City of Surprise Annual Report 2018

TABLE OF CONTENTS City of Surprise Annual Report 2018

PUBLIC SAFETY

FIRE-MEDICAL 2

POLICE 12

EMERGENCY MANAGER 57

CITY DEPARTMENTS

COMMUNITY DEVELOPMENT 61

COMMUNITY & RECREATION SERVICES 73

ECONOMIC DEVELOPMENT 85

FINANCE 97

HUMAN RESOURCES 102

HUMAN SERVICE & COMMUNITY VITALITY 111

INFORMATION TECHNOLOGY 139

MARKETING & COMMUNICATIONS 149

PUBLIC WORKS 161

SPORTS & TOURISM 195

WATER RESOURCE MANAGEMENT DEPARTMENT 209

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

It is my privilege to present to you the Surprise Fire-Medical Department (SFMD) 2018 annual report. During 2018, the SFMD continued to embrace every opportunity to improve upon service delivery and meet future demands. The members of the Surprise Fire-Medical Department have a history and tradition of providing innovative, collaborative, and efficient services to the citizens and visitors of Surprise.

In 2018, SFMD responded to a total of 17,412 incidents, which represents a decrease of two percent over 2017, and medical care continues as the primary service delivered. In 2017, the Department responded to 12,975 emergency medical calls, which remains at a consistent rate of approximately 74.5 percent of the total emergency incidents responded to.

Other highlights

• Medic 301 was placed in-service on December 17 and transported 55 patients in 14 days. • At the end of 2018, SFMD ambulance service generated over $5.3 million of revenue from medical transports with $2.6 million of that occurring in 2018. • Received recognition as an Advanced Life Support Training Center by the Arizona • The SFMD received a third consecutive Gold Award from the American Heart Association for treatment and care of myocardial infarction. • In 2017, the Crisis Response program volunteers provided almost 13,000 hours of their time to the citizens of the West Valley in need of assistance. • SFMD started the process to receive accreditation including developing a strategic plan and community risk assessment. • Working with Public Works, SFMD started the design process for Fire Station 304.

SFMD is truly “Always There, Always Ready,” to serve the community. Our dedication and commitment to providing professional service delivery and continuous data analysis has led to the unique programs identified above. As 2019 develops, we will focus on meeting new requirements of the community, enhance existing programs, accreditation, and meeting citizen expectations for completion of the 2017 voter approved bond projects.

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Fire Administration Strategic Highlights

GRANTS FY15 SAFER- $737,850 FY19 General Fund Budget

2018 = $352,629 $1,805,900 , 9% BAL = $0 - closed $65,000 , 0.31% FY19 GOHS Car Seats - $7,000 Personnel Svcs FY19 GOHS DUI - $701,300 , 3% $6,877 Supplies

FY18 UASI CBRNE Services Sustainment - $38,168 $18,320,500 , 88% Capital FY18 UASI Deployment Exercise - $9,180 FY18 SHSGP CERT - $8,000 FY17 FEMA AFG - $287,187 FY18 Tohono O’odham - SFMD was the first department in the state to receive their $36,430 re-certification by AZ Department of Health Services for Treat and Refer program and also the first to receive payments for REVENUES (FY18) the program. Wildland - $277,599.56 SFMD became a registered agency with the Commission on Special Event - Fire Accreditation International (CFAI) is currently building $52,489.98 the Self-Assessment Manual for the department’s Rural Metro - $149,711.02 accreditation model which will include addressing 86 core Maricopa Ambulance - competencies and 252 performance indicators. $16,968.80 SFMD Ambulance - $2.78M Five Year Wildland Revenue Treat & Refer - $20,838.85 Growth $317,614.50 Lockbox - $13,520.00 Assisted Living $277,240.47 Inspections - $9,900.00 Firework Inspections - $6,900.00 Fire Inspections - $165,175.95 $2,078.47 Fire Suppression - $2,746.74 $75,509.46 $40,622.98 FY18 STAFFING Administration - 7 Fire Operations - 122 FY14 FY15 FY16 FY17 FY18 Planning & Logistics - 7 TOTAL - 152.50 In 2018, SFMD’s Wildland Team deployed to 14 fires outside of Arizona. They deployed to CA, MT, NM and WA in addition to assisting in AZ.

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Fire Operations Total RESPONSES BY 1ST DUE Consists of Medical Services & Training and Operations. Operations is 5000 responsible for maintaining an all 4,206 hazards response to the city, its 4000 2,092 residents, and all regional aid partners while ensuring the safety of 3000 2,703 operational staff at all times. 2,011 Operations achieves this by providing 2000 1,824 basic and advanced life support 1,445 services to the community 24 hours a 1000 day, seven days a week as well as 454 coordinating training programs and inter-agency and multi-company drills 0 FS301 FS302 FS303 FS304 FS305 FS306 FS307 while always maintaining compliance with Arizona Revised Statutes.

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Ground Ambulance Service 2018 Statistics M301 Deployed SFMD AMBULANCE REVENUE 12/31/18 – COLLECTED BY MONTH 54 transports $300,000.00 M302 Deployed $250,000.00 12/31/18 – 1,817 transports $200,000.00 $150,000.00 M303 Deployed 12/31/18 – $100,000.00 2,060 transports $50,000.00

M305 Deployed $0.00 12/31/18 – Nov-17Dec-17Feb-18Apr-18May-18 Jul-18 Sep-18Oct-18Dec-18Feb-19 2,186 transports

2017 Collected = $2.45M

IMX Invoiced Life to Date = $4.28M

AMB Invoiced Life to Date = $6.82M

Collected Life to Date = $4.615M

Emergency Medical Services

02/26/18 - Maricopa Ambulance M-301 placed in service at FS301 12/10/18 - M‐301 moved to FS306 becoming M‐306 12/17/18 - SFMD M301 officially went into service Added Stop the Bleed kits to all AED cabinets. Offered Stop the Bleed training to all city employees. Placed Ground Ambulance Medic Unit 303 in service in February 2018. The American Heart Association Platinum Plus award was received for prehospital early recognition and treatment of myocardial infarction and Stroke. Received recognition as an Advanced Life Support Training Center by the Arizona Department of Health Services in January of 2018.

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Prevention, Risk Reduction & Safety

FIRE PREVENTION STATISTICS Violations Fire Code Violations 182 901.4.1 Installation, maintenance and repair of all fire protection systems Number of Plans 148 1006.3 Provide emergency lighting reviewed – 590 101 605.6 Abatement of electrical hazards

Need for proper maintenance, testing and inspection for fire Number of New 93 907.8.5 alarm systems Construction 84 1011.3 Illumination of exit signs Inspections – 176 83 609.3.3 Commercial kitchen hood system cleanliness Number of Engine 74 906.2 Fire extinguishers need annual service Company 51 506.1.3 Need Knox box key Inspections – 311 43 904.11.6.2 Kitchen hood systems inspected every 6 months 28 5303.5.3 Secure compressed gas containers Total number of 27 803.5.1 Excessive wall coverage with combustible materials Inspections - 999 26 1030.3 Exits clear of obstructions 25 703.1 Integrity of fire wall rating compromised 22 315.3.1 Storage stacked too close to ceiling

Training Planning & Logistics

First quarter Westside Training, crews were cycled through training on Pumping E301 was purchased on Operations and Functional Movement screening with training on injury prevention 7-1-18 and placed in service on 1-28-19 techniques One member was trained and certified as a Health and Safety Officer (HSO) and E304 was purchased on 1-23-18 and placed in one member was trained as an Incident Safety Officer(ISO) Instructor service on 6-26-18 Three members attended the Wildland Academy in Prescott and all Wildland team members attended annual re-cert drills E306 was purchased on 1-23-17 and placed in All crews cycled through Command Training on Commercial Structures, Urban service on 5-27-18 Interface Brush Fire Training, Violent Incident training and RSI Training M301 was purchased Four members completed re-certification for Emergency Vehicle Drivers Course on 8-1-18 and placed in (EVOC) Instructor Certification and all crews completed Annual Drivers training service on 12-1-18 and Annual Minimum Company Standards (MCS) Station 301 was Fifteen probationary firefighters from 2017 classes passed final evaluations, and remodeled to facilitate three recruit firefighters passed the Fire Academy living quarters for an Ten members certified/re-certified as American Heart Association Instructors ambulance crew on 10-1-18 All crews cycled through database training for ImageTrend and Operative IQ, Auto Pulse Training, and Safety Stand Down training on The Logistics Delivery van was purchased on rehab and exposures 8-15-18 and placed in Four members went to the ImageTrend Connect Conference, two members trained service on 3-1-19 and certified as Blue Card Incident Command Instructors A tilt-bed equipment Two members attended Haz Mat Live Fire training at TEEX in Texas trailer was purchased Fire Engineers cycled through Foam nozzle and Application Training on 10-2-18 and was placed in service on 1-20-19

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SFMD Credentialed Staff

SFMD Authorized Staffing FY18 SFMD Personnel Authorized Haz Dept. Director - Fire Shift BC Capt Eng FF Total Mat Paramedic 1

Asst. Director - Assistant Chief A 1 7 9 17 34 6 19 2

B 1 7 9 17 34 10 16 Operational 122

C 1 8 9 18 36 7 18 Fire Plans Examiner 1 40 5 6 1 6 18 1 9 Fire Inspector Total 8 28 28 58 122 24 62 1.5

Financial Management Analyst Senior 1

Financial Specialist 2

Administrative Specialist 1

Administrative Technician 2

Service Worker 1

Civilian Paramedic 9

Civilian EMT 9 Total 152.5

Personnel One Fire Marshal, and one Fire Inspector were hired. Two Firefighter’s were hired Eleven Paramedics were hired Eight Emergency Medical technicians were hired One Firefighter was promoted to Fire Captain Two Firefighter’s graduated from Hazmat School One Fire Inspector, one Fire Captain, and one Firefighter retired

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Community Relations

Community Events 2018

Trophy Softball Fire vs. Police Game on 04-28-18 Surprise SciTech Festival 04-21-18 Surprise Safety Day 05-05-18 Storm Spotter Class on 05-14-18 Blood Drive on Crisis Response 05-24-18 Community Chest Compression (CCC) Total volunteers: 65 Classes: 2 classes held Total Volunteer hours: 14,848 on 06-06-18 and CR Quarterly Training 07-27-18 $366.597.12 Total value of volunteer’s time: CR Training (Specific) Two new High School Interns began 09-11-18 0.55% Car Seat Tech Classes West-MEC Job Fair 6.65% 0.69% Weather Spotter Class 09-14-18 2.08% 0.35% 2.22% AEMS/EMS Classes Home Depot, Oct Safety Month, 200 CR Drivers Training kids Activity Event First Aid For Pets 10-6-18 27.03% 54.05% Weater Watcher Class Weather Watcher Class 10-30-18 Suicide Awareness Jennifer at Larry H. Cert Class Miller Car Seat Event Fire Extinguisher Training 12-8-18 0.28% IRIS USA Event 1.66% 4.44% 11-3-18 Veteran’s Day Parade 11-12-18 Surprise PD/Fire Softball Game 11-12-18 FH303 hosted 18 car seat clinics

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Investing in your Future

Public Safety Evidence & Readiness Center Fire Station 308 This joint Public Safety Evidence & Readiness Center Fire Station 308 will be an approximate 14,000 would dedicate 12,000 square feet of climate- square foot multi-bay facility that will house an controlled public safety storage space, to optimize Engine Company, Hazardous Materials efficiencies by providing tactical and emergency Response Team and future ambulance. Upon equipment storage at a single location for the Surprise completion of construction, this station will be Fire-Medical and Surprise Police Departments. staffed with three Captains, three Engineers, nine Firefighters and one support staff.

Permanent Fire Station 304 Land for Future Fire/PD Station & Park Fire Station 304 will allow the SFMD to increase service This project allows the city to secure 16 acres of land levels, as planned growth dictates, to maintain adequate for a future Fire Station, Police Sub Station, and response times. This 18,000 square foot permanent Community Park. The location for the future Police station will be designed with multiple bays to Department Substation/Fire Station and Park has accommodate an Engine, Ladder Company, Ambulance not yet been determined. and a Battalion Chief.

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Fire Station Locations and Classifications

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NNUAL REPORT 2018

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OFCITY SURPRISE A 12

Message from the Chief

I am pleased to present the Surprise Police Department’s 2018 Annual Report.

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

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

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

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

The subsequent pages are designed to communicate our organizational progress in 2018. I am confident that with the continued commitment of our employees, support from our public officials and city leaders, and the ongoing trust, confidence and assistance from our community, we will continue to make Surprise one of the safest cities in the nation.

Terry Young Chief of Police

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Surprise Police Department’s Vision and Mission

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Demographics/Staffing

City of Surprise

2015 2016 2017 2018

Population 130,449 132,971 134,915 138,161 Area (Square Miles) 107 107 108 108

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

Surprise Police Department

2015 2016 2017 2018

Sworn Employees - Authorized 136 146 148 149 Sworn Employees - Actual 132 138 142 140 Civilian Employees Authorized 53 56 54 55 Civilian Employees Actual 52 49 49 51 Number of Authorized Officers per 1,000 Population 1.04 1.10 1.10 1.08 Total Authorized Employees 189 202 202 204 Total Actual Employees 184 187 191 191

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2018 Crime in Surprise

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Surprise Police Department Beat Map

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Office of the Chief

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

Professional Standards Unit

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

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

The Surprise Police Department responded to 88,685 incidents in 2018, which resulted in 1,325 booking arrests and 1,047 cite and release arrests. Although the Department arrested a total of 2,372 individuals, there were only 77 instances were force was used in 2018.

The following table summarizes the 2018 calendar year and provides a comparison with 2014 - 2018.

Activity 2014 2015 2016 2017 2018 Divisional Investigations (Non-PSU) 49 64 41 81 51 Internal Investigations (PSU Investigated) 52 47 37 20 32 Performance Improvement Plan 0 1 0 3 6 Collision Review Board (number of collisions) 23 19 14 32 35 Complaints Concerning Discriminatory Practices 1 3 4 1 3 Use of Force Reviewed - 104 89 51 77 Pursuit Review - 5 5 2 6

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Special Assignment Unit (SAU)

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

Special Weapons and Tactics Team (SWAT)

The Surprise Police Department’s specially trained SWAT (special weapons and tactics) team, formerly identified as SAU (Special Assignments Unit), was formed in 1994 and continues to evolve and adapt to the needs of the department and the community. The team is comprised of personnel from across the department including Field Operations, Criminal Investigations, and Professional Development who take on this additional assignment in order to address high-risk situations which exceed the capabilities of first-responders. Personnel assigned to the team maintain 24 hour/day availability, train regularly and respond as requested. SWAT was deployed 7 times in 2018.

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The primary objective of SWAT is the protection of lives and to minimize the impact of a crisis to a community when a tactical response is necessary. Examples of the types of situations the team responds to are:

 Barricaded suspects  VIP protection details  Incidents involving weapons of  Counter sniper mass destruction or hazardous  Hostage situations materials  High Risk Arrests  High risk search warrants/arrests

The Surprise Police and Fire Departments are regional partners in the Phoenix Urban Area Security Initiative (UASI) program. The UASI program provides financial assistance to address the unique multi-discipline planning, organization, equipment, training, and exercise needs of high- threat, high-density urban areas, and to assist these areas in building and sustaining capabilities to prevent, protect against, mitigate, respond to, and recover from threats or acts of terrorism. The SWAT Team is the operational component from the Surprise Police Department and is actively involved in fulfilling the goals of the UASI program. As a result, the Surprise Police Department and the SWAT Team are recognized as a regional asset.

Tactical Emergency Medical Support (TEMS)

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

Crisis Negotiations Team (CNT)

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

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Critical Incident Stress Management Team (CISM)

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

Public Information Officer (PIO)

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

In review of 2018, the Police Department had two Sergeants trained to handle public information and act as the liaisons between the Department and the local media outlets.

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

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

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

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

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

On-call responsibilities are shared between the PIO Sergeant and the Crime Prevention Unit Sergeant. The on-duty or on-call PIO’s shall be responsible for disseminating information to the media (press releases) and answering media inquiries. When necessary, the on-duty or on-call PIO shall designate staff to conduct media on-camera interviews, standups and/or sound bites in lieu of the PIO.

In house video productions have continued to increase in quality and quantity. The PIO Sergeant currently runs two regular PSA series designed to educate residents on important topics. Traffic Tip Tuesday and the Animal Control Corner have been well received by our audiences and continue to draw in new subscribers.

Citizens Patrol Unit

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

Citizens Patrol volunteers act as extra eyes and ears for the Police Department. The volunteers help prevent and reduce crime through the observation and reporting of suspicious or possible criminal activities. The volunteers conduct vacation house checks, deliver internal city mail, direct traffic at accident scenes and are called out to assist with emergencies. The Citizens Patrol Unit currently has 56 volunteers.

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

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

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

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

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

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

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

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

Public Safety Car Seat Program- Citizen Patrol members volunteered 557 hours assisting with car seat clinics held in 2018. Volunteers conducted 366 safety seat instructions and installations.

Citizens Patrol volunteers donated 29,080 hours of service to the Police Department and the City of Surprise in 2018, performing vital services at minimal operational expenditures and no salary costs. The cost avoidance to the City was about $717,985.20.

Citizens Patrol Patrol Hours 10,142

Administrative & Direct Support Hours 1,951

Community Events & Special Detail Hours 14,892

Training 2,095

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Administrative Services Division

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

Records Unit

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

Type of Request 2018 Records Request Processed 8,129 Subpoenas Received & Processed 681 Citizens Assisted 5,080 Traffic Citations Entered 348 Uniform Crime Reporting Hours 619 Documents Scanned 77,331 Taser Video Request 674 Taser Video Processing Hours 1034

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Financial Management

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

Budget Year Budget Allotted

2018 Police Department Operating Budget $27,623,500

2017 Police Department Operating Budget $26,412,300 2016 Police Department Operating Budget $24,469,400

2017-2018 Grant Funds

During Fiscal Year 2017-2018, the Surprise Police Department actively sought and was awarded $923,789 in grant funding.

2017 Grant Funds

Dept. of Justice (COPS) $250,000 (2) Community Relations Officers

Governor’s Office of Highway Safety $40,000 DUI Enforcement/Overtime Grant

Governor’s Office of Highway Safety $7,500 Know Your Limit

Governor’s Office of Highway Safety $7,165 Drug Screening System

Governor’s Office of Highway Safety $4,000 Buckle Up AZ

Governor’s Office of Highway Safety $10,000 STEP Overtime

AZ Department of Homeland Security $50,000 SWAT Equipment & Training

AZ Department of Homeland Security $9,000 UASI Reallocation

VOCA: Victims of Crime Act $96,951 Support for Victims Advocacy Program

USDOJ - DEA Task Force $35,506 Drug Enforcement Agency Task Force

2017 FUNDING TOTAL $510,122

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2018 Grant Funds

Governor’s Office of Highway Safety $20,000 DUI Enforcement/Overtime

Governor’s Office of Highway Safety $9,700 Know Your Limit

Governor’s Office of Highway Safety $43,724 STEP Equipment

Governor’s Office of Highway Safety $20,250 STEP OT & Supplies

Governor’s Office of Highway Safety $8,800 Ped & Bike Enforcement & Training

Governor’s Office of Highway Safety $20,250 Ped & Bike Safety Enforcement

Governor’s Office of Highway Safety $15,483 Occupant Protection Enforcement

Governor’s Office of Highway Safety $20,000 DUI Abatement

Governor’s Office of Highway Safety $25,000 Ped & Bike Focus Education

Governor’s Office of Highway Safety $4,000 Buckle Up AZ

AZ Department of Homeland Security $60,000 SWAT Equipment & Training

VOCA: Victims of Crime Act $121,992 Support for Victims Advocacy Program

US Marshall Services $8,384 JLEO Task Force Overtime

USDOJ - DEA Task Force $36,084 Drug Enforcement Agency Task Force

2018 FUNDING TOTAL $413,667

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Communications Section

The Communications Unit (COM) is the primary point of contact, responsible for initiating the response of public safety resources in the City of Surprise for both emergency and non-emergency situations.

As these services are available on a 24/7 basis, the center employs 23 members to ensure we provide an appropriate and expeditious response for each situation. Team members are trained to provide high-quality customer service that is consistent, while also ensuring the safety of our citizens and responding public safety personnel.

On April 2, 2018, Public Safety Answering Points (PSAP) across the valley implemented Text-to-911 services. This emerging technology ensures emergency services are available to those with hearing or physical impairments or those in an emergency situation who could not otherwise effectively/safely call into a 911 center. As a result of our collective efforts, we were awarded the Desert Peaks Regional Partnership award.

Throughout the year, we explored and implemented various software, database access and/or equipment to improve the effectiveness of our day-to-day operations. Such items include, but were not limited to:

CARNAC Quality Assurance software 9-1-1 touch screens

To improve our community awareness and strengthen relationships, our team attended numerous city events to educate community members on the functions and general operations of a public safety communications center. It also afforded our team an opportunity to hear first-hand about the concerns and feedback our community members have to offer and how we can work to improve future interactions on behalf of the department. More importantly, it is an opportunity for the COM team to hear first-hand how appreciated they are by the community they serve.

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Property and Evidence Unit

The Property and Evidence Unit performs a wide variety of non-emergency support services such as processing, transporting, documenting, and storing evidence and property. Additional responsibilities include processing recordings, photographs, and requests for evidence from internal departments and police personnel, releasing property to appropriate individual(s) per City codes, destroying illegal weapons and narcotics, inspecting property room inventory and ensuring compliance with state and federal statutes regarding the storage, destruction and sale of property. In 2018, the Property and Evidence Unit processed and stored 10,110 items of property, released 1,883 items and disposed of 10,861 items.

Vehicle Impound Program

Law enforcement officials may impound a vehicle, subject to certain exceptions, if there is probable cause to arrest the driver for certain DUI offenses. The vehicle must be impounded for thirty (30) days; however, under certain circumstances, the owner may be able to get the vehicle back sooner, if the vehicle was stolen or the owner was driving the car at the time of impoundment and can prove his/her driving privilege had been reinstated. The law guarantees the owner of the impounded vehicle a post-storage hearing to contest the impoundment's validity. The vehicle owner is responsible for towing charges and storage fees. (The law caps the storage fee at $15 per day). The vehicle owner is also liable to the law enforcement agency for administrative fees of up to $150 (Ariz. Rev. Stat. §§28-3511–3515).

2018 Vehicle Impound Program

Total Impounds 694

Total Hearings Conducted 787

Total Vehicle Releases 648

Total Telephone Calls 4,829

Total Administrative Fees Collected $84,750

Total Administrative Fees Collected since February 2008 $1,155,840

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Community Relations Unit

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

Below is a summary of the Community Relations Unit’s activities/accomplishments for the 2018 calendar year:

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

 In 2017 the Community Relations Unit launched a new program aimed at our furry friends and their owners, Dog Walker Watch. This program is similar to Neighborhood Watch and encourages people walking their dogs to report suspicious behavior when they see it. A dog walker and their best friend are in the neighborhoods often and have a good grasp on who or what may not look right in the neighborhood and are encouraged to call police when they observe something out of the ordinary. In 2018 we have continued to promote this program as a way to combat neighborhood issues.

 The “Lock it or Lose it” campaign has remained one of the Community Relations Unit’s primary focuses.

 The Crime Free Multi Housing program has continued to encourage positive partnerships between community managers and the Surprise Police Department.

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

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

 The Community Relations unit has managed the Med-Return drug takeback program. During calendar year 2018 the unit collected 1,310 lbs. of medications for destruction.

 The Community Relations Unit regularly attends Homeowners Association meetings.

 The unit maintains an active presence on the social media site Nextdoor.com on behalf of the Surprise Police Department. Nextdoor initially added access to over 3,000 citizens and has since grown to more than 22,000 citizens. This website continues to be an effective venue for communicating with community members.

 The unit participated in 122 community events during the calendar year. Events include but are not limited to: GAIN Night, Fiesta Grande, police station tours, and community block parties

 School Resource Officers – In keeping with the Surprise Police Department’s commitment to develop and perpetuate programs designed to prevent and control juvenile delinquency, the School Resource Officers continue to promote positive relationships between the Police Department and young adults within the community. There is one School Resource Officer assigned to each of the three Dysart School District High Schools in Surprise. During 2018, the Resource Officers began developing a Juvenile Diversion Program aimed at keeping juvenile offenders out of the justice system but still holding them accountable for their actions. This program allows offenders to enter the program for select offenses, makes them accountable for their actions, while keeping them out of the court system and the offense off the offender’s record.

 Explorer Post #2236

o In June 2018, the Post competed in the National Law Enforcement Explorer Competition held in West Lafayette, Indiana. Designed to be physically and mentally demanding, various law enforcement agencies from around the country participated in this competition. Events are designed to test the strengths and limitations of a person's intelligence, personality, demeanor, professionalism, and physical abilities, as well as their dedication and conviction to the Explorer Program. Explorers are given the opportunity to test their skills in real life situations including: Traffic Stops, Building Searches, Use of Force, Crime Scene Investigation, Crisis Negotiations and Active Shooter, just to name a few. The entire Explorer Post did an amazing job during the competition, with one team member placing 3rd in the “Police Bike” course and one of the Explorer Post Teams placing 4th in “Emergency First Aid.”

o Explorer Post #2236 donated over 4000 hours of volunteer services to the City of Surprise during calendar year 2018.

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Criminal Investigations Division (CID)

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

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

Property Crimes Unit

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

Currently, the unit is staffed by one sergeant and six detectives. The detectives are divided into specific areas of investigation: five detectives are assigned to burglary and theft cases, and one detective assigned to fraud and identity theft investigations. The unit supervisor also oversees a police officer assigned as the court and county attorney liaison, and a civilian crime analyst.

The Property Crimes Unit investigated 901 cases in 2018.

Violent Crimes Unit

The Violent Crimes Unit (VCU) is comprised of one sergeant and four detectives. The Units primary objective is to assist and continue investigations generated by the field operations division and see them through to prosecution.

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

In addition to sworn detectives, this unit also contains:  Crime Scene Specialist: This civilian employee is responsible for, but not limited to, processing and collecting evidence from crime scenes, scene and evidence photography, and comparing latent prints taken by Field Operations to assist with identifying suspects. This position was vacant the last three months of the year when the specialist left the department to seek career advancement elsewhere.

The Violent Crimes Unit investigated 419 cases in 2018, and closed 495 cases during the year.

Special Investigations Unit

The Special Investigations Unit (SIU) Investigators specialize in the investigation of Sex Assaults, all Crimes Against Children, forensic interviews, Department of Child Safety referrals, and the Sex Offender Notification Program. The unit consists of one sergeant, five sex crimes detectives, and one civilian computer forensics investigator. In 2018, the unit gained a detective position dedicated to the Sex Offender Notification Program.

The Special Investigations Unit investigated 273 cases in 2018 relating to sexual offenses and crimes against children. In 2018, the computer forensics investigator handled 62 investigations, 15 computers, 109 smart phones, and 22 other electronic devices were forensically examined resulting in 11,708 gigabytes processed.

Neighborhood Response Unit (NRU)

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

The unit is comprised of one (1) sergeant and four (4) detectives who are responsible for providing support to investigative services for Field Operations Units, as well as the Criminal Investigations Units. Members of the NRU specialize in the investigation of burglaries, automobile thefts, illegal drug use/sales and felony property thefts. These issues, while considered to be street-level, oftentimes have many suspects involved and patterns of criminality among the participants that require extensive investigative resources and intelligence gathering. Also assigned to NRU are two (2) taskforce officers, who are assigned to joint operations with the U.S. Marshal’s Office and the Drug Enforcement Administration (DEA).

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Victim Assistance Unit

The Surprise Police Department Victim Assistance Unit (VAU) provides a continuum of services to support victims of crime and encourage and empower victims to exercise their rights. The Victim Assistance Unit focuses on the needs of the victim, while advocating for their constitutional rights. The advocates serve as a liaison between the victims, patrol officers, detectives and prosecutor’s office. VAU was awarded a Federal VOCA grant in the amount of $368,236 for three years from October 1, 2017 through September 30, 2020. This award funds 85% of the victim advocate coordinator and part time victim advocate’s salary; training for advocates; the purchase of two laptops, and the monthly fees for two cell phones designated for advocates. The VAU has five volunteer advocates who selflessly donated 1,696 hours assisting crime victims. They assisted with obtaining 17 Orders of Protection and Injunctions Prohibiting Harassment, 62 court accompaniments, transported 14 victims to forensic interviews and medical examinations and provided 194 community members with walk-in services.

In 2018, the Victim Assistance Unit received 923 cases in the following areas.

Cases Received Direct Services Provided

Assault 268 182 Domestic Violence 495 434 Child Abuse 5 5 Child Molest 16 15 Court Order Violation (DV) 46 40 Homicide 8 6 Threatening/Harassment 22 14 Sexual Assault 18 17 Robbery 25 23 Indecent Exposure 4 4 Child Neglect 0 0 Death Investigations 16 16 Totals 923 756

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Crime Analysis Unit

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

Field Operations Division (FOD)

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

Field Operations Programs

 DUI Enforcement – The Governor’s Office of Highway Safety (GOHS) provided grant funding to Surprise for DUI enforcement campaigns and provided grant funding for a new DUI van. Surprise officers participated in 26 DUI Task Forces and hosted 3 enforcement campaigns. Other activities included attending the State Fair to educate on the dangers of driving impaired and conducting a “Know your limit campaign” at Spring Training baseball games, where fans were provided the opportunity to blow into a portable breath test to educate them on levels of impairment.

 Training – The Surprise Police Department partnered with the Governor’s Office of Highway Safety (GOHS) to host a Horizontal Gaze Nystagmus (HGN) and “wet” workshop. Several other law enforcement agencies sent HGN students to this training, which was hosted in the Surprise Public Safety Building.

 Child Safety Seat – Participated in two 40-hour child seat safety installations certification courses; 35 individuals received their installation certification to provide child safety seat installation training to others.

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 School Liaison Officer Program – The School Liaison Officer Program provides a liaison officer to all the elementary schools within the jurisdiction of the City of Surprise. The program was established to build positive partnerships with school administration and staff and to enhance communication and police visibility on school campuses. Officers are assigned to schools within their designated beats based on their scheduled hours. The officers meet with school administrative staff weekly in order to be visible to staff, students, and parents. The officers interact with staff and students during lunch periods, recess, and at the start or end of school to build relationships between the youth and officers. Officers document concerns from their contacts and communicate the information to their beat team sergeant.

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

 Reserve Officer Program – The Surprise Police Department’s Reserve Officer Program, in addition to bolstering general staffing needs, helps facilitate the transference of institutional knowledge and expertise. Reserve officers fill vital roles within the Department within the Field Operations Division, the Criminal Investigations Division, and the Training Unit. The Department currently has one Reserve Police Officer and is looking to grow the program. Reserve officers are uncompensated, fully sworn police officers and are required to work a minimum of twenty hours per month.

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

Support Services Unit

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

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

The Traffic Enforcement Officers attended the following training during 2018. o The motors attended the AZGOHS Conference o Traffic Incident Management Train-the-Trainer School o Motorcycle Crash Investigations School – Level 2 o Hosted an SFST/HGN School o Pedestrian/Bicycle Collision Reconstruction School – Level 2 o Crash Reconstruction I & II o Commercial Motor Vehicle Crash Reconstruction School

 Animal Control Officers – To provide our citizens courteous, professional, and effective animal control services the Surprise Police Department has trained and experienced Animal Control Officers. The services provided by the Animal Control Officers include: the capturing and impounding of animals, issuance of citations related to animal related crimes, response to animal bite calls and the quarantine of bite animals, and the investigation of animal cruelty cases.

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

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

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Professional Development Division

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

Policy and Accreditation Unit

As part of the commitment to maintaining the highest standards of professionalism and providing the community with exceptional police services, the Surprise Police Department has voluntarily participated in the law enforcement accreditation process since 2007. The Department is one of just under 1,000 law enforcement agencies in the United States that are currently accredited by the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA®).

Agencies achieve accredited status after participating in a 48-month process that involves a commitment of personnel and other resources. During this period, all aspects of the agency’s policies, procedures, management, operations, and support services undergo a comprehensive examination to determine compliance with more than 400 standards. In addition, each agency conducts a detailed self-assessment and participates in an on-site review by a team of outside CALEA Assessors composed of experienced law enforcement professionals. The local community is also invited to participate in the process and given an opportunity to provide their comments and observations during the public information session.

The Surprise Police Department received their initial accreditation on November 17, 2007, and received two subsequent reaccreditations in November of 2010 and 2013. An on-site assessment was conducted of the Surprise Police Department by CALEA Assessors on August 8-11, 2016, and once again the Department successfully completed the multi-year process designed to recognize professionalism in law enforcement. The Department was recognized for their third reaccreditation (fourth overall accreditation) which was awarded on November 5, 2016, in Charleston, South Carolina.

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Some of the benefits that law enforcement agencies receive as a result of their accredited status with CALEA include:

 Validation that policies comply with professionally developed law enforcement standards,  Scheduled review process for policies to ensure SPD continues to employ and develop progressive policies that reflect best practices in law enforcement,  Promotion of fair recruitment, selection, and promotional processes,  Enhanced administrative and operational efficiency and effectiveness,  Compilation of efficient reports, analyses, inspections, and audits to make informed management decisions,  Higher level of accountability by Department members at all levels,  Reduction of liability and risk exposure, and  Greater public trust and confidence in the agency and its members.

The CALEA Accreditation Process has proven to be of great benefit to both the agency and the community. It requires that the agency conform to procedures that are consistent with internationally recognized, progressive law enforcement standards. This is the foundation for competent, responsible, and ethical service to the public. It also requires the agency to take a thorough, introspective look at its mission, objectives, and operation. This results in a process of continual evaluation that allows the agency to revise its strategic plan in order to respond to the needs of an ever-changing community. Accreditation is a key component in any law enforcement agency’s ability to perform in the present and plan for the future, and it has proven to be an effective and innovative management model. Because “We are YOUR Police,” the men and women of the Surprise Police Department are committed to maintaining the highest standards of professionalism in law enforcement and providing the community with exceptional police services.

In October 2018, the Department underwent its second annual review by CALEA since the Department’s reaccreditation in 2016. The CALEA annual reviews are conducted remotely and are intended to keep agencies on track between on-site assessments by a review of about 25 percent of the Department’s CALEA files each year. With successful completion of the first and second year reviews, the Surprise Police Department looks forward to the third year review during the last quarter of 2019.

The Policy and Accreditation Unit, in conjunction with Professional Standards, coordinated and/or conducted 30 audits/inspections during 2018. The audits/inspections were mandated by CALEA and/or policy. The following is a summary:

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

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Department policies are constantly evolving, and 2018 was a busy policy development year. The Policy and Accreditation Unit coordinated the review of 55 polices, and at any one time during the year more than 25 policies were under development or revision. The unit revised and published 19 policies during 2018, with significant revisions made to the following policies:

 Use of Force policy underwent a comprehensive reorganization and revision to include new practices such as de-escalation techniques  Off Duty/Secondary Employment revised to include restrictions on the number of hours worked and account for upgrades to Telestaff  Social Media policy was revised to bring it up to date with current practices  Operation of City/Department-Owned Vehicles was reorganized and revised  Sex Offender Notification policy was revised to reflect new procedures  Computer/data-related policies were revised to be consistent with City policies

Recruitment and Hiring Unit

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

2018 Recruitment Review Position Applicants Hired Police Lieutenant 1 1 Police Sergeant 12 2 Police Officer 37 3 Police Officer Recruit 927 6 Police CSO (Park Ranger) 402 1 Public Safety Communications Officer 312 7 Police Crime & Traffic Analyst 2 1 Police Transportation Officer 189 2 Police Records Technician - Lead 1 1 Police Records Technician 479 3 Police Animal Control Officer 178 1

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Recruitment is not the responsibility of any one person or unit. Every member of the Surprise Police Department is an ambassador of our organization, or our brand. Anecdotal evidence indicates we are successful in this regard as applicant consistently attribute their choosing of the Surprise Police Department whole or at least in part, to the professionalism and positive encounters they have had with our members. While effective, traditional efforts are also a part of our comprehensive recruitment effort. These include, but not limited to, participation in job fairs and community events and the use of print, social and electronic media. Recruitment events attended by the Recruitment Unit in 2018 include:

1/18 – LAFB Transition Assist. Program 8/18 – Brookline College Job Fair

1/18 – Fort Hood, TX Mega-Job Fair 9/18 – South Mountain Community College Job Fair 4/18 – Job Fair, Tempe Market Place 9/18 – West-Mec, Surprise Job Fair 6/18 – LAFB Transition Assist. Program 10/18 – LAFB Annual Job Fair

Recruitment information and postings for positions open to external applicants were shared with and posted by the following:

Arizona League of Cities & Towns NAWLEE

AZPOST La Prensa Hispana

CALEA PoliceOne.com

AACOP Indeed.com

ABLE GovernmentJobs.com

NOBLE Police Department Facebook & Twitter

NLPOA Fort Hood Sentinel

IAWP

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Training Unit

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

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

With a focus on fundamentals, the Department’s Training Unit worked diligently in 2018 to exceed standards by providing exceptional training. Best practices and progressive techniques were evaluated, included, and standards were consistently exceeded in the pursuit of mastery. Once developed and approved, the training calendar for the Department was implemented. Ensuring required AZPOST training hours, CALEA standards and policy requirements were met established a baseline. Current trends, lesson learned, areas identified through incident reviews and requested subject matter were evaluated and used in further determining the substance of the plan.

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FY2018

The training plan for 2018 was developed and implemented with a focus on mission achievement, risk management, employee safety, development and satisfaction. The goals and outcomes are listed.

 Increase annual training hours to 40-hours/year Mission Achievement  In addition to training delivered via Target Solutions, sworn personnel would likely have attended 40-50 hours of training. This/these number(s) contrast sharply with those reported above as those are strictly AZPOST credit hours Training and  Increase officer resiliency through annual Recruitment training in the areas of stress management, Employee Safety, physical fitness and mindset Risk Development, Management  and Mindset was addressed during AOT Satisfaction training evolutions relative to situational awareness and mission focus. Members of the department attended mental health and stress management-related training (e.g., Mental Health First-Aid, First Responder Health/Wellness Conference) provided by external sources. The annual “Benefit Physical Fitness Test” was also conducted with 37 members participating  Equip officers with tools, technology, tactics, and techniques to meet our organizational vision while increasing safety and reducing risk  16 members attended the 40-hour CIT training  Basic and Advanced Rifle and Shotgun classes were held  Implement progressive and contextual based training  AOT training focused on mass casualty threat response and included force-on- force, and command/control functions  Increase mastery of core policing principles, practices, and skills  Members throughout the department attended a variety of courses covering core policing principles, practices and skills (e.g., Annual GOHS conference, Global Leadership Summit, NTOA Annual Conference, Annual ABLE Conference)  Provide officers training opportunities for career enhancement  Members throughout the Department attended and were provided career enhancement training opportunities including, but not limited to: Police Supervision, Reid Interview and Interrogation, Advanced Forensic Interviewing, CPTED, Patrol Response to Suspicious Death and Homicide, Basic FTO School, Annual NTOA Crisis Negotiations Conference

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Awards & Recognition

Each year, the Police Department recognizes employees and volunteers for extraordinary acts of bravery and professionalism during a police awards ceremony. The awards program also allows the Department to recognize citizens who have gone above and beyond in assisting the Police Department achieve its mission and goals while improving the quality of life for all Surprise residents.

The listed members of Your Police Department earned the following distinctions for 2018.

OFFICER OF THE YEAR Officer Corbin Claxton

DETECTIVE OF THE YEAR Detective Lucas Jensen

ROOKIE OF THE YEAR Officer Dillon Bleicher

SUPERVISOR OF THE YEAR Sergeant Michael Robbins

CIVILIAN EMPLOYEE OF THE YEAR Erin Rivera

VOLUNTEER OF THE YEAR Barbara Jones

CITIZEN PATROL MEMBER OF THE YEAR Marylene Cayron

LIFESAVING AWARD UNIT CITATION Officer Gerald Graziosi Sergeant Michael Robbins Officer Fredrick Cuthbertson Officer Leonard Collins Officer Joshua Bucur Officer Richard Malone Officer William Bisson Officer Drew Persha Officer Shawna Ebey Officer Steven Shernicoff Officer Tyler Johnson Sergeant Garrick Boxberger

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Introduction

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

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

Department Head Needs Assessment

All department heads were interviewed to learn their key needs with regard to their understanding, preparedness, training, response and recovery associated with unplanned events, emergencies and disasters.

Emergency Operations Plan Assessment

The city Emergency Operations Plan (EOP) was reviewed, and is now being entered into the Maricopa County Department of Emergency Management’s (MCDEM) software program known as BoldPlanning. Data entry into the software program will facilitated that ability to make minor changes to the plan reflecting the addition of the Emergency Manager position within the City structure. The addition of the EOP to BoldPlanning allows MCDEM to view

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and support the city’s EOP in the case of emergencies, and will allow the Emergency Manager to more easily build Continuity of Operations Plans (COOP’S) in the near future.

Continuity of Operations Planning (COOP)

The Emergency Manager, along with key staff from the Sports & Tourism, Information Technology, Police, Fire-Medical, and Water Departments have begun the creation of COOPs for their respective departments. COOPs address the identification of mission-critical operations within individual departments, and how these critical operations will continue under a broad range of all-hazards circumstances.

Emergency Operations Center (EOC) Assessment

In light of a new Emergency Operations Plan, a review and assessment of the Emergency Operations Center as well as a revision of the EOC Operations Manuals is underway. The assessment includes computer capabilities, software support, and position-specific supplies and directions. Once updated, the EOC will be capable of facilitating the management of a major event.

Assessment of National Incident Management System (NIMS) Training for City Staff

In order to comply with the Inter-Governmental Agreements (IGA’s) with Maricopa County Department of Emergency Management, and in compliance with various accreditation requirements, as well as in preparation for an incident in which the city may need to apply for disaster reimbursement, an assessment of NIMS training capabilities is underway. In addition to basic Incident Command System coursework for all employees, the City is in the process of pursuing incident management position specific training to build capabilities in the Command and General Staff areas in order to better manage significant events.

2 | 2019 ANNUAL REPORT 59

City Safe Mail Handling Strategies

An assessment of current mail handling procedures took place in the City’s primary mailroom. Working with the Police and Fire-Medical Departments, and in cooperation with the City Safety Committee, training will be provided to all city staff who could potentially come into contact with mail and other packages that require screening and/or could pose a threat. In-Progress

• National Weather Service StormReady Certification • Monsoon Season Storm Team • June Monsoon Season Kick off in cooperation with Marketing & Communications • Two Additional Sports Related Training for Sports & Tourism Department • Supporting MCDEM in hosting FEMA courses in: Mass Casualty Response, Recovery from Disaster: Local Government Role, Warning Systems, and Flood Planning and Evacuation • Identification of a communications portal for use with all city employees • Improve radio interoperability with Police Department, Fire-Medical Department, and Public Works • Emergency Operations Center Orientation, Training, and Exercise • Assessments on Critical Infrastructure and Key Resources in City of Surprise • Parking Garage Security and Accessibility • Evacuation Plans • Mail Screening • Security Camera access in EOP • ID Threats and Hazards • Meet with EOC Luke AFB to discuss response plans to off-airfield airplane crashes

3 | 2019 ANNUAL REPORT 60

1 | 2018 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 2018 61

Introduction

Community Development provides a wide range of services to our customers and residents through the following six divisions:

• Development Services • Planning • Transportation Planning • Real Estate • Building Safety • Code Enforcement

Some of those services include

• Coordinating all design review and land entitlements • Ensuring developers are providing transportation solutions as the city develops • Making certain construction meets the latest building codes • Striving to keep the community of Surprise safe, healthy, and viable.

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Achievements

In addition to a robust year for development, Community Development had several other notable accomplishments.

• Completed all entitlements and design review for multi-family project on the Original Town Site in conjunction with Maricopa County Housing Authority (Construction estimated to be complete late spring 2020)

• Bullard Avenue Multimodal Corridor Enhancement Project completed February 2018

• Initiated Transit Feasibility Study to include Transit Oriented Development Overlay

• Draft of Planning and Engineering Design Guidelines completed

• Draft of 2018 IBC and IRC local amendments completed

With respect to development there were notable Planning and Zoning and Mayor and Council entitlement approvals.

• Colonnade Assisted Living/Memory Care • Southwest Kidney Institute and Dialysis Center • Highland Prep Charter School • Dollar General • West Mec Northwest Camus Phase II,IIIA, IV • Ottawa University Campus Expansion • Seattle Tacoma Box Company • Abrazo Micro-Hospital

Additionally, numerous notable project completed construction in 2018.

• Champs Family Automotive • In-N-Out Burger • Planet Fitness • Café Rio Mexican Grill • Ottawa University Stadium Complex • Starbucks

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Performance Measures Planning Division

Project Coordinator Summary 300 268 252 250

200 187

147 149 150 118 99 100 89 82

0 Design Review Cases Received & Design Review Resubmittals Received Projects Closed Out Routed & Routed

2018 2017 2016 2015*… 2014*…

Project Coordinators are critical to the Planning process. Every entitlement project that comes into the city is assigned to a Project Coordinator and they are the single point of contact for that customer. Since data was collected in 2016 both new cases and resubmittals have been on the rise. In 2018 new submittals were up 58% from 2016 when data was first collected.

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Development Services

Commercial 300 275 New Construction 264 250

200 194 166 166 150

100

0 2018 2017 2016 2015 2014 Although new commercial construction in 2018 was down from a five year high, it was still consistent with 2017. 2018 and 2017 showed a marked increase over the previous three years.

Commercial New Construction $160,000,000 $140,000,000 $134,915,466 $133,907,189 $120,000,000 $95,291,650 $100,000,000 $87,058,865 $80,000,000 $60,000,000 $53,732,602 $40,000,000 $20,000,000 $- 2018 2017 2016 2015 2014

In terms of valuation of new construction, 2018 did represent a five year high of $134,915,499.

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Commercial Tenant Improvements 250

200 193 170

150 142 121 107 100

0 2018 2017 2016 2015 2014

Commercial Tenant Improvements

$70,000,000.00 $62,219,732 $58,504,117 $60,000,000.00 $52,272,546 $50,000,000.00

$40,000,000.00

$30,000,000.00 $18,900,475 $20,000,000.00 $14,567,383 $10,000,000.00

$0.00 2018 2017 2016 2015 2014

Commercial tenant improvements hit five year highs both in permit numbers and valuations. Tenant improvement permits have increased by at least 13% for each of the last five years.

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Single Family Residential Permits 1,400 1,315

1,200

1,000 819 800

600 527 537

400 321

200

- 2018 2017 2016 2015 2014

Single family residential (SFR) permits also hit a five year high. In fact they are the highest numbers in the last 10 years. SFRs have increased by 53 and 60 percent the last two years respectively.

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Building Safety

Plan Review Total Reviews 16,000 13,953 14,000 11,871 12,000 11,582 11,400

10,000

8,000 7,076

6,000

4,000

2,000

- 2018 2017 2016 2015 2014 With the increase in both commercial and residential permits, Plan Review activity has also increased. The five year high of 13,953 was in 2017. However Plan Review has completed over 11,000 reviews each of the last four years.

Plan Review Early Or On Time Percentage 99.90%

99.80% 99.76% 99.77%

99.70% 99.63% 99.60%

99.50% 99.41% 99.40% 99.33% 99.30%

99.20%

99.10% 2018 2017 2016 2015 2014

Despite the increase in volume, Plan Review continues to complete review on time or early. Averaging over 99.58% of all reviews being completed on time or early in the last five years.

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Total Building Inspections 35,000

30,482 30,000 27,475

25,000

19,893 20,000 19,210

14,978 15,000

10,000

5,000

- 2018 2017 2016 2015 2014 Building inspections increased by 28% in 2015, and 38% in 2017. In 2018, they increased an additional 11% to a 10 year high of 30,482.

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Code Enforcement

Code Enforcement Cases Opened 6,000

4,973 5,000 4,882 4,917

3,978 4,000 3,767

3,000

2,000

1,000

- 2018 2017 2016 2015 2014 Code Enforcement activity in the form of cases opened remains consistent. Although there was slight drop in 2016 and 2017, that was mostly attributable to staff turnover.

Since housing starts have increase and so far are maintaining those new levels, it will be expected the Code Enforcement activity will also increase.

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Budget Expenses: Budget vs. Actual Expenses

2018 Budget vs Expense $5,200,000 $5,027,250 $5,000,000 $4,800,000 $4,600,000 $4,402,823 $4,400,000 $4,200,000 $4,000,000 Budget Expense Community Development was able to manage expenses to come in under the budgeted amount for all expenses by 13% for 2018. Revenue: Budget vs. Actual Revenue 2018 Revenue $9,000,000 $8,532,976 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,683,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

Revised Budget Actuals

Actual revenue for 2018 exceeded the projected budget by 82% in 2018, largely due to the significant increase in construction activity.

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Looking Forward

In 2019 Community Development looks forward to presenting the Land Development Ordinance to the Surprise City Council for their consideration. We also hope to bring forward the 2018 International Building Codes and their local amendments. The Planning Division will initiate the process for the Surprise City Council to consider a Major General Plan Amendment to update the Transportation and Growth elements. The Code Enforcement Division will finalize a draft for a Neighborhood Preservation Ordinance.

Major projects that are expected to finish in 2019 will include the facilities at Ottawa University including the Student Housing, Student Union, and the Recreation Complex. Other projects include Seattle Tacoma Box Company, LA Fitness, Parkwood Independent Living, and EOS Fitness.

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8 8 ANNUAL REPORT 201

1 | 2018 ANNUAL REPORT CITY OF SURPRISE 73

Department Mission

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

Department Highlights Awards

The CRS Department received two awards at the 24th Annual APS Arizona Talent in Events Concepts Award Competition (AzTEC). The Department won: • Gold in Best New Element for Sunday in the Park Food Truck Festival • Silver in Best Food or Beverage Element for Sunday in the Park Food Truck Festival

The CRS Department won the Outstanding Program-Adaptive Program Award from the Arizona Parks and Recreation Association for the Spring Training Sports Clinics offered in partnership with the Royals and Rangers.

Mark Coronado Park & Mark Coronado Way

To honor the former Community & Recreation Services Director, Mark Coronado, and recognize his many contributions to the Department and the City, the City officially renamed the 8 Acres Park to Mark Coronado Park. In addition, Bullard Avenue in front of the Surprise Recreation Campus was renamed Mark Coronado Way. Mark was also inducted into the Surprise Recreation Campus Hall of Fame during the Royals/Rangers game on March 17, 2018.

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Program Highlights Adaptive Programs

The 12th Annual Adaptive Holiday Tree Decorating Event was held at Dream Catcher Park on December 14 with approximately 600 in attendance.

The Buddy Sports program continued with sports being offered in football, basketball, tennis, soccer, baseball and bowling. This year Buddy cheer was added to the Buddy Sports programs. Ottawa University Football also partnered with Buddy Flag Football to host a 4-week program.

Aquatic Programs

Over 350 swim lessons were offered over the past year with approximately 2,200 participants. The Surprise Firefighter Charities generously donated $6,300 to provide beginner level swim lessons for Surprise Youth. The donation allowed for approximately 250 youth to receive free learn to swim lessons.

Approximately 42,000 visited the pools for open swim during the summer months.

The USA Swim Team, Surprise Storm, averaged 100 year-round athletes and competed in 19 meets throughout the year. The team had 43 regional qualifiers, 14 state qualifiers and one state champion in the 13-14 year old 50 yard freestyle. Library Services

The Northwest Regional Library had approximately 438,000 visitors and the Hollyhock Library had approximately 8,000 visitors during the year.

The Friends of the Surprise Libraries donated $15,000 to extend the hours at Hollyhock Library. The donation allows the library be open on Saturdays from 11am-5pm.

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Recreation Camps and Tot Time

Licensed summer camps were offered at Countryside Recreation Center for grades 1-4 and Sierra Montana Recreation Center for grades 5-8. Participants remained busy with plenty of activities as well as several fun-filled field trips to water parks, laser tag, bowling, movies and much more.

Spring, winter, and fall break camps were offered during the extended school breaks at the recreation centers. During the Arizona Educators walk out in May, CRS offered daycare for those parents in need of daycare during the school closures.

The Tot Time program for Pre-K children continued at Countryside and Sierra Montana Recreation Centers during the school year. The programs remained filled to capacity throughout the year. Daily activities included crafts, educational centers, gym time, field trips and more.

Special Interest Classes and Special Programs

Approximately 900 Special Interest Classes were offered over the past year with over 4,500 in attendance. New classes included Folklorico Traditional Dance, Surprise Cheer Squad and Pet CPR.

The Department partnered once again with the Junior Golf Association of Arizona to offer the Itty Bitty Golf Clinic and mini tournament on January 13. Participants received golf tips from a PGA professional and had the opportunity to work on their skills. Approximately 135 were in attendance.

The Surprise Talent Show was held on May 12 at the Valley Vista High School Performing Arts Center. There were 27 performers and approximately 140 in attendance.

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Teen Programs

The Teen Haunted Hay Maze partnered with Public Safety and Surprise Youth Council to be a part of GAIN Night at Mark Coronado Park on October 27. Approximately 4,000 individuals went through the maze.

The Teen Division began a partnership with City of Peoria and City of Phoenix to offer turnaround trips for teens that were more affordable. The first trip was to the Grand Canyon on October 13.

Teen events held throughout the year included an archery tag tournament, laser tag tournament and neon dodgeball tournament

Tennis

The Surprise Tennis & Racquet Complex had an eventful year with several tournaments in addition to the daily tennis leagues, drop-in programs, lessons, camps, pickleball, racquetball, paddleball and other programs offered throughout the year.

Over 75 local children participated in the Annual Pro Circuit Kids vs. Pros Clinic in February at the Pro Circuit Tournament at the Surprise Tennis & Racquet Center.

The 11th Annual Surprise Summer Lights Tennis Tournament was held July 25-29 at the Surprise Tennis and Racquet Complex. 130 players of all ages participated in this USTA sanctioned event that is played under the lights at the tennis complex.

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Youth & Adult Sports

Approximately 12,000 youth participated in the recreational and competitive sports leagues offered over the past year.

Approximately 7,300 youth and adults attended the Open Gym programs at the Countryside Recreation Center and Villanueva Recreation Center.

Approximately 4,600 adults participated in adult sports programs offered over the past year.

Over 1,500 youth coaches volunteered their time to assist with the youth sports program.

The 16th annual Cal Ripken Day was held on March 24 during the Rangers game. Close to 2,000 athletes and volunteer coaches from the Department’s T-Ball, Baseball, Softball and Bambino Buddy Ball program had the opportunity to participate in the on-field festivities and enjoy the game.

Over 1,800 players and their families and coaches participated in the annual Family Fun Day for Youth Soccer and Flag Football on October 27.

Special Events Eggstravaganza

Eggstravaganza took place on March 31 at the Surprise Recreation Campus. The event featured egg hunts for all ages, clowns, vendor booths, inflatables, and games along with visits from Mr. & Mrs. Bunny. Approximately 14,000 people attended the event. The Adaptive Program also hosted an egg hunt at Dream Catcher Park with approximately 275 in attendance.

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35th Annual 4th of July Celebration

The 4th of July event was held at the Surprise Recreation Campus and included a baseball game, entertainment and fireworks. Over 20,000 participated in the festivities. The 4th of July Pool Party at Surprise Aquatic Center also hit capacity with 405 people in attendance. Participants enjoyed slide races, relays, games and more. The Moving Wall Vietnam Memorial

On July 5-9, the CRS Department assisted in hosting The Moving Wall Vietnam Memorial at Mark Coronado Park. The memorial was open 24 hours for viewing with a Welcome Ceremony on July 6 and a Closing Ceremony on July 9. Several volunteers and volunteer groups assisted to make this event a reality. Approximately 4,500 visitors came out to pay their respects to the men and women listed on the memorial. Surprise Fiesta Grande

Unfortunately due to inclement weather, the annual Fiesta Grande that was scheduled for October 13 was cancelled. Veterans Day Parade

The Veterans Day Parade was held on November 12 with 96 entries and approximately 8,000 in attendance. In addition, approximately 400 attended the pancake breakfast prior to the parade. Sundays in the Park Food Truck Festivals

The Sundays in the Park Food Truck Festivals continued through 2018 with eight monthly events. Inflatables and lawn games were also added to make it a fun family event. Events averaged approximately 7,000 in attendance.

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Surprise Party

The 17th Annual Surprise Party was held on November 30 and December 1. There were approximately 21,000 in attendance over the 2 day event. The event featured a balloon glow, fireworks, skydivers, car show, camel rides, SIC class performances, petting zoo, BMX performers, zip line and new this year was an artificial ice skating rink. This year staff also extended Santa’s Workshop to include three additional days for families to enjoy arts and crafts, cookies and milk and visits with Santa. There were approximately 700 in attendance over the course of the three extended dates.

Parks & Campus Maintenance

Parks and Campus Maintenance staff remained busy throughout the year supporting parks, recreation programs, facilities and Campus activities. The utilization of the facilities by Ottawa University and supporting new tournaments brought in by Sports & Tourism have also been added to staff responsibilities.

Campus Staff Hours Parks Staff Hours 990 449 1,526 1,293 1,769 259 1,479

10,075 11,009

Mowing Field Preps Tree Trimming Edging Fields Mowing Field Preps Paint Field Lines Tree Trimming Shrub Trimming

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Capital Projects and Asset Replacement

Project Status New Pickleball Courts at Community Park with Shade and Bleachers Completed

New shade structures at Dick McComb Park for playground, dog Completed park and softball complex

Replacement Irrigation Pump for the Surprise Recreation Campus Completed

Replacement Gym Flooring at Villanueva Recreation Center Completed

Tennis Court Resurfacing at Surprise Tennis & Racquet Complex Completed

Replacement helmet and bat racks and backstop resurfacing for Completed Major & Minor League Fields

Painting of Dream Catcher Park facility & field resurfacing Completed Pickleball Court resurfacing of original courts Completed

Windscreen Replacement for Major & Minor League Fields Completed

Playground resurfacing at Community Park Completed

Tree replacement at various parks Completed

Field renovation at the Youth Baseball Complex Completed

Asante Library In Progress

Lights at Dick McComb Dog Park In Progress

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Participation Data

Recreation Program Participants 2018 2017

Adaptive Recreation

Aquatics Programs

Special Interest Classes

Teen Programs

Tennis & Pickleball Programs*

Youth & Adult Sports/Open Gym

Youth Camps, Tot Time & Special Programs

0 10,000 20,000 30,000 40,000 50,000 60,000 *2017 Tennis numbers include Tournaments that are now in Sports & Tourism

Special Event Attendees 2018 2017

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

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

**Surprise Fiesta Grande was rained out in 2018.

10 | 2018 ANNUAL REPORT 82

CRS Advisory Commission Members of the Community and Recreation Services Advisory Commission act as advisers to the City Council on matters pertaining to the city's parks, facilities, recreation programs, special events, library operations and open space development. Action items for 2018 included advisement on the Asante Library, amended dog park rules, program fee recommendations, and Surprise Recreation Campus Hall of Fame nominations.

Volunteer Service Volunteer service is integral to the success of the CRS Department. Volunteers put in numerous hours coaching youth sports, junior lifeguarding, supporting adaptive programs and assisting with special events. The total value of volunteer service was over $550,000.

Number of Number of Program Volunteers Volunteer Hours Adaptive Recreation 711 3,892

Youth Sports 1,460 46,720

CRS Advisory Commission 7 82

Aquatics 32 624

Teens 88 215 Total 2,298 51,533

11 | 2018 ANNUAL REPORT 83

Revenue & Expenditures

2018 Revenue - $4,379,568

Aquatics

Campus

Recreation Centers

Recreation Programs

Special Events

Tennis Center

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000

Sports & Tourism related revenue moved to new Department effective July 2018.

2018 Expenditures - $15,081,131

Administration

Aquatics

Campus Operations & Maintenance

Libraries

Parks Maintenance

Recreation Centers

Recreation Programs

Special Events

Tennis Center

$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 Sports & Tourism related expenses moved to new Department effective July 2018.

12 | 2018 ANNUAL REPORT 84

1 | 2018 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 2018 85

Achievements & Activities Awards & Accolades

InBIA Soft Landings Designation: The City of Surprise proactively recognized the need for incubators and innovation centers to support foreign countries expanding outside of their domestic markets and in response developed the award-winning Global Concierge Services Program. The program was formally accepted into the Global Soft Landings Network by the International Business Incubation Association (InBIA) in March 2018. It is now one of 31 members in more than eight countries with the highly competitive InBIA Soft Landings designation.

IEDC Excellence in Economic Development Bronze Award – BR&E Program of 3+ Years: The City of Surprise Retail Survey Business Retention & Expansion Strategy was recognized with the Bronze Award for BR&E Program of 3+ Years at the 2018 IEDC Annual Conference in Atlanta, Georgia. Each year the department executes a retail survey which designates top requested retailers as well as local favorites. The local businesses which are identified as a local favorite receive a congratulatory letter from the mayor, certificate, and window decal to proudly display their designation.

Best of the West Excellence in Innovation – Global Concierge Services Program: The Global Concierge Services Program, operated through the city’s business innovation center – the AZ TechCelerator, won the West Valley Excellence in Innovation Award. The program offers international companies unique assistance programs to help them expand into the U.S. market.

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AAED Golden Prospector Award – BR&E Strategy: The Surprise Retail Survey Business Retention and Expansion Strategy was recognized by the Arizona Association of Economic Development (AAED) with a Golden Prospector Award. The BR&E program has proven to be an effective strategy which helps support local businesses by designating “Local Favorites” within the community.

City-Hosted Events & Trainings

Spring Training: In March 2018 the Economic Development Department hosted 23 events in coordination with Spring Training. These events included the annual VIP Tent Event, business attraction efforts, professional networking, broker partnership events, and business appreciation days. Over the course of a month the department connected with more than 400 visitors, 160+ of which were in attendance at the tent event.

Youth Entrepreneurship Bootcamp: The Economic Development Department hosted the 5th Annual Youth Entrepreneurship Bootcamp in June 2018. Fourteen students from Paradise Honors, Willow Canyon, Valley Vista, Shadow Ridge and Dysart high schools worked in teams at the city’s business incubator to identify a community need and develop a product or service which addressed that need. This year’s winner was Linked, an app that fully disables a driver’s ability to access messaging apps and social media while driving.

Tech the Halls: The 3rd Annual Tech the Halls community event was held December 2018. This dynamic open house attracts hundreds of Surprise business owners and residents each year. The event was created to showcase the latest advancements from Surprise’s technology startups in a joyful holiday setting.

3 | 2018 ANNUAL REPORT 87

Techstars Startup Weekend: TechStars Startup Weekend was held in August and provided 31 attendees with a 54-hour crash course on innovation and startup company creation. The event was designed to provide superior experiential education for entrepreneurs. The event began with Friday night pitches and continued through brainstorming, business plan development, and basic prototype creation. Participants created working startups during the event and were able to collaborate with peers outside of their daily networks. All teams heard talks by industry leaders and received valuable feedback from local entrepreneurs. The weekend was centered around action, innovation, collaboration, and education.

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

Small Business Trainings: The AZ TechCelerator hosted and facilitated a number of small business trainings in 2018. These workshops covered a multitude of topics which are integral to every startup entrepreneur including marketing trends, social media, human resources and client relationship management.

Conferences

ICSC ReCON (Las Vegas, NV): Jeanine Jerkovic represented the department at ICSC ReCON this year. The event is the world’s largest gathering of retail real estate professionals with 37,000 industry professionals and 1,200 exhibitors and used for business attraction efforts.

InBIA International Conference on Business Incubation (Dallas, TX): Julie Neal traveled to Dallas, Texas for the International Business Innovation Assocation (InBIA) Annual Conference. The conference is attended by 600 entrepreneurs from across the world and offers 30 educational sessions to share best practices.

Select USA Investment Summit (Washington D.C.): The Economic Development Department participated at the 2018 Select USA Investment Summit held in Washington D.C. in partnership with the Greater Phoenix Economic

4 | 2018 ANNUAL REPORT 88

Council (GPEC). This signature, high-profile event attracts more than 3,000 participants from 66 international markets.

IEDC Economic Future Form (Buffalo, NY): The Economic Future Forum is an annual conference that focuses on innovation and economic transformation in the new economy. Industry trends and partnerships are discussed and explored which develop successful strategies for growing, attracting, retaining, and expanding companies in the modern economy. This event holds special significance as Jeanine Jerkovic passed the Certified Economic Developer (CEcD) exam, becoming one of only 1,100 CEcDs in the world.

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

A.I.M.S. – Notable Projects Advanced Manufacturing

Trimaco: Trimaco broke ground in the Railplex in March 2018. After outgrowing their southwest valley location, Trimaco chose Surprise as their new home, in large part due to rail access. The new facility is 275,000 SF and is projected to supply the Surprise community with more than 100 new quality jobs. Trimaco manufactures paint accessories and professional floor protection products for retail, auto body, and construction industries worldwide.

5 | 2018 ANNUAL REPORT 89

SeaCa Plastic Packaging: Surprise celebrated the groundbreaking of SeaCa Plastic Packaging in October 2018. SeaCa Packaging is owned by Seattle Tacoma Box Company; a 125-year-old six generation family owned and operated company specializing in plastic packaging. The new Surprise facility marks $17M of capital investment into the community and creates 65 new jobs.

Skyway Commons: Skyway Commons speculative industrial buildings completed construction in 2018 and were quick to begin filling the space with two major tenants moving in, totaling more than 30,000 SF. RideNow Powersports is currently located in Building G and Hajoca Plumbing Supply is located in Building F.

Central Garden & Pet: Central Garden & Pet located in Surprise and occupies 50,000 SF within the Park Skyway building. The company’s portfolio includes leading brands in both the lawn and garden and pet supplies industries.

Innovation & Entrepreneurship

MagQu: MagQu is one of the greatest successes of the Global Concierge Services Program. The company is based out of Taiwan and is expanding rapidly into the U.S. market. While most technologies currently used for the diagnosis of Alzheimer’s and Parkinson’s diseases are invasive and painful, MagQu has developed highly sensitive, blood- based assays for the early detection of these diseases.

6 | 2018 ANNUAL REPORT 90

Udelv: Following Udelv’s announcement at the Computer Electronics Show (CES) in Las Vegas in 2018 that they were launching a Surprise-based autonomous delivery vehicle (ADV) service for Walmart, the AZ TechCelerator provided a landing place for their exciting pilot project. Udelv is revolutionizing transportation with an autonomous vehicle built specifically for last and middle mile delivery. Udelv’s ADVs can drive at regular highway speeds of up to 60mph and cover large areas around a store or distribution facility with a payload capacity of over 800 lbs. and up to 32 customer orders per cycle. Udelv offers a full tracking of service operation on mobile devices and instant delivery reports or notifications. The cloud-based management tool also offers merchants the ability to make decisions over the air regarding wait time and skipping or re-ordering deliveries as needed.

Vetlink Solutions: VetLink is a group of service-disabled veterans that have been through the Disability Benefits Questionnaire (DBQ) process. We connect veterans with licensed medical providers that share our mission, which is to help Veterans obtain the benefits they are due. As time passes, many Veterans’ disabilities, and the effect those disabilities have on everyday life, may increase. Most Veterans seeking an increase in their disability rating due to these worsening symptoms may not have the knowledge and/or resources to file a proper claim. This is where VetLink Solutions bridges the gap for our fellow Veterans.

Tech Business Attraction: The Economic Development Department met with several Toronto- based tech startup companies in November 2018, promoting the city’s soft landing program. The team also contracted with Research Consultants International (RCI) FDI for assistance with prospect meetings in order to increase productivity with respect to Canada missions.

M edical Travel

Destiny Springs: Officially opening its doors in 2018, Destiny Springs Behavioral Health Hospital provides a much-needed service for Surprise residents and the surrounding communities. The 90-bed, 68,000 SF state-of-the-art facility provides both inpatient and outpatient mental health services for adolescents and adults.

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Blue Cross Blue Shield of Arizona Advantage: Blue Cross Blue Shield moved into ± 25,000 SF of office space at the Ancona Professional Plaza on Grand Avenue. The service center began with 60 employees and is prepared for future expansion. Two other call centers are located in the Valley in Phoenix and Mesa. In 2018, Blue Cross Blue Shield of Arizona Advantage had well over 50,000 members.

Southwest Kidney: Southwest Kidney constructed a new 19,000 SF medical office building. Two primary tenants will utilize the site, Davita (dialysis center) and Southwest Kidney (medical offices). The primary function of the facility is to provide treatment to patients with chronic kidney issues.

Fellowship Square: The gated senior living community marks more than 300,000 SF of new construction in the Surprise community. Opening in 2018, the development offers a rich package of amenities, spacious common areas and lush grounds for residents to enjoy with their family and friends.

Signature Retail

In-N-Out Burger: In-N-Out Burger was a top requested restaurant in the Surprise Retail Survey and in 2018, the most- desired establishment opened its doors. The signature retailer opened at a gateway into City Center and has found success next to the Shoppes at Elm Street.

Shoppes at Elm Street (Thompson Thrift): Strategically located at a gateway to the City Center development in Surprise, the Shoppes at Elm Street is a successful retail development at Bell Road and Civic Center Road. This 6 acre project features national tenants such as Starbucks, Raising Cane’s, Menchies, Pieology, and Tokyo Joe’s and adds to the growing popularity of the area.

Chill’d Tea Lounge: Chill’d Tea Lounge opened in December and has been able to build a remarkable following. A new restaurant by the owner of Saigon Kitchen, Dennis Tran, Chill’d is a fusion between a café and a tea shop that offers a variety of drinks and snacks.

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LA Fitness: LA Fitness constructed a 34,000 SF fitness facility at the southeastern corner of Bell Road and Loop 303. The project is unique because it is the first gym in the city to include an indoor pool as part of their signature amenities.

Other Notable Projects

Ottawa University Arizona (OUAZ): 2018 was a big year for Ottawa University Arizona (OUAZ). More than 600 students were enrolled at OUAZ in August, an impressive 42% increase over the previous year. Students participated in 22 varsity sports programs within the National Association of Intercollegiate Athletics (NAIA). Student enrollment isn’t the only thing growing, OUAZ began construction on the O’Dell Athletic Complex. The 110,000 SF facility brings $23M of capital investment into the community and will provide indoor recreation, locker rooms, training rooms, major weight-training facility, offices and classrooms. In November, the university broke ground on its new 75,000 SF student housing project. The project will include 312 beds and is located on a 4-acre site, adjacent to City Hall.

Highland Prep: Highland Prep is a STEM charter school that completed construction of its 35,000 SF two-story high school. In addition to the school, additional amenities were included such as athletic fields. The addition of Highland Prep to the Surprise community provides an additional charter school alternative to meet a variety of needs within the city.

West-MEC: West-MEC has been incredibly successful in the Surprise community continuously expanding their campus and course offerings. In 2018, West-MEC began construction of their second, third and fourth phases which includes automotive, medical and facilities buildings totaling more than 75,000 SF.

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Initiatives & Special Projects Cross-Border Healthcare Initiative

Feasibility Study: The Economic Development Department completed the Feasibility Study on the subject of Surprise-Canada Cross Border Healthcare in February 2018 with the assistance of the Cross-Border Taskforce. The team also updated Ontario leaders in Toronto to promote initiative and study. Jeanine Jerkovic was invited to speak about the initiative at the quarterly CABC Council meeting, where it was announced that Dignity Health was modeling its strategic plan and marketing outreach after Surprise’s findings in the Cross- Border Healthcare Feasibility Study The business plan formation is in process, as are discussions with Canadian First Nations and potential investors.

Surprise Retail Survey

Retail Survey and BR&E Strategy: The 2018 Surprise Retail Survey had more than 3,000 participants that shared their opinions on local favorite restaurants and retailers. The top local favorite restaurant was Oregano’s Pizza Bistro and the top local favorite retailer was Musical Surprise. Each business who was voted a local favorite received a congratulatory letter from the mayor, certificate and window decal.

Workforce Development

Surprise Industrial Job Fair: The first ever Surprise Industrial Job Fair was held in September 2018. Held at West-MEC’s Light Box, the event was incredibly successful with 13 local employers participating and resulting in 20% of job seekers either being hired or offered positions.

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Marketing

AIMS Community Profile: Launched in January 2018, the “AIMS” Community Profile is a prospectus-style marketing profile designed to respond to the three most-asked questions received by the Surprise Economic Development Department: (1) “Who are you as a community?” (2) “What are the most recent community accomplishments?” and (3) “What do you want to see in the community in the future?” AIMS is an alphabetical acrostic that, when spelled out, means “Advanced Manufacturing, Innovation, Medical Tourism and Signature Retail,” although the word is also meant to evoke a community with a purpose. The streamlined, 20-page document delivers a high-level view of the City of Surprise that readily communicates economic development opportunities to a spectrum of audiences, whether focused on business attraction, business retention or expansion. Readers will find comprehensive highlights of the city’s economic development strategies, goals, and opportunities.

Social Media Platforms: 2018 marks a major shift in the department’s marketing strategy with the development of two new social media platforms, Facebook and Twitter. In the first six months of creation, the Surprise Econ Dev Facebook page gained nearly 300 followers and more than 15,000 views. In the same timeframe, the Surprise Econ Dev Twitter page witnessed nearly 55,000 views.

Advertisement Opportunities: The City of Surprise completed two advertising campaigns in 2018 in partnership with the Marketing and Communications Department. The first was a 2/3 page ad in the Connected Place magazine, a national publication. The magazine was sent to key decision makers across the country and additional copies were provided to and distributed by both the Greater Phoenix Economic Council (GPEC) and the City of Surprise Economic Development Department. The second advertisement campaign focused on the regional business climate, more specifically the West Valley. This opportunity was printed in the AZ Business magazine, again in partnership with the Marketing and Communications Department.

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Performance Measures Business Attraction FY18Q3 FY18Q4 FY19Q1 FY19Q2 2018 Total GPEC 14 13 10 6 43 LEADS AZTC/ Global Concierge 12 14 18 16 60 Cold Call & Broker Led 8 6 9 10 33 Prospect Pipeline 54 57 56 61 66 PROJECTS Under Construction 18 12 11 15 24 WINS Now Open 12 9 3 8 32 Grand Total 118 111 107 116 258

Retention and Expansion FY18Q3 FY18Q4 FY19Q1 FY19Q2 2018 Total BR&E Visits * * 21 52 73 Community Job Postings 15 13 17 74 119 Events & Trainings 10 10 10 16 46 *City Formalized BR&E Program in FY19

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1 | 2018 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 201 97

Functions

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

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

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

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

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

Department Budget

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Performance Measures

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr CY2018 Accounts Amount # of Amount # of Amount # of Amount # of Amount # of Payable Activity Paid* Trans. Paid* Trans. Paid* Trans. Paid* Trans. Paid* Trans. ACH/Check/WIRE $ 39.43 5,265 $ 37.28 5,190 $ 36.19 4,566 $ 22.96 4,428 $135.85 19,449 Purchasing Cards $ 0.66 3,032 $ 0.94 4,335 $ 0.69 2,618 $ 0.66 3,309 $ 2.96 13,294 *in millions

CY2018 Cashier Activity 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total Cashiering Transaction Revenue* $ 21.8 $ 36.6 $ 34.3 $ 46.4 $ 139.1 # of Business Licenses Processed 880 199 103 2,910 4,092 *in millions

CY2018 Procurement Activity 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total Procurement Assistance Requests 223 300 321 245 1,089 Contracts/Agreements Entered into Munis (Existing & New) 54 64 82 62 262 Purchase Orders Processed 178 174 414 186 952 Formal Solicitations in Process or Completed 4 7 3 4 18 Informal Electronic Solicitations Processed 12 7 24 18 61 Sale of Surplus Property $ 7,188 $ 94,550 $ 156,498 $ 84,264 $ 342,500

CY2018 Utility Billing Activity 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total Paperless Bills Issued 12,593 15,038 35,541 42,113 105,285 Text Notification Messages Sent 1,778 1,907 6,067 6,545 16,297 Text Message Payments 482 473 444 444 1,843 Utility Calls Received 20,363 19,839 20,829 16,996 78,027 Customer Move-in/out 4,919 6,316 6,059 5,260 22,554 New meter Installs 125 145 84 133 487 Utility Bills Issued 155,950 145,808 147,374 148,455 597,587

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Accomplishments

• On November 7, 2017 Surprise voters approved three General Obligation (GO) Bond questions in the areas of public safety, traffic congestion mitigation, and pavement preservation representing 10 capital improvement projects for a total bond amount of $59.5 million. The first bond sale in the amount of $37.7 million related to the GO Bond Election was authorized coinciding with the S&P’s upgrade of the City’s GO Bond rating from AA- to AA. The rating upgrade was due in part to the City’s flexible budget strategy which includes a 2017 available fund balance equal to 36% of operating expenditures.

• City Council authorized the refinancing of the Series 2007 MPC obligations. This issuance of $25.4 million will reduce the Sewer Fund’s debt obligations by $8.2 million.

• A sale of $25.2M in aggregate principal Senior Lien Utility System Revenue Refunding Obligations, Series 2018, was completed to refund the 2007 Municipal Property Corporation bonds. The bonds were sold with a bond yield of 2.67%. The present value savings, net of cost, is $5.31M or 15.73% of bonds being refunded.

• S & P Global ratings has assigned an AA+ rating for the City’s Series 2018 senior- lien utility system revenue refunding obligations, which is an upgrade from the previous wastewater bonds rating of A+ by Fitch.

• Various internal policies and procedures have been updated and/or developed to maintain compliance with state and federal law, particularly in relation to the issuance of debt.

• The Utility Rate Study process kicked off as part of a collaborative effort involving staff from Finance, Water Resource Management, and Public Works. The study, once complete, will establish the water, wastewater, and solid waste utility rates for the period of FY2020 through FY2024.

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• A draft of the Impact Fee Study has been completed which will be used to update the City’s development impact fees for compliance with the requirements of Arizona Revised Statutes (ARS) § 9-463.05. To ensure that new development contributes its proportionate share towards the cost of public facilities, the city currently charges development impact fees for a variety of categories such as general government and public safety.

• An outside consultant was utilized to update the indirect cost allocation model for use in budget development and rate studies. The City’s General Fund incurs indirect administrative expenses to support various enterprise funds. Use of an indirect cost allocation model ensures that the operational costs required to provide a particular service are accurately reflected in the appropriate fund.

• A physical inventory of capital assets has continued and, to date, the department has completed a physical inventory of approximately 2,677 capital assets. The Finance Department is responsible for financial reporting and therefore assumes responsibility for the inventory of the City’s capital assets. To ensure the continued reliability of the amounts reported in the financial statements as capital assets, periodic inventories must be conducted.

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Introduction

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

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

Recruitment and Selection Process

Recruitments Applications Job Offers Average Days Conducted Processed Extended to Fill 195 13,468 255 31

Other Performance Measures

Inbound Calls Employment Fingerprint Verifications Records 6,778 314 502

Positions Job Starting Pay Changes Evaluations Analysis 15 13 41

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The average number of full-time and part-time City of Surprise employees increased by 5.74% between 2017 and 2018. Over the past five years the City has experienced a 21% overall increase in the size of the workforce.

Average Employees Over Last 5 Years

995 901 941 822 870

2014 2015 2016 2017 2018

As the City continues to grow and we experience a healthier economy, the landscape of our workforce also changes as noted in our employee’s tenure. Approximately 466 employees, or 58% of our workforce have been employed with the City 10 years or less.

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Employee Turnover

As of December 31, 2018 the total number of regular full-time employees was 806. Throughout the year, there were 62 voluntary separations; of those, 13 were planned retirements. Additionally, 6 involuntary separations took place in 2018. The overall turnover rate, excluding retirements* was 6.8%. Separation reasons are listed in the tables below.

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

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Training and Development

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

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

NEO’s NEO ENEO’s ENEO Conducted Participants Conducted Participants 23 102 11 84

We also provide customized training programs designed to grow and development our workforce. In 2018, we completed our 8th session of the Supervisors Academy with 24 participants, representing 12 departments. We hosted a variety of in-house programs to include Customer Relations training and Webinars such as Maintaining Respect and Civility in the Workplace. Human Resources staff presented two sessions on the topic of Strategies for a Successful Interview at the 2018 Women Leading Government Conference.

2018 Supervisor Academy participants.

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Tuition Assistance

Through the relationship established by the City and Ottawa University, an MBA program was offered to our workforce which enrolled 25 participants over the course of two semesters. The total number of City employees engaged in our tuition reimbursement program for 2018 was 61.

Benefits and Wellness

The City continues to recognize a lower than industry average in medical claim costs. These results are partially derived from significant educational campaigns on smart health benefit consumerism and the City’s significant health and wellness awareness programs. Human Resources developed a three-year strategy for medical benefit plan administration to contain costs and maintain high levels of benefit coverage.

COS Medical Trend v National Medical Trend 8.0% 7.5% 6.8% 6.2% 6.0% 5.5% 4.0% 3.6% 2.0% 0.0% -2.0% -2.2% -4.0% 2015/2016 2016/2017 2017/2018 COS Medical Trend 7.5% 3.6% -2.2% National Medical Trend 6.8% 6.2% 5.5%

• Conducted a comprehensive benefit survey and facilitated citywide department benefit meetings to discuss the various benefit plans and solicit feedback from employees on the services provided to help us understand the needs of our workforce and their dependents.

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• Awarded contracts for basic and voluntary life insurance benefits, dental, vision, and the EAP (Employee Assistance Program). • Participated in Move-It Maricopa Walker Tracker challenge with other valley cities placing 3rd overall. • Facilitated EAP lunch and learn training classes covering topics such as EAP Orientation and Identifying Signs of Addiction in a Loved One, Meet Your Teen, Caring for Loved Ones with Alzheimer’s or Dementia, and Developing a Healthy Sleep Pattern.

The City was recognized by the Phoenix Business Journal and ranked 6th as the Valley’s Healthiest Mid-Size Employer. The City continues to exceed industry trends and benchmarks in employee participation in wellness programs.

2018 Wellness Program Total Participants Nutritional Counseling 36 Walker Tracker 257 Fitness Classes 750 EAP Classes 27 Chair Massages 420 POP - Prostate Cancer Screenings 20 MOM - Mammography Screenings 27 Flu Shots 135 Health Risk Assessments (HRA) 303 Retirement Security Week 47

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Payroll

The Payroll team completed our second full year using the HRIS/Payroll system, including ESS (Employee Self-Service) Time Entry. We introduced on-line direct deposit and federal tax change capabilities for all employees in ESS. This allowed for the elimination of a manual paper process and enhanced customer service.

As of December 31, 2018, there were 1,236 full-time and part-time employees who received a paycheck throughout the year and the annual gross pay for all combined was $64,124,378.65.

Employee Relations

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

Years of Service Employees Recognized 30 1

20 17 15 19 10 41

2018 Awards

City Manager’s Excellence City Manager’s Service Robert Piper, Marc Anderson, Alex Munoz and Elio Lemus – Aisha Alexander, Muriel Sawicki Water Resources Mgmt.

City Manager’s Public Safety Aaron Lipsky – Police Department City Manager’s Peer to Peer Mark Filler and Matthew Barker – Michael Robbins – Police Police Department Department Michelle Casciato – Risk

Steve Gilbert, Tim Penner, Steve Management Spirlong and Donovan Maturan – Fire Department

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1 | 2018 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 2018 111

Visit & Connect With Us! HSCV https://www.surpriseaz.gov/3320/Human-Service-Community-Vitality 623-222-1500 Facebook: @SurpriseCares Instagram: @SurpriseCares Twitter: @SurpriseCares

Neighborhood Services

16000 N. Civic Center Plaza, (City Hall) Surprise, AZ 85374 623-222-1550

Senior Services

Surprise Senior Center. 15832 N. Hollyhock St. Surprise, AZ 85378 623-222-1500 | 623-222-1501 (fax)

Surprise Resource Center

12425 W. Bell Rd, Bldg. A, Ste. #124 (AZ TechCelerator Campus) Surprise, AZ 85378 623-222-1600 – Front Desk 623-222-HOPE (4673) – Utility and Eviction Prevention

Youth Services

16000 N. Civic Center Plaza, (City Hall) Surprise, AZ 85374 623-222-1033

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Neighborhood Services

The neighborhood services division serves the community by facilitating federal grant programs through the Community Development Block Grant, Neighborhood Stabilization Program and HOME programs. These three programs utilize federal grant funding to help residents with emergency home rehabilitations, public service funding and infrastructure improvements like streets, sidewalks and parks. The neighborhood services division is also home to the neighborhood block party trailer program, civic education classes like the annual city and HOA academies, Surprise days of service, and mediation program.

Community Investments

Neighborhood Services utilized federal funding to invest over $600,000 in our community. These investments contributed to:

• Access to safe and affordable housing • Homeownership assistance • Development of new businesses in Surprise • Access to community services • Community park improvements • Community infrastructure improvements

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Neighborhood Services – By the Numbers

Neighborhood Services 2018 Total

Housing Emergency Rehabilitation 13

Total Cost $88,907.19

Housing Major Rehabilitation 4

Total Cost $97,235.28

Block Parties 29

Number of Attendees 7,475

Block Party Events 2

Number of Attendees 4,000

Surprise Day of Service 8

Number of Attendees 464

Community Education Classes 59

Number of Attendees 867

Eight ‘Surprise Days of Service’ were held in 2018 with 464 volunteers helping their neighbors with projects. The project captured here helped a senior woman battling cancer with backyard water runoff mitigation and landscape improvement.

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Surprise Resource Center

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

Community Action Program

Born out of the 1964 Economic Opportunity Act, the Community Action Program (CAP) strives to combat poverty. HSCV administers CAP in partnership with Maricopa County, Surprise and El Mirage to provide support services that foster self-sufficiency and stability during unexpected financial crises. Services include limited temporary assistance with utility and eviction prevention for qualifying Surprise and El Mirage residents.

Community Action Program 2018 Total

Units of Service (Utility & Rental) 933

Unduplicated Households 541

Unduplicated Individuals 1,830

Eviction Prevention/Rental Assistance 57

Total Expended (Utility & Rental) $ 424,216

Total Utility & Eviction Prevention Calls 28,306

Applications processed 588

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Community Action Program at its Best – Success Stories

Single Mom Crisis Assistance - A 39-year old female client arrived at the center in need of multiple services. She was a licensed practical nurse (LPN), but experienced a delay in obtaining state licensing in Arizona to begin employment as a LPN. This resulted in considerable financial hardship to her and her children. Between AZ@Work Maricopa County, Surprise/El Mirage CAP and various Surprise Resource Center partners, staff were able to provide her with customized resume assistance, career counseling, job referrals, fuel cards to assist with transportation, electric and gas utility assistance, rental assistance, emergency food boxes, clothing gift cards, furniture donations and even holiday gifts for her children. Through this collaborative effort, she obtained employment from two separate employers and covered her living expenses for herself and her children. Homelessness to Sustainable Housing - A young couple with two small children (7 months and 17 months) were spotted by staff walking around the Surprise Resource Center with a shopping cart. Staff invited them into the center and discovered the family had recently fallen into homelessness.

Staff connected the family with Benevilla who helped find a place for the family to stay. Our AZ@Work Maricopa County partner was also able to refer the couple to a job fair where they both obtained employment. Thanks to the Surprise Resource Center and partner staff, the couple is now self -sufficient and resides in a neighboring city where they have found permanent residence.

The Surprise Resource Center meets quarterly with partners from non- profit, government and private organizations in an attempt to build a sustainable and resilient human, social and workforce development network in the Surprise area.

Surprise Resource Center Partner Meeting

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Surprise Resource Center Partner Spotlights

Raising a Reader Program

The Surprise Resource Center hosted another successful Raising a Reader Program that included eight families with a total of twelve children participating in a free 8-week special literacy workshop for children ages birth to five years old. This program will continue to be offered and was made possible through a

partnership with Southwest Human Mom and young reader having one-on- Development. one bonding time through our free literacy workshop

Volunteer Income Tax Assistance Program (VITA)

The City of Surprise continued to partner with A New Leaf to offer the Volunteer Income Tax Assistance (VITA) program from January to April 2018 at three sites in the City of Surprise. For 2018, New Leaf volunteers contributed 1,305 hours in administering the free VITA program, processing 462 tax returns with an estimated refund amount of $563,080. VITA Volunteers hard at work at the Surprise Resource Center

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Surprise Resource Center – By the Numbers

Resource Center By The Numbers FY 2018 Total Center Visits 3,441 Total Families Served 2,751 Trainings/Classes/Support Groups 690 Volunteer Hours 2,358

Surprise Resource Center Partners:

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

Surprise Resource Center Partners 30 25 20 15 10 5 0 FY16 FY17 FY18 FY19 # of Partners 1 17 21 25

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Surprise Resource Center Testimonials

“It was a pleasure meeting with you. Thank you for your diligence and efforts that you put into your career. At times in life, we experience circumstances that are beyond our control and

unfortunately, my wife and I are experiencing such a time...but brighter days are coming! We are blessed to have come in contact with you and your organization and are so grateful for the assistance. Thank you for blessing our lives!”

Human Services Supervisor Edith Baltierrez counting Emergency Food Boxes from St. Mary’s Food Bank

“I just wanted to say THANK YOU again for all that you did to help us today. By the time we got home, our kids ran out so excited to tell us the power was back on! What you did for us today was so amazing, you lifted a huge weight off our shoulders and gave us hope that our situation will get better and a chance to get out from under our financial hardship that we have been going through. I wanted to say thank you to everyone that works there, your entire staff for treating us the way you guys did today. It’s hard coming in and asking for help and you guys didn’t make us feel judged or look down on us, you treated us with kindness, care and respect and that doesn’tSENIOR always happen soSERVICES thank you all for being great people and caring about what you do! You are amazing!!”

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The Surprise Senior Center is the hub for activities and wellness for citizens 50 years and better and adults with disabilities. Our ever- growing facility houses various wellness programs such as a workout facility, Silver Sneakers and other fitness related classes.

Our members are offered a daily well balanced hot lunch through our Congregate Meal program, which is partially grant funded through Area Agency on Aging, Region One. Our staff and volunteers run various activities and classes throughout the day such as arts and crafts, pokeno, bingo and leisure sports tournaments.

Membership to the Senior Center has increased 4 years in a row and shows no signs of slowing down. This year’s membership is projected to exceed 860 members.

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Senior Services – By the Numbers

Senior Services FY 2018

Total Active Participants 816

Meals Served 12,352

Volunteer Hours 4,072

Special Interest Classes 296

Fitness Memberships 211

Sr. Center Memberships

Residents Non-Residents

30%

70%

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Surprise Senior Services Testimonial

My name is Tina Gutierrez and I am a member of the Surprise Senior Center. I moved with my husband to Surprise in 2005. We did not know anyone and I was having a difficult time meeting people and became clinically depressed.

One day in 2012 I found the Surprise Senior Center. I was hesitant at first but, started to come to a few exercise classes and group activities. Everyone made me feel comfortable and gave me a place I belonged. Since 2012 I have made lifelong friends, became a volunteer and was elected the Site Council President of the Senior Center and I attend every day.

If I did not take that leap in 2012 I may not be here today to tell my story. The Surprise Senior Center changed my life. It is a wonderful place to be. It is friendly and cozy, safe and fun!

Tina Gutierrez with friends enjoying a Luau party at the Senior Center

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Youth Services City Court Academy/Surprise Youth Justice Project

This year the City Court Academy and Surprise Youth Justice Project helped local teens learn more about pursuing legal careers. This program also provides meaningful service to the community through a peer led Teen Court, where juvenile offender cases are heard and appropriate consequences determined.

Youth Testimonial – “[These programs] gave me a much better understanding of a field that I was considering studying, and ultimately helped me come to the decision that I would work towards attending law school in the future. The trips to the Arizona Supreme Court and opportunities to participate in mock trials were great experiences and provided excellent introductory exposure to the legal field.”

– Nick Nelson, program participant

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Zombie Compound at G.A.I.N. Night

In October, the Surprise Youth Council hosted the Zombie Compound as part of Surprise’s G.A.I.N. Night. Over 400 community members attended the zombie- themed attraction, where patrons navigated a narrative driven wasteland full of jump scares, creepy characters and puzzles. The production was scripted, built, and performed entirely by local youth.

National League of Cities Conference

In November, several Surprise Youth Council members traveled to Los Angeles, California to participate in the National League of Cities City Summit. There they learned from national leaders, collaborated with teens from around the country to solve real world problems, and developed their leadership skills.

“I have grown as a leader and as a person.” – Lucas Cons

“This group of people has shown me that there is tremendous hope for the future of our city, our nation, and our world.” – Lauren Schuster

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Youth Services – By the Numbers 2018

Youth Services 2018 Total

Youth Leadership/Team-building/Technical Skills Training Hours 2,315

Community Service Hours 372

Youth Program Participants 3,224

Youth Event Attendance 480

Teen Job Fair & Summit 2018 at Surprise City Hall

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Surprise Community Outreach Program (SCOP) FY2018 Awards – Council led grant program for 501c3s

Amount Agency Program Focus Funded Interfaith Homeless Emergency Lodging (I-HELP) Lutheran Social Services $7,500 Program Salvation Army Food Rescue / Donation Pick-Up Vehicle $6,500 Northwest Valley Connect Mobility Call Center and Transportation Services $6,000

A New Leaf Volunteer Income Tax Assistance (VITA) Services $5,000

Helping Families in Need Access to Benefits for Healthy Lifestyles - Navigator $5,000

Rotary Club A Taste of Surprise Event $5,000 UMOM Outreach for Homeless Families and Youth $5,000

St. Vincent de Paul Utility Assistance Program $3,000

Arizona Charter Academy Youth Summer Theatre Troupe $2,000

Benevilla Kinship Care Program $2,000 Chance Shelter Shelter Infrastructure Expansion $2,000

Friends of the Library Raising a Reader Program $2,000 HART Pantry Weekend Food Packs for At-Risk Teens $2,000

One Step Beyond Vocational and Culinary Training Computer Lab $2,000 Radiant Church Community Christmas Event $2,000

Special Olympics Adaptive Basketball Program $2,000 Stepping Up for Seniors Indigent Seniors Health Related Needs Program $2,000 New Life Center Domestic Violence Services $1,000 West Valley Arts Council Arts HQ Block Party $1,000

West Valley Symphony Surprise Spooktacular Event $1,000 WHAM Recycled Arts Festival $1,000

Total Amount Awarded $65,000

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

Benevilla Volunteer Home Services $5,000

Calvary Chapel FourteenSix Community Snow Day Event $2,500 Cancer Support Community AZ Social and Emotional Cancer Support $5,000

Chance Shelter Pet Safety and Awareness Program $4,000

Chicanos Por La Causa Inc. Parent Education $3,000

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

Radiant Church Tim Tebow Foundation's Night to Shine Event $2,500 Rotary Club of Surprise 6th Annual Taste of Surprise Event $5,000

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

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

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

West Valley Symphony 50th Anniversary Season $2,000

Youngtown Community Fund Medical Equipment Lending $3,000

Total Amount Awarded $100,000

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Neighborhood Grant Program FY2018 Awards - Council led grant program for residents

Amount Agency Program Focus Funded Surprise Community Garden Mini Stage $2,000 Northwest Ranch Tree Replacement $2,000 Sarah Ann Ranch Erosion Control Project $2,000 Friends of the Library Raising a Reader Program $1,000 Kingswood Parke Parent University – Early Kingswood Parke $1,000 Literacy WHAM 2018 Recycled Arts Festival $1,000 Marley Park Sci-Tech Festival $1,000 Total Amount Awarded $10,000

FY2019 Awards - Council led grant program for residents

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

19 | 2018 ANNUAL REPORT 128

Group Supported Employment

The Group Supported Employment (GSE) program is a job skills training program for adults with cognitive and intellectual disabilities. In partnership with One Step Beyond, participating city departments work with members and coaches of the GSE program by providing work based learning opportunities.

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

In 2018, ten GSE members and three job skill coaches were supporting city of Surprise operations.

20 | 2018 ANNUAL REPORT 129

Veteran Initiatives

Surprise Veteran Job Club - The Surprise Veteran Job Club was established by volunteer Veterans to assist Vets and their families with employment support.

The Surprise Veteran Job Club meets the first Thursday of the month at 6:00PM at the Surprise Resource Center, located at 12425 W. Bell Rd, Bldg. A, Ste. #124.

In 2018, the Job Club had 181 interactions. These numbers are duplicate as several returned each month to gain further insight, knowledge and confidence to move forward with their career goals

Veteran, Disability & Human Service Commission – In 2018, the Surprise City Council established a new commission designed to raise awareness and advise the City Council about opportunities and challenges facing our community, especially around Veteran, special needs populations and basic human service areas.

The Commission held its first meeting in February, 2019 and will be completing a comprehensive community needs assessment and strategic plan within its first year.

Veteran Supportive City & Employer – In partnership with the Arizona Coalition of Military Families, the City of Surprise earned the distinction of being called a ‘Veteran Supportive Community’ and a Sam Jones (speaking) a 20-year U.S. Navy Veteran ‘Veteran Supportive Employer.’ To earn and Surprise Veteran Job Club member landed an the designation, trainings were held for $80,000 per year career with Honeywell thanks in city staff and the public on Veteran part to the Job Club. supportive topics.

21 | 2018 ANNUAL REPORT 130

2nd Annual Dr. Martin Luther King Jr. Day Of Celebration & Service

On January 19, 2018, the City of Surprise held its Second Annual Dr. Martin Luther King, Jr. Day of Celebration and Service. The city hosted 550 attendees in a celebration and breakfast. The breakfast included music and performances by Keith Johnson, Pavilion of Praise Church, Arizona Redeemed Church, Voices of Gideon Choir and the drumline from Willow Canyon High School. Susan Casper, host of Sonoran Living Dr. C. T. Wright, 2018 Keynote Speaker on ABC 15 was the emcee and the keynote speaker was Dr. C.T. Wright, a renowned speaker and author who met Dr. and Mrs. King. After the celebration more than 400 volunteers took on 14 service projects in the community. $7,100 in sponsorship money supported the event from generous partners Sun Health, Surprise Youth Foundation, APS, Banner Del Webb, Northwest Black History Committee, the City of Surprise and more.

22 | 2018 ANNUAL REPORT 131

Surprise Sci-Tech Festival

The Surprise Sci-Tech Festival was held on April 21, 2018 in the court yard of the City Hall Complex. With the goal of bringing community together to inspire all ages in life-long learning of science, technology, engineering and math (STEM), people were invited to interact with robots, computers and yes, even a dinosaur! The Surprise Sci- Tech Festival drew over 750 people and through surveys all encouraged the city to do it again! Launch Team 6532 meets Dino Crew The event had 31 partner organizations participate in the planning and execution of the festival. Key partners included Dysart Unified School District and most of the science and technology related Career & Technical Education (CTE) classes. Mr. Larry Henley, a board member of the RISE out of Rio Salado College played an integral role in getting the festival going. Other partners included Ottawa University, Arizona State University, Rio Salado College,

Read On Greater Surprise and City of Surprise Police Department Crime Scene multiple City of Surprise departments. Investigation exhibit

A Sci-Tech lecture series on ‘How the Brain Works’, ‘Science the Earth’, ‘U.S. Manned Space Flight’ and ‘When Even the Walking Dead Refuse to Conserve Energy’ were held in the Surprise City Council Chambers.

23 | 2018 ANNUAL REPORT 132

A Golden Rule Community

On February 6, 2018, Surprise became the 6th Arizona community to proclaim itself a Golden Rule City. Born out of the Arizona Interfaith Movement, Golden Rule Cities aim to celebrate the wonderful diversity of peoples, cultures, faiths and languages. The City of Surprise Golden Rule Community proclamation reads in part:

“…through application of the Golden Rule we work to eliminate hate and intolerance

and embrace the inclusion of all people, cultures and faiths…and through the application of the Golden Rule we may be able to express our values: compassion and care for others, kindness, generosity, openness and courtesy.” -Surprise Golden Rule City Proclamation

Surprise Councilwoman Hayden and staff at the 2018 Golden Rule Awards Banquet

Surprise Area Interfaith Event

The Surprise Area Interfaith & Golden Rule Community event was held on May 17, 2018. 175 leaders and residents from over 20 local faith-based communities gathered for the community celebration. Special Recognition was given to the Surprise Fire Medical Crisis Response Team for their exceptional work. The Shadow Ridge High School Choir performed “Man in the Mirror” to the delight of those gathered. The event was sponsored by the City of Surprise and Health Choice AZ. Surprise Fire Medical Chief Tom Abbot recognizing the City’s Crisis Response Team

24 | 2018 ANNUAL REPORT 133

Intergenerational Initiative – Afterschool Youth Program

In an effort to expand youth services in the Original Town Site of Surprise, HSCV partnered with Dysart Community Center (DCC) to pilot an after-school program at the Surprise Senior Center. The low-cost program launched in August 2018 and served 24 children ages 6 – 15. The program ran Monday – Friday between 4-7PM, which allowed working families to give their children a chance to stay in the neighborhood, complete homework, play at Gaines Park and enjoy snacks provided by Kids Café, a program administered by St. Mary’s Food Bank. HSCV and DCC plan to expand the program to 45 children for the 2019-2020 school year.

New Community Resource Guide

HSCV formed a strategic partnership with the City of Peoria to bring a comprehensive Community Resource Guide to Surprise. Peoria graciously expanded their guide in support of Surprise residents and resources. The guide contains 43 pages of resources and 238 resource organizations. In May of 2018, a total of 15,000 Community Resource Guides were distributed throughout the community. 10,000 English and 5,000 Spanish. Guides were shared with Police, Fire Medical, Dysart and Charter Schools, faith based and non-profit agencies. The guide is available on the City of Surprise website also.

25 | 2018 ANNUAL REPORT 134

Homelessness In Surprise

In 2018, 39 individuals were counted as experiencing Surprise Annual Homeless ‘Point in Time’ homelessness in Surprise during the annual U.S. Count Housing & Urban 50 Development led ‘Point in 40 39 Time’ count. Many of these 30 individuals were camped in the Agua Fria riverbed. 20 16 10 7 Education & Awareness - In 0 6 March 2018, HSCV convened 0 a community meeting and 2014 - 0 2015 - 7 2016 - 6 2017 - 16 2018 - 39* training about homelessness Surprise Annual Homeless Count and services available. Partner organizations like Maricopa County, UMOM, Lutheran Social Services of the Southwest, Valley of the Sun United Way and Lodestar Day Resource Center provided information.

Urban Camping Ordinance – In collaboration with the Surprise Police Department and Attorneys office, the city enacted an Urban Camping Ordinance. Public Meeting on Homelessness in Surprise

City of Surprise Homeless Services Investment

Fund Source Recipient 17-18 18-19 CDBG Public Service CASS $9,009 $5,000 SCOP United Methodist Outreach Ministries (UMOM) $5,000 0 SCOP Lutheran Social Services $7,500 $7,200 SCOP New Leaf – Faith House 0 $7,500 CDBG Public Service New Leaf – Faith House 0 $5,000 TOTAL $21,509 $24,700

26 | 2018 ANNUAL REPORT 135

Poverty & Human Service Needs In Surprise

The most requested services in the Dysart Unified School District geographical area in 2018 as reported by AZ 211 in order were:

1. Utility Assistance 134,085 a. Electric Population b. Water U.S. Census Bureau – 2017 Estimates c. Gas 2. Housing & Shelter a. Rent assistance b. Low-cost housing c. Shelters d. Home repair/maintenance

3. Mental Health & Addictions 10.2% a. Substance abuse & addictions Poverty Rate b. Mental health services U.S. Census Bureau – 2017 Estimates 4. Healthcare a. Health insurance b. Health providers c. Nursing homes & adult care 5. Government & Legal a. Legal assistance 13,677 b. Government Surprise Residents Living in Poverty c. Child & family law U.S. Census Bureau – 2017 Estimates 6. Food a. Food pantries b. Help buying food

In total, there were 32,403 requests for service from 24,260 calls into AZ 211. Source: Arizona 211 - $24,300 https://arizona.211counts.org/ Family of 4 Income at 100% Poverty Health & Human Services 2017-18 Poverty Guidelines

27 | 2018 ANNUAL REPORT 136

2018 HSCV Social Media Trends

Though relatively new to social media, in 2018 HSCV began tracking users and impressions. In 2019, HSCV launched an Instagram account.

HSCV Facebook Followers

700 621 635 592 609 562 571 575 600 549 515 478 497 500 459

400

300

200

100

0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Twitter Impressions 3500 3108 3077 3139 3000

2500

2000 1707 1535 1355 1500 1163 1036 1143 907 915 1000 755

500

0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

28 | 2018 ANNUAL REPORT 137

Heritage at Surprise

In November 2018 the Surprise City Council approved an Intergovernmental Agreement with the Housing Authority of Maricopa County for a 100-unit affordable housing complex in the Original Town Site on the corner of Nash St. and Rimrock Rd. Affordable housing continues to be a critical need throughout the country. According to the National Low Income Housing Coalition, Maricopa County has a shortage of 123,834 affordable rentals. Average rents in Surprise in 2018 increased 6% from the previous year and the average 2 bedroom apartment in Surprise goes for $1,168 per month, according to Rent Café. The rise in rental costs come at a time when occupancy rates for multifamily housing are above 95% for the region.

Heritage at Surprise will have 100 permanent supportive rental housing units with ranging from 1-4 bedrooms. This $22 million development is a public private partnership with partners City of Surprise, Housing Authority of Maricopa County, Arizona Department of Housing, U.S. Department of Housing & Urban Development, LISC, Enterprise, Chase, Hunt, Mercy Care, Freddie Mac and Gorman & Company.

Heritage at Surprise will be comprised of six buildings and include a computer center, employment services, financial literacy, Kids Café and afterschool activities and other youth programming.

In December 2018, demolition of existing structures began on site. The Gaines youth baseball field will be relocated across Rimrock Street and will begin construction in 2019.

29 | 2018 ANNUAL REPORT 138

2018

1 | 2018 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 139

Major Accomplishments, Enhancements and Efficiencies 2018

• Micro segmentation: o Phase 1: Next Gen Firewall upgrades o Phase 2: ISE/TrustSec – Endpoint Segmentation • Asset Replacement-Upgrades and replacements for the city including network equipment, computers, phone system upgrade, network storage upgrade, backup system upgrade, AV equipment at City Hall, Police Interview Rooms. • Public WiFi upgrade • Site to Site Network speed upgrades from 1gb to 10gb • Exchange Upgrade – migration from 2010 to 2016 • Phoenix Fire CAD Network IP conversion • Created My Surprise citizen engagement platform. • Completed upgrade of Enterprise Resource Planning software as planned • Significant improvements were made in the area of Threat and Vulnerability Management and Remediation including surfacing vulnerability data from internal and external scans to all IT divisions and remediating all critical and high severity issues on servers, computers, and firewalls with over 2,635 vulnerabilities mitigated and over 1,364,287 threats detected and blocked. • Compliance improvements including upgrading credit card readers to include chip readers and upgrading a variety of platforms that handle credit cards for improved privacy, security, and PCI compliance. • Completed the security build out for the Fire Medical Logistics facility. • Completed security buildout for new Sports and Tourism facility • Completed CISCO Advanced Malware Protection Setup and Configuration - allows advanced scanning of incoming email attachments for malicious behavior • Completed Asset Replacement of Bosch security alarm panels at Sierra Montana Recreation Center, Senior Center, Police Evidence, and Channel 11. Allows for the timely update and notification of threats • Completed McAfee ENS Virus Protection deployment on all servers • Completed security project for Techcelerator/HSCV. Project included the installation of 4 security access control readers and 9 security cameras. • Completed security project for Techcelerator building B. Project included the installation of 5 security access control readers and 3 security cameras. • Completed deployment of McAfee USB Device Management Software. This centrally managed software prevents accidental or intentional data loss and data leaks, while also protecting the endpoints against the spread of USB malware, USB attacks or viruses.

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• Replaced/Installed cameras throughout Ottawa Campus. Viewing software Avigilon installed which now allows Ottawa Security staff to monitor Ottawa campus cameras. • Completed the asset replacement of 54 cameras at CRS, SPA1, City Hall, City Hall Garage, and Park & Ride • Anti-spoofing Employee Name Rule developed, tested, and installed for all Department Directors and targeted employees. Prevents named employees from receiving malicious emails purporting to be from other city employees. • Completed installation of 3 new Stadium Security Cameras. Views now cover all activity between the Ranger and Royals dugouts. • Completed the installation and configuration of Advanced Malware Protection - allows advanced scanning of all incoming attachments. • Added 4.6 million square feet of impervious surfaces in support of the storm water utility.

Performance Measurements 2018

Annual Help Desk Tickets Closed

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Annual Phone Traffic

GIS FY18 & 19 New Development

DEVELOPMENT

New Addresses New Parcels New Subdivisions Acres TI's New Commercial 2264 2235 1788 1675 1544 1478 1361 851.00 633 582 484.51 400 278.99 248 209.00 208.13 150 149.61 42 42 35 30 19 18 16 16 14 13 13 11 8 8 7 7 5 2

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

4 | 2018 ANNUAL REPORT 142

GIS Reviews Completed for New Development

CASE & PERMIT REVIEWS

Cases Reviewed Permits Reviewed 289 184 174 167 154 152 115 76 75 67 59 48

2018 1ST QTR 2018 2ND 2018 3RD 2018 4TH QTR2019 1ST QTR 2019 2ND QTR QTR QTR

• Ransomware Blocked – 408 • Email Threats detected and blocked – 4,774,097 • Marketing Emails Received – 669,854 • Clean Emails Delivered to Employees – 1,441,697 • Malware Deleted – 1,360 • Exploits Attempted however were Blocked - 62 • Web Blocking o Malicious Web Sites Blocked – 2,050 o Security Compromised Websites Blocked – 5,492 o Potentially Unwanted Software Blocked – 12,345 o Security Phishing Sites Blocked – 238 o Malicious Embedded iFrames Blocked - 5 o Custom Encrypted Uploads Blocked - 41 o Suspicious Embedded Links Blocked - 48 o Malicious Embedded Linked Blocked – 13 o Potentially Exploited Documents Blocked – 34 o Spyware found – 8 instances • External Attacks Blocked – 1,449,992 • External Attacks Monitored – 463,028

5 | 2018 ANNUAL REPORT 143

FY 2018 FY 2019 FY 2020 FY 2021

Application Services

CLASS Replacement 

City Attorney Document Management 

Risk Management Case Management 

SAMSWater 

Upgrade LaserFische - 10.3 

Upgrade Munis - 11.3 

Upgrade SharePoint - 2016 

Customer Survey - City Attorney 

Citizen Engagement 

PCI Compliance - Phase 2 

Public Records Request 

Sports & Tourism Project Management 

Application User Access Inventory 

Project Solstice

LIS Replacement 

Spillman

Linux Platform / 6.3 Upgrade 

GeoValidation 

Upgrade Spillman - 6.3.1803 

NIBRS Implementation 

6 | 2018 ANNUAL REPORT 144

Remove EMPD Data 

Database Services

Upgrade Unsupported Versions 

Orphaned User Resolution 

Upgrade SQL 2008 R2 Instances 

Encrypt Database Connections 

Linked Server Maintenance 

Business Intelligence Services

Spillman Data Warehouse 

Legacy Systems Data Marts 

Enterprise Data Warehouse - Phase 1 

Enterprise Data Warehouse - Phase 2 

Enterprise Data Warehouse - Phase 3 

Fiscal year project is expected to be active

Fiscal year project is expected to be completed 

Fiscal year project was completed 

7 | 2018 ANNUAL REPORT 145

Major Initiatives and Policy Issues • Office 365 analysis and planning

• Micro segmentation: o Phase 3: ACI – Data Center Segmentation

• Windows 10 Rollout

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

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

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

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

• Business Continuity analysis and planning

• Support capital improvement plan projects for new facilities

Awards

Sharon Brubaker – Winner of City Photo Contest

8 | 2018 ANNUAL REPORT 146

Robert Piper – City Manager’s Excellence Award for the My Surprise application

Nathan Langdon, Jason Clark, Jake Henderson, Kevin Flanagan, Robert Piper, Thomas Gargan, Tom Corda – Traveling Trophy Relay

9 | 2018 ANNUAL REPORT 147

Certifications/Training

Christopher Becker – CCENT (Cisco Certified Entry Networking Technician), Penetration + Certification, EC Council Security Analyst Certification, EC Council Ethical Hacker Certification, PhishMe Phishing Certification, Certified HIPAA Security Expert, CISCO NexGen Firewall – Intrusion Detection Training, Lenel Certified Professional, Netwrix Security Auditing Software Training Completed Security Event Manager (SEIM) training in Plano, Texas Warren Bert – AutoDesk – Revit Essentials Training

Leonid Bozhko - Xtreme IO Training Storage Management, VMWare 6.7 Training

Stuart Bricker – Programming in HTML5 with JavaScript and CSS3, Administering the Web Server (IIS) Role of Windows Server Training

Sharon Brubaker – Interface C+ Programming Training

Mike Bruner - Lenel Certified Professional

Gina Busby - Certified HIPAA Privacy and Security Expert, Lenel Certified Professional, Bold Planning – EOP and COOP Training

Tracie Busby – ArcGIS Enterprise: Administrative Workflows Training

Jason Clark – Isilon Storage Management Training, Microsoft Identity Management Training

Sophie Cole – Spatial Analysis with ArcGIS Pro Training

Thomas Gargan – CCENT (Cisco Certified Entry Networking Technician), Cisco ACI, Cisco ISE, Cisco TrustSEC, Cisco NGFW Intrusion Prevention

Jake Henderson - MCSA, (Microsoft Certified Solutions Associate, Windows Server 2016), Microsoft Exchange 2016, Xtreme IO Storage Management Training, VMWare 6.7 Training

Blake Loper – AutoDesk – AutoCAD Fundamentals Training

Jose Marin – Interface SQL Server Reporting Services and T-SQL Programming Training

Burton Piper – CCAI (Cisco Certified Academy Instructor), Cisco ACI, ISE, Cisco TrustSEC

Robert Piper – Interface for Sharepoint 2016 Administration Training

Steven Stuart – AutoDesk – AutoCAD Fundamentals Training

10 | 2018 ANNUAL REPORT 148

2018 CITY OF SURPRISE CITY ANNUAL REPORT 1 | Page Annual Report 2018 149

Introduction

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

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

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

• Support multiple social media sites

• Write and design quarterly Progress Magazine

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

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

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

3 | 2018 ANNUAL REPORT 150

• Provide photography and graphic design services

• Lead media and public relations efforts

• Provide Emergency/Crisis messaging as needed

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

The department operates within a $1.2 million budget (Fiscal Year 2019).

4 | 2018 ANNUAL REPORT 151

Strategic Plan

5 | 2018 ANNUAL REPORT 152

Achievements

Major Marketing / Strategic Initiatives

In 2018, our department joined the Information Technology team in launching the city’s first- ever customer-service mobile app, providing a new way for residents to engage with their city.

The My Surprise app provides a quick and easy way for residents to make a service request, from reporting a broken street light and graffiti removal to a street repair. The app also allows users to pay their city utility bill, keep track of trash pick-up and stay on top of city news and emergency alerts. More than 2,000 people downloaded the app right after launch.

6 | 2018 ANNUAL REPORT 153

Marketing/Strategic Achievements Cont….

Our city was a leader is passing a distracted driving law that makes it illegal to use a mobile device while driving unless it is in hands-free mode. Our team put together a next-step Drive Wise, Surprise campaign to include this very important message.

We conducted the National Citizens Survey in February 2018! Eight in 10 residents rated quality of life in Surprise as excellent or good; and they recommend living here! What else did we learn?

Our Strengths: Where We Can Improve: Safe neighborhoods Air Quality Overall city appearance Education (K-12) Recycled at home Walk/Bike instead of driving Surprise as a place to retire Arts/Culture/Music Sidewalk maintenance Work in Surprise Variety of housing options Stock emergency supplies Affordable housing Bus or transit services Cost of living Travel by public transportation Street repair

7 | 2018 ANNUAL REPORT 154

Marketing/Strategic Achievements Cont….

• Promoted and produced video of the Moving Wall visit to Surprise in July.

• Provided outreach and initial design work on the Veterans Reflection Circle project in honor of Brian Mancini; provided outreach and photographed tribute events, park renaming in honor of Mark Coronado.

• Won First Place for Mock DUI Drill video at National Association of Telecommunications Officers and Advisors (NATOA).

• Replaced the video screens in Council Chambers; eliminating the need for projectors.

• Produced outreach campaign for Circle City Water Election and voter registration outreach for water election (May) and council elections (August/November).

• Drafted Census 2020 outreach plan, prepared budget for future regional advertising buy and attend Maricopa Association of Governments Communications Census 2020 Team meetings.

• Promoted outreach of Arts Master Plan, Transit Feasibility Study, Utility Rate Study, Development Impact Fees and Land Development/Design Standards Update, Tourism Plan and Sign Code Updates.

8 | 2018 ANNUAL REPORT 155

Programs

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

• Broadcast and stream all City Council, Planning and Zoning and Disability Advisory Commission meetings (continue with newly-formed Veterans, Disability and Human Services Commission) for the year. Added Facebook Live for all City Council Work Sessions and Regular Meetings.

• Made appropriate web page updates to City Manager, Mayor and Council changes.

• Redesigned Intranet and Spring Training and AZ TechCelerator websites.

• Negotiated new contract with OpenMedia to stream Surprise TV online, resulting in $14,000 in savings.

• Wrote and designed four quarterly Surprise Progress Magazines.

• Drafted 2018 State of the City speech; staged/taped/photographed/promoted event and designed PowerPoint and video.

• Produced 23 SPTV news programs (including Year in Review Special), quarterly Explore Surprise videos, and 4 Council Conversation shows.

• Designed League of City Booth- Surprise is Alive with Arts & Culture.

• Ongoing branding improvements: redesigned all city department annual & monthly report templates.

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• Took new staff/council official headshots.

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

• Promotion, audio and photography for Employee Appreciation quarterly events.

• Design annual Water Quality Reports, Spring Training and Rec Times programs.

• Draft speeches, talking points as needed for events/interviews.

• Help to prepare and send electronic City Council newsletters.

• Taped and produced DUI Mock Drill Exercise.

• Taped/photographed CRS’s Spring Training, July 4th, Veterans Day; Surprise Party; and Pickleball Court Opening events.

• Photography and video at Mayor’s Welcome Back Lunch.

10 | 2018 ANNUAL REPORT 157

• Write articles for Inside Surprise intranet site to keep employees informed.

• Administer all city social media sites.

• Wrote and/or promoted 346 (Non-PD) news releases in 2018. 361 news releases in 2017.

11 | 2018 ANNUAL REPORT 158

Performance Measures

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

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

12 | 2018 ANNUAL REPORT 159

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

• Facebook: Added 1,045 new likes • Twitter: Added 538 new followers • *YouTube Views: 31,700 • *YouTube Watch Time: 123,800 minutes

*The city switched Surprise TV online video streaming services in April 2018 from Granicus to Open Media.

13 | 2018 ANNUAL REPORT 160

CITY OF SURPRISE CITY ANNUAL REPORT 2018 1 | 2018 ANNUAL REPORT 161

Message from the Director Every day, Surprise’s public works professionals provide direct and indirect services to the community that help keep our city safe, clean, and attractive. We do this through street operations, solid waste and recycling collections, traffic and transportation management, development review, project management, public facilities management, and fleet operations. We have extraordinary relationships with all city departments and are integral partners in the services they deliver as well. Together, we take pride in providing effective and timely services that produce the highest level of value, results, and satisfaction for our community. We are in positions of responsibility that require a vast amount of public interaction via phone, technology, and especially in-person, and we treat each other and those we serve with courtesy, consideration, and respect. Whether it is questions on storm drainage in neighborhoods, transit options, or school zone management and speed enforcement, we listen to our community members and strive for solutions that balance the needs of the community with individual interests. On behalf of the entire Public Works team, it is my pleasure to present the 2018 Annual Report. I hope this report provides insight into the services we provide, a better understanding of our operations, and an increased confidence in our commitment to keeping our community safe, clean, and attractive. Thank you for your continued support of and partnership with our team.

2 | 2018 ANNUAL REPORT 162

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

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

3 | 2018 ANNUAL REPORT 163

Public Works Operating Budget Status by Fund for Calendar Year 2018

Yearly YTD YTD % Fund Budget Expense Variance Used 1010‐General Fund 7,842,300 6,609,091 1,233,209 84.27% 1180‐LTAF II/ALF 357,200 354,942 2,258 99.37% 1260‐Proposition 400 47,600 47,600 - 100.00% 1360‐Transportation Improvement 143,950 136,918 7,033 95.11% 1410‐Highway User Revenue 6,443,500 5,764,775 678,726 89.47% 7010‐Water Operations 561,250 514,787 46,463 91.72% 7510‐Sewer Operations 168,150 153,010 15,140 91.00% 7810‐Solid Waste Operations 5,795,050 5,314,805 480,246 91.71% 7910‐Stormwater Operations 236,450 162,086 74,364 68.55% Total 21,595,450 19,058,013 $2,537,438 88.25%

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

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

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Utility Data

Electricity: The department tracks all utility data for calendar year 2018 including the City’s streetlights (Non-SLID), Industrial (Water and Wastewater Facilities) and Infrastructure (Park Lights, Traffic Signals, Stadium Lights, etc.). 2017 was the first year the department began to capture all power associated with all City operations (except SLIDS).

5 | 2018 ANNUAL REPORT 165

Water: Added 18 new sites to the master folder mostly the city’s industrial facilities.

Natural Gas: Consumption remained flat for calendar year 2018.

Transit Operations

The Public Works Business Management division manages the City transit system through an Intergovernmental Agreement (IGA) with Valley Metro. The services provided to our residents are an express bus (571) to downtown Phoenix, a senior shuttle bus to our senior center, regional ADA services for medical and work and local on-demand transit service (RideChoice).

The 571 ridership was flat and senior shuttle performed smoothly with and Regional ADA was below Valley Metro targets for on-time percentage by about 4%, Valley Metro target is 92% but City service averaged 88% for 2018. RideChoice was stable and did experience a contractor change in December of 2108. While overall trips increased the first month of service under the new contract wheelchair service continues to struggle with the City

6 | 2018 ANNUAL REPORT 166

experiencing higher than average wheelchair patrons in the neighborhood of 32% which is 12% higher than Valley Metro’s regional average.

The tables below highlight the various services.

Regional ADA:

MJM RideChoice: January through November:

ALC RideChoice October through December (October and November pilot program):

7 | 2018 ANNUAL REPORT 167

Fleet Division

The City of Surprise owns and operates a fleet that consists of over 650 assets. These assets serve the transportation and equipment needs of over 8 departments. The fleet division is tasked with maintaining the City’s fleet as well as scheduling and forecasting the ongoing asset replacement of the fleet. The fleet division has a dedicated staff of fleet professionals to serve our customers, city staff and the citizens of Surprise.

• Operations Management – scheduling routine preventative maintenance, accident repairs, emergency repairs for downed vehicles and equipment. Maintaining inventory supplies and contracts for outside services. Business planning, customer survey’s, information systems, performance measures/bench marks, cost analysis control, management analysis and reporting, annual reports, customer relationship management, training, and professional certification. • Asset Management – Performs cost analysis in order to measure asset performance for asset life and disposal. Works with departments in determining best asset selection/specification related to operational needs, asset disposal, licensing/titling, motor pool management, and technician supervision. Goals and Accomplishments

• Asset Replacement - The FY19 Patrol Tahoe received a major technology upgrade. An evaluation was completed in partnership with Assistant Police Chief Leggett. The goal was to provide SPD Officers with the most current, safe, and efficient tools available in the marketplace. The outcome resulted in a software based, fully programmable emergency lighting package that is brighter and more efficient, and provides improved functionality and safety while retaining fiscal responsibility.

• Equipment Disposal - After networking with surrounding municipalities, fleet discovered there is a need for used police vehicles in other municipalities. With assistance from the Procurement Division, fleet re-evaluated our surplus procedure and discovered a mutually beneficial opportunity. Fleet found that the City would net more surplus funds, reduce labor hours and help provide asset needs to smaller agencies struggling with budget constraints by providing them with fully functional patrol. Fleet sold one Patrol vehicle to the Town of Quartzite and is expected to sell two more to the Town of Hayden.

• Operational – Fleet successfully implemented the Motor Pool module city wide. This has helped staff reserve motor pool vehicles electronically and is able to provide accurate records for future use.

8 | 2018 ANNUAL REPORT 168

• Personnel Accomplishment – Edwing Cervantes was the first technician to accomplish a Master Emergency Vehicle Technicians (EVT) in the City of Surprise. Currently there are only 765 Master Certified EVT’s Nationwide and 43 of those are in Arizona.

Below are some charts and tables related City fleet operations such as fuel consumption, work orders related to both preventative maintenance and repairs, and direct man hours for labor based on vehicle department. Fuel

In calendar year 2018, the City fleet consumed 192,985 gallons of unleaded fuel at an average cost of $2.52 per gallon and 215,164 gallons of diesel fuel at an average cost per gallon of $2.84. The table below highlights fuel consumption.

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

9 | 2018 ANNUAL REPORT 169

Department WO’s Hours City Manager 6 10 CRS (vehicles only) 77 149 Community Development 35 30 Finance 27 35 Fire-Medical 417 1,781 Human Services 4 13 Police 781 1,078 Public Works 1,937 5,387 Water Resource Management 194 402 Total 3,478 8,885

Asset Inventory per Department or Division

10 | 2018 ANNUAL REPORT 170

Facilities Management Division

The Facilities Management division is charged with maintaining and servicing all of the City of Surprise Facilities. This is including but not limited to all Mechanical, Electrical, Plumbing and Building Maintenance as it relates to the buildings under our care. The Facilities Division is also charged with all of the custodial needs of the City of Surprise, this includes an in-house custodial staff and outside contracted custodial services. This ensures that all of the City-owned buildings are maintained in the highest standard of cleanliness. The Facilities Division takes great pride in the fact that we have some of the newest facilities in the valley and take great strides in keeping them in the best possible condition for the Public and the City’s employees alike. Below is a chart of Facilities Work order flow.

Top 10 Work Orders SERVICE - SETUP 1 PROJECTS 457 PREVENTATIVE MAINTENANCE 553 PLUMBING MAINTENANCE 201 MECHANICAL MAINTENANCE 286 LOCKSMITH MAINTENANCE 173 ELECTRICAL MAINTENANCE 509 BUILDING MAINTENANCE 381 BUILDING AUTOMATION… 9 0 100 200 300 400 500 600

In 2018 the facilities division through the capital budget process was able to add a $344,000 3rd chiller to the Central Utility Plant (CUP). This adds redundancy to the City Hall complex cooling system, and ensures minimal to no downtime. In the past, had one of the two chillers failed, the City would have had to shut operations down at City Hall, Public Safety, and Ottawa, and only operated I.T. department server rooms and the 911 communications area. The addition of the 3rd chiller creates a state-of-the-art system and is more energy efficient, therefore we will have further savings in our energy consumption. Another benefit is that we will be able to rebuild and maintain the two existing chillers without disruption to city services, and at a cheaper cost without having to rent a back-up chiller while the maintenance is taking place in 2019.

11 | 2018 ANNUAL REPORT 171

12 | 2018 ANNUAL REPORT 172

Earlier in the year, we had a sink hole forming in the receiving area at the back of City Hall. With the help of our partners in the CIP group, we were able to remove the concrete and repair the problem without any disruption to city operations.

With our Asset management program, we were able to replace the City of Surprise Police Department’s evidence refrigerator at the Public Safety Building. This is a key piece of equipment for the operation of the Police Department, as it could be the difference between a conviction and non-conviction of a violent criminal.

With our Asset management budget, we were also able to replace the discontinued building automation systems for Public Safety and City Hall at a cost of $136,000. The new system allows Facilities to better monitor the comfort levels of the city’s employees while also optimizing energy consumption. This Facilities department was able to achieve this important priority of shrinking our carbon footprint and saving tax dollars on energy while doing so.

13 | 2018 ANNUAL REPORT 173

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

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

14 | 2018 ANNUAL REPORT 174

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

The team has also been working on the annual sign rehabilitation program. This program entails a designated annual rotation of areas that will have blanket replacement of all signs within a designated zone. This program is conducted to comply with Federal reflectivity standards for signs. The areas targeted for rehabilitation in 2018 were the Mountain Vista, Roseview, and Sun City Grand subdivisions. As Sun City Grand is a large area, the larger advance and nine-inch street name signs were completed first. The regulatory and standard seven-inch street name signs will be replaced in the 2019 calendar year.

15 | 2018 ANNUAL REPORT 175

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

Concrete Program: The concrete program is responsible for maintaining sidewalks, drainage gutters, manhole collars, valve covers, and ADA ramp compliance structures. The majority of this program’s work consists of complete removal and replacement of existing structures. The program also performs patching, sawing and grinding of concrete to repair trip hazards and abnormalities. The division responded to fifty service requests, and completed 117 work orders.

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

16 | 2018 ANNUAL REPORT 176

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

17 | 2018 ANNUAL REPORT 177

Solid Waste Division

The Solid Waste Division provides weekly curbside collection services for solid waste and recycling to approximately 37,000 residential homes. The Division also offers a wide range of other solid waste services or programs that includes: bulk item collection, recycling drop-off, roll-off services, container delivery, household hazardous waste (HHW) collection events, outreach and education, and a robust inspection program.

January 2018 began the third year of promoting the RecycleWise in Surprise campaign. Staff works diligently to raise public awareness about proper recycling habits through this recycling initiative. The campaign highlights the most common contaminants in the recycling stream and connects with residents through a dedicated Facebook page, YouTube video, direct mail, door hangers and other marketing efforts.

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

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

18 | 2018 ANNUAL REPORT 178

Measurable Results

The Solid Waste Division sets targeted goals for monitoring performance throughout the year. The following table shows how the team performed for 2018:

2018 2018 Performance Measures City of Surprise Target Actual

Single-family households (#) 37,000 37,292

494 Waste collected (tons) 34,500 37,136

lbs/hh Recycling collected (tons) 9,000 9,207 Recyclable materials collected per household 486 494 (lbs/hh) 1 Confirmed missed pickups (%) < 1% 0.23%

Collected Recyclables Residential container delivery service provided > 85% 90.0% within 8 working days of customer request (%) On-demand bulk trash collection service > 90% 97.0% 357 provided within 12 working days of customer lbs/hh Waste diversion rate (%) 25.0% 19.9%

Recycling contamination rate (%) <20% 19.0%

Resolved trash and recycling inspection issues > 85% 91% National Average (%)

Public education and outreach events (#) 20 20

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

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

As an enterprise fund, Surprise customers drive the Solid Waste business model and our operational responsiveness. In 2018, measurable results related to customer service requests are as follows:

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Program Highlights and Achievements

1) Gave employees professional development opportunities and a promotion… • Bobby Parks served as Acting Solid Waste Manager - December 2017 to March 2018 • Created an on-the-job training program for Commercial Driver’s License (CDL) testing; Joseph Gomez and Mia Magdaleno went through the program and successfully obtained CDLs - April 2018 • Mia Magdaleno completed job shadowing with Engineering Inspections team. – July to October 2018 • Joseph Gomez promoted from Solid Waste Inspector to Solid Waste Crew Leader to help lead staff in the Inspections, Public Outreach/Education, and Container Delivery group – December 2018

2) Replaced old trucks with new… We purchased several new replacement vehicles including two (2) supervisor pickup trucks, one (1) container delivery truck, and four (4) Peterbilt/Scorpion side-load refuse trucks; total purchase cost = $1.5 M.

20 | 2018 ANNUAL REPORT 180

3) Streamlined service request process through MUNIS… We worked collaboratively with Customer Service/Utility Billing Division to streamline the process of opening, inputting, and closing service requests for solid waste services in the City’s ERP software system (MUNIS).

4) Awarded high-performing employees… We held our Solid Waste Division Awards Banquet on June 20, 2018 in which awards for attendance and high performance were handed out. The Top 2018 award winners included:

Rob McGruder - Top Gun Award

Larry Ahrens - Operations Performance Award

John D’Agnese - Special Operations Performance Award

Joe Zak - Customer Service Excellence Award

Juan (John) Longoria - Rookie of the Year Award

Adrian Dominguez - Most Improved Team Player Award

Eric Mendivil - Most Improved Team Player Award

5) Assisted Public Works/Streets Division with monsoon storm damage cleanup… We responded with “all hands on deck” for the entire Public Works team to help provide additional staff and equipment resources for storm cleanup efforts during the August 2018 monsoon storms. The city of Surprise experienced significant damage due to flooding and fallen trees, which left several of the city roads impassable or hazardous to navigate safely. Solid Waste staff members were proud to help in this team emergency response effort in order to create safe conditions for Surprise citizens and visitors!

6) Added 2 new FTE positions... We received approval from City Council in November 2018 to add two new positions, a Solid Waste Equipment Operator and Solid Waste Crew Leader to the Division’s staff, which increased the number of Full-Time Equivalent (FTE) positions from 34 to 36 employees.

7) Answered to record-high demand for container delivery service… We experienced steady and substantial increases in both new home deliveries and can replacement requests since the beginning of January 2018; staff responded effectively to meet this increased customer demand as well as delivery performance goals.

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8) Implemented an in-house container repair program… We purchased a plastic welding tool and began utilizing our internal staff to complete minor repairs to any damaged trash and recycling containers collected through the container replacement program. This change created a costs savings by reducing the need to purchase the same amount of brand-new replacement containers and has streamlined the administrative process by eliminating the need to manage an external contract for this specialty repair service.

9) Completed comprehensive Solid Waste rate study and five-year forecast model… We accomplished a comprehensive rate study project by working collaboratively with other staff from Finance, Water Resource Management, and Public Works; the Solid Waste rate study, five-year forecasting model, and proposed solid waste rate increase were presented and approved by City Council.

10) Celebrated the Solid Waste team with year-end holiday party and teambuilding event… We had fun celebrating the team by gathering together for a holiday luncheon and prize giveaways. The Solid Waste Division’s teambuilding committee organized a friendly tournament-style competition of bean bag toss, and Eric Mendivil was crowned the 2018 King of Bean Bag Toss!

22 | 2018 ANNUAL REPORT 182

Engineering – Development Review Services

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

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

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

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

Throughout the 2018 calendar year, the plan review team continued to see an influx in development projects (commercial, master planned communities and single family residential). The continuation of increase in development projects has maintained a substantial increase in related civil improvement plans submitted. While the total amount of plans approved decreased slightly by about 10%, the total number of civil sheets reviewed continues to climb with an increase of over 42% when compared to calendar year 2017. The plan review group was fortunate to add one additional FTE to the team to account for the added development review demands.

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Engineering Plan Sheets Reviewed

12000 11642

10000

8188 8000

6000 4561 4189 4000 3014

2000

0 2014 2015 2016 2017 2018

Engineering Plans Approved

1400 1260 1200 1092

1000 861 800 614 600 509

400

200

0 2014 2015 2016 2017 2018

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

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

24 | 2018 ANNUAL REPORT 184

With the steady increase in development projects, the permitting group saw a steady rise in permits issued during the 2018 calendar year. The permit fees collected in 2018 was more than double when compared to the previous year.

Engineering Permits Issued

800 798

700 678

600 561

500 407 400 342

300

200

100

0 2014 2015 2016 2017 2018

Civil Permit Fees Collected

$2,000,000 $1,877,109 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $899,221 $800,000 $547,980 $600,000 $360,811 $400,000 $192,227 $200,000 $0 2014 2015 2016 2017 2018

25 | 2018 ANNUAL REPORT 185

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

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

In addition to a continued rise of development projects approved during the 2018 calendar year, the complexity and construction value of the projects also increased, which had a direct impact on the amount of attention and manpower required to close out each permit. The value of construction costs has more than doubled the previous year. The inspections group was fortunate to add one additional FTE to the team to account for the added inspection demands.

Civil Construction Cost

$70,000,000 $67.7M

$60,000,000

$50,000,000

$40,000,000 $33.8M $33.1M

$30,000,000 $15.7M $20,000,000 $8.0M $10,000,000

$0 2014 2015 2016 2017 2018

Utility Locating: The primary responsibility of the utility locating group includes locating and marking underground city utilities, such as water, reclaimed water, sewer lines, storm drain, and IT fiber in public rights-of-way and easements. The locators use a variety of utility maps, as-built plans, GIS systems, and field equipment to correctly identify the lines for our contractors, designers, and residents. The amount of locates performed in the 2018 calendar year has increased almost 30% when compared to previous year.

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Utility Locates

14000 13685 12137 12000 10540 10000 9113

8000 7450

6000

4000

2000

0 2014 2015 2016 2017 2018

2018 Development Review Services Group Achievements:

The Development Review Services Division generally saw a steady increase in development review related activities throughout 2018. The group was able to maintain positive service levels in each area and has continued to make improvements to our process to enhance our service output. The Development Review Services Division continues to maintain LEAN principles throughout the 2018 calendar year with the goal to maximize department efficiencies. Some of the improvements include:

• Electronic Plan Review: The Engineering Division implemented electronic plan submittal and electronic plan review for dry utility projects (COX, SW Gas, APS and Centurylink) as well as for plan revision review for construction or field changes. This process has not only helped with travel and courier costs for the applicants, but has increased efficiency by reducing staff times in handling and routing paper copies to various departments/floors.

• Engineer of the Day Program: The Engineering Design Review team continues to be part of the program which is to assist interdepartmental staff with a point person for engineering needs. Needs include assisting walk-in applicants and residents and fielding phone calls and emails for the engineering hotline and general email account.

• Engineering Design Review and Inspections Database: The Engineering team maintains databases of development projects currently under review and construction, respectively. The databases are being utilized to enhance staff workload balance, track upcoming Council items, and manage review timelines in a more efficient manner.

27 | 2018 ANNUAL REPORT 187

Engineering – Capital Improvement Program

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

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

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

2018 CIP Division Achievements:

Some of the notable CIP division achievements are as follows

• Construction initiated on Public Works Operations Facility • Construction initiated on the Asante Branch Library • Ottawa construction 60% complete • Design progress on the following projects o Fire Station 304 o Fire Station 308 o Waddell Road from SR303 to Reems Road o Litchfield Road from Waddell Road to Peoria Avenue o Greenway Road from Cotton Lane to Sarival Avenue rd o 163 and Jomax Road intersection

28 | 2018 ANNUAL REPORT 188

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

Capital Improvement Program Delivery Model

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FY 19 Project name Ongoing Complete CRS Admin Remodel AZTC Building A and B Remodels AZTC Parking Lot PD Door with ADA opener FS 304 Design FS 301 Ambulance PD Shade Canopy Window tinting at Courts Asante Branch Library Donorma RV Park Phase 2 Public Works Yard Ottawa Emergency Phones Gaines Park Baseball Field City Hall Ceiling Repairs Litchfield Road KC Royals Shade Waddell Road Bullard Water Line Greenway Road PD work station changes 163rd and Jomax intersection Pavers Warranty work Sweetwater Road and Litchfield Mark Coronado Park signs Courtyard Music FS 304 Land Purchase Public Safety Evidence and Readiness FS 301 Counter tops Center Veterans Reflection Circle TX Block Wall 38LF City Café TI Clubhouse MMA Floors 4th Floor cube relocation - Council SF Dog Park Lights Assistants Washer and Dryer relocation at Sr. Center 4th Floor director furniture remodel SAC Pool Slide Replacement Resurfacing of Dream Catcher Park Door at PD Shooting Range TOC Upgrades Gun Storage at Senior Center Drive loop concrete replacement Parking garage barrier Bollards at Courts PD Shooting Range upgrades Landfill Stadium Field Lighting rewire Added lights at Tennis Dick McComb Parks Shade Canopies Wash Basin for ADEQ TX Rangers shade canopy TX-1 KC Royals Scoring canopy TX Rangers 50LF Wall and Storefront Council Chambers repairs

30 | 2018 ANNUAL REPORT 190

Traffic Engineering

Traffic Design and Review Program: Provides civil construction review for internal and external customers with respect to pavement markings, signing and traffic signals. The program completed 89 Traffic Impact Analysis (TIA) reviews in 2018 associated with development and construction requests. A key goal is to assist the pavement preservation program with re‐striping areas that need improvement with respect to turn lanes, bike lanes, or general purpose lanes and signing. The division conducts annual traffic counts every spring. These counts are then used to program future signals, and a map is published to note trends in growth and traffic volumes, this information is used by developers to attract businesses to the area.

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

The division was a key member of the Safe Routes to School (SRTS) studies as part of Maricopa County Association of Governments (MAG) and the City's transportation planning division. In 2018, Ashton Ranch, Country Side, Cimarron Springs and Canyon Ridge elementary schools had SRTS studies conducted. Traffic then worked with streets, planning, and the police department to recommend and implement safety improvements.

Annual Traffic Counts: The 2018 Traffic Management Map highlights the daily traffic volumes city wide and can be found on the City’s website: https://www.surpriseaz.gov/3623/City-Wide-Traffic-Count Signal Operations and Maintenance Program: Responsible for daily maintenance and operation of the 52 signals and the ITS/dynamic messages signs. Following a study that assessed the condition of some of the older signalized intersections, four intersections were identified as high priorities for infrastructure replacement. Bell/Dysart, Bell/Parkview, Greenway/Dysart and Greenway/Reems each had both underground and overhead electrical conductors replaced. These locations also received upgraded traffic signal cabinets that will allow for the deployment of flashing yellow arrows in the future. The first phase of FYA conversions will be along Bell Road at the intersections of 134th Ave, Dysart and R.H. Johnson. This work is scheduled for late spring/early summer of 2019. Reems Road Fiber Project: A project that installed 4.5 miles of ITS fiber along Reems Rd. between Peoria Ave. and Mountain View Blvd. was completed in the spring of 2018. This deployment provided direct fiber communications from the Reems intersections of Cactus, Waddell, Acoma, Paradise and Mountain View to the TMC. These connections allow for the real-time monitoring and management of the intersections.

31 | 2018 ANNUAL REPORT 191

Traffic Management Center (TMC), Intelligent Transportation Systems (ITS)

The TMC upgrade was completed in 2018 and the area is responsible for monitoring and maintaining the sequencing of signals within the City and connecting with outside agencies to maintain an acceptable level of service for the travelling public. The division continues to implement items from the City’s ITS strategic plan. The plan is used as a roadmap to maximize the City’s investment in its infrastructure. The plan correlates with the City’s master plan and ITS strategic plans at the federal, state and local levels.

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

32 | 2018 ANNUAL REPORT 192

Bell Road Adaptive Signal Project

The Maricopa County Department of Transportation (MCDOT), in partnership with the City of Surprise, and the Arizona Department of Transportation (ADOT), has activated new Adaptive Signal Control Technology (ASCT) along Bell Road between Cotton Lane and Avenue of the Arts/114th Avenue. The area is one of four implementation areas in the Bell Road Adaptive Signal Project and includes 17 intersections near the Bell Road and Loop 303 interchange.

In addition to the MCDOT project, the City of Surprise also installed adaptive signal control technology at additional city-operated intersections in the project area at 134th Avenue, Grand Avenue and 165th Avenue to improve efficiency along the entire corridor.

Adaptive Signal Control Technology automatically adjusts the timing of the green lights at intersections to accommodate for changing traffic patterns. The technology does this by receiving and processing real-time traffic data from strategically placed sensors which allow the system to determine the length of time lights should be green in order to improve traffic flow and reduce the amount of delay drivers experience on the roadway. The system is also optimizing the signal sequences as it is utilizing the most efficient signal sequence for the current traffic conditions.

33 | 2018 ANNUAL REPORT 193

Surprise Event Traffic Management

The City of Surprise has utilized a combination of specialized timing patterns and technology to manage the many special events that occur at the Surprise Recreation Campus. During the hours leading up to a planned event, the advanced traffic management software (ATMS) is scheduled to measure traffic volumes at key intersections. Once volume thresholds have been met or exceeded for the programmed duration of time, the ATMS will trigger predefined timing plans to accommodate the event based traffic demands. Once the demand has fallen below the thresholds, the system will command the intersections to return to their normal operating mode.

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

34 | 2018 ANNUAL REPORT 194

1 | 2018 ANNUAL REPORT OF SURPRISE CITY ANNUAL REPORT 2018 195

Introduction

The Sports and Tourism Department was created in late 2017 to promote Surprise as an intentional sports and tourist destination. The department manages spring training and year-round Major League Baseball operations as well as the partnership with the Kansas City Royals and Texas Rangers. Sports and Tourism also secures premier sporting and tourism driven regional and national events that maximize city facility usage and drives year round activity to Surprise. In addition, the department supports the multi-level partnership the City has with Ottawa University as well as cultivates external partnerships that enhance or attract tourism based development and events to Surprise.

Sports & Tourism Highlights Spring Training

In 2018, the Surprise Stadium celebrated its 16th year of Spring Training Baseball in Surprise and was ranked by USA Today as the #1 Cactus League Stadium. The season consisted of 31 games which drew a total attendance of 190,043. The average attendance per game increased 2% raising the average daily attendance to 6,130. The gross revenue for Spring Training was $6.7 Million, making it the 3rd highest grossing season in Spring Training history. In addition to the games, the department also hosted several additional events such as the annual Mayor’s Welcome Back Lunch, Surprise Sundancers Charity Game and Scholarship Recipient Ceremony, the induction of former Community & Recreation Services Director, Mark Coronado, into the Surprise Recreation Campus Hall of Fame, Cal Ripken Day and a special appearance by the Budweiser Clydesdales.

2 | 2018 ANNUAL REPORT 196

College Baseball

The Sports and Tourism Department kicked off the 2018 Spring Training Season with the annual Sanderson Ford Spring Training College Baseball Classic. The tournament featured teams from Oregon State, Gonzaga, New Mexico and Cal Poly San Luis Obispo.

The department also hosted the Big 10 – Pac 12 Spring Training Baseball Challenge the following weekend with teams from Oregon State, Nebraska, Ohio State and Utah.

Over 22,000 fans were in attendance for the 2 tournaments which made it the highest attendance as well as the highest gross revenue in the tournaments’ history.

Arizona Fall League

The Surprise Stadium hosted the MLB Arizona Fall League starting on October 9th with its home team – the Surprise Saguaros. There were a total of 15 Fall League Games played inside the stadium during the 2018 season.

The MLB Arizona Fall League also hosted the Play Ball Clinic in Surprise. This first time event had over 200 participants.

In addition, the MLB Arizona Fall League held the 13th annual Fall Stars Game at Surprise Stadium. This game was televised and streamed live by the MLB Network. The game had a record attendance of 6,883.

3 | 2018 ANNUAL REPORT 197

Baseball Tournaments

Surprise Recreation Campus, recognized as a premier sports tournament destination, showcased many returning partners and added new tournaments in 2018 maximizing facility usage as well as bringing in visitors from all over the nation.

• February 15 – April 19: Ottawa University Baseball’s inaugural season included 19 home games • April 11: Annual Willow Canyon High School vs. Shadow Ridge High School Game • April 26 – May 5: Canyon Athletic Association’s High School Division 1 & 2 State Tournaments • April 28: The Surprise Fire and Medical Department and Surprise Police Department’s trophy softball game • May 4-12: The Arizona Interscholastic Association’s Division III High School Baseball Tournament • June 8-11: The Wilson Premier Championships West was a new partnership that brought in over 70 teams featuring some of the best youth baseball players in the country. 105 games were played at the complex during the 4 day tournament. • June 22-27: The Connie Mack World Series Qualifier consisted of 20 teams and played 38 games. • July 1-7: USA Baseball U16 division featured 46 teams comprised of some of the best youth baseball players in the nation. A total of 124 games were played during this week long tournament. • July 13-18 and July 20-25: The Don Mattingly World Series and Ken Griffey World Series. The Ken Griffey World Series featured 12 teams and Don Mattingly was comprised of 16 teams. These teams came from 7 different states. • July 23-28: The 13-15 year old and 13 year old Babe Ruth Regional Tournaments featured Babe Ruth League State Championship teams from Northern California, Central California, Southern California, Utah, Hawaii, Guam and Arizona all competing for the chance to advance to the Babe Ruth World Series. • September 21-24: The Perfect Game Fall National Championship, a first year event for Surprise, was comprised of 50 of the most elite U17 baseball teams and 1400

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participants from 9 different states including Arizona, California, Utah, Colorado, Maryland and Washington. • September 28 and 30: The National Adult Baseball Association World Series consisted of 600 participants with divisions including 18 Wood Rookie, 35 Wood Open and Father/Son Wood. • October 6: This new game featured the Texas Rangers taking on the Arizona State University Baseball team. Over 600 people attended the event. • October 15-31 and November 1: Men’s Senior Baseball League which included divisions 18+, 25+, 30+, 35+, 40+, 45+, 50+, 55+, 60+, 65+, 70+, 73+, Father/Son • November 11: The City of Surprise Fire and Medical Department and Police Department held its annual softball tournament.

Tennis

With the strong relationships the Sports and Tourism Department has created with the USTA and other tennis partners such as Tennis on Campus, ITA and NCAA, the department was able to secure 14 tournaments which were all hosted at the Surprise Tennis and Racquet Complex in 2018. These tournaments brought in over 6100 players and visitors from all over the nation.

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2018 Tennis Tournaments:

• January 12 – 14: USTA 65+ Nationals 6.0 & 8.0 – 560 Players / 500 Visitors • January 19 – 21: USTA 65+ Nationals 7.0 & 9.0 – 500 Players / 450 Visitors • January 20 – 22: Boys & Girls National Level 3 – 141 Players / 130 Visitors • February 11 – 18: USTA Women’s $25,000 Pro Circuit – 112 Players / 202 Visitors • March 23 – 25: USTA Tennis on Campus – 480 Players / 250 Visitors • April 6 – 8: USTA National NTRP Championships – 386 Players / 250 Visitors • April 18 – 20: PacWest Div. II Conference Championships – 240 Players / 100 Visitors • April 25 – 29: USTA Men’s 35 National HC Championships – 32 Players / 20 Visitors • May 7 – 12: NCAA Division II National Championships – 256 Players / 164 Visitors • May 19 – 21: USTA National Level 2 Girls 18s – 64 Players / 150 Visitors • July 26 – 28: Surprise Summer Lights Tennis Tournament - 157 Players • November 2 – 4: USTA Saguaro Slam – Doubles 7.0 and 8.0. - 110 Players / 90 Visitors • November 7 – 11: Oracle ITA Fall National Championships – 192 Players / 58 Visitors • December 7 – 9: USTA Southwest 65+ Championships – 250 Players / 330 Visitors

Pickleball

With the addition of 8 new pickleball courts, the Sports and Tourism Department worked with various pickleball organizations to host tournaments at the Surprise Pickleball Courts. The tournaments included the Surprise Pickleball Association Monster Smash on October 26-28 which had 611 registrants, the Super Senior International Pickleball Association West Championships December 4-7 which had 477 participants and the Arizona Senior Olympics Pickleball games which had 131 players.

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3rd Party and Special Events

The Surprise Sports and Tourism Department collaborates with various partners to host events and festivals designed to attract visitors to Surprise. The department also works with third parties to book facility rentals.

Thunderbird Surprise Fine Art and Wine Festival: The 6th annual Surprise Fine Art and Wine Festival was held January 12-14 at Mark Coronado Park. The festival featured fine art from around the country, wine, beer and rum tastings, hand-crafted food from local vendors and live music. The 3 day event drew over 7,000 people.

West Valley Beer Fest: Local brewery, State 48, held its first West Valley Beer Fest on February 17 at Mark Coronado Park. The event featured beer samples from local breweries, food trucks and live bands. The first time event drew 1000 attendees.

Spring Training 5K: The Sports and Tourism Department, in partnership with Race Roster, held its inaugural Spring Training 5K. The race took place after the Spring Training Game on March 3 and had a total of 284 participants with 50% of them coming from outside Surprise and 33% from outside of Arizona.

Taste of Surprise: The Surprise Rotary Club held its annual Taste of Surprise inside the stadium on April 7. The event featured more than 50 local restaurants, beer, wine and spirit vendors and live music. The event had an attendance of 1500.

Bullies Night Out 2: Bullies Night Out 2, a sanctioned International Bully Kennel Club Dog Show, took place October 6 at Mark Coronado park. The event consisted of a bull dog show contest and event booths and vendors. Over 300 people attended this new event.

Wood and Me: Wood and Me held their Artisan Treasures Holiday Craft Fair on November 24 at Surprise Stadium. There were 155+ vendors selling various arts and craft items such as holiday décor, clothing, jewelry, vintage, farmhouse and so much more. The new event drew 2000 visitors.

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Vermillion Surprise Festival of Arts: The Vermillion Surprise Festival of Arts held its inaugural event at Mark Coronado Park December 7-9. The event consisted of fine arts and crafts vendors, gourmet food trucks, wine and beer garden, confectionary booths, art demonstrations and live entertainment. 3,000 people attended the festival.

Sundays in the Park Food Truck Festivals: In partnership with State 48 and the Recreation department, eight events were held in 2018. The addition of the food and beverage components, inflatables and lawn games increased the average attendance to approximately 7,000 per event and accumulating over 54,000 attendees throughout the year.

Marketing

Sports and Tourism Staff attended the Arizona Governor’s Conference on Tourism to create awareness for the City of Surprise as a tourism destination within the state and build partnerships with the Arizona Office of Tourism for collaboration and industry best practices.

Staff also attended the Major League Baseball Winter Meetings and the TEAMS Conference to solicit new sporting events to Surprise as well as gain an understanding on possibilities for E-Sports Tournaments and venues available in Surprise.

The Sports and Tourism Department worked diligently on various advertising campaigns promoting Surprise and upcoming events:

• Hosted NBC 12’s Arizona A-Z at Surprise Stadium. The spot was aired 4 times and had over 10,000 views on social media • 11 Spring Training Games were televised on various stations (Fox Sports KC, Fox Sports Southwest, TXA 21 and WGN) • Spring Training spot on ABC 15 Facebook Live – 55,000+ views • Spring Training Content Video on ABC 15 – 88,000+ views • Google Ad Display – over 300,000 impressions • Facebook Ads – 56,000+ impressions / Twitter – 73,000+ impressions • College Baseball Campaign: Social media, radio, digital, email and press releases in Oregon, Nebraska and Kansas • Sports Destination Management Articles: Event Rights Holder and Wide Open Spaces • Canadian Flight Insert – January-March on WestJet • Arizona Fall League – Tourism Destination Commercial aired on MLB Network • Created and distributed Tourism maps to Hotels, Restaurants, Visitor Center and City Hall

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Partnership & Facility Development Ottawa

The Sports and Tourism department aided in developing the long term land lease agreement with Ottawa University, which Council approved in March of 2018.

Ottawa University utilized the Surprise Stadium and Tennis and Recreation Complex to practice and host their baseball games and tennis matches. Sports and Tourism staff also assisted in coordinating the use of the Mark Coronado Park, Aquatic Center and other city facilities.

Sports and Tourism, Economic Development and the Legal department developed the Master Facilities Use Agreement in partnership with Ottawa University, which Council approved in October 2018. The 10+ year agreement gives city access to a new $24 Million, 100,000+ square foot indoor activity center, competition field and conference space and assisted Ottawa in securing funding for student housing and a student union, with a total capital investment of over $65 Million under construction in 2018.

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Texas Rangers Housing Development

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

Major Projects/Department Development Sponsorship

The Sports and Tourism staff worked with the Finance Department to develop and implement a new sponsorship policy and procedure. Once created, staff worked diligently throughout the year to secure current sponsors as well as new partners and made sure to fulfill their sponsorship commitment. In 2018, the Sports and Tourism department renewed 35 previous sponsors and introduced 10 new ones bringing in $404,409 in total revenue.

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Tourism and Facility Rental Website

In collaboration with the City Communications Department, staff worked to create a comprehensive and interactive website for both visitors and event/tournament planners which was launched in early 2019.

Tourism Advisory Commission

The Sports and Tourism staff worked with the Tourism Advisory Commission in creating a Tourism 5 Year Strategic Plan which was approved by Council in 2018. The Commission and Council also approved the spending of $20,000 from the tourism fund to be utilized for a resort feasibility study, a tourism initiative that had been on the previous plan since 2009. The Commission and Council also selected and approved CBRE to conduct the study which was completed in February 2019. In addition, staff and the Commission updated the Tourism Fund Application in order to streamline the process and expand the opportunities to work with larger organizations to bring tourism based events and projects to Surprise. City Council approved the new application in late 2018. Sports and Tourism staff and commission members also developed a Tourism Map which included Surprise attractions and amenities to aid visitors in finding local favorites and increase spending in the community. The Tourism Commission also voted on the use of the Destination Marketing Organization funding from the Arizona Office of Tourism which is used to help promote Surprise as a tourist destination.

The Destination Marketing Organization funding for FY18 which is based off of 2017 hotel room nights was $72,457. The FY19 funding amount, based off 2018 hotel room nights, increased 47% for a total of $106,790.

The Tourism Commission also works with staff and Council to monitor Tourism Fund requests. The Tourism fund is derived from the bed tax. The total Tourism Fund amount at the end of 2018 was $442,600.

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Surprise Sundancers

Sports and Tourism staff work closely throughout the year with the Surprise Sundancers, the official Spring Training volunteer organization of the Kansas City Royals, Texas Rangers and the City of Surprise. This group consists of 750+ volunteers and provides services to support Major League Spring Training activities during the season as well as provide additional support with tennis tournaments and special events.

During each spring training season, there is an average of 200 Sundancers volunteering for each game. The Sundancers worked over 36,000 hours during the 2018 Spring Training season saving the City over $380,000.

The Sundancers organization also provides college scholarships and donations to non-profits that support the West Valley youth. In 2018, there were 45 scholarship recipients, totaling $122,500. There was an additional $24,659 that was donated to 8 non-profits in 2018. The Sundancers organization’s total value of volunteer service is approximately $888,840.

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Capital Projects and Asset Replacement

PROJECT 2018 STATUS

Installation of security bollards at 1st and 3rd gates Completed

Replace stadium protective rail padding Completed

Extension of backstop netting to end of dugouts Completed

Replacement of scoreboard banner in stadium Completed

Updated software on practice field scoreboards Completed

Millwork bat racks and lockers added to Texas Rangers Clubhouse Completed

Shade structure installed on Kansas City Royals Practice Field 1 Completed

Misting system installed on Texas Rangers Practice Field 1 Completed

Addition of additional electrical capacity to Texas Rangers practice Completed fields and bulllpens

Gun lockers added to stadium gates Completed

New cubicles and conference room in Sports and Tourism office Completed

Plyowall for Texas Rangers practice fields In progress

1st base container bar In progress

Seating structure for Kansas Royals City Practice Field 1 In progress

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Budget

The Sports and Tourism, Community and Recreation Services and Finance departments worked together in 2018 to evaluate and distribute the budget between the CRS and Sports and Tourism departments. The FY19 budget for Sports and Tourism had $4.4 Million in expenditures and $3.8 Million in revenue.

Performance Measures

EVENT PARTICIPANTS & VISITORS

Spring Training and Spring Training Events 190,043

College Baseball 22,420

Arizona Fall League 15,316

Baseball Tournaments 11,290

Tennis Tournaments 6,174

Pickleball 1,219

Events & Rentals 69,429

TOTAL 315,891

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OF SURPRISE CITY ANNUAL REPORT 2018 209

Summary Message

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

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

WRM maintained its commitment to employee development and growth. The 2018 calendar year saw steady growth in the department with one team member being promoted to a higher position, ten achieving additional certifications, one graduated from the AGTS Supervisors Academy. In addition, 4 new team members joined the City, one of which interned with the City while attending the GateWay Community College Water Technology program taught on SPA1 Water Reclamation Facility (WRF) site.

Finally, WRM’s core mission to effectively deliver quality services in a cost efficient manner was met again in 2018 with the expansion of the Sampling and Monitoring Systems (SAMS) software. In 2017, SAMS was developed to streamline the collection and transmission of mission critical data and samples. In 2018, the use of SAMS was broadened to handle the administration of the Pretreatment (for Wastewater) and Cross-connection (for Water) Programs. The WRM Team is ready for 2019, as we anticipate significant expansion of both the Water and Wastewater utility systems.

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

Mission

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

Vision

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

Values

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

Motto

Safe – Efficient – Effective (SE2)

Slogan

“We Keep Things Flowing”

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Annual Report Operational Readiness Succession Planning Water Resource Management had 54 FTEs in 2018. Surprise utilized 3 Interns from Gateway CC Water Technology program, of which one obtained a full-time permanent position.

Promotions • Elio Lemus promoted to Utility Mechanic

New Hires • Hector Osuna hired as Water Service Worker • James Marks hired as Wastewater Utility Mechanic • Armando Madero hires as Wastewater Service Worker from Gateway Intern • James Donnelley, Supervisory Control and Data Acquisition (SCADA) Instrumentation Specialist

Continuing Education • Armin Hadzic graduated from AGTS Supervisor Academy • Jaclyn Alm earned Grade 4 Collections Certification • Ryan Hime earned grade 4 Water Treatment and Grade 4 Water Distribution Certifications • John Plenty earned his Grade 3 Wastewater Treatment Certification • Amy Peterson earned her Grade 1 Water Distribution & Grade 2 Wastewater Treatment Certifications • Jayson Cheshire earned his Grade 1 Water Treatment Certification • Andrew Johnson earned his Grade 4 Collections Certification • Anthony Dudley earned his Grade 4 Wastewater Treatment Certification • Reynaldo Aldava earned his Grade 4 Wastewater Collections Certification • 12 WRM team members completed the annual refresher for Resource Conservation and Recovery Act & Hazardous Waste Operator certifications • Christine Nuñez completed the City’s Inaugural Manager Training Series “Pathways to Leadership Success”

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• Fred Stevens completed the Water Management Certificate Program from Arizona State University and Agribusiness & Water Council

Continuous Improvement

Water Environment Federation Technical Exhibition and Conference (WEFTEC) Operations Challenge • WEFTEC Competition, San Antonio, Texas: The team took 1st place in all exhibition events; Coach Reynaldo took 1st place in the individual competition • WEFTEC Competition, New Orleans, Louisiana

Other Recognitions

• Water maintenance staff won the state hydrant hysteria competition, and then competed in the National competition held in Las Vegas, Nevada • Wastewater staff participated in Water Environment Association of Texas (WEAT) Competition • Participated in the Utilities Rate Study – no increases • Completed a Laboratory Development and Implementation Report to prepare for in-house sampling analysis • Kicked off the BE GROSS (Guardians Regarding Our Sewer System) Campaign in partnership with the Marketing and Communications Department

Safe Working Environment

• December 30, 2018 WRM reached 358 days without a lost man-day due to injury

Emergency Preparedness

• Began the process of identifying Hazardous Waste Operations & Emergency Response (HAZWOPER) and other training requirements for all WRM staff in relation to the National Incident Management System (NIMS) • NIMS Certification attained by all new employees • Staff working with the new Emergency Manager & IT Security on upcoming NIMS, COOP, and America’s Infrastructure Act requirements

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• Partial COOP planning general staff and resource data completed in the Maricopa County Department of Emergency Management BoldPlanning website • New AZ Water/Wastewater Agency Response Network (AZWARN) Mutual-Aid Agreement completed • August 2018: The Wastewater Utility at the SPA1 WRF was involved in an actual emergency power outage at the plant • August 2018: The Water Utility was involved in an actual emergency power outage at the Rancho Gabriela Water Supply Facility

Partnerships

GateWay Community College • Participated in an open house held for Dysart Unified School District students • Police Department Conducted Active Shooter and Defensive Tactics Training at the Surprise Gateway Training Center (SGTC) • Water Conservation Master Gardener classes were held at the SGTC

Interdepartmental • Provided Tours of the SPA1 WRF to multiple city departments. • The City’s Stormwater Utility turned two years old on November 1, 2018. The In- House billing structure flowed easily letting us send a bill to each residential and commercial property owner • Hosted three backflow 40-hour courses at the SGTC, 3 city employees became backflow tester certified • Conducted a half-day backflow assembly course for CRS & Engineering inspectors

Outside Agencies and Industry • Continued participation on the West Valley Water Association and in-kind work associated with the Grant funded Bureau of Reclamation Basin Study for the West Salt River Valley Sub-Basin

Other Tours and Outreach • College and Career presentation to Shadow Ridge High School Students • Outreach at Rancho Gabriela School

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• Deer Valley Unified School District, Mountain Ridge High School Tour of South Plant • Summer Youth Employment Program (SYEP) tour – 20 summer interns and 2 staff • SGTC Student Lab Tour • Kingswood Elementary School • Sonoran Heights Elementary School • Internal Department Tours; Human Resource and Finance

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Fiscal Responsibility

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Sound Purchasing

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

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Asset Management

Wastewater Utility

Corrective Maintenance 2018 Facility Equipment Name 2018 Actual (Rehab vs. Forecast Replacement) Plant 4/5 Centrifuge Rehabilitate $20,000 $44,639 Plant 4/5 Head Works Screens Replacement $190,000 $227,378 Plant 4/5 Influent Pump Rehabilitate $10,000 $40,886 Plant 4/5 Odor Scrubber Replacement $4,000 - Plant 4/5 Gear Box Motor Replacement $5,000 $7,180 Plant 4/5 Centrifuge Back Drive Rehabilitate $8,000 - Plant Ox Ditch Mixers Rehabilitate $90,000 $71,881 3/4/5 SPA 2 Influent Pump Replacement - $32,382 Plant 4/5 Gear box/Rotor Rehabilitate $190,000 $198,313 Plant SCADA Equipment Replacement - $8,523 3/4/5 Plant 1/2 Influent Pump Replacement - $44,744 Plant Plant Lighting Replacement - $4,195 3/4/5 SPA 2 Influent Pump Rehabilitate - $7,792 Plant 1/2 Odor Scrubber Rehabilitate $22,000 $4,973 Plant 1 & Influent Pump Station Rehabilitation $180,000 - 2 Centrifuge Feed Zone/Scroll/Tiles Rehabilitation $20,000 $29,462 Recharge Basin 3 & 4 Rehabilitation $80,000 $82,196 Basin

$827,000 $804,544

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Water Utility

Corrective Maintenance FY18 System Facility Equipment Name FY18 Rehab vs. Actual Replace ARWSF Gate and Check Valves Replacement $75,000.00 $0.00 ARWSF Booster Pump 13 - 100 HP Motor Rehabilitation $20,000.00 ARWSF Chemical Pumps (4) Replacement $25,000.00

ORW 1 Well - Motor Rehabilitation $15,000.00 ORW 1 Well - Pump Rehabilitation $25,000.00 Ranch Ashton SVW1 Well - Motor Rehabilitation $15,000.00 SVW1 Well - Motor Replacement $10,000.00 $0.00 SVW1 Well - Pump Rehabilitation $15,000.00 $20,000.00 SVW1 Well - Well Rehabilitation $50,000.00 $0.00

DOWSF Gate and Check Valves Replacement $45,000.00 Oasis Oasis Desert Desert DOWSF Coating Rehabilitation $350,000.00 $0.00

MVWSF Chlorine Generation -3 Cells Replacement $0.00 Vista

Mountain MVWSF Chlorine/pH Meter (3) Replacement $6,000.00 RGW1 Well - UPS Batteries Replacement $450.00 $2,000.00

RGW2 Well - UPS Batteries Replacement $450.00 $2,000.00 RGWSF Booster Pump - 100 HP Drive Replacement $20,000.00 $20,000.00 RGWSF Chemical Pumps (4) Replacement $16,000.00 RGWSF Chlorine/pH Meter Replacement $6,000.00 SPW1 Well - Drive Replacement $15,000.00 SPW1 Well - MCC - AC Replacement $15,000.00 Rancho Gabriella SPW1 Well - Radio/SCADA Hardware Replacement $5,000.00 SPW1 Well - USPS Batteries Replacement $450.00 $2,000.00 RVW1 Well - Radio/SCADA Hardware Replacement $7,000.00

RVWSF Gate and Check Valves Replacement $45,000.00 $90,000.00 RVWSF Booster Pump - 100 HP Drive Replacement $18,000.00 RVWSF Booster Pump - 100 HP Motor Replacement $25,000.00

Roseview RVWSF Chemical Pumps (2) Replacement $20,000.00 RVWSF Chlorine/pH Meter Replacement $2,000.00 Valve Lids Replacement $125,000.00

$566,350.00 $541,000.00

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Operational Efficiency/Streamlining Sampling and Monitoring Software (SAMS) 2018 Business Services Achievements • Consolidated SCADA Positions Under Business Services Including Hiring a SCADA Supervisor • Installed SAMS Cross Connection Providing a Modern and Streamlined Method for Tracking Backflow Compliance • Upgraded the Water and Wastewater SCADA to Wonderware 2017 Providing an Enhanced Interface and Expanding Reporting Capabilities • Oversaw Stormwater Non-Residential Invoicing of More than 1100 Properties Bringing in More than $700,000 in Revenue for the Utility • Spoke at the 2018 AZ Water Conference On Using the SAMS Database for Compliance and Operations Data Tracking • Converted the Rancho Gabriela and Mountain Vista Ranch Water Supply Facility chlorine generation systems to more cost effective and reliable equipment.

Wastewater Utility • Installed new headworks screens to remove more debris at the head of the plant, reducing the amount of equipment failures and rags downstream. Water Utility • Completed 3 different chlorine upgrades which reduced the electrical costs associated with chlorine dosing

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Resourc e Stewardship

Environmental Awareness Water Conservation • Water Conservation Classes Held: 7 • Total Attendees: 39 • Hosted the University of Arizona Master Gardener Diagnostic Clinic the first Monday of each month • Maintained Conservation Facebook Page, publishing 43 posts • Completed outreach, coordination, and 2nd Annual Water Conservation Calendar photo contest • Implemented Irrigation Smart Controller Rebate Program • Re-launched irrigation smart controller rebate pilot program • Approved 42 rebates, totaling $4,786.85 • Implemented WaterWays platform to gather and track rebate application process • Increased Water – Use It Wisely contribution, became Steering Committee member • Joined the Project WET (Water Education for Teachers) Advisory Committee • Increased youth education to include customized groundwater model lesson for all 4th grade students in the Surprise water service area, presented to 1,503 students (2nd-4th grades) • Hosted one Water Conservation InfoShare meeting and coordinated two additional meetings at host sites, City of Flagstaff and City of Tempe

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Regulatory Compliance

Water • Cross-Connection/Backflow Prevention Program o Customer Outreach/Notifications 579 o City Backflow Maintenance performed 315 o Connection Devices Added or Replaced 28 Wastewater • Pretreatment Program o Fats, Oils, and Grease (F.O.G.) enforcements 6 o Industrial Pretreatment enforcements 2 o Holiday Grease Collection event 150 gal o Reclaimed water users 21

Resource Management Water Portfolio

Asset 2017 (AF) 2018 (AF) 2018 Approx. Value Long Term Storage Credits 33053 58397 $20.4M Extinguishment Credits 37314 29803 $ 6.3M CAP Water Allocation 10249 10249 N/A

Increased CAP Allocation Opportunity October 2018: City Council approved a 10 year IGA with two 10-year renewable terms with the City of Eloy, which generates up to 3,000 Acre-Ft of Long Term Storage Credits annually.

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Stormwater Management

Stormwater Utility • 1,500 How to Drain Your Pool brochures were downloaded from the City of Surprise’s website • 442 Calls were made to the Stormwater Hotline in 2018 – the phone number is 623-222-6200 • The “Adopt-A-Street” program had its most successful year with 19 miles of Streets cleaned and 35 groups participating on illegal dumping, clean streets and good housekeeping measures (Engineering) • There were 14 call-outs for Oil Contaminates Leaking in the City Roadway and 7 call-outs for Pool Draining in a City Street between 2017-2018. Our outreach efforts continue to connect with our residents in this area (as evidenced by the number of downloads of the pool brochure). There were 0 (zero) sanitary sewer overflows in 2018. • Construction Activity Stormwater Controls: There were 10,443 construction plan reviews in 2018. The Developer Education Guidelines were downloaded 2,202 times from the Engineering website. The City had 416 Construction Site Inspections, out of 705 active construction sites. There was 1 complaint received and resolved in 2018 (Engineering). • The City of Surprise Stormwater and Engineering divisions assisted in 5 Post- Construction site inspections; The City Stormwater Staff made a Stormwater Infrastructure poster available online for new developers and business owners. • 42 Police Officers were trained in illicit discharge detection and elimination in 2018 • 369 city-owned vehicles used a Commercial Car-Wash • The Enforcement Response Plan (ERP) for the Stormwater Division was completed in-house in September 2018 • 4 Civil Engineers completed Erosion and Sediment Control training through Stormwater Education classes • The 2018 MS4 Stormwater Audit was completed satisfactorily in June 2018

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Annual Production Metrics

Wastewater Utility • SPA1 WRF Treatment Volumes: 3027.67 MG • SPA1 Reclaimed Water Recharged: 2389.996 MG (7331 AF) • SPA2 WRF Treatment Volumes: 69.202 MG • SPA2 Reclaimed Water Recharged: 55.545 MG (181 AF) • Miles of Wastewater Collections pipe cleaned: 115.78 miles

Water Utility • Pumped Ground Water 7786 AF (2,536,994,423 gallons) • Treated Water Delivered: 7435 AF (2,422,702,185 gallons) • Routine System Maintenance Performed: o 2236 Hydrants exercised o 35 Hydrants painted o 10 Hydrants repaired o 40 Valves exercised

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