Leadership in Difficult Times THAT’S HELPING THE ENVIRONMENT. HOW CAN A TRUCK HELP THE ENVIRONMENT? The EPA now requires communities with municipal storm sewer systems (MS4s) to implement best management practices to help prevent polluted storm water runoff from reentering the waterways. When residents wash out their garbage carts and let the water flow into storm drains, everything that was in that can goes with it – residue from dirty diapers, pet waste and other toxins – and that water returns to our oceans, lakes and streams mostly untreated. But now with Blast-N-Clean®’s patented technology, residential roll-out carts can be cleaned, disinfected and deodorized in just 15 seconds. Blast-N-Clean®’s automated, self-contained truck is designed to follow the existing waste hauler, without impacting the regularly scheduled route or the resident. And each truck is capable of cleaning 800 residential carts per day. Blast-N-Clean® is the industry’s first volume cart cleaner whose patented technology can provide EPA compliance and happy residents. Call today for a free Blast-N-Clean® CD and brochure. ASK ABOUT THE COMMERCIAL CONTAINER WASH TRUCK! 1-800-983-9274 (WASH) www.BlastNClean.com Proudly Serving Arizona Cities and Towns Construction Development Agreements Environmental Law Employment Intellectual Property Litigation Open Meeting Procurement Public Finance Real Estate PHOENIX: TUCSON: 4 201 EAST WASHINGTON STREET, SUITE 800 ONE SOUTH CHURCH AVENUE, SUITE 1900 www.gustlaw.com PHOENIX AZ 85004-2327 TUCSON AZ 85701-1627 602.257.7422 520.628.7070 Arizona City & Town • Summer 2008 Published for the League of Arizona Cities and Towns 1820 West Washington Street Phoenix, AZ 85007 Phone: (602) 258-5786 Fax: (602) 253-3874 Web: www.azleague.org EXECUTIVE COMMITTEE President: Boyd Dunn, Mayor, City of Chandler Vice President: Robert Walkup, Mayor, City of Tucson Treasurer: Larry Nelson, Mayor, City of Yuma Marie Lopez Rogers, Mayor of Avondale Gilbert Lopez, Councilmember of Coolidge Byron Jackson, Mayor of Eloy Steve Berman, Mayor of Gilbert Elaine M. Scruggs, Mayor of Glendale Stanley M. Gibson, Mayor of Globe Jim Cavanaugh, Mayor of Goodyear Monica Badillo, Mayor of Hayden Les Byram, Mayor of Kingman Paul Loomis, Mayor of Oro Valley Mike Vogel, Councilmember of Payson Greg Stanton, Councilmember of Phoenix Harvey Skoog, Mayor of Prescott Valley Mary Manross, Mayor of Scottsdale Gerry Whipple, Councilmember of Show Low Robert Strain, Mayor of Sierra Vista Mark Mitchell, Councilmember of Tempe Bob Rivera, Mayor of Thatcher LEAGUE STAFF Executive Director: Ken Strobeck Editor: Matt Lore Asst. Editor: Marisa Hoskins Design and Layout: Jordan Sinek and Randle Kuehner Published by Naylor, LLC 5950 NW 1st Place Gainesville, FL 32607 Phone: (800) 369-6220 Fax: (352) 331-3525 Web: www.naylor.com Publisher: Catherine Upton Naylor Editor: Thea Galenes Project Manager: Tracy Tompkins Marketing & Research: Natalie McCatty Publication Manager: Krys D’Antonio Account Representatives: Debbi Brown, Jeff Bunkin, Jim Dielschneider, Shane Holt, Norbert Musial, Megan Sapp, Mark Tumarkin, Cherie Worley Design and Layout: Kayti Taylor Advertising Art: Aaron Harper ©2008 Naylor, LLC. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Published June 2008/LAZ-B0208/7347 On the cover: ©www.iStockphoto.com/Brandon Laufenberg ©www.iStockphoto.com/Paige Falk ©www.iStockphoto.com/Matthew Porter www.azleague.org Summer 2008 Departments 06 Message from the President 08 Message from the Executive Director 09 Message from the Governor 19 Legal Corner Public Records Law 101: Avoid the 10 Most Common Pitfalls 22 State Agency Updates Arizona Department of Housing The Arizona Lottery 28 City/Town Feature Willcox: Creating Tourism and a Sense of Community Through History 30 30 Index of Advertsers 14 Features 10 14 Advertiser.com 28 Leading Local Governments in the 21st Century Cities and Towns Making Difficult Budget Decisions in Tough Economic Times 22 5 Message from the President Now more than ever, city and town leaders must hold true to sound financial policies. Like many Arizona cities, Chandler recently completed its budget discussions for the coming fiscal year, one that is markedly different from years past. There is really little doubt about the economic climate throughout Arizona and the nation. The mortgage crisis and a slowing economy means we must take extra care in our fiscal responsibilities as the leaders of our respective communities. Decisions made today will have an exponential impact on our abilities to provide services and programs tomorrow. Now more than ever, the city and town leaders of this state must hold true to sound financial policies to avoid any additional cuts to municipal jobs, programs or services. How we do that will vary from city to city and town to town. However, we do know of a few things that are vital to our survival. A diversified job base, longrange planning vision, sustainable neighborhoods and the provision of critical services need our direction and guidance more than ever. Certain factors not in our control, however, could lead us to some serious, enduring fiscal challenges — challenges that could prove devastating to some Arizona communities. At the forefront is the state-shared revenue system. As the president of the League, I have seen firsthand the many ways those revenues, shared among our state’s cities and towns, have kept us strong and vibrant. Studies show that 92 percent of income tax revenues in Arizona come from economic activities taking place in municipalities. Cities and towns are simply Arizona’s strongest economic engine. Our diligence in preserving these funds must remain in the forefront in the coming years. Fortunately, our state is blessed with solid leadership at the municipal level. We will continue to serve our communities to the best of our abilities, and we will weather this economic downturn with the same resolve we would any crisis. I remain confident that we will continue to serve with the commitment and passion that initially led us into public service. Sincerely, Boyd W. Dunn League President Mayor, City of Chandler ACHEN-GARDNER ENGINEERING, LLC Grading & Paving - Concrete Flatwork & Structures - Underground Utilities - Street Improvements Achen-Gardner Engineering, LLC 550 S. 79th St. Chandler, AZ 85226 T: 480.940.1300 | F: 480.940.4576 www.achenengineering.com DRIVEN TO EXCEED YOUR EXPECTATIONS 6 378974_Achen.indd 1 Arizona City & Town • 5/8/08 Summer7:56:09 2008 AM vision. Sure it looks like just another wire, but with Cox Business, it’s so much more. It’s voice services, high-speed Internet access and high-capacity transport. It’s a beacon for reliability, local service and support. And it’s a symbol that can guide medical professionals to find better solutions to improve their bottom line. 623-594-7302 coxbusiness.com www.azleague.org 7 Message from the Executive Director No Local officials have responded to financial challenges with dexterity and wisdom. one enjoys going through tough times. We would rather just have the good things in life and avoid the difficulties. But, it is during challenging and stressful times that strong, capable leadership is needed more than ever. Tough times prove a leader’s mettle. They force us to confront the necessity of balancing demands with available resources; they force us to concentrate on our most essential priorities. City and town leaders in Arizona are entrusted with great responsibility from the public, and they are stepping up to the plate in these months of economic adversity. Local officials have seen tight budget issues hit suddenly and hard, and they have responded with dexterity and wisdom to confront the financial challenge. Effective leadership is hard to define in language, but it is easy to see in action. City and town officials in Arizona have demonstrated why they have earned the trust and respect of their constituents. Cutting budgets and reducing programs is not why they were elected to office, but their performance under adversity is proving that voters made good decisions to put them in office. Their response has been swift and decisive. In this issue of Arizona City and Town, we examine some of the specific economic and fiscal challenges facing municipal governments today and explore the qualities of local leadership and courage in difficult times. As much as we may not enjoy the current situation, hard times do produce stronger, wiser and more experienced leaders. We can take comfort in the fact that when the economy does turn around — as it inevitably will — city and town leaders will have been tested and, as a result, be even more prepared to lead their communities into the new challenges and opportunities of the future. Sincerely, Ken Strobeck Executive Director 8 383509_Cap.indd 1 Arizona City & Town •5/16/08 Summer8:03:59 2008 AM Message from the Governor Arizona continues to have a bright and promising future. At the same time, there is no doubt that, with the housing market slumping and energy prices soaring, the current economic situation is a challenge. We will recover, but for now, the dip puts a strain on state and local governments that must provide service even when revenues are down. Yes, it is a challenge. It is also an opportunity for good leadership to shine through. We must do more with less, but we must also preserve investments in the areas that matter most to Arizonans: education; economic development (particularly in the areas of science, research and discovery); safety and security; and the care of children, seniors and those among us who are most vulnerable. Our leaders must cultivate the ability to deal with the present and the future simultaneously, to find sensible solutions for current dilemmas without hamstringing growth. And you can bet Arizona will continue to grow. We now have a population of more than 6 million; in 25 years or less, we will reach 10 million. With that influx, we have much work to do in key areas: We must do more with less, but we must also preserve investments in the areas that matter most. • Transportation. For the first time in history, Arizona is attempting a statewide approach to building transportation infrastructure. By using a comprehensive, coordinated approach that involves cities, towns, counties and the state, we can ease congestion, improve air quality and preserve the open space that makes Arizona so attractive. • Education, universities and colleges. Every young person in Arizona deserves to earn a decent living. Yet, we know a high school education no longer provides the training necessary to reach that goal. Investments in education, from preschool through college or other advanced training, are our best insurance against future economic downturns. • Arizona’s military facilities. We owe much to those who have sacrificed to serve here in Arizona and overseas; they deserve our respect and care. We also need to preserve the missions of the military installations in Arizona that function as essential economic drivers for communities across the state. Keeping these priorities in place during tight times isn’t easy, but then again, if it were easy, it wouldn’t be leadership. Together we can continue to be careful stewards of our state, make smart decisions that control spending yet preserve investments in what matters. Together, we will ensure Arizona achieves the bright future we have envisioned. 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This article draws heavily from a previously reviewed publication: “Contemporary Professionals and the Conflicting Forces of Administrative Modernization and Civic Engagement.” American Review of Public Administration (Dec. 2005). Two fundamental trends are having an impact on local governments worldwide: administrative modernization and citizen engagement. Administrative modernization is captured in efficiency/effectiveness initiatives like performance budgeting, GPS/GIS innovations, best practices and the many contemporary applications of technology to administrative work. Engagement is captured in a range of both planned connections and those driven by citizen passions that are temporary and episodic. These are trends that easily can run on separate tracks, creating distance between administrative logic and the force of citizen-oriented governance. The key to contemporary effectiveness is finding ways to bridge the gaps created by the forces driving these trends. Fundamentally, the metaphors that capture the differences between the trends are found in the logic behind “data, plans and reports” (modernization) on the one hand, and “passion, dreams and stories” (engagement and politics) on the other hand. Interestingly, by design, administrative modernization drives out “soft” data. Trash pick-up routes are established through software, not conventional wisdom; pavement “management” is oriented around hard data that rates the quality of each street, establishes repair costs/mile and then sets up a maintenance schedule. Administrative modernization promises reliability, quality and efficiency. In contrast, the world of passion, dreams and stories is about emotion, tradition, identity and uniqueness and promises control and preservation of one’s way of life. Potentially, these trends seen in isolation represent different worlds. BY JOHN NALBANDIAN, PH.D. PROFESSOR, DEPARTMENT OF PUBLIC ADMINISTRATION, UNIVERSITY OF KANSAS, AND GREG AND EMMA MELIKIAN DISTINGUISHED VISITING SCHOLAR OF URBAN AFFAIRS, ARIZONA STATE UNIVERSITY, SCHOOL OF PUBLIC AFFAIRS 10 Arizona City & Town • Summer 2008 ernments rnments Looking at the trends and their inevitable force in our contemporary lives, we confront the central question of community building: How do we utilize the tools of modernization to create communities with individual character? These are communities that: • Embrace a range of democratic values and build political capacity through dialogue and deliberation; • Work to achieve economic and social viability; • Assist citizens to retain control and build community identity; • Value spontaneity and foster tradition; and • Encourage generosity, embody and add to the greater good. www.azleague.org To begin to answer the question, we must look at the ways the trends are experienced in the work of governance. The chart below shows five dimensions that represent potentially opposing forces reflective of the trends. In the middle are what I call the “gaps.” We answer the central question posed above as we begin to “bridge” the gaps. This bridge-building represents the embrace of the two trends simultaneously in pursuit of the community with character. Administrative Modernization (Administrative Feasibility) Gaps and Bridges Citizen Engagement (Political Acceptability) Professional staff ↔ ↔ ↔ ↔ ↔ Elected officials Departmental focus Governing institutions Specialized staff Policy CAO perspective Community based politics (issue, energy) Citizens Place 11 Feature Article: Leading Local Governments in the 21st Century Within the gaps are the points of power in a community. The gaps represent potentially legitimate decision making space. I say community rather than organization or government because all sorts of players can enter this territory — this also is what gives it potential legitimacy. This territory constitutes arenas of power because in order to govern effectively, one must join what is politically acceptable with what is administratively feasible. It used to be that these connections could generally be isolated to the dynamic between the council and the staff with appropriately announced public meetings at city hall. With third parties, contracting out, engagement of all types, philanthropic organizations, intergovernmental and international actors, the process of joining the two becomes even more dynamic and unpredictable than in the past. There are three ways that what is politically acceptable and administratively feasible can be joined. First, there is an effective meeting of the minds somewhere within the gap area. This is the ideal. Second, the administrative arm of government can reach into the political realm and dominate decisions. This is where the governing body becomes overly reliant on professional staff. Third, the political arm of government can reach into the administrative arena and dominate as with inappropriate patronage appointments. While the first method is desired, the second and the third are of most interest to me because of the negative consequences associated with them. The extension of administrative reach can join politics and administration, but in the process it will reduce the political capacity of a jurisdiction. The political capacity of a jurisdiction is its ability to make difficult decisions without irreparable damage to the community. The more a jurisdiction takes on an administrative culture, the less likely it is to build the political capacity it may need. Alternatively, the extension of political reach into the administrative arena puts an emphasis on “message and loyalty,” and in the process, administrative integrity is damaged even though the arenas of politics and administration have been joined. Effective bridge-building is the key, with the operative word “effective.” The consequences of operating effectively within the gaps are that city managers and department heads must become more politically astute 12 than ever. Department heads who used to pride themselves on “running their departments” must not only do that, but also they must understand engagement and political acceptability without sacrificing administrative integrity. In this prescription, one can see the evolution in the expectations we have of city management professionals. My research shows that “facilitation” skills are at a premium and that contemporary professionals must be able to work simultaneously in non-hierarchical settings — such as those the gaps represent — as well as hierarchy. There is no either/or here. The issue for elected officials is more challenging. In times of fiscal constraints, elected officials tend to become more analytical: “What does it cost?” becomes the key question. I see elected officials in my own city backing themselves into a corner because they are expected to help LEAD the community boldly while they themselves have withdrawn into the shell of comfort that comes from using fiscal measures as the primary criteria for decision-making. Fundamentally, what is lost by leaders in times of fiscal constraint is an understanding that governing is essentially about values. It always is. Those who forget that efficiency is only one of four basic political values soon find themselves bogged down in the details of initiatives, and more importantly, they postpone for future councils the “values” work that is the primary function of the governing body. In order to reach values issues, I encourage councils to ask themselves two questions as they approach their work. First, what is it that governing bodies can do that no other group in the city can do? In other words, what value does a governing body bring to a community that no other group in the community can provide? The answer to that question should guide the governing body’s work. Second, if other councils looked to your council as a model, what is it that you would be doing that they admire? The answers to these questions invariably take us to the classic definition of politics: the authoritative allocation of values. The definition suggests that we view policymaking in terms of values such as representation, efficiency, social equity and individual rights. The values choices a governing body makes — choices no other group in a community can make — are conveyed authoritatively — that is, in law. A values perspective not only gives insight into what policymaking is about, but it also helps us understand how to facilitate bridge-building. What we as citizens have in common is our understanding of the four values. I can give a governing body a case study they have never seen before, and they will understand what is going on because they intuitively recognize the conflicting values and the perspective that a values orientation gives to one struggling in political/policy debate. The values perspective is what allows us to build bridges IF we can encourage the necessary deliberation that will bridge gaps, join what is politically acceptable and administratively feasible, and in the process build political and administrative capacity, and in the end create unique, vital communities. In the absence of the values work and building bridges that engage these values in the contexts reflected in the previous chart, we fall willing victims to the homogenization of our communities that comes with modernization. At this point, because of the promises of reliability, quality and efficiency associated with modernization, if we allow our fiscal concerns to crowd out other values choices, we will become more and more like each other. We will lose identity, tradition and purpose. I am a cautious optimist, and I doubt that the passion of engagement will permit that to happen systematically. But in order to build, maintain, and preserve communities of character, we have to commit ourselves to engagement as well as modernization — because engagement brings the passion, dreams and stories that are essential to the politics that ask us to aspire to a greater good. ● John Nalbandian teaches in the Public Administration Department at the University of Kansas. In addition, he is the Greg and Emma Melikian Visiting Scholar of Urban Affairs at Arizona State University. John’s academic specialization is local government, and in addition to his scholarly work, he served for eight years as a city council member in Lawrence, Kan., including terms as mayor. Nalbandian has received awards from professional societies as elected official of the year and administrator of the year. In recognition of his life time contributions to public administration, he has been inducted into the National Academy of Public Administration. Arizona City & Town • Summer 2008 W.C. Scoutten, Inc. Municipal Engineers and Planners Serving Arizona Communities Since 1994 • Community Facilities Districts • Growing Smarter General Plans • Municipal Engineering • Strategic Planning • Plan Review • Development and Zoning Codes • Capital Improvement Plans • Subdivision Codes • Road and Streets Maintenance Programs • Design Guidelines • Construction Administration • Public Participation Programs • Construction Inspections • Public Meeting Facilitation • Utility Coordination • Engineering Standards 1646 N. Litchfield Road, Suite 235, Goodyear, AZ 85395 Phone (623) 547-4661 Fax (623) 547-4662 For more information, email: larry@scoutten.com 352083_WC.indd 1 11/15/07 10:53:16 AM 355888_CSE.indd 1 www.azleague.org 11/14/07 12:32:10 PM 13 Making Difficult in As the Economy Falters, Arizona Cities and Towns Make Responsible Budget Cuts 14 Arizona City & Town • Summer 2008 Budget Decisions Tough Economic Times The headlines h dl are hard h d to miss. Each E h week, k a steady d stream off newspaper articles, Internet postings and television reports paint a bleak picture of a distressed national economy buckling under the weight of a sluggish housing market, rising energy costs and increased consumer uncertainty. While every level of government is affected by the ailing economy, local governments in Arizona are among the hardest hit due to their heavy reliance on economically sensitive revenue streams, such as sales taxes. Indeed, the worsening economic climate has already taken its toll on Arizona cities and towns. Tax revenue is declining while costs are rising, and municipalities are left to grapple with the immediate and impactful consequences. Estimated Revenue Shortfall for Cities and Towns In early April 2008, in an effort to discover the extent to which the economic downturn has affected Arizona cities and towns, as well as to find out what practices cities and towns are implementing to deal with the downturn, the League of Arizona Cities and Towns distributed a questionnaire to the 90 incorporated cities and towns in Arizona. The questionnaire was comprised of six general questions regarding the city or towns current economic situation. Responses were received from municipalities in each country and include communities of both large and small populations. Figure 1 provides a brief outline of the estimated revenue shortfall for cities and towns that responded to the survey. Cities and Towns Have Made Reductions Overall, a significantly large number of cities and towns surveyed have already made some kind of reduction to their budget. Interestingly, those cities that indicated they have not yet made any reductions d ddid d emphasize h that they are continually monitoring the economy and are willing to make adjustments if necessary. In some cases, managers anticipated the economic decline and lowered their forecasts so that actual cuts might not be necessary. Some have indicated that they are waiting to see what state-shared revenues look like for next year, while other have already decided to reduce the following year’s budget by 5 percent to anticipate a shortfall. The survey responses show that a growing contingent of Arizona municipalities are carefully navigating the rough economic waters with a variety of cost-saving techniques, including personnel reductions, across-the-board departmental cuts, targeted cuts and delaying or canceling capital projects. Personnel Reductions A number of different options emerge under the umbrella of personnel reductions. Layoffs, hiring and overtime freezes, cutting temporary or contract staff and eliminating or holding vacant positions have all been utilized. Other viable options that have been used and were noted in the survey include redeploying staff to critical positions, administrative approval and justification prior to filling positions, personnel reductions based solely on attrition and reducing positions in building inspection areas due to the housing downturn. (Figure 1) FORTY-TWO CITIES/TOWNS RESPONDED TO THIS QUESTION. THIRTY-FIVE RESPONDED WITH THE PERCENTAGE FOR THEIR REVENUE SHORTFALL, WHILE NINE RESPONDED WITH DOLLAR VALUES. BY MARISA HOSKINS COMMUNICATION AND EDUCATION ASSISTANT, LEAGUE OF ARIZONA CITIES AND TOWNS www.azleague.org 15 Feature Article: Making Difficult Budget Decisions Across-the-Board Cuts Among All Departments While some cities and towns have required that their departments tighten and reduce budget expenditures, the consensus among survey respondents is that acrossthe-board cuts have not currently taken into account any change or disruption in state shared revenue. Respondents emphasized the importance of state-shared revenue and noted that any reduction would potentially result in the elimination of more city positions and services. Percentage of cities and towns that have made across-the-board cuts Another smart investment for Arizona citizens. Targeted Cuts Survey respondents varied greatly in how they have implemented targeted cuts. Cities and towns have attempted to avoid making any reductions to public safety, with the majority of cuts occurring in the non-critical travel expense category. Delays or Cancellations of Capital Projects While 73 percent of respondents have indicated that there have been delays or cancellations of capital projects, all of those surveyed stated that they are actively evaluating the importance of their capital projects and identifying those that may be postponed, delayed or deferred. In addition, all have indicated that if revenues do not improve, capital projects will face possible cancellation. Percentage of cities and towns that have delayed or cancelled capital products Tough Times, Tough Decisions The League survey results illustrate that Arizona cities and towns are leading their communities through the economic downturn with a thoughtful, measured approach to budget cuts and reductions, in order to continue to effectively provide the essential services that residents rely on. And while economic challenges remain for the unforeseeable future, many cities and towns view the difficult choices that they must make as opportunities to position themselves for future success. “These downtrends in the economy, as well as other budget-related issues, provide us with the impetus to revisit the way we do business and to focus more on the core services we deliver to our customers as municipalities,” says Mesa City Manager Chris Brady. “It may mean a ‘back to basics’ approach to how we move forward in providing those services.” ● When you chooseThe Weitz Company to construct your project, you hire an aggressive advocate of your interests. We assure a safe project environment, maximize your value, achieve your desired sustainability measures and even predict issues that may arise as the project draws to a close. That’s Weitz. That’s building in good company. WWW.WEITZ.COM / 602.225.0225 / CLAY WELLS 16375327_TheWeitz.indd 1 3/26/08 9:08:19 PM Arizona City & Town • Summer 2008 Ordinance Codification Programs Code Updates • New Codes • Legal Reviews Model Ordinances • Codes on CD and Internet Experience and Quality No one knows Arizona municipalities better than the League. And, American Legal Publishing assists nearly 2,000 municipal and county clients across the country with their ordinance codification needs. Contact Ray Bolhauer or Rich Frommeyer at: (800) 445-5588 rbollhauer@amlegal.com • rfrommeyer@amlegal.com A joint service with: www.amlegal.com American_LAZB0208.indd 1 5/7/08 8:17:01377141_Public.indd AM 1 4/2/08 12:30:41 PM Sports and P.E. Equipment APPROVED AZ CONTRACTOR ® Worldwide Huge Selection, Low AZ Contract Prices Online 24/7/365 AZ Superstore http://pe.ssww.com For S&S® Sports and P.E. Equipment State Contract (SCC080000-2) details, see Arizona State Website https://www.spirit.az.gov/Applications/SPIRIT/SR.nsf 379912_SSWorldwide.indd 1 4/22/08 8:04:20 AM Strategic Planning | Graphic Facilitation Sue Nennemann, President www.sagepathways.com 602 977 2602 sue@sagepathways.com 3104 E Camelback Rd. #802, Phoenix AZ 85016 www.azleague.org 359226_Sage.indd 1 11/30/07 8:08:17 357245_Harris.indd AM 1 11/14/07 1:58:22 PM 17 Maintenance Management Software for Public Works and Water Resources CIGNA MEDICAL GROUP www.cmgaz.com GBA Master Series, Inc. www.gbams.com 800.492.2468 Powered by Your Ideas 18381499_GBA.indd 1 5/3/08 6:45:04 379528_CIGNA.indd PM 1 4/26/08 Arizona City & Town • Summer 20089:11:35 AM Legal Corner Public Records Law 101 Avoid the 10 Most Common Pitfalls EDITOR’S NOTE: Liz Hill is Assistant Ombudsman for Public Access in the Arizona Ombudsman- Citizens’ Aide office, an independent agency of the Arizona Legislature that was established to make government more responsive to Arizona citizens. She will lead a session on public records law at the upcoming Annual Conference in August. This article is written for general information only. If you, as a city or town elected official or employee, have a specific legal question regarding public records, always check with your city or town attorney. BY LIZ HILL ASSISTANT OMBUDSMAN – PUBLIC ACCESS Like most states, and the federal government1, Arizona has a public records law (Title 39) mandating that all public records be open to inspection and copying. The general policy is that all records required to be kept under A.R.S. § 39-121.01(B) are presumed open to the public for inspection as public records. Sounds simple enough, right? Not necessarily. Arizona’s public records law is very broad, and application of the law is far from black and white. Consequently, uncertainty and inconsistency among public bodies is common throughout Arizona. However, with training and the right attitude, government employees can confidently respond to public record requests and avoid 10 of the most common pitfalls2. Pitfall #10: Failure to have, update or follow retention schedules Public bodies have a duty to submit a retention schedule for each type of record to the director of Arizona State Library, Archives and Public Records for approval. The retention schedule determines how long records may be maintained and when records must be destroyed. Pitfall #9: Not knowing what constitutes a public record or “other matter” A public record is everything created or received by a government agency or employee that relates to public business (even if on personal computers!). “Record” means all books, papers, maps, photographs or other documentary materials, regardless of physical form or characteristics made or received by any governmental 1 On Dec. 31, 2007, President Bush signed into law the OPEN Government Act of 2007. 2 These are general rules and do not encompass all statutory exceptions. www.azleague.org 19 Legal Corner agency in pursuance of law or in transaction of public business. This includes electronic records. Other matters include items related to public matters that are not required by law to be submitted to government but are created or received by the government agency. Pitfall #8: Not disclosing promptly Access is deemed denied if a public body fails to promptly respond. While “promptly” is not defined by statute and depends on what is reasonable under the circumstances, last year the Arizona Court of Appeals applied Webster’s definition: “quick to act or to do what is required” or “done, spoken, etc., at once or without delay.” West Valley View, Inc. v. Maricopa County Sheriff’s Office, 216 Ariz. 225, 165 P.3d 203 (Ariz. App. Div. 1, 2007) (review denied). It is important to remember that mere inconvenience does not warrant delay. Recently, the court of appeals found that Maricopa County Sheriff’s Office wrongfully denied the New Times access to public records under A.R.S. § 39-121.01(D)(1) with respect to eight of the nine records, because it failed to promptly furnish the records requested. Phoenix New Times, L.L.C. v. Joseph M. Arpaio, 177 P.3d 275 (Ariz. App. Div. 1, 2008). Pitfall #7: Not knowing when to withhold records There are three reasons to withhold records: 1) the record is made confidential by statute; 2) the record involves the privacy interests of persons and that interest outweighs the public’s right to know; or 3) disclosure would be detrimental to the best interests of the state. The latter two are balancing tests that grant the custodian discretion to Providing Investment Management to the Public Sector for Over 28 Years • $32 billion of Public Sector Assets under Management • Individual Portfolio Management for General Funds and Bond Proceeds Lauren Brant Managing Director Cynthia Sneed Senior Managing Consultant 2375 E. Camelback Road Suite 5118 Phoenix, AZ 85016 (602) 387-5187 1 Pitfall #6: E-mail E-mail is a public record if it relates at all to public business. This includes e-mail sent from or received by accounts other than government e-mail accounts. Similarly, purely personal e-mail that has no relationship to official duties does not necessarily qualify as a public record just because it was on a government computer and e-mail system. Griffis v. Pinal County, 215 Ariz. 1, 156 P.3d 418 (2007). Pitfall #5: Redaction If a public record contains protected information, public bodies must redact (black out) the protected information and release the remaining portions of the record. Public bodies may not charge a fee for redaction. Pitfall #4: Promises of confidentiality and rubber stamps The law controls the character of the document. Marking a document privileged, confidential, top secret, etc., or making promises of confidentiality (including clauses in settlement agreements) does not determine whether the record is subject to disclosure. Pitfall #3: Fees Inspection of records is free. The public records law does not allow public bodies to charge a fee for making records available or for search time. However, with few exceptions, public bodies may impose a reasonable copying fee if the requestor requests a copy. Public bodies may also require the requestor to pay in advance for copying and postage charges of public records mailed. Pitfall #2: Not understanding what constitutes a commercial purpose In Primary Consultants, L.L.C. v. Maricopa County Recorder, 210 Ariz. 393, 111 P.3d 435 (Ariz. App. Div. 1, 2005), the Arizona Court of Appeals broke down the statutory definition of commercial purpose into three sections: 1. Use of a public record for the purpose of sale or resale; 2. Obtaining names and addresses from public records for the purpose of solicitation; or 3. Sale of names and addresses to another for the purpose of solicitation or any purpose for which the purchaser can reasonably anticipate the receipt of monetary gain from the direct or indirect use of a public record. Pitfall #1: Records dump Public bodies may not dispose of or destroy records after receiving a public records request regardless whether the retention period has expired. In a nutshell, government employees have a legal and ethical obligation to comply with the public records law. It is simply part of doing business. Any person who is denied access may file a special action in superior court. In 2006, the law was amended to allow the court to award attorney fees to a requestor of public records if the requestor substantially prevails in a court action. In addition, civil or criminal penalties may be imposed. Reduce these risks by becoming familiar with the law and its requirements. ● For additional information contact: 20374363_Public.indd refuse inspection of public records. These tests must be applied on a case-by-case basis and inevitably result in inconsistencies. 3/18/08 12:04:33 PM Arizona City & Town • Summer 2008 u deal with the cost of growth? How do yo Formerly Tischler & Associates, Inc. www.tischlerbise.com • (800) 424-4318 OUR ARIZONA CLIENTS INCLUDE: n Development Fees (over 600) n Fiscal Impact Analysis (over 500) n Revenue Strategies n Capital Improvement Plan n Fiscal Software • Apache County • Apache Junction • Avondale • Buckeye • Bullhead • Camp Verde • Carefree • Casa Grande • Cave Creek • Cochise Co. • Coolidge • El Mirage • Eloy • Flagstaff • Fort Mojave Fire Dist. • Glendale • Goodyear • Lake Havasu City • Maricopa • Navajo Co. • Northwest Fire Dist. • Peoria • Phoenix* • Pinal Co. • Pinetop-Lakeside • Prescott • Queen Creek • Scottsdale • Sedona • Show Low • Sierra Vista • Snowflake • Springerville • Surprise • Taylor • Tucson* • Yuma * Private Sector 351985_Tischler.indd 1 10/15/07 12:25:14 PM Arizona’s Choice for Bond Counsel real vision With more than 100 years of collective experience, Squire Sanders Inspiring reality Civil Engineering Transportation Environmental Constructionon has been Arizona’s top choice for public finance law for nearly 30 years. For seven years straight, we have been ranked No.1 in dollar volume as bond counsel in Arizona. That’s because we In our 46 years of service, weÕve found that the best ideas come from effective partnership with our clients Ð listening to our clients and collaborating with respect and trust. Visualize the future. Then call PBS&J. offer creative, value-added legal services that get results in the public finance arena. Phoenix +1.602.528.4000 www.ssd.com OfÞces throughout the US ¥ pbsj.com ¥ 480.419.7275 www.azleague.org 381673_PBSJ.indd 1 5/7/08 12:35:40 375555_Squire.indd PM 1 5/8/08 8:02:27 AM 21 State Agency Updates Arizona Department of Housing Planning for a Better Future in Challenging Times © ww S w.i toc kph ot o .c o m/ Ski pO ’Do nne ll In some ways, it is the perfect storm; a period of tremendous housing value appreciation followed by a monumental collapse of the housing market across Arizona and most of the nation. The result: a struggle for both those who cannot afford a home and those who thought they could, as well as a challenge for state government to determine its appropriate role in meeting the needs of those affected by the current economic environment. In this time of economic turmoil, the lens through which we government officials see and serve Arizona is one that reveals growing levels of need in the face of shrinking resources. For a still-growing number of residents, Arizona is a place where salaries and wages simply do not keep pace with the cost of housing. The very workers who make our communities safe or teach our children cannot afford to live in the same places that benefit from their time, talents and dedication. Instead, they are forced to drive increasingly long commutes until affordable housing can be found. Time spent commuting constitutes a “time tax” that removes time from families and loved ones that often cannot be recovered, erodes quality of life and leaves workers tired and stressed on both ends of a commute. Additionally, Arizonans whose lives have been blessed by longevity, or young professionals armed with college degrees and seeking their own first homes, find affordable housing equally elusive. For all too many seniors, golden years are tarnished as retirement incomes and Social Security do not keep pace with the cost of housing. The young professionals, often saddled with the debt of educational loans, find their dreams to own a first home must be deferred. As prices climb each week at gas pumps and grocery stores, family finances are forced to shift as well. Increased fuel costs to travel between home and the workplace mean less discretionary income, or in truly dire circumstances, a choice between gas and other life needs such as health care, child care or even cheaper but less nutritious food. For other Arizonans, the American dream of owning a home has become a nightmare because of foreclosures. This spring, for three consecutive months, Arizona reached the dubious distinction of being the fourth-highest state in the nation for foreclosures. The rising spate of foreclosures not only affects individual families, but also results in the deterioration of neighborhoods and communities. Ironically, at a time when government is asked and expected to do more, the financial capacity to do so has been diminished. The natural inclination is to hunker down and do what you must to survive the buffeting winds of the times. But Gov. Napolitano CONTINUED ON PAGE 24 BY FRED KARNAS, DIRECTOR ARIZONA DEPARTMENT OF HOUSING 22 Arizona City & Town • Summer 2008 The Arizona Lottery Benefiting Cities and Towns During Tough Times Several months ago, when the Arizona Lottery’s Pick jackpot reached $12 million, did you buy a ticket? For just a minute, did you think about what you could do with all that money — a new car, a house, a college education for your children? If so, we’re willing to bet your fantasy did not include a new traffic signal at a busy intersection or improved lighting at a local park. Those fantasies may not be very exciting, but they become reality every day for communities that use Local Transportation Assistance Fund (LTAF) or County Assistance Fund (CAF) dollars to make lives better for their citizens. Sales of The Pick™, Pick 5™ and most Scratcherssm instant tickets generate more than $30 million annually for these programs. Sales from Powerball™ help towns and cities in a slightly different way. Since some of those dollars flow directly into the general fund, your community benefits from a variety of state programs. Up to $18 million BY CINDY L. ESQUER COMMUNITY OUTREACH MANAGER, ARIZONA LOTTERY CONTINUED ON PAGE 26 www.azleague.org 23 State Agency Updates – Arizona Department of Housing DEPARTMENT OF HOUSING FROM PAGE 22 has challenged those of us in leadership positions in the state to keep our eye on the future, to recognize Arizona is well-positioned for a rapid recovery and remember our job is to thoughtfully manage through the current difficulties and plan for a better future. Neighbors Serving Neighbors Salaries and wages simply don’t keep pace with the cost of housing. • Roll-off • Recycling • Residential • Portable Toilets • Commercial • Landfill Disposal At the Department of Housing, we have taken on that challenge through four basic actions: (1) Evaluating our current efforts and determining what we need to do differently to ensure our limited resources are meeting the most critical needs. The state’s budget situation Think Green® Think Waste Management will most likely force adaptations. It Waste Management of Arizona is therefore imperative that our ac602-268-2222 • 1-800-386-7783 tions and initiatives reflect the most www.wm.com pressing housing needs of communities across the state. It may mean new resources for certain activities and 327414_waste.indd 1 5/28/08 8:35:59 PM elimination of other activities until Arizona emerges from its current fiscal difficulties. (2) Repositioning our resources to meet emerging challenges. For example, at the request of Governor Napolitano, the Department of Housing is partnering with the Department of Financial Institutions to work collaboratively with private sector partners to craft a Engineering Possibilities balanced resolution to the foreclosure for Arizona crisis. We have expanded funding to local governments and non-profits Burns & McDonnell customizes solutions with regional expertise in municipal water and wastewater treatment, for emergency eviction and forecloair quality control systems, coal-fired and gas power sure prevention assistance. We have generation, and aviation and military facilities. retooled our Web site to provide resources to consumers desiring credible information and assistance on foreclosures. Additionally, through a federal initiative, a $1.33 million competitive grant is wholly dedicated in 2008 to expanding foreclosure counseling services throughout the state. (3) Building new relationships. As a new department director, I have spent considerable time meeting Engineering, Architecture, Construction, Environmental and Consulting Solutions with local officials to determine www.burnsmcd.com/phoenix what are the most pressing housing IN THE HEAT OF CHALLENGE, WE ENGINEER THE RIGHT SOLUTION. 24380981_Burns.indd 1 5/5/08 6:54:50 PM Arizona City & Town • Summer 2008 State Agency Updates – Arizona Department of Housing and community development needs in their communities and to inform them of the Department’s efforts and challenges. Similarly, I have spent time with legislators, informing them of the housing challenges we have identified with our community partners and informing them of the tools the Department has to address some of the challenges. (4) Preparing for the future. As has been mentioned, Gov. Napolitano consistently reminds us that we need to be ready to build the Arizona we all want when the current economic challenges are overcome. For the Department, that means taking a hard look at what the housing challenges of the future will be. We are looking at partnerships with state universities to prepare for the challenges of growth that will demand thoughtfully planning the intersections among housing, jobs and transportation. We are assessing the needs of special populations that will continue to face hard times accessing affordable housing. The challenges of homelessness and the housing needs of persons with disabilities will need to be addressed. We know that by 2020, one out of every four Arizonans will be over 60 years of age. And, we cannot ignore the affordability challenges of rural Arizona communities. Now is the time to develop strategies to address these needs. Unquestionably, 2008 is a year of challenge for all of Arizona. Yet the measure of our lives is not so much what happens to us, but rather how we well respond. Despite the challenges that face our communities and our leaders, Arizona offers a quality of life that our residents not only cherish, but also rely upon our collective best efforts to preserve. Real leadership in these times means not surrendering to what has been dealt to us but managing through to a better time. ● Serving the Arizona Food Industry Since 1943 Your Solution to Shopping Cart Clutter Arizona Cart Retrieval Co. AFMA Subsidiary 602-252-9761 • 120 E. Pierce St., Phoenix, AZ 85004 • 602-258-4942 www.afmaaz.org 329877_Arizona.indd 1 www.azleague.org 5/17/07 3:00:29 PM 25 State Agency Updates – The Arizona Lottery Building Financial Success Since 1931 or over 75 years, Stone & Youngberg F has structured and underwritten municipal debt for a diverse mixture of public agencies. PUBLIC FINANCING SOLUTIONS FOR: Cities, Towns and Counties Our ability to deliver customized service and unparalleled expertise has established us as a national leader in municipal bond financing. School Districts, Colleges and Universities Public Infrastructure & Facilities Economic Development and Redevelopment Parks and Recreation Pension / Post-employment Benefit Obligations STONE & YOUNGBERG LLC 2555 East Camelback Road, Suite 280 Phoenix, AZ 85016 (602) 794-4000 | www.syllc.com Copyright © 2007 Stone & Youngberg LLC. Member FINRA/SIPC. 374017_Stoneadmat.indd 1 3/14/08 10:40:17 AM Great Employees...serving Great Clients...building Great Communities...in the Great State of Arizona since 1984.... ©www.iStockphoto.com LOTTERY FROM PAGE 23 of Powerball proceeds fund the LTAF II programs, which focus on mass transit. These programs are excellent examples of the direct impact the Arizona Lottery has on your community. However, in challenging economic times, our indirect impact through other beneficiaries of lottery proceeds is equally important. Funding for mass transit allows a community to offer its citizens a practical way to combat high gas prices. Those same dollars also provide dial-a-ride services for the elderly and disabled — and their destination may be a facility offering a healthy meal. When Heritage Fund dollars are invested in preserving natural resources and parks, cities give families a safe, low-cost source of entertainment and exercise. Healthy Arizona programs, which received more than $20 million in lottery funding last year, offer both pre- and post- • Land Development • Water Resources • Water/Wastewater • Structures • Transportation/Traffic • Surveying • Construction Management Phoenix Goodyear Mesa Tucson 602.335.8500 · www.woodpatel.com 26380276_Wood.indd 1 4/24/08 8:06:32 AM Arizona City & Town • Summer 2008 State Agency Updates – The Arizona Lottery The Arizona Lottery has a direct impact on your community. natal services for at-risk families. In 2007, 95 percent of the children served by this program had an identified medical doctor, and only 10 percent of the families used an emergency room visit without a doctor’s approval. Additionally, 99.7 percent of the families had no substantiated CPS reports. Did you know that public health insurance (AHCCCS and HIS) paid for 82 percent of teen births in Arizona during 2005? The lottery-funded Comprehensive Sexuality Education Program is committed to reducing teen pregnancy rates with seven statewide programs. The Arizona Health Education Centers program makes low-cost medical care available in under-served rural communities and encourages medical profes-379780_JPmorgan.indd sionals to stay in those communities after their internships end. All these programs directly benefit communities throughout the state by offering critical services at little or no cost to the community. As Art Macias, executive director of the Arizona Lottery, notes, “We know the lottery helps municipalities through the immediate budget shortfall; we’ve seen the impact of LTAF and CAF dollars over the last 26 years. What we now realize is that the investment in programs to improve a community’s quality of life also has a significant long-term impact. Giving our citizens the resources they need to be successful, and creating an environment where they want to live and work, is one of the keys to improving our economy.” The Arizona Lottery’s mission is to “maximize revenue for the state in a responsible manner.” However, our passion is making Arizona a better place to live. We believe every municipality in Arizona shares this vision — and with almost $140 million distributed to Lottery beneficiaries last fiscal year, we’re off to a good start! ● www.azleague.org 1 5/2/08 11:33:24 AM 379085_Shephard.indd 1 4/15/08 12:12:49 PM 27 City/Town Feature Willcox, Arizona Creating Tourism and a Sense of Community In a charming downtown area filled with buildings that stand as a reminder of the Old West, snippets from a lively history emerge. Geronimo fed his sweet tooth by obtaining sugar from the mercantile. The Southern Pacific Rail Depot saw scores of soldiers pass through on their way to Fort Grant in the early 1880s. Wyatt Earp’s youngest brother, Warren Earp, was shot and killed in the Headquarters Saloon. As a capital of cowboy country and the original Apacheria, the City of Willcox is creating a sense of place as a tourist destination by cultivating these and many other unique aspects of its past. Located in southeastern Arizona on Interstate Highway 10, Willcox sees more than 23,000 travelers pass through per day. With the construction of the new 340 interchange on I-10, many of these travelers are now stopping in Willcox. The hospitality industry is bustling with people who are drawn to a city that is revitalizing itself with its Old West significance and cowboy culture. The national headquarters of the National Day of the Cowboy (NDC) is now located in Willcox. The NDC is a nationally known organization recognized by the U.S. Congress. Bethany Braley, executive director of the NDC, states that “Willcox has been very effective in helping me to 28 Arizona City & Town • Summer 2008 City/Town Feature continue to build the momentum necessary to one day see the National Day of the Cowboy passed in perpetuity.” Willcox is also the hometown of Rex Allen, a famous Western movie star and singer. His museum is located on Railroad Avenue. In addition, the Marty Robbins Museum has recently relocated from Glendale to the same area in Willcox. The city’s historical group also maintains two other museums in the downtown area. During the spring, Willcox hosted four rodeo-like events in less than three weeks, and these events will continue into the rest of the year. In addition to the events and attractions that the city offers, Willcox has made a real effort to become more attractive visually to residents and visitors alike. A new water well and a new justice center are nearly complete, and streets have been overlaid during the past year. City officials are very optimistic about the future in Willcox. “We think we learned from many of the other municipalities in Arizona. We also believe in smart growth and the wise use of our resources” says City Manager Michael Leighton. “We continue to encourage people and businesses to locate here. Our goal is to offer the highest quality of life we can. So, come and visit, then stay a lifetime.” ● We see solutions where others don’t. Focused on solutions that work. Specializing in ground engineering and environmental solutions, with local expertise in water resources and geotechnical engineering, Golder gives you global reach and local presence on six continents. For 45 years, Golder has developed a rock-solid reputation built on client service, innovative thinking and cost-effective solutions. A World of Capabilities Delivered Locally. Local offices: Tucson (520) 888-8818 Phoenix (480) 966-0153 Albuquerque (505) 821-3043 Silver City (505) 388-0118 solutions@golder.com www.golder.com 379895_Golder.indd 1 4/26/08 8:44:10 AM What’s your image? Now open in Phoenix to serve Arizona clients! Experience the CityImage difference. Branding and marketing Q Community publications Q Graphic design and logos Media training Q Communications consulting Q Web sites www.city-image.com www.azleague.org 380069_Cityimage.indd 1 Q arizona@city-image.com 4/23/08 5:21:18 PM 29 Index of Advertisers AMBULANCES Southwest Ambulance .....................3 CORPORATE TRUSTS US Bank...........................................9 ATTORNEYS Squire, Sanders & Dempsey ..........21 DEVELOPMENT FEES Tischler-Bise .................................21 ATTORNEYS & SOLICITORS Gust Rosenfeld, PLC ........................4 BANKS US Bank...........................................9 CART RETRIEVAL Arizona Cart Retrieval ....................25 CIVIL ENGINEERS Harris & Associates ........................17 Shephard-Wesnitzer, Inc. ...............27 Wood Patel & Associates................26 ENERGY SUPPLY APS ......................outside back cover SRP ........................ inside back cover ENGINEERING SERVICES Achen-Gardner Engineering, LLC .....6 Golder Associates, Inc....................29 FINANCIAL ADVISORY SERVICES JPMorgan Chase Bank ...................27 CONSTRUCTION The Weitz Company .......................16 HEALTH INSURANCE CIGNA HealthCare of Arizona..........18 CONSULTANTS Public Sector Personnel Consultants..................................17 W.C. Scoutten, Inc. ........................13 INSURANCE - PROPERTY CASUALTY CSE Insurance Group .....................13 CONSULTING ENGINEERS Burns & McDonnell ........................24 Wood Patel & Associates................26 CONSULTING ENGINEERS, ARCHITECTS & PLANNERS Harris & Associates ........................17 PBS&J ...........................................21 WASTE CART & CONTAINER CLEANING SYSTEMS Blast N Clean .......... inside front cover WASTE MANGEMENT CONSULTANTS Waste Management .......................24 WATER MANAGEMENT CAP- Central Arizona Project ............8 Advertiser.com ENGINEERS, ARCHITECTS & PLANNERS W.C. Scoutten, Inc. ........................13 Willdan ..........................................30 COMMUNICATION SERVICES CityImage Communications............29 Cox Business Services .....................7 CONSULTING Sage Pathways Consulting .............17 RECYCLING & DISPOSAL SERVICES Waste Management .......................24 SOFTWARE GBA Master Series, Inc. .................18 SOLID WASTE COLLECTION Waste Management .......................24 SPORTS & P.E. EQUIPMENT S & S Worldwide ............................17 Achen-Gardner Engineering, LLC ....www.achen.com ..................................... 6 Burns & McDonnell ..........................www.burnsmcd.com ............................. 24 CAP - Central Arizona Project .........www.cap-az.com .................................... 8 CIGNA HealthCare of Arizona ..........www.cigna.com .................................... 18 CityImage Communications ............www.city-image.com ............................ 29 CSE Insurance Group .......................www.cseinsurance.com ........................ 13 GBA Master Series, Inc. ...................www.gbams.com .................................. 18 Golder Associates, Inc. ....................www.golder.com ................................... 29 Gust Rosenfeld, PLC ........................www.gustlaw.com .................................. 4 Harris & Associates .........................www.harris-assoc.com ......................... 17 PBS&J...............................................www.pbsj.com ...................................... 21 Public Sector Personnel Consultants ....................................www.compensationconsulting.com ....... 17 S & S Worldwide ..............................www.pe.ssww.com ............................... 17 Sage Pathways Consulting..............www.sagepathways.com ...................... 17 Shephard-Wesnitzer, Inc. ................www.swiaz.com .................................... 27 Squire, Sanders & Dempsey ............www.ssd.com ....................................... 21 SRP ...................................................www.srpnet.com ............ inside back cover Tischler-Bise ....................................www.tischlerbise.com ........................... 21 Waste Management .........................www.wmphx.com ................................. 24 The Weitz Company .........................www.weitz.com .................................... 16 Willdan .............................................www.willdan.com.................................. 30 Wood Patel & Associates.................www.woodpatel.com............................. 26 INVESTMENT ADVICE & MANAGEMENT Public Financial Management, Inc. .20 INVESTMENT BANKING Stone & Youngberg ........................26 PLANNERS W.C. Scoutten, Inc. ........................13 PLANNING CONSULTANTS Tischler-Bise .................................21 extending your reach ■ ■ ■ ■ ■ Engineering, Planning, Landscape Architecture, Building and Safety, and Construction Management Geotechnical Engineering, Material Testing and Inspection Environmental Consulting, Construction, Remediation, and Engineering Financial and Economic Consulting Homeland Security and Public Safety Engineering Geotechnical Environmental Financial Homeland Security www.willdan.com Engineering 800.643.3671 | Geotechnical 714.634.3318 | Environmental 800.424.9144 Financial 800.755.6864 | Homeland Security 877.818.5621 30 380848_Willdan.indd 1 3:03:04 PM Arizona City & Town •4/28/08 Summer 2008 www.azleague.org 31 WHY ARE WE SO COMMITTED TO BUILDING A BRIGHTER FUTURE FOR ARIZONA? JUST LOOK AROUND. A BETTER TOMORROW STARTS TODAY. At APS, we want every generation to be able to enjoy the Arizona we all love today. That’s why we’re investing in our environment by offering rebates to APS customers on solar panels, solar water heaters and high-efficiency air conditioners. Over the past two years, we’ve encouraged Arizonans to purchase more than 2 million energy-saving CFL light bulbs. We’re also actively supporting the energy of the future, offering APS customers electricity generated from renewable resources like wind, biomass and solar — all while continuing to support the hundreds of organizations that are improving the health, education, arts and economy across Arizona. To learn more about APS’s commitment to ensuring a vibrant economy, strong community and healthy environment for future generations, visit aps.com. These programs are funded by APS customers and were approved by the Arizona Corporation Commission. 32 Arizona City & Town • Summer 2008