data (MAG Region)

Signal Owned & Final Rank Agency(ies) Location Crashes CF Score CS Score CT Score Maintained By Score

1 Phoenix Phoenix 75TH AVE & INDIAN SCHOOL RD 251 1.059 1.355 1.289 1.264 2 Phoenix Phoenix 67TH AVE & INDIAN SCHOOL RD 273 1.152 1.321 1.181 1.244 3 Phoenix Phoenix 67TH AVE & MCDOWELL RD 246 1.038 1.304 1.267 1.228 4 Phoenix Phoenix 99TH AVE & LOWER BUCKEYE RD 316 1.333 1.226 0.909 1.174 5 Glendale Glendale 51ST AVE & CAMELBACK RD 222 0.937 1.172 1.143 1.106 6 Phoenix/Glendale Phoenix 51ST AVE & MCDOWELL RD 201 0.848 1.088 1.230 1.063 7 Tempe Tempe RURAL RD & UNIVERSITY DR 241 1.017 1.139 0.956 1.063 8 Phoenix/Glendale Phoenix/Glendale 43RD AVE & BETHANY HOME RD 194 0.819 1.078 1.158 1.033 9 Phoenix Phoenix 75TH AVE & MCDOWELL RD 215 0.907 1.074 0.970 1.007 10 Phoenix Phoenix 27TH AVE & CAMELBACK RD 203 0.857 1.074 0.974 0.995 11 Glendale Glendale 51ST AVE & NORTHERN AVE 210 0.886 1.034 0.970 0.981 12 Mesa Mesa SOUTHERN AVE & STAPLEY DR 208 0.878 1.101 0.795 0.969 13 Phoenix Phoenix 7TH AVE & INDIAN SCHOOL RD 191 0.806 0.973 1.103 0.964 14 Phoenix Phoenix 75TH AVE & THOMAS RD 192 0.810 1.010 1.008 0.960 15 Phoenix Phoenix 35TH AVE & BETHANY HOME RD 194 0.819 0.990 1.038 0.959 16 Phoenix/Glendale Phoenix 43RD AVE & PEORIA AVE 196 0.827 1.061 0.885 0.958 17 Phoenix Phoenix 35TH AVE & GLENDALE AVE 188 0.793 0.993 1.047 0.957 18 Phoenix/Gilbert/Mesa Phoenix 24TH ST & BASELINE RD 204 0.861 1.000 0.918 0.945 19 Phoenix Phoenix 51ST AVE & INDIAN SCHOOL RD 193 0.814 0.959 1.031 0.941 20 Glendale/Phoenix Glendale 75TH AVE & CAMELBACK RD 201 0.848 0.986 0.896 0.929 21 Phoenix/Glendale Phoenix 43RD AVE & NORTHERN AVE 186 0.785 0.949 0.969 0.913 22 Tempe Tempe RURAL RD & SOUTHERN AVE 198 0.835 0.980 0.846 0.910 23 Phoenix Phoenix 43RD AVE & MCDOWELL RD 184 0.776 0.973 0.903 0.906 24 Phoenix Phoenix 83RD AVE & INDIAN SCHOOL RD 170 0.717 0.946 1.004 0.903 25 Glendale Glendale 59TH AVE & BETHANY HOME RD 190 0.802 0.943 0.895 0.895 26 Glendale Glendale 59TH AVE & NORTHERN AVE 184 0.776 0.939 0.851 0.877 27 Phoenix/Glendale Phoenix 43RD AVE & GLENDALE AVE 190 0.802 0.943 0.818 0.876 28 Phoenix Phoenix 35TH AVE & BELL RD 150 0.633 0.892 1.079 0.874 29 Phoenix Phoenix 43RD AVE & THOMAS RD 187 0.789 0.889 0.917 0.871 30 Chandler Chandler ARIZONA AVE & WARNER RD 185 0.781 0.956 0.753 0.861 31 Avondale/Goodyear Avondale DYSART RD & VAN BUREN ST 184 0.776 0.939 0.763 0.855 32 Phoenix Phoenix 51ST AVE & THOMAS RD 171 0.722 0.922 0.835 0.850 33 Phoenix Phoenix 35TH AVE & CAMELBACK RD 177 0.747 0.899 0.825 0.842 34 Glendale Glendale 67TH AVE & GLENDALE AVE 164 0.692 0.831 0.986 0.835 35 Glendale Glendale 59TH AVE & THUNDERBIRD RD 199 0.840 0.926 0.638 0.832 36 Phoenix Phoenix I 017 & THUNDERBIRD RD 189 0.797 0.929 0.635 0.823 37 Tempe/Phoenix Tempe 48TH ST & SOUTHERN AVE 168 0.709 0.878 0.810 0.819 38 Peoria Peoria 83RD AVE & THUNDERBIRD RD 176 0.743 0.895 0.742 0.819 39 Phoenix Phoenix 32ND ST & THOMAS RD 176 0.743 0.834 0.857 0.817 40 Glendale/Peoria Glendale 83RD AVE & BELL RD 214 0.903 0.861 0.629 0.814 41 Phoenix Phoenix 35TH AVE & PEORIA AVE 158 0.667 0.804 0.971 0.811 42 Phoenix Phoenix I 017 & PEORIA AVE 194 0.819 0.838 0.701 0.799 43 Phoenix Phoenix 19TH AVE & UNION HILLS DR 139 0.586 0.774 1.051 0.796 44 Maricopa County/Tolleson/Avondale/Phoenix Maricopa County 99TH AVE & MCDOWELL RD 200 0.844 0.834 0.664 0.794 45 Phoenix Phoenix 67TH AVE & THOMAS RD 152 0.641 0.868 0.778 0.789 46 Glendale Glendale 59TH AVE & BELL RD 174 0.734 0.831 0.756 0.788 47 Avondale/Maricopa County/Goodyear Avondale DYSART RD & MCDOWELL RD 187 0.789 0.868 0.620 0.786 48 Phoenix Phoenix 44TH ST & THOMAS RD 166 0.700 0.770 0.904 0.786 49 Tempe Tempe APACHE BLVD & RURAL RD 173 0.730 0.804 0.799 0.784 50 Tempe Tempe BROADWAY RD & RURAL RD 175 0.738 0.878 0.640 0.784 51 Tempe Tempe BASELINE RD & I 0101 188 0.793 0.861 0.597 0.778 52 Phoenix Phoenix 19TH AVE & SOUTHERN AVE 150 0.633 0.780 0.907 0.775 53 Phoenix Phoenix 7TH ST & UNION HILLS DR 145 0.612 0.845 0.774 0.769 54 Glendale/Phoenix Glendale 59TH AVE & CAMELBACK RD 173 0.730 0.831 0.655 0.762 55 Phoenix Phoenix 43RD AVE & INDIAN SCHOOL RD 176 0.743 0.794 0.705 0.759

58 of 94 Signal Owned & Final Rank Agency(ies) Location Crashes CF Score CS Score CT Score Maintained By Score

56 Phoenix Phoenix 7TH ST & CAMELBACK RD 158 0.667 0.801 0.759 0.757 57 Phoenix Phoenix 59TH AVE & THOMAS RD 164 0.692 0.838 0.658 0.756 58 Phoenix Phoenix 27TH AVE & BETHANY HOME RD 157 0.662 0.797 0.763 0.755 59 Chandler Chandler DOBSON RD & RAY RD 161 0.679 0.868 0.575 0.748 60 Phoenix/Tempe/Gilbert/Mesa Phoenix 48TH ST & BASELINE RD 170 0.717 0.814 0.639 0.746 61 Phoenix Phoenix 35TH AVE & MCDOWELL RD 154 0.650 0.787 0.742 0.742 62 Phoenix Phoenix 7TH ST & INDIAN SCHOOL RD 164 0.692 0.787 0.691 0.739 63 Phoenix Phoenix 19TH AVE & GREENWAY RD 147 0.620 0.824 0.687 0.739 64 Phoenix Phoenix 35TH AVE & DUNLAP AVE 161 0.679 0.750 0.772 0.738 65 Phoenix Phoenix 51ST AVE & BASELINE RD 146 0.616 0.780 0.765 0.735 66 Surprise Surprise BELL RD & LITCHFIELD RD 180 0.759 0.780 0.619 0.735 67 Phoenix Phoenix 7TH ST & MCDOWELL RD 155 0.654 0.747 0.763 0.728 68 Scottsdale Scottsdale HAYDEN RD & THOMAS RD 168 0.709 0.834 0.518 0.724 69 Tempe Tempe BASELINE RD & KYRENE RD 176 0.743 0.770 0.609 0.723 70 Phoenix Phoenix 19TH AVE & BELL RD 144 0.608 0.757 0.767 0.722 71 Phoenix Phoenix 44TH ST & MCDOWELL RD 163 0.688 0.743 0.704 0.719 72 Gilbert/Mesa Gilbert BASELINE RD & VAL VISTA DR 167 0.705 0.764 0.640 0.718 73 Phoenix Phoenix 35TH AVE & UNION HILLS DR 138 0.582 0.780 0.721 0.716 74 Tempe/Maricopa County Tempe BROADWAY RD & PRICE RD 166 0.700 0.777 0.608 0.716 75 Glendale/Phoenix Glendale 67TH AVE & CAMELBACK RD 148 0.624 0.760 0.697 0.710 76 Mesa Mesa DOBSON RD & SOUTHERN AVE 157 0.662 0.801 0.552 0.704 77 Phoenix Phoenix 35TH AVE & THOMAS RD 143 0.603 0.689 0.830 0.703 78 Phoenix Phoenix 35TH AVE & NORTHERN AVE 143 0.603 0.767 0.668 0.701 79 Phoenix Phoenix 19TH AVE & NORTHERN AVE 134 0.565 0.662 0.906 0.699 80 Phoenix Phoenix 19TH AVE & DUNLAP AVE 118 0.498 0.642 1.010 0.698 81 Phoenix Phoenix 16TH ST & THOMAS RD 142 0.599 0.713 0.766 0.698 82 Phoenix Phoenix 16TH ST & CAMELBACK RD 161 0.679 0.764 0.584 0.698 83 Phoenix Phoenix 19TH AVE & CAMELBACK RD 130 0.549 0.659 0.903 0.692 84 Phoenix Phoenix 27TH AVE & INDIAN SCHOOL RD 132 0.557 0.679 0.854 0.692 85 Phoenix Phoenix 35TH AVE & SOUTHERN AVE 126 0.532 0.693 0.848 0.691 86 Phoenix/Glendale Phoenix 51ST AVE & THUNDERBIRD RD 142 0.599 0.784 0.574 0.685 87 Phoenix Phoenix 52ND ST & MCDOWELL RD 134 0.565 0.679 0.813 0.684 88 Phoenix Phoenix 27TH AVE & NORTHERN AVE 137 0.578 0.706 0.740 0.683 89 Phoenix Phoenix 28TH DR & PEORIA AVE 135 0.570 0.689 0.781 0.682 90 Phoenix Phoenix 59TH AVE & INDIAN SCHOOL RD 142 0.599 0.753 0.622 0.682 91 Phoenix Phoenix 44TH ST & CAMELBACK RD 134 0.565 0.669 0.817 0.680 92 Phoenix/Mesa Phoenix 40TH ST & BROADWAY RD 145 0.612 0.740 0.615 0.677 93 Glendale/Phoenix Glendale 83RD AVE & CAMELBACK RD 154 0.650 0.703 0.651 0.677 94 Phoenix Phoenix 24TH ST & THOMAS RD 151 0.637 0.736 0.586 0.674 95 Phoenix Phoenix 59TH AVE & MCDOWELL RD 147 0.620 0.743 0.589 0.674 96 Phoenix Phoenix 16TH ST & INDIAN SCHOOL RD 126 0.532 0.672 0.816 0.673 97 Phoenix Phoenix 7TH ST & BROADWAY RD 131 0.553 0.736 0.654 0.670 98 Glendale Glendale 67TH AVE & BELL RD 145 0.612 0.699 0.665 0.669 99 Phoenix Phoenix 7TH ST & GREENWAY PKWY 136 0.574 0.709 0.662 0.664 100 Phoenix Phoenix 7TH ST & BETHANY HOME RD 151 0.637 0.723 0.557 0.660

NOTE: Since 2016, MAG has applied a more refined process using geolocation to accurately identify intersection crashes, thereby consolidating crash numbers at a few locations that may have been previously reported as separate intersections in different jurisdictions. This eliminates an error in data for crashes reported at intersections with shared jurisdiction/ownership or crashes at one intersection being recorded under two jurisdictions, based on the reporting officer's agency.

Definitions: Rank - Numerical representation of the locations place sorted highest to lowest of all locations Final Score. Agency/ies - Local agency where intersection is located. Multiple agencies are shown where the agency boundary runs through the intersection. Signal Owned & Maintained By - Agency that owns and maintains the signal Crashes - Total number of reported crashes at the location during the five-year analysis period (also referred to as Crash Frequency). CF Score - Crash Frequency Score: the ratio of the crash frequency at the intersection to the highest intersection crash frequency for the region. CS Score - Crash Severity Score: the ratio of the crash severity value for the intersection to the maximum crash severity value for the region. CT Score - Crash Type Score: the ratio between CT Cost at a particular intersection to maximum of CT Cost at all intersections in the region. (For a description of CS and CT scores see MAG Network Screening Methodology for Intersections) Final Score - Weighted Intersection Safety Score (ISS) = 25% Crash Frequency Score + 50% Crash Severity Score + 25% Crash Type Score.

A detailed description of the Intersection Safety Score is provided in the document "MAG Network Screening Methodology for Intersections", available at the following link: http://azmag.gov/LinkClick.aspx?fileticket=L0lMsuxQNYU%3d&tabid=527&portalid=0&mid=3 809

59 of 94 ATTACHMENT B

Roadway Safety Assessments Conducted Within City of Phoenix by Location (2015-2019)

Year Street Boundaries 2019 MAG Top 100 List 2015 Indian School Road 77th Avenue - 49th Avenue YES 2015 Camelback Road 17th Avenue - 19th Avenue YES 2016 7th St Northern Avenue - Hatcher Road NO 2018 32nd St McDowell Road - Thomas Road YES 2019 35th Ave Cactus Road - Peoria Avenue YES 2019 Camelback Road 27th Avenue - Interstate 17 YES

Year Intersection 2019 MAG Top 100 List 2015 Washington Street / Interstate 10 NO 2016 67th Avenue / McDowell Road YES 2016 48th Street / Southern Avenue YES 2017 35th Avenue / Camelback Road YES 2017 Central Avenue / Thomas Road NO 2017 19th Avenue / Southern Avenue YES 2017 59th Avenue / Thomas Road YES 2018 35th Avenue / Bell Road YES 2018 19th Avenue / Indian School Road NO 2018 43rd Avenue / Peoria Avenue YES 2018 67th Avenue / Thomas Road YES 2018 7th Street / Jefferson Street NO 2018 Central Avenue / Catalina Drive NO 2018 44th Street / Washington Street NO 2019 16th Street / Camelback Road YES

60 of 94 Transportation, Infrastructure and Innovation Subcommittee

Report

Agenda Date: 2/3/2021, Item No. 12*

***REVISED*** Water Capital Improvement Plan Alternatives

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Water Services Department’s financial plan for Fiscal Years 2021-25. Additionally, it addresses rehabilitation of aging infrastructure, as well as the impact of these costs on the community water system’s financial plan.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary Five-year financial plans for both the City's water and wastewater utilities have been prepared by the Water Services and Finance Departments which reflect both the capital infrastructure requirements and financial requirements of the water and wastewater systems.

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

These plans: · Provide for rehabilitation, replacement, and development of infrastructure necessary to ensure deliveries of safe, clean water and safe removal and treatment of wastewater; · Provide all resources needed by water and wastewater to continue to operate efficiently and effectively; · Maintain reasonable rates for water and wastewater customers; and · Maintain high bond rating to minimize financing costs in the future.

The following sections outline the financial requirements for proposed rate adjustments and the three Capital Improvement Plan Alternatives requested by the Transportation, Infrastructure and Innovation Subcommittee at the Dec. 2, 2020 meeting.

Capital Improvement Program The water and wastewater capital improvement programs are the largest cost components in the Water Services Department and therefore significant drivers of the

61 of 94 Agenda Date: 2/3/2021, Item No. 12* rate increases periodically necessary to maintain financially viable water and wastewater utilities.

Given the impact of COVID-19, the CIP budgets were carefully developed to minimize costs in the current Fiscal Year (FY) while upholding the Department’s mission to provide safe and reliable water and wastewater services that meet or exceed regulatory requirements.

Water and Wastewater Financial Plans The financial plans forecast minimal inflationary adjustments necessary to support future operational and maintenance costs and CIP costs of the system based on the following assumptions: · Normal weather conditions with impacts from wildfires on watershed; · Slowing of account growth due to COVID-19 impacts; · Refinancing of debt to reduce current bond costs; and · Adjustment of the Capital Program to slow infrastructure investment.

Capital Improvement Plan Alternatives Option 1: FY 2021 - Zero percent; and FY 2022 - 6.5 percent Option 2: CY 2021 - Three percent; and CY 2022 - 3.5 percent Option 3: FY 2021 - Zero percent; and FY 2022 - 3.5 percent

Staff will present information regarding the impacts of each alternative on the water utility's CIP and service delivery.

Concurrence/Previous Council Action The Citizens' Water/Wastewater Rate Advisory Committee recommended: · A zero percent wastewater revenue increase for FY 2021, based upon the five-year financial plan that includes zero percent wastewater revenue increases in each of FYs 2021-25 on Oct. 20, 2020, by a vote of 6-2; and · A three percent water revenue increase effective October 2021 and a 3.5 percent increase in revenue effective March 2022; based upon the five-year financial plan that includes 3.5 percent increases in revenue for each of FYs 2023-25 on Jan. 21, 2021, by a vote of 6-0. At its Dec. 2, 2020 meeting, the Transportation, Infrastructure, and Innovation Subcommittee requested three Capital Improvement Plan Alternatives be evaluated.

62 of 94 Agenda Date: 2/3/2021, Item No. 12* Staff Recommendation The Water Services Department requests that the Transportation, Infrastructure and Innovation Subcommittee recommend City Council approval of the Citizens’ Water/Wastewater Rate Advisory Committee’s recommendation of: · Water revenue increases of three percent, effective October 2021, and 3.5 percent, effective March 2022; and · Wastewater revenue increases of zero percent for FYs 2021 and 2022.

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

63 of 94 Transportation, Infrastructure and Innovation Subcommittee

Report

Agenda Date: 2/3/2021, Item No. 13

Solid Waste Resources, Infrastructure and Financial Plan

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the Public Works Department’s Solid Waste utility financial plan for Fiscal Years 2021-25. Additionally, it discusses infrastructure investment and fleet capital planning, and the impacts of these costs on the Solid Waste financial plan.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary Five-year financial plans for the City’s Solid Waste utility have been prepared by the Public Works and Finance departments, which reflect the capital infrastructure requirements, operating expenditures and financial requirements of the Solid Waste services.

These plans: · Provide for repair, replacement, and development of infrastructure necessary to ensure landfill, transfer station and materials recovery facilities meet regulatory and service requirements; · Provide all resources needed by Public Works to continue to provide reliable solid waste refuse and recycling services to Phoenix residents; and · Ensure a reliable fleet of equipment to provide effective collection services.

Revenues Revenues for the Solid Waste Program are generated by monthly fees charged for residential household service, disposal fees charged at the transfer stations and landfill, sale of recycled materials, and other earnings. The adopted revenue budget for Fiscal Year (FY) 2020-21 includes $174.8 million from these sources. The monthly residential household service revenue accounts for 90.9 percent of total revenues, followed by disposal fees at 5.7 percent, recycling at 2 percent, and other revenues such as interest earnings, surplus vehicle sales, etc. at 1.4 percent.

In February 2020, the City Council approved the recommendation to amend section 27 -48 of the Phoenix City Code to increase residential Solid Waste service rates and to amend section 27-53 of the Phoenix City Code to increase the Solid Waste disposal

64 of 94 Agenda Date: 2/3/2021, Item No. 13 site fee applicable to customers disposing solid waste at City facilities. The City Council has taken the necessary actions to meet the needs of a rapidly growing city and maintain all existing Solid Waste services, which reflects the preferences expressed through the public feedback process.

As forecasted in the financial plan for FY 2021-25, revenue generated from the rates already approved by City Council will provide for the staffing, equipment and capital needs of the Solid Waste utility to ensure all services remain. Currently: · Residential revenue is in line with the forecast, projected at $158.4 million for FY 2020-21; · Disposal fee revenue at the two transfer stations is projected at $11.9 million for FY 2020-21. This is an increase of $2.5 million from FY 2019-20. The gate rate change coupled with growth in customer use of the transfer stations has resulted in the revenue increase; and · Sale of recyclables revenue is projected at approximately $6.8 million for FY 2020- 21. This is an increase of $2.8 million from FY 2019-20. Improved market prices for commodities, particularly cardboard and paper, along with growth in recycling tonnage, have resulted in the increase.

Operating Expenses Operating expenditures for FY 2020-21 are budgeted at $158.9 million. Of this total, approximately 87 percent of expenditures are for operation and maintenance and 13 percent for vehicles. Due to the COVID-19 pandemic, Solid Waste is projecting to spend $160.6 million to address the high, increased volume of residential refuse, recycle, and bulk trash tonnage. The additional expenditures will be offset by increased revenues and Coronavirus Relief Funds.

The Solid Waste utility increased its contribution to the Project Assist Utility Assistance Program from $70,000 per year three years ago to $220,000 in FY 2020-21. Contributions will further increase to $360,000 per year in FY 2021-22. The Project Assist Utility Assistance Program is designed to assist City of Phoenix residents in crisis situations by providing utility financial assistance services.

Fleet Asset replacement remains a critical priority for the Solid Waste utility to ensure unencumbered service delivery. Through a healthy vehicle replacement schedule, the utility has reduced the percentage of automated side loaders classified as in fair or poor condition from 69 percent of the fleet to 34 percent of the fleet as last year’s truck orders are delivered. Attachment A demonstrates the improving health of the Solid Waste fleet, consisting of automated side loaders, from the time the Solid Waste Rate Advisory committee was appointed by the City Manager in June 2018 to the

65 of 94 Agenda Date: 2/3/2021, Item No. 13 anticipated state of the fleet in April 2021.

Capital Improvement Program The Solid Waste Capital Improvement Program (CIP) includes infrastructure improvements at the landfills and transfer stations, landfill gas and groundwater monitoring, and equipment replacement at the 27th Avenue and North Gateway Material Recovery Facilities. The capital needs for Solid Waste are supported by PAYGO, bonds, and remediation funds. The FY2020-21 adopted five-year CIP for the Solid Waste Program is $76.8 million, and is broken down as follows: · SR85 Landfill: $28 million (37 percent); · Transfer Stations: $37 million (48 percent); · Closed Landfills: $9.3 million (12 percent); and · Other: $2.5 million (3 percent)

In the forecast, current rates support the operating budget, capital infrastructure, vehicle replacement and debt service requirements of Solid Waste, while maintaining the required $25 million minimum operating reserve, which is critical to protect the bond rating and provide for financial resiliency.

During the rate adoption process, the following potential program changes were discussed and are under review. A recommendation for these items will be brought back to the Subcommittee for information and discussion: 1. Rate for the small (individual 60-gallon) Solid Waste container; 2. Rate for an additional 90-gallon Solid Waste container; 3. Rate for an additional 300-gallon Solid Waste container; 4. Rate for subscription to the curbside yard-waste program; and 5. The bulk trash set-out schedule.

Responsible Department This item is submitted by Deputy City Manager Karen Peters and the Public Works Department.

66 of 94 Attachment A

Condition of Solid Waste Fleet Health

Health of Age State During State Within Next Three Automated Range Rate Committee Months (April 2021) Side Loaders (Oct. 2018) (ASL) # of % of Units # of Units % of Units Units

Excellent – 0-4 years 61 31% 130 66% Good

Fair – Poor 5+ years 138 69% 67 34%

Total 199 100% 197 100%

67 of 94 Transportation, Infrastructure and Innovation Subcommittee

Report

Agenda Date: 2/3/2021, Item No. 14

Downtown Transportation Plan Update

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update on the final findings and recommendations for the Downtown Transportation Plan Update.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary Nearly seven years after City Council adoption of the Downtown Phoenix Comprehensive Transportation Plan (DPCTP) in 2014, an update to the DPCTP is in its final stages to help ensure continued mobility is maintained throughout downtown Phoenix in support of recent and planned development. As outlined in the plan, several street projects have advanced, including projects on 3rd and 5th Avenues from Washington Street to McDowell Road, and 3rd Street from Roosevelt Street to Indian School Road. Since the adoption of the DPCTP, the South Central Light Rail Extension has entered the construction phase, and planning and design efforts for the Capitol/l- 10 West Light Rail Extension continues.

Downtown Phoenix is experiencing a period of robust growth, including numerous high -rise development projects and local university expansions. As such, the Street Transportation Department (Streets) is evaluating availability of roadway capacity and downtown traffic circulation needs considering these developments. The Downtown Transportation Plan Update seeks to answer those questions and identify potential transportation improvements and solutions.

Plan Update In April 2018, Streets initiated the Downtown Transportation Plan Update as a follow- up study to the DPCTP. The boundaries of the update are 7th Avenue on the west, 7th Street on the east, Tonto Street on the south and I-10 on the north. The plan seeks to ensure there is adequate transportation mobility in the coming years (through 2025) by identifying additional improvement projects. The primary goals of the update are to: · Identify current and future available capacity in the transportation network; · Determine the impact of current and planned development; and · Evaluate light rail impacts to the network.

68 of 94 Agenda Date: 2/3/2021, Item No. 14

This planning effort researched and included information for all known development projects in the downtown area, coordinated growth projections with the Maricopa Association of Governments (MAG), and considered the current design plans for light rail and planned City-led capital improvement projects within the area. In addition, anticipated private development was reviewed within the study area to inform demand and travel patterns. From these tasks, a series of system improvements were created and evaluated to improve accessibility and circulation in the study area. The City has allocated additional resources to active transportation in the past five to ten years, which were considered during concept development of the Downtown Transportation Plan Update, as well as additional modifications in the roadway and traffic signal infrastructure.

Following stakeholder input and suggestions regarding improvement strategies, scenarios were added to allow for future evaluation for potential City projects for implementation. The plan also includes the review of current and proposed private development plans and previous DPCTP recommendations in evaluating their effect on the downtown event traffic management plan (known as the Sunburst Plan). This information was presented and discussed with key affected downtown stakeholders.

The project team conducted stakeholder meetings with internal City departments, as well as external partners, including Downtown Phoenix Inc. and Valley Metro. Issues, opportunities, and constraints related to transportation were outlined, and recommendations from previous studies were documented. Based on a review of this information, the following needs were identified: · Optimization of the traffic signal network; · Improvements to the operations at stop-controlled intersections with poor levels of service; and · Evaluation of intersection capacity near the future closure of Central Avenue related to light rail.

The City held three public meetings (May 29, June 7, and June 15, 2019) where the results of the background and future conditions analysis were presented based on known development and public improvement projects. Over 70 people attended the meetings and provided input by engaging with interactive presentations and activities. Attendees were given the opportunity to comment on the study findings and general concerns regarding transportation issues within the study area. Significant themes emerged from the public meetings and included: · More pedestrian facility improvements: HAWK beacons, pedestrian scrambles, crosswalks, and sidewalks;

69 of 94 Agenda Date: 2/3/2021, Item No. 14

· Bicycle facility improvements and connectivity; · Enhanced connectivity to bus and light rail transit; · Signage, signalization, and pavement marking improvements.; · Left-turn lane improvements; · Downtown event traffic management (Sunburst Plan) revisions; and · Congestion issues.

Based on the initial stakeholder and public outreach meetings, Streets heard concerns about accommodating the additional downtown growth, as well as about adding more multimodal transportation accommodations in the study area. As a result, three distinct scenarios were developed to address the needs identified through the public engagement process: · Scenario 1 - Identify intersection capacity and circulation improvements and address multimodal connections; · Scenario 2 - Identify intersection capacity and circulation improvements to plan for increased potential development (sensitivity analysis); and · Scenario 3 - Identify potential opportunity corridors for future enhanced multimodal travel.

Study Findings The study analysis and staff review have been completed. The final study has been posted to the City's website for public viewing and comment (Attachment A). Individual mailers as well as email invites were sent to all surrounding neighborhood groups, key stakeholders and registered public meeting attendees inviting them to view the completed study. Study findings indicate that the transportation network is performing adequately and can accommodate current planned development as well as future unplanned growth within the downtown boundary.

The study identifies traffic signal infrastructure and intersection modifications needed in the near and future time horizons in order to continue to provide adequate levels of service at intersections within the network. These improvements are to be incorporated into future City capital improvement projects or triggered by future private development.

The study also identifies "opportunity corridors" that exhibit excess vehicular capacity to allow for future transportation planning efforts for multi-modal use consideration within the community. The study also identifies enhanced pedestrian crossings for further evaluation and consideration.

Staff met with key entertainment district stakeholders and shared the development

70 of 94 Agenda Date: 2/3/2021, Item No. 14 impact findings of increased vehicular trips surrounding the entertainment district and the resulting estimated vehicle delay. Staff offered stakeholders the ability to utilize the City's study model to aid future decision-making impacts to the current Sunburst Plan as development brings additional growth to downtown.

Location Boundaries of 7th Avenue on the west, 7th Street on the east, Tonto Street on the south and I-10 on the north. Council Districts: 7 and 8

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

71 of 94 Attachment A

DOWNTOWN TRANSPORTATION PLAN UPDATE

Project No. ST85140052

October 2020 FINAL REPORT

Prepared for:

Prepared by: BURGESS & NIPLE Engineers n Planners

72 of 94 Table of Contents

1.0 Study Purpose and Area ...... 1

2.0 Changing Downtown Landscape ...... 2 2.1. Changing How We Get Around Downtown ...... 2 2.2. Planned Revitalization and Growth Downtown...... 2 2.3. What do These Changes Mean to the Traveling Public? ...... 2

3.0 Stakeholder Input ...... 5

4.0 Public Stakeholder Input ...... 6

5.0 Scenarios ...... 7

6.0 Scenario 1: Improve Traffic Circulation...... 8

7.0 Scenario 2: Downtown Phoenix is Open for Business! ...... 10

8.0 Scenario 3: Bicycle and Pedestrian Accommodations ...... 12 8.1. Opportunity Corridors...... 12 8.2. HAWKs ...... 13 8.3. Pedestrian-Only Traffic Signal Phasing (Pedestrian Scramble) ...... 14

9.0 Sunburst Plan ...... 16

10.0 Findings ...... 16

11.0 What is Next? ...... 17

Final Report October 2020 73 of 94 1.0 Study Purpose and Area The City of Phoenix (City) conducted the Downtown Transportation Plan Update (DTPU) to evaluate overall traffic circulation in the Downtown area. The study area, shown below, is bounded by Interstate 10 (I-10) on the north, Tonto Street to the south—one block north of Buckeye Road, 7th Street to the east, and 7th Avenue to the west. The DTPU evaluated overall traffic circulation through the year 2025 and options to alleviate potential challenges from increased development, and Light Rail Transit (LRT) in the Downtown area – over 100 projects have been approved within the study area in the past 5 years! In response to the changing Downtown landscape, Council directed the DTPU evaluate the effect these improvements would have on vehicular circulation Downtown. During the public engagement process it was requested that the DTPU identify areas of opportunities that would allow for future evaluations and public engagement to integrate active transportation modes, including bicycles and pedestrians. Additional information pertaining to Opportunity Corridors can be found in Section 4.0 of this report.

Study Area Map

Final Report October 2020 74 of 94 2.0 Changing Downtown Landscape The existing transportation network was evaluated using a simulation model to assess its performance. The 2025 future transportation network was developed by using the existing network and assuming projects that are programmed in the City’s Capital Improvement Program by 2025 are constructed. Future demand was estimated based upon planned Downtown development, with additional travel demand assigned to new office spaces, dwelling units, and other planned uses.

2.1. Changing How We Get Around Downtown There are multiple programmed transportation projects in the Downtown area, including the South Central LRT Extension and the Capital/I-10 West LRT Extension. These LRT extensions, as well as anticipated changes to the roadway network to accommodate them, were included in the future roadway network. Other programmed modifications, for purposes of the simulation model, include:

. 3rd Street, Jefferson Street to Lincoln Street: convert from one-way to two-way; . 3rd Avenue & 5th Avenue: McDowell Road to Washington Street: convert from one-way to two-way streets; and . Light Rail traffic modifications including Central between Washington and Jefferson. Changes in the Downtown roadway network are depicted in the map on the following page.

2.2. Planned Revitalization and Growth Downtown There are 104 development projects proposed, in construction, or recently completed within the study area, as illustrated on page 4. Projects range in size and type throughout the Study area; typical example project types include high density residential apartment and condominiums, mixed use buildings, hotels, educational buildings and more. There are more than 6.5 million square feet of anticipated development within the study area, including approximately 8,500 new dwelling units, and roughly 3,500 new hotel rooms. Development information was obtained from MAG, Phoenix Planning and Development, and Phoenix Economic Development to identify likely development and redevelopment activity in the study area.

2.3. What do These Changes Mean to the Traveling Public? More people are staying Downtown and making trips within the Downtown core, in addition to traditional commuter traffic to and from Downtown. This has resulted in an increased demand for micromobility and active transportation Downtown. The growth within the Study area projected to occur by 2025 is expected to increase the population and number of households by 68% and 64%, respectively. There is an expected employment increase of 13%. This creates a more balanced cross section in the future Downtown, with increased opportunity for residents to live and work Downtown. This will lead to an increase of approximately 33,800 daily vehicular trips within the Study area.

Short work trips in Downtown areas are sometimes completed using other modes of transportation, including walking, biking, and transit or rideshare services. Some of this behavior can be attributed to convenience and/or the costs associated with parking in Downtown areas. These costs could be in the form of actual parking fees or an increase in travel time associated with searching for parking areas.

Final Report October 2020 75 of 94 Final Report October 2020 76 of 94 Final Report October 2020 77 of 94 Due to the increasingly vibrant urban living aspect of Downtown and general travel behavior dynamics, multimodal transportation considerations were incorporated into the planning needs of the study area. The following needs were identified based on the analysis:

. Improving timing of existing traffic signals; . Improving operations at stop-controlled intersections that experience excessive delay; . Addressing intersection capacity near the planned Central Avenue closure associated with other projects Downtown; . Identified congestion along 7th Street and 7th Avenue (connections to I-10); and . Identifying active transportation opportunities.

Analysis results were presented and discussed with stakeholders and the public for input.

3.0 Stakeholder Input This Study was completed in partnership with the City Street Transportation Department, Valley Metro, Public Transit, MAG and other City departments, and interested groups illustrated below.

Downtown Transportation Plan Update Partners

The study team conducted a workshop with stakeholders from various City departments on December 17, 2018, for their input and to align the study with broader City efforts. General themes included: 1) An indication of how much development intensification the study area can accommodate before traffic congestion is problematic, and 2) The desire for improved multimodal connectivity. Stakeholders suggested a pedestrian-focused scenario to link LRT and provide connectivity. In addition, existing completed studies, policy documents and construction plans were shared and incorporated into the analysis for consideration:

. Comprehensive Bicycle Master Plan (2014); . Phoenix Transportation 2050 Plan (T2050) (August 2015); . South Central LRT Extension . Capital/I-10 West LRT Extension . 3rd Avenue and 5th Avenue Project Assessment (November 2016); . City of Phoenix Complete Streets Policy (June 2017); . 3rd Street Promenade: Garfield Street to Indian School Road Roadway Modernization (DRAFT April 2018); and . PlanPHX (April 2018). Final Report October 2020 78 of 94 4.0 Public Stakeholder Input The City provided information via mailers and the City website to notify the general public of public meetings. The public was presented with the analysis results at three meetings held on May 29, June 7, and June 15, 2019. Over 70 people attended the meetings and provided input by engaging with interactive presentations and activities. Attendees were given the opportunity to comment on the study findings and general concerns regarding transportation issues within the study area. Information was provided online, offering additional opportunities for email or mailed comments. The comments received during the Collage of Public Meeting Images public meetings, and via email and mail submission, were documented and reviewed. They are included as an appendix to this report.

Significant themes from public input included:

. Pedestrian facility improvements: High-Intensity Activated crossWalKs (HAWKs), pedestrian-only signal phasing (pedestrian scramble), crosswalks, and sidewalks; . Bicycle facility improvements, such as protected bicycle lanes; . Enhanced connectivity to transit; . Signage, signalization, and pavement marking improvements; . Left-turn lane improvements or additions; . Adding or removing parking garages in select locations; . Adding or reducing street parking in select locations; . Sunburst Plan revisions; . Street lighting improvements; and . Congestion issues.

These stakeholder and public stakeholder meetings informed the development of potential improvement strategies, and invited feedback from the community. Based upon the public comment, a 3rd scenario was added to assist the community in future planning efforts and public engagement discussions for multi-modal corridors and study preparation. Items beyond the scope of this DTPU were forwarded to other City departments.

Final Report October 2020 79 of 94 5.0 Scenarios Three Scenarios were developed to address the needs identified in the study area. Needs are inclusive of those identified during analysis, as well as needs developed during public outreach. Scenarios include:

. Scenario 1: Identify intersection capacity and circulation improvements to complement programmed and planned improvements anticipated in the transportation and development landscape Downtown by 2025; . Scenario 2: Identify intersection capacity and circulation improvements to plan for increased potential development (sensitivity analysis); and . Scenario 3: Identify potential opportunity corridors for enhanced multimodal travel for future study and analysis to modify traffic lane configurations, include more bicycle features, and pedestrian-oriented treatments.

A simulation model was developed using TransCAD, VISUM, VISSIM, and Synchro as part of the DTPU. It allows for a comprehensive multimodal operational analysis under a variety of network and development scenarios, including potential future scenarios. It can examine the effects of development and network modifications across the entire Downtown area. The model can also be used to assesses travel times between two locations, known as origin and destination analysis. This allows comparison of changes in travel time between two points based on different scenarios. The model has substantial value in evaluating active transportation modes as well, both by themselves and how they interact with other modes. Some potential model uses include:

1. Determine development impacts on Downtown network operations; 2. Evaluate the impact of lane or road closures on Downtown network operations; 3. Determine potential transit use for new facilities their influence on operations; 4. Determine the affect new/revised signalization would have on the network; 5. Evaluate development influence on the Sunburst Plan; and 6. Evaluate the influence pedestrian scramble/HAWK installation may have on traffic operations.

The results of the scenarios are presented in terms of how intersections perform under the traffic engineering concept of level-of-service, or LOS. LOS is an estimate of the average delay for each car to pass through an intersection because of the traffic control (stop sign or traffic signal), as well as the effect of other waiting vehicles. It is important to note that the model is also considering the total travel time through the Downtown network. This is based on shortest potential distance and time for the trips, as well as the vehicular delay at intersections. The results are reported in terms of LOS due to the ease of comparison and consistent meaning. Generally, LOS A through D are acceptable, while LOS E and F indicate that intersection improvements should be considered.

Each scenario was analyzed using the model to assess network performance. Locations that are expected to experience congestion were identified. Potential solutions that fit within the existing roadway footprint were developed for Scenarios 1 and 2 to mitigate congestion. In Scenario 3, active transportation improvements were evaluated that would maintain acceptable (LOS A through D) intersection performance.

While the scope of this study included three scenarios for analysis, the model is a powerful tool for future evaluations of design options and changes in the development patterns. The simulation model will remain available to the City to review potential projects and the changes they may have on Downtown traffic.

Final Report October 2020 80 of 94 6.0 Scenario 1: Improve Traffic Circulation Scenario 1 evaluated traffic operations in 2025, with the anticipated developments in place and programmed transportation projects implemented. It identified operational deficiencies during morning and/or evening rush hours. Most of the operational deficiencies can be addressed as described below; however, some locations are not candidates for improvement projects for various reasons, including challenges such as prioritization of streetscape zones and the pedestrian environment, limited right-of-way and existing buildings. In other locations, the road is “built out” to the maximum number of lanes, precluding construction of additional through lanes. These locations include:

. Roosevelt Street and 7th Avenue . Van Buren Street and 1st Avenue . Roosevelt Street and 7th Street . Washington Street and 7th Street . Fillmore Street and 1st Avenue . Jefferson Street and 7th Avenue . Van Buren Street and 7th Avenue . Jefferson Street and 7th Street . Van Buren Street and Central Avenue . Grant Street and 7th Avenue . Van Buren Street and 7th Street

The following summarizes recommended improvements needed to maintain or improve circulation. Projects will be implemented on an as-needed basis, as part of development mitigation, and as public funding permits. Based upon the potential for changing development patterns and other factors, not all improvements are needed immediately, and some may not be required or implemented by 2025. A map illustrating improvements is provided on page 9.

Improve timing of existing traffic signals with system-wide signal optimization.

Install new traffic signals at the following intersections:

. Fillmore Street and 7th Avenue . McKinley Street and 3rd Street . Fillmore Street and 5th Avenue . McKinley Street and 4th Street . Fillmore Street and 3rd Avenue . McKinley Street and 5th Street . Filmore Street and 2nd Avenue . McKinley Street and 6th Street . Fillmore Street and 1st Street . McKinley Street and 7th Street . Garfield Street and 3rd Street . Jackson Street and 3rd Avenue . Garfield Street and 5th Street . Jackson Street and 1st Street . McKinley Street and 2nd Avenue

Add turn lanes at the following intersections:

. Portland Street and 7th Street (southbound right-turn) . Fillmore Street and 5th Avenue (left-turn at all approaches) . Fillmore Street and 2nd Avenue (eastbound right-turn and westbound left-turn; east and westbound through) . McKinley Street and 7th Street (southbound right-turn)

Add a through lane at the following intersections:

. Washington Street and 1st Street (northbound through) . Roosevelt Street and 3rd Avenue (northbound through)

Final Report October 2020 81 of 94 Final Report October 2020 82 of 94 7.0 Scenario 2: Downtown Phoenix is Open for Business! There has been significant development Downtown, but with careful assessment of incoming developments and appropriate treatments, the Downtown transportation network can accommodate additional growth. A second scenario was evaluated to test the Downtown network performance for additional, yet unidentified development intensification. Area A The future transportation network with potential developments was used as the base model, as in Scenario 1, except Scenario 2 assumed 3rd Street was two-way from Lincoln Street to Roosevelt Street with turn lanes at major intersections. Potential growth areas were identified based on recent development trends. A large proportion of new developments are being proposed in Areas A and B, illustrated to the right. There is under- developed and vacant land in these areas, which can support new Area B development. These areas have also attracted some of the largest developments, which will create a large increase in trips. To assess the potential for future growth, hypothetical increases of 8,800 trips in Area A and 5,200 trips in Area B were evaluated, based on comparable projects already proposed and the model structure.

Scenario 2 included all operational deficiencies identified Scenario 1, as well as the following: Potential Growth Areas . Lincoln Street and 1st Street . Pierce Street and 4th Street . McKinley and 3rd Avenue . Garfield Street and 4th Street . Garfield Street and 6th Street . Roosevelt Street and 5th Street

The following map illustrates the necessary improvements, highlighting those that would be needed in addition to Scenario 1, which include the following:

New traffic signals:

. Lincoln Street and 1st Street . Pierce Street and 4th Street . McKinley and 3rd Avenue . Garfield Street and 4th Street . Garfield Street and 6th Street . Roosevelt Street and 5th Street

Final Report October 2020 83 of 94 Final Report October 2020 84 of 94 8.0 Scenario 3: Bicycle and Pedestrian Accommodations Scenario 3 was developed to assess opportunities to provide better bicycle and pedestrian connectivity and circulation per stakeholder and public input. The future transportation network with potential developments was used as the base model, as in Scenario 1, except Scenario 3 assumed 3rd Street would be converted to two-way traffic from Jefferson Street to Roosevelt Street with turn lanes at major intersections. HAWKS and pedestrian-only signal phasing were evaluated based on input received, available pedestrian counts, and traffic operations. Findings are illustrated on page 15.

8.1. Opportunity Corridors Opportunity corridors were identified by analyzing future peak hour traffic volumes and intersection operations. The existing number of through lanes was reviewed to determine whether it is feasible to modify a through lane and/or on-street parking to another use without adversely affecting traffic operations. Opportunity corridor criteria include:

. Available capacity along the roadway; and . Intersections along the roadway perform acceptably.

Modifying the roadway within its existing footprint was considered to accommodate bicycle facilities where there are gaps in the existing bicycle network. Potential modifications include removing a turn lane or painted median, reducing street parking, and reducing existing lane widths. The existing streetscape will be maintained, including landscaping and other features. Streetscaping can improve aesthetics, provide a more comfortable environment for walking and biking, and may increase livability and property values.

The following opportunity corridors could be achieved via adjustments to on-street parking:

. Moreland Street: 1st Street to 7th Street . Portland Street: 1st Street to 7th Street . 2nd Street: Roosevelt Street to Fillmore Street . 5th Street: Roosevelt Street to Fillmore Street

The following opportunity corridors could be achieved by narrowing existing lanes:

. 5th Street: Fillmore Street to Jefferson Street . Jackson Street: 7th Avenue to 4th Street (excluding 1st Avenue to 1st Street) (sharrows are present in some locations)

3rd Street in Scenario 3 mirrored Scenario 2; it was modeled as a two-way road with one lane in each direction and turn lanes at intersections. Based on this configuration, a bicycle lane could be implemented with modifications to on-street parking from Roosevelt Street to Lincoln Street.

Taylor Street is closed to vehicular traffic between 1st Avenue and 1st Street and 3rd Street to 5th Street. Bicycle lanes could be added between 1st Street and 3rd Street by removing on-street parking and reconfiguring the through lanes (on-street parking is on the north side of the street between 1st Street and 2nd Street and on the south side between 2nd Street and 3rd Street). A future Taylor Street paseo was identified in Chapter 12 of the Downtown Code will be installed by future private development projects between 6th Avenue and 1st Avenue, which would provide improved multimodal connectivity.

Final Report October 2020 85 of 94 There are opportunities to link the existing bicycle network along McKinley Street between 1st Avenue and 1st Street; the exact treatment will need to be established during project development.

There is an opportunity to narrow the existing lanes and provide bicycle lanes along Jackson Street between 7th Avenue and 4th Street.

Marked shared lanes are sometimes used when constraints preclude dedicated bicycle lanes. An example is shown to the right of a marked shared lane along Fillmore Street between Central Avenue and 7th Street. There are also pavement markings from 1st Avenue to Central Avenue.

A separate Active Transportation Plan is pending, which can utilize the Marked Shared Lane on Fillmore Street model results and input collected as part of this Study effort. The Active Transportation Plan will be focused on how the City can better deliver active transportation infrastructure.

8.2. HAWKs HAWKs are pedestrian-actuated traffic signals intended to provide safe and timely opportunity to cross a street. They serve the dual purpose of protecting pedestrians while maintaining a less inhibited flow of traffic than would be seen at a stop-controlled or signalized intersection. Because they are activated based on pedestrian demand, HAWKs are typically considered to improve pedestrian safety and mobility, not to improve vehicular circulation. They are typically well suited to areas with high pedestrian volumes. HAWK installation was evaluated based upon the Manual for Uniform Traffic Control Devices (MUTCD) criteria, which considers number of pedestrians per hour, traffic volume, posted speed limit, and the length of pedestrian crossing. In order to address traffic operations and pedestrian crossings, in some locations requested by the public, a traffic signal is recommended in lieu of a HAWK. These locations were all established in response to public comments and include:

. Fillmore Street and 5th Avenue; . Fillmore Street and 3rd Avenue; . McKinley Street and 4th Street; and . McKinley Street and 3rd Street.

A HAWK is recommended at the intersection of Taylor Street and 1st Street based upon the MUTCD criteria and public and stakeholder input.

Locations with low pedestrian volumes that do not currently reach the thresholds established by the MUTCD include:

. Moreland Street & 3rd Street; and . McKinley Street & 7th Street.

A broader study of HAWK needs beyond the DTPU, including a safety evaluation, constructability, and additional pedestrian counts, should be conducted to inform prioritization.

Final Report October 2020 86 of 94 The following locations were requested by stakeholders and/or the public and should be evaluated in the future when bicycle and pedestrian counts are available. Locations requested from both groups are italicized below:

. Willetta Street and 3rd Street; . Fillmore Street from 5th Avenue to 2nd Avenue; . Portland Street and 3rd Street; . Polk Street and 7th Avenue; . Portland Street and 7th Street; . Taylor Street & 3rd Street; . Roosevelt Street and 2nd Avenue; . 5th Street from Fillmore Street and Van Buren . Garfield Street between 3rd Street and 4th Street; Street; . 7th Street between Fillmore Street and Van . Garfield Street and 7th Street; Buren Street; and . McKinley Street & 5th Street; . Monroe Street and 7th Street. . 7th Avenue from McKinley Street to Fillmore Street;

8.3. Pedestrian-Only Traffic Signal Phasing (Pedestrian Scramble) Pedestrian-only traffic signal phasing is also known as a pedestrian scramble. During a pedestrian scramble, pedestrians may cross an intersection in any direction, including diagonally. All vehicles are given a red traffic light and no turning movements are permitted. Introducing a pedestrian scramble at intersections with high numbers of turning vehicles and pedestrian crossings may improve intersection safety and pedestrian operations. Conversely, a pedestrian scramble could increase the wait times for vehicles. Pedestrian-only signal phasing was evaluated based upon pedestrian volumes, traffic forecasts from Scenario 1 for 2025, and locations that would not interference with light rail operations. Locations were identified for consideration based on stakeholder input. Locations where pedestrian-only phasing is recommended include:

. Van Buren Street and 2nd Avenue . Van Buren Street and 3rd Street . Taylor Street and 3rd Street

A full study, including safety analysis, number of pedestrian actuations per hour, and comprehensive operational analysis to ensure traffic progression would be maintained should be performed prior to implementation.

HAWK at 7th Avenue and Fillmore Street

Final Report October 2020 87 of 94 Final Report October 2020 88 of 94 9.0 Sunburst Plan Event traffic Downtown is managed via the Sunburst Plan, which limits access to the Downtown network when events conclude to expediently direct traffic toward the freeways and major arterials. In recent years, there have been a limited number of residential and/or hotel uses near the stadiums that required continuous access during events. Anticipated development Downtown will influence what closures and restrictions are feasible; additional roads will likely need to have some form of opening to allow residents and hotel guests continuous access. Due to the COVID-19 pandemic, there are currently no large-scale events Downtown. As development occurs and events resume, the simulation model developed as part of the DTPU can be used to evaluate egress strategies and closures that may accommodate new development. The model can be used to determine the delay associated with removing various restrictions and to determine which routes are the most efficient.

The DTPU simulation model was used to gain insights on how the increase in development Downtown could impact the Sunburst Plan. Rather than focusing on individual intersection performance, the model assessed the total time to leave the Downtown area. A large, 25,000 attendee event scenario was modeled. Currently, traffic dispersion using the Sunburst Plan takes approximately 32 minutes. With increased development in the Downtown area, there will be more people using the roads during and after events, unrelated to the event itself. As the expected development and number of travelers on the roads near the stadiums increases, traffic dispersion utilizing the current Sunburst plan would take approximately 37 minutes, for an increase of 5 minutes. Through the insights coming from the model as well as anticipated development access needs, there is future opportunity to proactively determine if adjustments can be made for the benefit of all stakeholders.

10.0 Findings The DTPU found that internal traffic circulation Downtown works very well. Anecdotally, many large downtowns in the United States have failing traffic operations. Often, there is no opportunity to improve operations due to existing constraints. Based on the DTPU, almost every intersection Downtown can operate acceptably through optimization or a capital project. The transportation network has the resiliency to accommodate additional growth in areas that are likely to redevelop and provide acceptable traffic operations.

At some point, Downtown development could intensify to the point that efficient traffic operations cannot be maintained. New developments may result in a higher demand for different modes of transportation as more people live and work Downtown. The City is evaluating multimodal infrastructure as well, including bicycle, transit, and pedestrian modes. These modes serve to make Downtown more livable, promote health, increase business exposure, and reduce reliance on the vehicular network.

Existing congestion along 7th Street and 7th Avenue, the key Downtown connections to I-10 and I-17, is expected to further degrade. “Common” practices to improve traffic operations cannot eliminate congestion along these routes. Delay on these routes may be partially attributable to the on ramps and downstream interstate congestion. Ramp queuing as exists creates a bottleneck, which contributes to congestion on 7th Street and 7th Avenue. Both 7th Street and 7th Avenue are “built out,” meaning they have as many lanes as the City of Phoenix street classification allows. A larger, holistic solution in coordination with the Arizona Department of Transportation is needed. Additionally, the trip generation impacts associated with future development may be felt more on these routes than on those adjacent to the development itself.

Final Report October 2020 89 of 94 11.0 What is Next? Recommendations from the DTPU will advance to further project development activities. Nearest-term action items may include the pedestrian-only (scramble) signal phasing trial and HAWK installation at key locations. The DTPU identified infrastructure needs Downtown. The model can be used to determine additional needs, inform prioritization, and funding allocation. The DTPU will assist in identifying future capital projects under separate design and neighborhood input.

Public comments were reviewed for potential near-term solutions. Many items were addressed through the recommendations of this plan. Maintenance items were forwarded to appropriate departments, as were signal timing and other concerns.

The model developed during the DTPU can be used to evaluate comprehensive network improvements needed to support large-scale planned developments Downtown. Traditional traffic studies may not provide a complete assessment of impacts associated with new developments. Often, they focus on the immediately adjacent roadway network and may not address impacts beyond those limits. The model would analyze all impacts Downtown. Development information in the model should be kept up-to-date, and the model should be updated when major network changes occur. There is an opportunity to use the model to evaluate potential changes to the Sunburst Plan as development continues to occur in the surrounding area.

A separate Bicycle Master Plan Update is pending, which can utilize the model results and input collected as part of this Study effort. Opportunity corridors identified in the DTPU will be further analyzed as part of the Bicycle Master Plan Update effort. The model could be used to assess the impacts of additional network modifications to support the Downtown bicycle network.

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Report

Agenda Date: 2/3/2021, Item No. 15

Downtown Shared Electric Scooter Pilot Program Extension Update

This report provides the Transportation, Infrastructure and Innovation Subcommittee with an update of the Downtown Shared Electric Scooter Pilot Program six-month extension.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

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

The City of Phoenix issued permits to three vendors (Bird, Lime, and Spin) to deploy eScooters as part of a six-month Pilot Program. The Pilot Program began on Sept. 16, 2019. During the pilot, staff collected performance data, which included fleet information, ridership, violations, program fees and revenues, public and stakeholder comments, and general observations to assess user demand. Staff also monitored vendor operations and evaluated the impacts to the City.

On Jan. 7, 2020, the Street Transportation Department (Streets) presented a three- month update on the Pilot Program to the Transportation, Infrastructure and Innovation Subcommittee. Based on the preliminary results of the Pilot Program, on Feb. 19, 2020, City Council approved the extension of the Pilot Program for an additional six months and to-reopen the permit application process to allow new vendors to apply for the Pilot Program (G-6676). City Council also amended Ordinance G-6602 to extend the sunset provision for an additional six months.

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Staff contacted potential e-Scooter companies beginning March 2020 to apply for the extended pilot program. Two vendors, Razor and Spin, expressed interest and submitted permit applications for the extension program. The City intended to seamlessly begin the six-month extension at the end of the first six-month pilot on March 16, 2020. However, due to the COVID-19 pandemic, the eScooter vendors were reluctant to deploy scooters at that time. Staff decided to delay the start of the extended Pilot Program and resume at a later date. The City has issued permits to both Razor and Spin. The second phase of the extended Downtown Shared Electric Scooter Pilot Program started on Oct. 1, 2020, and is scheduled to end on March 31, 2021.

This update represents the first three months of the second phase of the Pilot Program (October through December 2020).

Fleet Information Razor has a maximum of 300 scooters that may be deployed, and their average daily deployment for December was approximately 90 scooters. Spin has a maximum of 900 scooters that may be deployed, and their average daily deployment for December was approximately 170 scooters. While the vendors' deployments are less than the previous phase of the Pilot Program, primarily due to the COVID-19 pandemic, the number of scooters deployed has been greater than anticipated. The maximum number of allowable scooters is subject to review and adjustment by the Street Transportation Department Director.

Ridership As part of the Pilot Program, vendors were required to provide monthly data on ridership, including the number of daily trips, average ride time, distance, and number of scooters deployed. The information reflected below is ridership data for the two current vendors combined over the first three months of the program extension. · Total trips: 13,695 · Average trips per week: 1,500 trips per week · Average trips per day: approximately 457 trips per day · Average trip duration: approximately 14 minutes

Violations Under the vendor permits, the City charges vendors an $80 relocation fee for violating parking requirements. The vendors are only authorized to operate scooters from designated parking locations each day during the hours of 5:00 a.m. and midnight. While initially required to pick up their scooters by midnight each day, the City removed

92 of 94 Agenda Date: 2/3/2021, Item No. 15 this requirement in January 2020 and now allows the vendors to leave scooters at authorized designated parking locations overnight. The vendors are also required to relocate improperly parked scooters to an authorized parking location within two hours of being notified. If the vendors do not relocate improperly parked scooters within the two hours, the City contractor relocates them to a designated parking location and the vendor is charged an $80 fee.

The City contracts with a scooter retrieval company, SWEEP, to monitor, report, and correct any vendor violations and is available 24 hours a day, seven days a week. SWEEP has stated that the level of violations for the Phoenix program is well below those of other municipalities they serve and provided the following violation data to the City. At the end of the first three-month period, there have been a total of 86 violations between the two vendors (Razor - 44 scooters and Spin - 42 scooters).

Program Fees and Revenue As with the first phase of the Pilot Program, each vendor is required to pay a $500 application fee and a $5,000 permit fee to participate in the Pilot Program extension. In total, the City collected $11,000 in application and permit fees during the Pilot Program extension. In addition, vendors are invoiced monthly for a $0.10 surcharge fee per trip, and for any violation at the rate of $80 per scooter. Staff will provide a revenue summary at the end of the six-month extension period.

Public Information and Community Outreach Staff created and maintains a dedicated email account, phone number, and webpage for this Pilot Program. Staff frequently corresponds with internal and downtown stakeholders to provide updates and address any concerns.

Observations As during the first phase of the Pilot Program, there are still challenges associated with the limitations on accuracy of the Global Positioning System (GPS) used by the e- Scooter companies to identify and regulate parking locations, No Ride Zones, and program boundaries. This can be frustrating for riders as it can negatively impact their trips, residents may find scooters outside of designated scooter parking areas, and vendors are trying to comply with the program regulations.

Another challenge has been the many construction zones currently present within the Pilot Program boundary, which presents concerns for riders, vendors, and construction contractors. Both Razor and Spin have been responsive in addressing improperly parked scooters and adjusting to the construction activities.

To date, staff has received no reports of scooter-related incidents that involved the

93 of 94 Agenda Date: 2/3/2021, Item No. 15 rider being injured within this three-month period. Generally, feedback from both the public and downtown stakeholders has been favorable.

Location The main boundary of the Pilot Program is from 7th Avenue to 7th Street and from Buckeye to McDowell Roads. The Pilot Program boundary includes an extension of the area bounded by Roosevelt Street and Grand Avenue, and a reduction of the northern boundary to Portland Street between 7th and Central Avenues. Council Districts: 4, 7 and 8

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

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