City Council - Special Meeting

Alright. We will call this meeting to order. This is the city of Buckeye Council workshop for 02/17/2026. To start with roll call, please.

Council member Yonker is absent. Council member Berry?

Here. Council

member Hechtistad? Here. Council member Weirder is absent. Council member Hustis? Here. Vice mayor Dundas? Present. Mayor Westbourne?

Present. Thank you. You. Workshop items. I have two a presentation discussion of the city's capital improvement program. We have about an hour to talk through this, led by mister James Shannon. Thank

you, mayor. Appreciate it. Welcome. Thank you for your time this this evening. We are gonna talk a little bit about the capital improvement program and kinda the last couple years of history of where it's gone and and the program where we're at and what we got coming forward. So with that, we appreciate it. I'm going to cover part of it, then I'll turn it over to Roger for some of the project specific comments as we go through it. Kind of the agenda this evening, I'll talk a little bit about the timeline, as I mentioned, about the last twenty four months of time that we've done here of getting through the program and where it started, kind of looking at bringing in a consultant and redoing the program and then where we're at today. Kind of talk a little bit about what the PMO is and who we are. A little bit about the CIP evaluation process that was done.

A recap of that process and the changes that have happened. And then also touch on some continuous improvement items, some financial performance, cost recovery, ordinance that we'll be bringing forward, and also some sense AIQ of the reporting and the dashboard functions of the overall program. And then I'll turn over to Riley. He's gonna kinda touch on a lot of the projects. So some of the highlights of some of the existing projects, some recently completed ones, some that are in the warranty phase, and then we'll talk specifically about the bond projects.

And then we also have a report for you at the very end. So that'll be our agenda for this evening. Kind of the timeline. So April 2024, a couple of years ago, coming up here in April, the city had LJA Engineering come in and engage to support evaluation of the CIP process. And really what that was was to evaluate the process to develop and then implement a new process going forward.

January 2025, LJ delivered that project development guidelines, and it was really to standardize that CIP process and executive and planning process going forward. Another couple months later, March 25, the program management office was formally established. So coming up on a year now next month, the the department would have been in in place for a year. April 2025, we did have a city council workshop that kind of helped providing the overview of that process and what it would look like. So today is kind of a continuation of that and where the program's gone.

And then present day is kind of talking about where we're at today, the continuous improvement items, and our CIP and implementation of that Sensei IQ, which is is kind of that dashboard and reporting process. So who we are at the program management office, it's these four vital programs that exist within the PMO. You got transportation program, the real estate program. Is an administrative function and then also the capital improvement program, which is what we're here tonight to kind of talk about. And together, programs form the foundation of what our efforts are.

You know, safe and efficient roads, infrastructure is responsive to needs, and that we are strategically managing that smart growth with our land assets. When we kind of developed the department last year, we took on a strategic planning effort. And one of the first things we wanted to do was kind of define what our vision, mission, and goals were. And so vision was deliver a safe, efficient, sustainable infrastructure that enhance the quality of life for our current future generations. And then our mission was to drive that collaboration and innovation to plan and deliver these projects efficiently and sustainable as as we can.

And then at the heart of everything we do, you know, the city does have six different values. We thought it was important to kind of take a couple of values and and really entrench what we were doing. And one was since it was a new department that had just been created about a year ago, was really embrace the new. Right? It's it's a new department, new things are happening, we want to embrace the new.

And then with that coming about and trying to figure out how to deliver these bond projects and all these projects, we wanted to also find a way. How do we get this done and embrace the new that was going on? So we wanted to kind of embrace a couple of values, but there are six that are important to the city as a whole. So the first part of the process I mentioned, you might have seen this about a year ago when we did the council process, but it was really that CIP evaluation process. It really needed clear definition and processes of ownership for how projects got through the system.

There was a strong interest in standardizing the forms and the workflows and how we did the projects, and then identifying the resources that were necessary to support the geo bond projects. We got a bond passed and it was like, now we gotta deliver on these projects. A big part of this process was looking at the planning and the closeout portions of it and rather how we executed those programs and and projects. But it was also kind of the the life cycle in between had been done with a lot of the design and construction phase. We're really trying to get that planning in close-up phase to get that entire life cycle laid out.

Some of the feedback that we received from some of the different departments was, you know, they wanted to know what the transparency was, their schedule, budget, where the projects were, and what the status of it was. So wanna get better communication going. And then, of course, the reporting. Right? The internal and external transparency of what is the status of these projects and what's the performance overall of the entire program. So that was kind of the evaluation process. Kind of recap now is the the overall process changes. So you've seen this slide before, but it really just talks about we used to have a process that it was done once a year with the CIP program. You get all the projects delivered in December and there was a whole bunch of them. Really what this is starting to do a monthly process where every single month we're meeting with the departments, We're seeing what projects there are that are out there.

And if there are projects, they submit a project to the DCM. The DCM really then filters that project to know, yeah, this is something we wanna work on or or maybe, no, it's not. And then after that, we then take that on and start doing some higher level analysis of those projects for scope, schedule, and budget. And you hear me say that if a PM doesn't know their scope, schedule, budget, they probably don't know their project very well. So those are three things that we honed in on to really start defining these projects.

That then is taken to a CIP committee approval and ranking process, which really starts to define them a little bit more and determine which projects wanna move forward and which ones don't. And then after that, we get into more of a detailed scope schedule budget to really define the project and really say, yeah, this is going in our capital program. Then there's a CIP executive committee. There's some financing strategies we're working on with the finance department, and then the council approval. And that process is every single year we do this.

And so the idea is to have a draft capital program come with our budget process in March or April as we come forward. And then every year, you'll see there kind of the middle refresh existing projects. Any good capital improvement program is a five year. Projects typically start in the sixth year, then you move them forward. And you continue to work those every year to refine that scope, schedule, budget until it gets into the year you're work on it.

So every year during that process, we're looking at those existing projects in there to make sure the scope, schedule, and budgets are accurate on those as we go forward. So that's kind of the recap of overall process changes. Again, it was an annual drop at one point process, and now we've done it throughout the year, which just kind of matches the budget cycle. Maybe just some of the continuous improvement items now when you look at some of the financial performance. Back in fiscal year 'twenty four, when we came in and took over the program, the actuals versus the budget amount was about a 26% expenditure rate.

So that was the actuals and the encumbrances. There was goals set in the overall process that LJ delivered to try an f y '25, get that up to 40%. '26, we wanna get to 60%. And '27 plus, we wanna get to 80%. In other words, if we're asking for the money, we wanna be able to get these done and get it spent like we indicated we would. So we had a goal of forty, sixty, and 80%. FY '25 numbers came in and the actual was about 70%. So we saw about a three time for the prior fiscal year of what our actuals and expenditures were. So seeing some really good work in the in the program, and I think you'll see when Ravi comes by some of the completed projects that we've seen. So we actually exceeded the goal for '25.

When FY '26 numbers are complete, we'll see what those goals are. But our idea is to try to get 80% plus of what we've got in the budget that we're gonna spend on an annual basis to keep those projects going

and keep them moving. So, Jim, just to nail that point home. In fiscal year twenty four, we had, I don't know what the total

So it was about $82,000,000 and we spent about 20.

Right. Yeah. $82,000,000 worth of projects that we said go on. Funding was there, ready to go type projects, and we only spent $20,000,000 of the $80,000,000 that was allocated. That's correct. And we're up to 70% this year or last year, this last

That's correct. So we had a 120,000,000, and we got to about 80,000,000.

Yeah. You were doing That's fantastic. Yeah.

And we knew coming in, that's why we said it $40.60, 80 was just we knew coming in, it's gonna take time to catch up with these are two and three year projects, so sometimes it takes a little bit of time to catch up with that. But we saw significant improvements. There was actually a lot of low line fruit, you know, that was out there. We could get these things going and really start seeing some some things come

to fruition. Awesome. So

just to tag onto that, is the money that's budgeted what's anticipated to be spent during that fiscal year, or is it a project total?

So if we had, say, five year project with $50,000,000, we look at 10 each year that feeds into this or 50 total? So we would be looking at the actual fiscal year and what money was in that fiscal year. So if it was 50,000,000, we'd have looked at the 10 in that year because we haven't gotten to those future years yet. Yeah. So we're looking at the actual fiscal year money that's allocated. Great question. Thank you. Any others? Okay. Kind of the next continuous improvement item that we're working on.

So this used to be called a scallop street ordinance. We're working with our attorney's office right now to kind of rename it to a cost recovery ordinance. But really, what this is, the core policy objective here is that it establishes a clear defensible cost recovery framework when the city advances street improvements ahead of adjacent development. So for example, we did Miller Road, vacant land adjacent to those improvements that we would do. We're building those half street improvements.

And the idea is that we would go back and put a cost recovery on that parcel when that developer comes in to develop those parcels. That way the money that the city spent to build their required half street improvements, we can now recoup some of that money and then use it for future projects going forward. So that's really the gist of this is that cost recovery ordinance and how we recover some of those improvements that we do ahead of development. And so we're working on that now. We probably have a workshop coming up with you early April to come and bring this forward and and talk about what the new ordinance looks like. And we're just trying to be more efficient with it and make it more more user friendly for everybody. So that'll be coming forward

as well to you. And that that cost recovery can happen, I guess, one or two ways. There's probably a lot of other ways. It's either this ordinance where, essentially, there's a lien or something like that on the property that pays us back for the pastry improvements or some sort of a development agreement, we're we're engaging with the entity that owns the land. Probably still put a lien on because if you change entities ownership of land, then it might make things a little bit muddy, but, likely a more friendly way to to

recover some of those costs going out

of these these properties.

Yep. Absolutely, mayor. You're exactly right. There is a couple different ways. The other way we the fee in lieu you talked about when we're working with them ahead of time. If they're going forward with it and they pay their fee in lieu Yeah. Then what we would do is probably not put a cost recovery on their parcel. We would then take their money and use that to help build that capital program. So we do have of some those that we're working with. Is one example. But then there are when we go forward and they don't want to participate early on, they don't wanna pay the money, then we would build it and then put the assessment on the parcel to pay when they do come forward

to pull the permit. K.

So you're exactly right. There's a few different ways we're collecting on these parcels. And then the last one that I got for continuous improvement is Sensei IQ. And so Sensei IQ is a platform that we have chosen to kind of be the the project management tool, if you will, and really just given us that real time visibility of the program for performance and KPIs. So there's a couple of dashboards over there on the right, some pictures of of what we're working on.

Our our IT group has been fantastic on helping us put these dashboards together. But the idea is to start looking at the program from the especially from a schedule and budget standpoint. Where's the money going? And when is it supposed to go somewhere? And where are they in the in the different stages of those projects. So this is kinda gonna be a great visibility tool, a good dashboard to go and look at, and then we can give people access to it, they go look at and get information about projects. And then when you want specific details, of course, you reach out. We can give you any of those. It's gonna give you interactive drill downs by department, project, geography, that we can then go and look at these different ways. Automated reporting, one of the things we've been doing is there's a lot of reporting and a lot of different ways of reporting.

And so we noticed ourselves spending time on five or six different reports when if we can really get Sensei up and running and really get that dashboard reporting, we hope that's my IT guys just always like to tell me that it's one place of truth. All the information goes in there. That's the truth of where everything's at, and that's what we're gonna utilize it for. So I think this is gonna be a great tool for us. Reduces that manual entry and as improves that accuracy. And then this is also, like I mentioned, the Microsoft platform, which means it's relatively scalable for moving forward. If Microsoft stays in business, then this would also keep going forward. But it's a it's a Microsoft platform uses all the different Microsoft tools embedded in it. And then our IT department's been great at configuring these and getting ready for us. So a great tool for us.

We're we're getting down the the path of getting this ready to go and get it out there. And, hopefully, the next month or two, we should have something to start showing. So some good stuff. Is is that

just for internal use, or would council or even the public have access to see what's happening?

I don't know if we wanna give you access to it. Idea would be is that initially, we're gonna use it for internal use and then continuous improvement. Right? Looking at how we then get it out to others. And then, of course, public facing would be great because we're we're doing some public facing reporting anyway. So this would be one way just to make it one place that we can do it all. So that is the goal. Okay. And with that, I think we're getting to the project highlights speech, which Riley's going to cover. Any other questions or comments on what we've covered so far?

Riley's gonna get all the good questions. He's get all

the hard questions. We'll we'll hammer Riley through. That's right. Alright.

Well, good evening, mayor, vice mayor, council. Pleasure to be here tonight. Thanks for being here. As Jim discussed, you know, those are a lot of the improvements that we've been doing over the last year or two years. And really, what I kinda wanna talk through here is, where the rubber meets the road.

Right? What does that mean for the the products that we're working on, some of the projects that we've completed? And then after that, we'll go into some of the the geobond projects because that's an important topic for for us to make sure we get those metrics. But in the near term, really, starting with public safety and the two fire stations and the public safety headquarters and training facilities, you've got Fire Station 706, which is a single story battalion headquarters, larger four bay station currently in design right now with construction funded as part of the first raise. We did get land dedicated to us as part of the development agreement.

And there's some off-site utility connections that are part of this. You'll see the increased cost between 706 and 709 because that is a battalion headquarters and increased square footage associated with that. So just to go over to 709, which you see the rendering there, a nice at night type rendering, really a a beautiful look of what that fire station will look like. It's gonna be a two story fire station off of Indian school in Acacia, roughly on that northwest corner there. In design, a little bit further ahead of 706 and should get construction here starting sometime this year as well. That land was also dedicated as part of the the D and

D development. It's about

an acre and a half site, which is why it's a two story fire station. Transitioning over to the public safety headquarters and training facilities, Really, at this point, what we funded as part of the first raise is kind of the planning. And depending on how that planning shakes out is some dollars for potentially design and land as well. Between those two projects, we have about 6,000,000 in the first raise. Really, it's a funnel.

Right? We're trying to figure out, really, have an idea of what we need and what we want and refining the land opportunities that we have making the most out of the dry powder that the residents have awarded the city as part of the general bond. So we're somewhere in the middle of that funnel, and I anticipate as we refine our planning, we'd move forward into design and potential land acquisition. Really, a couple couple road highlights here. Hot off the press, we've got, as you know, McDowell opened up yesterday.

You'll see in the exhibit here, really what we wanna look at is is how do we unlock corridors and really relinquish a lot of the pinch points. And so, you know, in that Jackrabbit corridor, we've got about $200,000,000 investment. And that's between the city of Buckeye, the city of Goodyear Mhmm. And Arizona Department of Transportation, and looking at who's doing what, when we're doing it, and making sure that we can get east, west, north, south as best we can. Now I will say after we finish McDowell, we are moving to Jackrabbit.

And, you know, if you can avoid Jackrabbit for a period of time, it's gonna be under construction more times than not for the next year plus. But, you know, once and we'll do our best to mitigate some of those challenges. But as it relates to these projects up here, Jackhawk from McDowell And Thomas is the ultimate cross section, including the intersections at McDowell And Thomas. We've got an extension further up as part of the GO bond to go all the way to Indian School, and we've also got an Indian School project from Jackrabbits to Perryville, at which point Goodyear actually picks up at the intersection of Indian School and Perryville and goes all the way east to the 303. We're working on some of those coordination items and refining that.

I would say big a win there. So and then working on to our communication towers, really in cooperation with the regional wire or the regional wireless collective, there was a couple towers that were annotated on the west side of the white tanks, three in particular. And what we found is looking at the heat map, if you will, that instead of having three towers, could actually have two towers of increased height, and we could hit the same area kinda in that north of the 10 West of the White Tanks. And what we did as part of some lessons learned from our Jackrabbit tower was streamline the construction such that you're gonna see, I believe, some significant savings as it relates to construction. So a win with less towers and also more efficient towers, but kudos to our team and project managers who were to be

in that. Raul, can I back you up on

Indian School Jackrabbit to Perryville? Yes, sir. We I I think that's in as a full width, all the gingerbread everything that comes along with

that

roadway. Our I'm not looking to get rid of lane miles, think, I the term I keep using. It's maximizing the amount of lane miles we can in different areas throughout the community. Is that section right there sidewalk, landscape, curb, most of which is I guess half of that is built from the the canal to the East of Perryville. That's correct.

Are we contemplating doing the exact same thing on the South side from the canal to Perryville? And and if so, does it make sense to have the landscape, sidewalk and all of that on on that side of the road tie in today to to another down that way?

You know, Mary, it's a good question. The work that was done with Fulton Homes on the North Side, as you referenced in there, was done to county standards. I would anticipate as we look at squeezing what we need to in that right of way that we're gonna be looking at some form of a modified cross section and that what we end up putting in there as we advance our DCR and that becomes final, that a lot of those cross sections are gonna be shrunk. And so really by nature of what we can fit in what's a a truncated area, there's gonna be more more lane miles and less gingerbread really by by function of what we are allowed to do

in that area. Yeah. I like that. And then we can take whatever we don't need in areas like that and put it towards other areas throughout the city, increasing some of the lane miles or the the pinch points that we have. That's correct. Just making those dollars go further. That's correct. And

I will say that's that's the right mindset that we have there. This project in particular, I'd be wary of declaring some form of, you know, savings early on. There's certainly a lot of infrastructure in the area that we gotta be mindful of with irrigation districts and wells and so on, but we'll certainly

maintain that. Okay. Thank you.

Please have please have questions throughout. Transitioning over to Verrado and Yuma. This is a project that is in design currently with construction funded as part of the first raise. We're starting with the intersection of Murado and Yuma, expanding to the ultimate intersection, and then adding two lanes, one and out of direction on Broadway from Yuma all the way north to Van Buren. We're currently navigating the complexities of that intersection for what's gonna be requiring to raise that intersection and coordinating with school to the south and making sure we can be good stewards, balance being good stewards of taxpayer money while, you know, being cognizant of the the public impact there at the intersection.

Transitioning over to Rooks Road, which is construction of a bridge at the BWCDD Canal, the ultimate bridge and interim half street improvements as well as advancing water line as part of the integrated water master plan. That's a project that's currently under construction right now. I'd anticipate finishing this summer. Down to the the last project. Obviously

Yeah. I'm sorry. I keep interrupting. I'm sorry. Just when you get your groove going, yeah, throw over. It's Brooks Road Bridge, that's not just the bridge, but it's half street improvements connecting baseline to M C 85.

You know, Mayor, we're actually stopping just short of baseline. We're connecting just north of where the old core access point would have been and and finishing at that point. We are anticipating as development comes in just east of that, that we'd be able to if those half street improvements are done, that we could connect as a part of that. And then as part of the out years in the CIP, advancing the intersection at Baseline and Rooks, which will take some time for crossing the rail as well. Okay?

So there's I'm on board the complexities, but it'll take quite a bit of time to do that design, and I would anticipate that being in front of the fourth and fifth year of this CFD. Okay.

Okay. Thank you. Question. Positioning

down to Hawk, which is a high intensity activated crosswalk traditionally used in between traffic signals at sort of a mid block crossing to activate multimodal pedestrian access. In this case, at the downtown off of 9th and then Yonker High School. We're finishing up design and anticipating construction by this summertime for me.

Can't we put some kind of a larger light at least the size of the one that's further down the street? Because that light is very difficult to see, especially when the sun's coming up or going down. And that light is about that size, if I'm not mistaken, maybe this size, That's been several of them. I'm they're going close to his Haitian citizens walking across that street.

Casper, you said glad you brought that up. The Hach that you see at that intersection right now is actually an interim Hach. The Hach that we are installing is a little bit more similar to what you see at that the rendering on the bottom right of the screen here, where it's elevated and the lights span the cross section of the roadway. And we've actually, as part of the study, analyzed the sight distance as you're going south westbound on Monroe, and it passes all of MUTCD standards and then some. So we're confident that when that is installed, which if we have not begun construction yet, that it will alleviate some of those concerns.

So the one that's out there will be taken down? Okay. Very good one. Yeah. It'll be a new one that'll have much much more visibility.

Very good. Okay. Thank you.

Yes, sir. Question.

Transitioning over to the really what's a couple of CIP projects, particularly as a gateway enhancement program. As part of the Buckeye Arterial Gateway Guide that was passed by DSD two or three years ago, essentially, it incorporates enhanced landscaping. Now these the enhanced landscaping is mapped throughout the entire city and will be constructed as roads get approved by either the the city or private development. This program is identified to address high priority areas that have already been developed, but not necessarily the gateway standards. And so what that means is monumentation, enhanced paintings, knee wall, metal arts that would really beautify Buckeye to for the folks in near term when they're entering really off I 10.

And we're focusing on Verado Way and Roosevelt's first going to Watson And Miller, Jack Rabbit's Sun Valley Parkway, and we're gonna continue to advance that as we go further on to the five year funded CFP. As it pertains to Verado and Roosevelt, we have construction contracts in place right now, and we're just paid really seeing dirt moving here in in a short period of time with Watson and Miller construction funding starting this summer. Sun Valley Parkway Lighting is a Geo Bond project for primarily median lighting from I 10 all the way through to the entrance of Tartesso. It's currently in design right now, and we anticipate construction funding this summer for construction to start as soon as this summer. We are currently working through IGA and maintenance as it pertains to county.

And once that's complete, then we'll be advancing our our design to the final step. Miller Road, Broadway to Lower Buckeye. This is, again, part of the c I part of the GO bond that really we've got the ultimate improvements from Broadway to Lower Buckeye, and we're also addressing the Werner signal as a part of that and access throughout. We're getting MAG funding in 28 time frame to the tune of about 6 and a half million dollars. Normally matching that, elected or not, with second raise bond funding so we can capture that MAG contribution and construct the ultimate roadway.

And, really, the next step I wanted to do is touch on just a few of the completed projects and some of the projects in warranty, which are, depending on the project, a year or two from completion. But as it pertains to the recently completed projects, you got McDowell, which I guess I spoiled at the beginning, opened yesterday. We are still finishing some of the punch list items, but that is open for the public to traverse and a a great win for some of the much needed congestion in the area. And then really the two Miller Road projects, we finished Miller Road from I 10 South all the way down to Lower Buckeye, and then with an interim solution to unlock true lane miles from Lower Buckeye all the way down through Southern with some temporary pavements. This project completed towards the end of last year, beginning of this year, and really doubled the capacity for the most part along Miller in that in that quarter.

If I could give a little plug to our transportation department at Miller Corridor too. Just found out today they've now put three timing plans in place from I 10 all the way to Southern. So they got an AM, a PM, and a midday timing plan for that entire corridor, and all those signals are now in our transportation management center. So now they've got timing plans for AM, PM, and and traffic during the midday. So we should see traffic moving much better through there and get the timing plans in place with getting our signals connected. So that's also another plug for those projects getting done, and we can start getting the timing done with the signals going forward.

You said that's on the Miller That's on the Miller Road corridor. So if

you drive the speed limit down through, you should be able to catch shovel for the

speed limit.

I'm gonna get that ball.

Very good. That's good point. That complements really Southern Apache is just

an example of one of

the many signals we've installed north of 10 signals in in the recent period of time that, as Jim's been talking about, working on connecting as part of the smart system where, you know, you look at east, west, north, south, how we get most efficiently at different times of day from from one side to the other. Southern Apache is an intersection that we have connected to to part of that system. And then transitioning over to some of the projects that are a little bit further out and have been completed for a period of time, you'll you'll recognize the communications center, Fire Station 707, you know, Veterans Memorial, Sundance Park. These projects, part of the CIP, once we finish, there's either a year or two warranty period that the capital improvement program or the program management office manages. At which point, upon final assumption and close out, transitions over to full city ownership and the contractors relieved of all of their duties for the most part.

And then really, I wanted to close out my component here with some of the bond projects. Some of these you've already heard discussed, but this is just the bond projects that are identified as part of the or the funding as part of the first raise. Specifically, top the first six or seven are our pinch point removal projects, top four of which I would anticipate or the top three of which I would anticipate construction in the first raise, and the bottom four of those pinch points, I anticipate construction in the second raise. Sun Valley Parkway lighting construction as part of this first raise. Transitioning over to the public safety sector, we've got the design and construction for both fire stations funded and then the planning design and land funded for the headquarters facilities.

And then rounding out our CIP or rather our GEO Bond, our public works teammates. Four of the projects here, the top four, have already been completed. The bottom two, I'd anticipate completion here in a short period of time. And then really just in terms of what progress you would expect in the CIP, the graph that you see there is a projected cash flow of the CIP projects for throughout the first raise. And you'll see kinda that first blip for the most part is is really a lot of design effort.

And then as we finish up design and ramp up towards construction, you see a much larger blip. So that time frame is roughly, know, you the end of this calendar year, beginning of next calendar year that you'll really start to see a lot of, dirt moving and, progress for the residents. And then far no other questions, I'm gonna cede my time to Jim, who will be talking about some of the the great work that's happening all throughout the rest of the city and, the council report highlighted in different council metrics.

So really the last slide we got is just we've produced the first this will be your first annual council district report. It's kind of a summary of the CIP progress and impacts to date, kinda highlight the active projects citywide. We've got them broken down by council district in here, you kinda see the ones that are in your district. As you look through it, there are some projects that span multiple districts. So we put them in one and try to call out the other one. So there might be a little nuances there, but it's really just a a communication item that kinda just breaks down all the projects in your different districts. High level information, if you've got specific comments or questions or more information, please let us know. We're glad to do that. And with that, I will hand these out. Would you be happy Is to answer any there a report available electronically?

It can be. It's a PDF. Like, we definitely send it electronically.

That'd be great.

Thank you. Absolutely.

Is that mister Mayer? Okay. Councilman Huston.

I believe we're already doing it, but something I've talked about and seen in other cities. When we're working on a project, a street or something that and it's being funded by bonds to be sure to try to put some kind of a sign that says, this project is because you, the citizens of Buckeye, have, you know, allowed us to do this with the law of voting for the bomb. Some kind of wording to say and let people know that this project But somewhere letting the citizens know, this is where your money is being spent, and thank you for allowing us to do this for you.

Yes, sir. Mayor, council member Huston. Yes, sir. We do have a standard sign that we put out on all our city capital improvement projects. So if it's a developer project doing it, you probably wouldn't see it. But if it is one of our city capital dollars that's out there, we do have a project sign out there that's got the project. It's got your bond dollars at work or your tax dollars. It's also got the council, and so it's got information about the project. And so, yes, sir, on every city CIP project, we will have a sign out there that indicates those things.

Sir? The four roads that I guess we're gonna be redoing from 4th Street to Miller, Will, would that that would take place?

For this work downtown on Miller? Yeah. Okay. Or on Monroe. Sorry about that. Yes, sir. So right now, we're finishing up the design of the striping work that's been done.

One on one. On

one of the slides number 17, I think. It was a medicine. And and the Roseville Street, so Miller Road to the Oakwood Street.

Yes. So I'm looking to see if Amy might be here. So public works is working on that project right now. I believe that's in the same time frame as what we're gonna be doing, the potholing and the striping and redoing that down here. They're also working on those roads at that same time. And so I'd imagine that's coming up here in March, April, May time frame. I just checked with Amy to make sure those dates are right. But we're trying to coordinate all that together, the work that they're doing and the work that we're doing down here

as well. Is that a full like, are we gonna tear up all the road and pave a new road there? Or

I'd have I'd have to get back to you on that, sir, exactly what that includes. I know it includes some of the handicap ramps and and making sure those are all good. And then I think there is some surface treatments on it, I have to verify exactly what that is for you. I'll find that out and get back to

you. Excuse

me. Oh, there she is.

Mayor and council?

Yes.

Hello. This is Amy. Yes. For the downtown project, we are working in conjunction with the PMO's office to complete reconstruction of Edison, Easton, Roosevelt Streets. These will be complete reconstructions, and the timing is going to start scheduled to start next month.

Okay. Thank you.

Is that that's obviously, the asphalt and and base reconstruction. Does that include curb, gutter, and sidewalk?

No. That is not part of this project. This project, we are just working on the roadway itself.

Okay.

Thank you, Amy.

K. Yep. Thank you.

Any other questions from council? Yeah.

As we have places that we've done payment in lieu. How are we how are we going back into filling those energies, waiting for the projects around it to happen? I mean, like, for instance, where I think it would wanna take care of itself is front of Tractor Supply. I mean, that's part of that whole motor road process. But there's other places that there's been payments, you know, twenty, thirty years ago that were probably peanuts in today's market for those projects. How are we tackling that? And what's the plan? And even for projects that in our The Netherlands we did on our own and didn't do our own project, half street improvements, like in Jackie Mac Water Campus that we didn't do the didn't complete it the way we would have required a private entity to do. What's our plan for those things?

Yeah. So maybe a couple of things. The ones that got fee in lieu as a project comes forward in the capital improvement program, we would go out and try to find out what fee in lieu we've we've received so that way we can add that to the project. And then you're you're exactly right. When you get those dollars in in that time frame, when you go to build the project, they're usually not enough to do it because it's time has passed. So usually, we are short trying to get that done. But we do go out and look at those and with our projects to try to incorporate those in with that capital program as we're going forward.

And how does that work? Let's just say let's use the Jackie McWhorter campus. Because I know I started work on that subdivision that goes right next to it. Are we then piggybacking with them and having them complete it? I mean, what's the most budgetary, the quickest and cheapest way to get it done? Or is it better for us to do our own project or just pay them to add on another however many lane fee per mile it is? What's the best way to

do that? I think all those scenarios can work. Right? If the developer is coming in to do a piece of street, I think there can be a development agreement done to say, hey, while you're building this, we got a little piece of this, can you do it all? I think it's when we go in to build a project, we do all of ours with that project. I know with the Jackie McWater campus, and Terry, correct me if I'm wrong, but I believe the developer has the responsibility to build that entire street. That's why the city didn't do it because they have that requirement to do it. So when they come in, they would do it. So I think any of those are tools in the toolbox that would be utilized to to get these things done. Right?

If we collect this fee in lieu, then we would incorporate it with count with our other projects. If a developer's doing it, we're trying to work with them to say, hey. We've got a little piece here. Can we also incorporate this into it? And then we just gotta make sure we have the funding to do that. Right? Because developer comes in, it might not be at the time we wanna do it. But

Okay. That you're worried about having the funding to do that. What isn't our responsibility to get it done at that point, though? We go I mean, figuring out how to find that money to get it done. Because we took a fee and moved based off that time, and it's our fault for

waiting. Yeah. Oh, I agree with the fee and the weekly. Yes.

We have to we have to some like, use Patrick's words multiple times.

Go ahead and growth pays

for growth until it doesn't. I mean, when it doesn't, we have to be prepared to have a plan for those places. Have we identified all of those spots that we've done the fee and low and not have not done anything going back however far back we need to go?

I I have I'm not aware of that yet, sir, that we've gone back and looked at all those. I assume there's some tracking that shows all those fees we've gotten, and we just gotta incorporate those into the projects as we go forward.

I just don't wanna see you know, we work we talk about the Scalp Street improvement, but then there's things that we've done that are potentially gonna create a problem where we've taken that FEMA and then not done anything. I wanna make sure that we have a plan so that when it does happen, this is what we, you know, go with go along with. Based off any other development that's happening in that area, how do we tag on to that development and make it even because we've taken a lower payment for the project, make it as as economical as possible? Okay. Good. Thank you.

Good comment. I guess to maybe further that thought, the fee in lieu that we're talking about, there's probably a limited number of projects where we've actually had the opportunity to do that. This when we're talking about that today, this is moving forward on some of these pretty significant bond, CIP tip type projects that that's the intent is, I guess, a a for instance, could be the the stuff that is between Durango or not Durango, lower would be Lower Buckeye and Warner on the East Side or the West Side. Right. Both of them are gonna be developing, and we're gonna be doing a project through there eventually with mag money.

And so the fee of lieu would be instead of us making them go and do it, they're gonna give us the funds to to develop those half street improvements on on both sides. That's that's what we're talking about for that. And there's some probably very limited but specific cases where we have funds that have been pledged up or it's it's a bond or it's it's some So tractor supply is a good

Yeah. In that same area. Or or you should go to their bond. Yeah. Right.

Yeah. And and then that gets added into the projects moving forward. But there's I think the the most important part of all this is that there's vacant land that is to be developed or just vacant land in general, that there is a way for us to capture the improvements that we're making on that property to increase the value at our expense. So that when that developer does come in and do his development, we're getting paid back for what would have been their responsibility on that.

Correct. And that's for the assessment for the for the cost recovery of Scalp Street. There are fee and moves, like, I'll give you another example of Verrado and Yuma. Yeah. We got developer on the Southeast and the Southwest corner. We are collecting a fee and move from those developers, and we're incorporating that into our project. So we're gonna get their money, and they put that into our project. We're gonna do it fairly soon with when we collect it. So that way, we won't be sure. Right? We should be pretty close to what we need to do it. So that's when we get fee and bill. We're gonna build it. But there are some that was fee and bill from years ago that we got, and it's it's out there. Right? So as those projects come forward, we'll have to make sure to incorporate those into that.

So you you just use the the Toronto and Yuma as an example where we're collecting the fee

of lieu in on their project and moving forward with it.

What about the reverse where it's wiser for us to pay them to do that? Have we done that before? Is there any examples that you know of? I'm probably asking a good question. You can't wrap your head around all their information.

Yeah. And and I I would I would imagine we have done that in the past where there's been a developer out there and, hey. We need a piece of this done. Can you do this? And we get a development agreement. We pay them so much to do that.

So stopping us from being able to be nimble and

do Not not that I'm aware of. No.

The one thing that we would have to bear in mind then is when we're using city funds to do something like that with a developer, title 34 would apply, and we'd have to work with the developer to make sure they're following all the state required procurement guidelines. It's not like procurement guidelines be a little

thing that gets in a white dud. Such a negative comment.

But there is a deemphasized state required.

This is fantastic. Thank you for the recap on stuff that we've gotten complete and a picture showing where we're headed. And the quarter billion, that's a staggering amount of infrastructure development that's gonna happen somewhat to the East Side, but along I 10 and all of that project, I think, we're taking into account when we talk about that that quarter billion. We've we've talked a little bit about creating a a list of projects or maybe a map that shows not only the city projects that are being or have been developed, but also the private interest or the private funding for public infrastructure that has gone in. And take a road like Miller, for instance, from the freeway, and and actually include parts of the freeway construction, but maybe it's a tell tale over the last, say, six years worth of growth that we've seen in the city of Buckeye.

I 10 widening traffic interchanges, Miller Road, including what's been done in front of Five Below and Funko, and the improvements that we have done using city funds on the other side of the street and then continue with that all the way down to the stuff that Copper Falls has done, the stuff that Fry's has rounded out and start adding up all of the investment overall that's been made on corridors like that. I I think that's a pretty telling number, and it's good for us to have in our head pocket. Just so when folks are talking about the the the, I guess, return on on the investment that the city is making and then the infrastructure investment that the private developers are making, Here's the overall picture on on what that is total dollar value. That that's a that's probably a approaching half $1,000,000,000 of infrastructure, when you're when you're including the, I know it's not ours, but I 10, the two traffic interchanges that are already complete. Improvements are being made in Watson.

Made on Apache, Miller, Broadway, Jackrabbit, all of these different locations. I think it would be a if it's not too much of a task to to create a spreadsheet that showed that or a map that showed that, I think, would be really, really handy.

And, mister mayor, we are working on that right now and just taking time to go through all the records and pull all the old projects.

Okay. Yeah. And and, I mean, I'm saying that kind of out out loud in front of my colleagues in the public so that, you know, something like that is being being worked on and brought forward. That's there's a tremendous amount of money that's been invested in our city. Yeah.

And I I think that Jim backed up to this one right here with Jack Rabbit and McDonnell. And that's state, city, city of Goodyear. And then when you put on developers, projects under that, I mean, the amount of money that's being spent on transportation improvements in the city every year is just mind boggling. And pulling that information together and really getting that story out there of what the city, the developers, and everything is happening in transportation

is definitely gonna be a great undertaking.

And we do have some of these, as Doug mentioned, the corridor maps you see right there on the screen, Jackrabbit projects. We do have those corridor maps for we have for Jackrabbit. We have

it for Miller. We have

it for Watson. We have it for different areas. And so those are talks about the existing projects, not some of the ones that have been in the past that we have done. So I have to add those two. But you can see in that quarter alone right there is $200,000,000. Yeah. You know? So we start adding up those different quarters of all

the way through, it's there's significant dollars. Yeah. It's still not enough.

It's still right. Yeah. You still still can use more that. Right. Still. And what we've and as you as we mentioned earlier in this presentation was kinda what can we physically deliver on. Yeah. That's the other thing. When we start putting more throughput through the CMP group, well, that starts meeting more for development services and other inspectors and other things. Right? That that things start meaning more and more and more for them. So we also be realistic on what we can deliver on too. Yeah. Because I don't want that number to be back at 26% again. I want that spending to be up at the 80% plus. Right. So we gotta be able to deliver on that.

Yeah. Absolutely. That that's what the public is expecting. Yep. And

and maybe one other thing you back on that too is if you look at a corridor map like this or something similar, this helps us under this helps us really prioritize going forward. What should what should our projects be? Right? We know what we have going on, maybe what other entities have going on helps us coordinate. But what's our priority in year three, four, five, six, seven, eight? Right? And how do we kinda look forward and program that looking at tools like this of really some of the high traffic corridors and extending those and looking at some of the data that we have as part of the traffic management centers is really how we prioritize.

Fantastic presentation. And going back to the project's getting complete, good on you guys for for what you're making the flight through. We posted up today, and I so I had to drive it a couple of times already. Sometimes legally, sometimes not, that I mean, down road corridor. Right.

And and just seeing that connectivity that that that creates, not only vehicles, but now a sidewalk on one side of that road that completely opens that area with ADOT coming in and doing what they're doing, that that's a huge, huge win for for the residents in in that area. And then commuters getting back and forth if if we're jammed up on we're on the way at I 10. That's a relief out to to get other other ways. So we're opening up all these access points, not just in that area, in the road corridor and Watson and Apache. Thankful that you guys are moving at the rate that you are.

Thank you. There's support from the council in making this, you know, a reality and keep funding it, fund and build stuff. So we'd love to do it.

Yeah. Let me tell you that one more thing to ask about that thing. I remember who said earlier, but and it was kind of not really an answer. The Sensei IQ Mhmm. That if we could get

access to that so that

we know so we can answer constituents, that would be that there's one consistent questions that I get since I'm in our council is about road projects and what we're doing with

the roadways. So if we

can have a place that we can go look at that and have that information right here at seven minute ago, that would be I would really like to be able to do that. K.

Absolutely. I think that's possible.

Is there gonna be anything on that sensei about cows in the roadway?

We we

could have that in there. We could have that in there. Yes. Thank you. We put that part in the scope. Right? How do we handle those? Okay. Alright. Thank you. Alright.

Thank you. Two of me. This is gonna be a presentation and discussion of the Kentucky Police Department's responsible use of public safety technology.

Good afternoon, mayor and council. Are

are we ready to proceed? Thank

you for having us today. I'm Bob Sanders, your police chief. And to my left here, deputy chief Chuck Pizado. We're here to provide a brief overview of our technology and how we utilize it in your police department. We do believe that we have a modern and very professional police department.

And as I started my last presentation in front of council, I have to take us back in time. So five years ago, I presented to council about the technology and we called it our 2030 public safety plan. And how we we were going to responsibly utilize technology to keep a safe community. At that time, we talked about deploying 35 license plate reader cameras. And how I explained it was there's a picket fence for its older generation, a white picket fence around the city to control or know who's coming into our city as far as criminals, any criminal activity.

We faced a it was a dilemma, because two or 03:00 in the morning, we were having a gang from Phoenix come out here and commit vehicle burglaries. And they would steal vehicles in Phoenix or Surprise or Peoria, and they'd drive out here to our city and burglarize our citizens. And the two neighborhoods or the parts of the city that hit the most were West Park, Festival, and Tartesso. And because we have a few officers on at that time in the morning, we needed to utilize technology to help us figure out who's coming into our city and respond accordingly. So we deployed those cameras as a picket fence around the city, and we placed cameras at Tartesso and Festival in West Park.

And during that time five years ago, would go to community meetings and discuss why are we deploying this type of technology, basically to utilize technology to keep our community safe. And it proved quite effective because we were one of the first departments on the West Side to utilize license plate reader cameras. At that time, they were the flock cameras. And so what would happen instead of these criminals coming into our city about every six weeks, they pretty much stopped coming to our city. Because what would happen is we would either respond to the area and either chase them out or we'd catch them and arrest them.

Or in one case, we had a criminal utilize his uncle's vehicle and we captured the plate at two, three in the morning because not a lot of people are entering Festival or Tartesso at that time in the morning. And we went out to the uncle's house and figured out who was driving the vehicle the night before. And so it proved quite effective, and that's the responsible use of technology. And so briefly, we'll go over our presentation here. But back then, we talked about civil liberties, public safety, and how do we protect the privacy of the citizens.

Now since five years, moving forward to today, there's a lot of social media interaction, a lot of social media influencers, and a lot of postings and emails that we receive, I receive, and council receives, and other city leaders. This is a good opportunity for us, your police chief and your deputy chief, to explain to you how we use technology. I can only explain how we use it in Buckeye. I am not an expert in any other city. We incorporate policies and procedures to protect our citizens, their public safety, and their privacy.

And we also have accountability safeguards and guardrails built into our system. So briefly, the responsible use of technology. It's three pillars. It's public safety, privacy, civil liberties, and accountability. The accountability piece comes into play with our internal policies and procedures. I attached a couple of those policies to the council workshop for the public to see. The advantage of using technology is workforce multiplier helps us keep our community safe. We have ongoing training. And what we are using technology now is nothing more than we were used than we were doing before. The difference is we have more eyes on the road.

We can see who's coming into our city as far as criminal activity. We don't watch people who are coming in and out of our city to conduct businesses to business, go to restaurants, come to soccer games. But be on the lookout is a BOLO, if you have any experience with police law enforcement. A BOLO is something police officers get to be on the lookout for. Be on the lookout for a red Ford pickup truck, committed an armed robbery in Goodyear.

Well, twenty years ago, we have to rely on our eyesight, and hopefully the vehicle will drive by us. Picture yourself at three in the morning, eight officers on duty, 640 square miles of a city trying to protect and keep criminals coming into our city and victimizing our citizens. With our cameras in place, we can have eyes and we can be alerted to that vehicle with that license plate. This video we're gonna show you right now is what we actually see with one of our traffic cameras. As you'll be able to see as this video goes, this is a shoplifting that occurred over at the Walmart a couple years ago.

I'll get into the how we protect the privacy of our citizens. But as you can see, we can't see inside of vehicles, we cannot see who's driving, but we can see somebody if they're out there walking. So the information we capture is just someone who's walking in a public place. As you can see here, our real time information center operator is guiding the officers in, they see the suspect. And the reason we're showing you this, because in about thirty seconds, you'll see what we do to help protect the privacy of our citizens.

He runs across the street. Our officers follow. Somebody was telling me this was in the summer, maybe it was a little hot, that's why he decided to stop running. As you see in the lower the pixelation, you can see so how we have our traffic camera set up is that we purposely do not wanna see into the backyards of citizens. And so we we set that with IT's assistance.

We set that up automatically so we don't see what's going on in someone's backyard. We're only looking to the public areas of our city. The suspect runs, he sees the officers, and there you see one of our fine officers chasing him down. He decides to give up. But the point of that video was the pixelation.

We're not looking into the backyards of our residents. So the technologies that we're utilizing today, of course, our body cameras, license plate readers, our traffic cameras that you just saw, our city cameras in our buildings and parks, the drones, and drones as a first responder program. And then now we move five years ahead, we're into our 2040 public safety plan. And technology is a key component. Also five years ago, and I believe it exists today, is there's a community expectation that we keep the community safe and we utilize technology as long as we're utilizing it the right, correct,

and proper way.

So this is protected information. What you see in blue are policies, procedures, requirements, and protection of private information that has existed for decades, and we've always abided by those. As a police department, we have our two policies in red, and those were provided to the public and to you in council. Those mirror the requirements of what's in blue. Those are national standards. Those are state standards. Arizona Department of Public Safety comes down and audits our records. They look at our criminal justice records. Because everything we utilize our technology for is for criminal justice law enforcement purposes. Just as I did five years ago, we're here to talk about civil rights and privacy concerns.

Nothing's changed in the last five years. The short retention, we had that currently then. We have it now as our thirty day retention for our video. Our license plate reads. If we do pull information, if we have a specific criminal case that we're investigating, or a missing person or a runaway juvenile, we will pull the information and attach it to our records management system, and then we abide by state law retention records requirements. We restrict our sharing to who to only law enforcement and criminal justice agencies only. Transparency reports. Ever since we contracted with our vendor, Flock, we've had this up on our website. It's a transparency portal. It explains how many cameras we have and how many actual searches we have a month.

Then, of course, our internal audits. For our policy, we we audit our records just as we do with any criminal justice records, either an outside agency or we come in and look at records to determine and verify that our officers and anyone else who has access for criminal justice reasons is using their access to appropriately. Again, our number one concern is public safety. We utilize our technology for find stolen vehicles, find missing people, endanger children, endangered adults, human trafficking, violent crime investigations, property invest crime investigations, stalking orders of protection, and officer safety. One of our early successes for a stalking was our camera on Miller Road southbound.

Someone had moved out here to Buckeye to get away from an abusive ex. He kept coming into our city and the camera would pick up his his license plate. We didn't know who was driving, but we knew that his car was here in the city because it was entered into our report. What he was doing, he was parking about three blocks away in some homes under construction, and he was sneaking over to watch his ex. Officers responded.

We put up a bull's eye. We eventually found him hiding in a backyard of a building and a home under construction. Did we prevent something more serious? We don't know, but we did prevent something else from occurring. The reason you see the missing person in Nancy Guthrie slide up there, the photo, is because two weeks ago, Pima County Sheriff's Office asked us if they could have permission to look into our logs, our audit logs.

And of course, we granted them permission because they're a law enforcement agency. They have a missing person. That's how we restrict and make sure we have guardrails and safeguards into what information anyone has access to. The talk of the town and social media is, of course, the flock cameras, our LPR cameras. They only capture license plates.

They only capture vehicle colors. They can capture if a vehicle or a truck has a has a roof, not a roof, but a a ladder on top of the roof. There is zero facial recognition and there's no personal data collected. We cannot see inside the vehicle. These type of cameras are very useful when it comes to finding people either through amber alerts, safe alerts, blue alerts, or turquoise alerts.

And so when we receive an alert from a license plate, either the officers who are researching it or our dispatch center will research it to determine if it's a valid hit. Sometimes the cameras and plate reads are not exactly clear. So before we would stop a vehicle, we make sure it matches what the alert is about, either through the vehicle make, model, or color. How we protect our data, Buckeye Police. That's law enforcement all Yes, sir. Ask you a question on

that prior slide?

Yes, sir.

Is that built into the system that you're only getting these things, or is that is that a filter that can be removed by the I'm trying to figure out how safe that is.

For the license plate or

for the facial?

Say facial recognition, is that something that's just blocked out and we

can't unfilter it and see? We can't. Our only access is to the license plates only. Vehicle color, if it had a sticker on the side of the car, it would recognize that, but it can't see inside the vehicle.

Okay.

It can't. It's just it's I'm just trying to be clear. Yes, sir. It because I've got questions on this. It's a it's not a a filter that can be removed. It's part of what we record.

I'm gonna tell you from our access, mayor and council member, that we cannot have that filter. We cannot remove that. We don't have access from you. Neither would we recall ask for that access. Okay. Could it exist? I can't guarantee a 100% it doesn't exist. But as far as that camera, it only captures the license plate. It cannot see inside the vehicle.

Okay.

Yeah. And and as far as sharing with other cities that may not share

our

values, can they unfilter it? The I'd like to

know this question. No. So they can only what we have access to through our cameras. Okay. Thank you. Because one of the agencies we utilize because we have a detective assigned is US Marshals. So when we review our own audits, we look to see who's looking at our data. Estimate 50 to 60% of it is our US Marshal detective because he's searching our database and other Marshals are searching our database. So we we do know who is searching our database. Thank you. You're welcome, sir. How our data is protected? Law enforcement only. There's only a thirty day retention for license plate reads. It's encrypted storage.

It's also dual dual authentication for anyone who has access to it through the Buckeye Police Department. Every search is logged. Role based access, so our records clerks are not allowed to search the database. Only law enforcement officers, detectives. We have best practice policies and procedures, and of course, training.

I placed that open source data brokers in the bottom there, and it's something I could probably spend another hour or two talking about. So when in law enforcement, Buckeye Police Department, we have safeguards, guardrails, and we make sure that the privacy of our citizens is protected. Open source data brokers, we have access to. What that has to deal with is rewards cards, fries shopping card, the VIP card, any type of data broker like that. Any information that is available. So any rewards cards, I just lost my train

of thought.

But any rewards cards So what open source data has to do is Just lost my train of thought. I may come back to it.

I apologize. Basically, can sell the information to anybody they want.

There's zero regulation over that. So tow truck drivers, any shopping center, anytime you click activate on on when you're searching the internet, and you you say yes to cookies on there, they can track what you're looking for, they can track where you eat, And a you're restaurant that you go to. If you sign up for the rewards cards, all that information is sold to data brokers. And unfortunately, there is no regulation over that. So when there's concerns about law enforcement and how we protect, especially the Buckeye Police Department, our research is audited, logged, and detailed.

So we don't search unless it's law enforcement related, unless there's a law enforcement missing person or criminal justice reason. Again, talk about law enforcement only. We have policies and procedures, no random searches, supervisor oversight, we have our own annual audits, and none of our data is for sale. The data brokers, they sell your data. So anytime you sign up for a rewards card, you go get your car down at the service station, Carfax sends your information, all your information and everything you do online is sold.

Information security, again, I'm repeating some of this on purpose show you the details and the safeguards that we have in place. Every search is logged. Any pilot policy violations will be investigated and disciplined up to termination. Community concerns. These cameras are only in public space spaces. Targeted searches only. We do not track lawful activity. We do not search unless it's law enforcement related, and our data is not for sale, unlike the data brokers. Brokers. So any of your reward cards, anytime you walk into a grocery store, you're pretty much being tracked.

And anytime you sign up for a restaurant, you're being tracked and your data is being sold. So our community concerns is, are our license plate reader cameras conducting surveillance? Well, you define surveillance as active systemic systematic, close observation of persons, places, or vehicles gather information, document evidence, prevent crimes, or identify suspects. That's what we use our cameras for. It's only for criminal justice reasons only.

Our data collection, as you can see in that vehicle right there, there's no facial recognition. There's no live tracking of people, and our data is not shared. So this is a recent court case out of division three, Washington Court of Appeals. It talks about what's the public expectation of privacy. Image of a license plate on a public roadway is not the kind of surveillance that the Fourth Amendment prohibits because we are not actually survey surveilling anybody. This vehicle here was from a a success story. We had someone disappear. She was 73 years old. She did not take her phone, so we couldn't track her. Her family reported her missing.

We entered her license plate into the flock system as a as a missing and endangered person. She was found out in Scottsdale the same day, and so she was recovered. She was suffering from early she had some medical conditions, but she needed she needed some help. Her family didn't know where she was, and there was no way for us to find her because she didn't have her cell phone. So there was no way to track her.

Any questions? I have some success stories on the end, but I wanted to see if we had any questions or concerns I may be able to help you with.

On the pixelated piece that you showed on there, is that just the geofence so there's no it's never takes any videos of that, or does it take the video of that and

then pixelate It's pixelated. We set that up with our own IT department. We do that on purpose so we're not looking into someone's backyard.

So that the camera doesn't need itself based off geofencing

is what I'm asking you.

No. We we set that up ourselves. Okay. Yes, sir. Us and our IT department.

So it's never actually recorded. You go back and damage back over. It just never exists because

I can't say never. I'm not an IT expert. That's what but right now, that's how we see it. We have

to filter it out. We have no reason to.

And like you said, it's only in public areas. And if you

capture those, like, that backyard, but it's

so there's no expectation of privacy in the majority of the places. That's right.

So is that automated, or is it

a manual process to pixelate all of that?

It's programmed into the to the feet.

As the camera moves over somebody's backyard, I don't kinda think there's that.

Yes, Especially that camera. That one's a 237.

When

you get a hit on a license plate, how far or how wide of an area are they feeding that information out nowadays? In other words, is that same license plate on a vehicle, let's say, stolen vehicle? Do they have that in California? Do they have is that NCIS? I

guess what

I'm asking. How wide does that go? Will you get a hit on a stolen car in Montana if it's down here? Or will you get a hit on one from Arkansas? Are you restricted from the state of Arizona? How wide of an area is this covering?

So depending on who enters it into the system, NCIC. So we would get a hit, and then our dispatch center would confirm the hit that it's either a stolen vehicle or a missing person from another state. And so it goes nationwide depending on Also, can go back in time and research because sometimes what will happen, especially the missing people, people suffering from dementia or Alzheimer's, they'll disappear and they'll be gone for a few hours. So we can go back in time and track to see if the cameras have picked up any type of hits on that vehicle. It's called the delay hit.

So in the past when Chief Bazaar and I were officers, a delayed hit, there was no way to track it in real time. So what the cameras allow us to do is track missing people in real time. And so if I was to disappear and my family was looking for me, and I've been gone three or four days before they reported it, I could be across the country. There was no way for anyone to know unless an officer had ran the plane. But with the cameras in place, and the cameras help basically, it's a force multiplier for officers and public safety. They can tell that I'm a missing person and that I was in California instead of Arizona. So they can go but those delayed hits don't didn't exist until this technology came about about five years ago.

And I come into the city with a stolen automobile, and you get a hit on my license plate, how long does it take before you can put that out? I mean, it give you an instant hit, or does it take five minutes for it to go through the system to find it?

It's it's on average, my experience, when I monitor the radio, it's about two seconds. Okay. We've had officers driving down the road next to Walmart and a missing person would be right next to them and then get the hit. The officers are alerted. The dispatchers are alerted. They confirm the information. And in fact, I can still remember the officer saying, well, yeah, the vehicle 's right next to me. It was someone who it was someone who was suffering from a medical condition that needed to be found and provided medical attention.

Thanks, chief.

Any other questions from council? Good job.

Yeah. Thank you. Thank you. I have more slides. If you have

more questions, please. Just let's just hammer it again home for for everybody because every time this comes up, I look at this as a it's a pretty easy conversation. No data can or is sold. Correct. None. There is no facial recognition, I guess, unless somebody had their face right down by the picture that you showed looking out the back of the car.

It's the missing person in

the car? Yeah. But maybe then it would be but there but there's not there isn't we're not doing facial recognition. The camera is targeted on the, the license plate, and that's what is pinging in all of this.

Yes, sir. That's all that's pinging. There is no facial recognition involved in this. No profiling

that's happening whatsoever? Mayor, that's correct. There isn't any profile. And then there's we're not tracking aside from tracking the the instances you said, the ability to see folks that are either an Amber Alert or a silver alert or or some of those things, then or those license points are paying on the system, and we're able to to track those folks around. But but that is the extent of or or a crime vehicle or something along those lines. Yes, Yes, That's all. Okay. Yeah.

And there's no criminal justice or law enforcement reason for us to pay attention to anybody else who's law abiding. It's just for vehicles that have been entered or license plates have been entered into the system that either missing person or they're wanted in some type of crime, lead, a suspect. Those are only searches that we're actually notified. So although we capture all the data in the license plates, unless it's criminal justice or law enforcement related, we're not notified. Neither do we search those records. We never pay attention to who's coming or going unless there's a law

enforcement criminal justice reason. And this is specific to Buckeye. There's other agencies that may be doing things slightly different, other states potentially that are doing things slightly different. We're, we go to maybe national conferences or something like that, and there's some widely varying perspectives on flock and and LPRs out and about. But what what you laid out here is specific to Buckeye. Yes, mayor mayor.

And also specific to Buckeye is exactly how we utilize the technology. Our number one concern is public safety, right along with the privacy of our citizens. There's no reason for us to be researching records or movement. We only research movement unless it's related to a crime or a missing person or an endangered person. Okay. I think that's that's all we have, chief. I sure appreciate you

bringing this forward. I know sometimes, so it'll pop something on the social media channel, and then there's a just a run of comments down below that may or may not be familiar with how we do things here in the city of Buckeye. And so I appreciate you bringing this forward and educating us and our public on how we handle LPRs in the city.

Well, thank you, mayor. And we won't have time to go over now, but there are other slides and success stories where we've actually helped people. We use it for the best reasons for our citizens. We do not sell the data. It's not for sale. But it's it's been highly effective, especially for a city the size of Buckeye. We're only gonna get bigger. Yes, sir. Alright.

Thanks, sir. Great. Okay. Thank you very much. Item number three with nothing nothing else on the agenda. Is that it? Regents are adjourned.