Loading...
HomeMy WebLinkAboutPackets - Council Packets (1048)Council Meeting Regular Session & Study Session April 3, 2019 1 Town Council Meeting Announcements 2 Upcoming Meetings 3 4 5 Honeybee Canyon Trails World Class Trails & Why They Matter In August 2017, SDMB installed a bike counter at a location on the Honeybee Trail system where, no matter at which point most people entered, they would run over the counter. It only counts bikes, not hikers since it is a glorified metal detector. WE collected data for a full 12 months to try and assess the level of use that this area is getting. 6 Honeybee Canyon Trails 27+ miles of mostly unsanctioned singletrack trails Popular among mountain bikers and trail runners Mostly on Arizona State Trust Land Borders land owned/managed by Town of Oro Valley, Town of Marana, Pima County, Pinal County Big Wash Church WAPA Gypsum Mine 7 Honeybee Canyon Trails Important for Outdoor Recreation One of the most popular trail systems in Tucson Beginner-friendly trails Close proximity to numerous Oro Valley neighborhoods Primary practice area for Oro Valley Interscholastic Mountain Bike Club (OVMTB) Will be even more important as development expands to the north 8 Honeybee Canyon Trails Important for Conservation Major travel corridor for wildlife between the Tortolita Mountains and the Santa Catalina Mountains and Catalina State Park Connects to the Oracle Road wildlife crossing, part of $11 million open space and wildlife preservation plan Honeybee preservation is supported by the Coalition for Sonoran Desert Protection 9 Honeybee Canyon Trails Important for Cultural Resources Honeybee Canyon and the eastern slope of the Tortolita Mountains contain a significant density of important cultural sites, including Hohokam ball courts, habitation sites, and extensive artifact deposits Area is under active management by archeology site stewards with Arizona State Parks Department 10 Honeybee Canyon Trails Primary Stakeholders Outdoor Recreation Community Local Business owners Conservation Community Archeology Community Ranchers OHV Users Governmental Entities (Towns of Oro Valley and Marana, Pima and Pinal Counties, Arizona State Land Department) 11 2124 837 2023 1952 1457 1529 1690 1293 1106 1078 1267 1571 Here you can see the number of bikes counted each months. In total, there were nearly 18,000 bikes counted over the 12 months. These riders came from 45 states, 25 foreign countries and spent an average of 3 hours on the trails. The slight dip you see in February can be attributed to the 24 Hour race further north where many riders were training on the race course there. 12 This chart simply shows the 52 seeks of the year and which have the highest riding numbers. You can see that the highest number of riders for a one week period was 571. The least was 175. 13 Honeybee User’s Survey--Frequency In March 2018, we distributed an electronic version of a user’s survey to people in the Tucson area to try and collect other kinds of information from those who rode these trails. Received responses from 540 people. About 25% of respondents were Oro Valley residents, and most everyone 66%-- said that they had purchased a state land permit. Riders told us that they typically ride in small groups—1-3 people not the large groups reported to be out on the trails. 14 Trailhead Access Point Despite efforts to close the WAPA trail, you can see that a significant portion continue to use this access. The church route over in Catalina is the most popular, but this survey also only covered the beginning period of the Big Wash Trail head. We will need to collect new information to see if this trailhead use has increased and how it compares to others. 15 Expenses Trail users spend between $10 and $20 each time they ride these trails. Most drive anywhere from 10-20 miles just to ride here. 16 Annual Pass We wanted to know if people would be willing to pay to ride, somewhat like the annual State Lands Recreation permit. This is what they told us. Imagine if 18,000 riders were willing to pay $10 a year to ride these trails--$180,000. 17 Importance of Preserving the Trails Not surprisingly, the importance of these trails to users is very high. They want to see the trails preserved regardless of future development plans. People are coming from all over to ride these trails and they are rated some of the best trails in southern Arizona. 18 Economic Impacts A recent study of Mesa County bike trails showed that the economic impact on the Gross Regional Product (GRP) was more than $14,586,000 from visitors outside of Mesa County. (Colorado Mesa University 2017). In Arizona, outdoor recreation creates $21.2 billion in consumer spending annually. (Western Governors’ Association 2012). In Montana, where just 3% of tourists in 2014 were mountain bikers, they generated $13 million in revenue for the state. (IMBA 2017) An ADOT study in 2013 showed that mountain bike events generated 60 jobs, nearly $800,000 in wages and nearly $900,000 in disposable income on restaurants, hotels, gasoline, groceries and store purchases. (ADOT 2013) Out-of-state bicycle tourism in Arizona generates 404 jobs, >$30 million in outputs, $13 million in disposable income, and $13 million in salaries and wages. (ADOT 2013) Property values for homes along or near trails are greater by 4%-20% when compared to homes not along trails. (Carolina Thread Trail 2013) 19 Next Steps Continue working with coalition of stakeholders to identify highest-priority areas for preservation. Site visit for new Town Council and Recreation Advisor Board members to get familiar with the site. Individual meetings with Council members Revise Arroyo Grande Master Plan with updated information. 20 Thank you 21 22 Emergency Medical Services Golder Ranch Fire District Deputy Chief Grant Cesarek Good evening, Mayor and council, thank you for the opportunity to be here this evening to provide a brief overview of some of the services from Golder Ranch Fire District. My name is Grant Cesarek, I am the Deputy Chief leading our Emergency Medical Services Division. We recently had a great visit at Station 377 with Council Member Jones-Ivey, explaining our services to the community in greater detail. That visit sparked the idea of coming here tonight to highlight a few topics. The station tours and more in-depth view of our services is available to any council member interested. 23 What services GRFD provides Fire protection Pre-hospital emergency medical care Non-emergency services Special Operations Wildland fire protection Fire prevention, inspection and investigation Public education Community Involvement Your Fire District We receive many questions from the public regarding the services that Golder Ranch Fire District provides to the community, we are an all hazards agency, which means if you have an emergency, we have a solution. Of course we respond for home and building fires, but the majority of our emergency calls are to provide medical care for those in need. We also provide non-emergency services, such as smoke detector battery replacements and removal of desert creatures, snakes and gila monsters in most cases. We have a robust hazmat and technical rescue team in our Special Operations division and a Wildland fire team that is leading the way in education and training, both are part of larger regional response teams. We know emergencies will happen, but our mission is to take a proactive approach to reducing the risks in our community, which means our fire and life safety division is very active with prevention, inspection, and fire investigation. We round out our services with public education and community involvement. Speaking of public education, Monday was the unofficial start of the pool season, April Pools Day, which means our job as community members is to ensure adult supervision around water is a priority, please watch your kids around water. 24 25 Provide exceptional customer service in every element! Our Goal With all of those services we provide, we have one goal, Provide exceptional customer service in every element. 26 Emergency Medical Services 11 ALS Fire Engine/Ladder Companies 5 ALS Ambulances 1 BLS Ambulance 2 Battalion Chiefs I EMS Captain Multiple Support Vehicles In our Emergency Medical Services division, we provide service from 11 ALS engine/ladder companies, 5 ALS ambulances and 1 BLS ambulance. ALS stands for advanced life support, which means we have at least one paramedic on the vehicle who can administer life saving medications or procedures. BLS stands for basic life support, which comes from our EMT providers and is a key component to our service delivery. Also on duty every day are two battalion chiefs and an EMS captain. Their responsibility is command on major emergencies, leadership to our station captains, and community involvement. We also have multiple support vehicles used to reduce cost on the non-emergency requests and to ensure an engine or ambulance is available for your emergency. 27 Cardiac Problems 844 requests Stroke symptoms 370 requests Respiratory Problems 577 requests Fall Injuries 931 requests Traumatic Injuries 381 requests Data: July 1, 2018-April 1, 2019 Emergency Responses Ages of Patients Transported When the station tones alert us of an emergency, approximately 80 percent of the time it is a medical emergency. Since the start of this fiscal year, July of 2018, we have responded to 844 requests for cardiac problems, 370 stroke symptoms, 577 respiratory problems, 931 fall injuries, and 381 traumatic injuries. These are just the top five areas that cause the greatest hospital admissions for our patients. We have transported over 4,700 patients via ambulance during that same time period, with the majority over the age of 60. 28 Contact 911 “What’s the emergency?” Know the location you’re calling from Dispatch of resources Initiation of care Transport to Emergency Center Documentation of Care Post discharge program Complete Customer Service Experience So, how do we provide exceptional customer service during an emergency, where time may be the most important factor? it is by breaking each component of the response down to make sure we have exceeded expectations. When you call 911 there will be some questions asked, such as what’s the emergency to send you as the caller to the correct dispatcher. All of this is happening in a few seconds leading up to the dispatch of resources, initiation of care, transport to an emergency center, if needed. On our providers end, the documentation of our care is very important, our records are used by the hospitals as they continue care. And then we offer a post discharge program, known as the Community Integrated Healthcare Program. All of these factors make up what I like to call the Complete Customer Service Experience, from start of the 911 call to in home care for many of our patients. 29 Golder Ranch is dispatched out of the City of Tucson communications center Closest, most appropriate resource responds Auto Aid system with Northwest Fire District Determination of additional resources, if needed Dispatch of Resources In the area of dispatch, Golder Ranch is dispatched from the City of Tucson communications center. That same dispatch center provides service for the Northwest Fire District, Tucson Fire Department and several other agencies. This regional dispatch center affords us the ability to operate automatic aid with Northwest Fire District. What does that mean for you in the community? The closest, most appropriate resource from Golder Ranch or Northwest responds to your emergency. 30 Evaluation from the first arriving paramedic Vitals Medical history Medications Monitoring Zoll X-series cardiac monitors Determination of transport destination Patient preference is part of the determination based on illness or reason for transport Initiation of Care When that first arriving vehicle gets to you, they are starting a medical evaluation, using state of the art equipment which is the same from both agencies. Based on the information provided to dispatch, there are many times where an engine is dispatched without the ambulance. After the medical evaluation, the appropriate ambulance is requested, which is where the ALS and BLS ambulances come in to play. When we have determined that a patient needs to go to the hospital, we want to use the correct level of ambulance, to keep the highest level resources available for the critical responses. 31 Close interaction with medical direction, Dr. Cary Keller, with Oro Valley Hospital Administrative Order review every 6 months Monthly Continuing Education Semi-Annual Lab training Airway Trauma Specific Pediatric Training HandTevy Public Education CPR Pre-hospital care education System Enhancements As you can tell, this system is very dynamic, with many moving parts, which means we are constantly reviewing our delivery. We have a medical director, Dr. Cary Keller who is based with Oro Valley Hospital. He provides our medical direction and guides us through evidence based medicine to keep us on the cutting edge. We operate under Administrative Orders which are up-dated every six months. We have monthly continuing education on specific topics to maintain our certifications and semi-annual labs where hands-on procedures are trained to ensure proficiency. I will go into further details on the last two enhancements on this list, Pediatric Training and our Public Education. 32 Nationally accredited program of care Electronic platform for immediate reference All medications and dosages per AO’s Training with NWFD all of April 2019 Joint instruction from 12 members of both agencies HandTevy Pediatric Emergency Standards Approximately 7 percent of the medical calls we respond to are for the pediatric population. These calls are challenging for several reasons, the HandTevy system provides a very simple method to provide the appropriate care to this patient group. 10 months worth of work setting up the system, establishing Administrative Orders specific to pediatric patients and completing a clinical review from the program’s medical direction, we are training all of the Golder Ranch and Northwest providers during the month of April. Different from past systems, this provides an electronic platform to immediately reference the appropriate dosing of medications based on our approved Administrative Orders. The major component of the course is to teach confidence in providing care to kids. One aspect to share with everyone, this program proves that remaining at the scene of an emergency to provide accurate care creates better outcomes versus rushing to the hospital. So, you may see the paramedics remaining on scene with the patients a bit longer. 33 HandTevy Here’s a small sample of what the application looks like 34 Prompt pre-hospital medical care from paramedics Life saving medication administration(s) Appropriate level/destination for care Patient added to triage system prior to arrival Communication of our findings 12 lead ECG (EKG) Hospital alerting for advanced procedures Ambulance vs Personal Vehicle Another enhancement we would like to share is in the area of pre-hospital care education, specifically that age old question of do I need an ambulance? The myth that the ambulance gets you straight into the hospital is not 100 percent true. However, when you call 911 for help you will absolutely receive prompt medical care. That care may include life saving medications, IV fluids, or oxygen to assist with your medical emergency. If we think about a person having chest pain, the paramedic can provide the appropriate medications to reduce pain, obtain a 12 lead and send it to the hospital prior to your arrival. If you are having a significant heart attack we can alert the hospital for greater services, such as cath lab set up, or imaging needs in a stroke case. All of those actions increase the likelihood of a positive outcome. In your own vehicle you put yourself at greater risk, along with other community members. Not to mention, you will be arriving at the ER with a significant need. They will be ready, because that’s what they are trained for, but we could have started that care several minutes ago. 35 Community Integrated Healthcare Program Established in 2014 At Oro Valley Hospital 30 day post discharge program Areas of focus Chronic Obstructed Pulmonary Disorder (COPD) Congestive Heart Failure (CHF) Diabetes Mellitus Pneumonia Myocardial Infarction (Heart Attack) Community Integrated Healthcare Program As a final component of our Customer Service Experience is a post discharge program known as the Community Integrated Healthcare program. Designed to reduce re-admissions to the hospital for patients who have newly diagnosed COPD, CHF, Diabetes, Pneumonia, and recent heart attacks and cardiac arrests. Yes, cardiac arrests, we have patients who have survived cardiac arrests who receive our care after they are released from the hospital. 36 CIPs receive an additional 40 hours of training in the areas of: Nutrition Pharmacology Lab value interpretation Smoking cessation Disease specific processes Success rate 86% (2018) of participants who stay in the program did not readmit to the hospital within 30 days of discharge Community Integrated Healthcare Program This program is delivered by a select group of paramedics who have received additional training in nutrition, pharmacology, lab value interpretation, so they can review discharge papers and answer questions for the patients. They also have training in smoking cessation and the specific process to the five areas of the program. This program is not for every patient, just specifically those diagnoses. In 2018 we had a success rate of 86%, meaning that those patients did not have to return to the hospital during the 30 days and they completed all of the visits, which can be up-to six visits in 45 days. 37 As a community we can enhance outcomes Early 911 activation Bystander CPR and AED activation PulsePoint App Store TUS-Greater Tucson Area Team Work As you can tell, it takes team work inside the agencies to provide the level of service to meet community needs, but actually it takes team work from all of us. As a community we can enhance patient outcomes. Early 911 activation, bystander CPR and activation of AEDs before the arrival of the fire department is key. The pulse point app is a tool that community members can use on your smart phones. If your phone is close, within approximately 500 feet, you will be alerted to a cardiac arrest and can provide help while the fire department is responding. 38 Visit our website at: www.grfdaz.gov Under the “online forms and services,” sign up for the next CPR class, free to district residents Do You Know CPR? I would like to close with the most important take-a-way from my time. Do you know CPR, if not, please visit our website and get in a class. Bystander CPR saves lives and it is very simple to learn. 39 40 Oro Valley Water Utility Update on the Arizona Drought Contingency Plan and the Oro Valley Water Resource Strategic Plan April 3, 2019 Peter A. Abraham, P.E. Water Utility Director 41 Colorado River System Colorado River system is 1,450 miles long, runs from the Rocky Mountains to Gulf of California Provides water to seven US states and Mexico Upper Basin States: Colorado, New Mexico, Utah and Wyoming Lower Basin States: Arizona, California and Nevada 7.5 MAF/year for each Supplies water for approximately 40 million people Supplies water to over 5 million acres of agricultural production 42 Lake Mead, Entitlements & River Over-allocation Water surface elevations of Lake Mead determines the annual delivery volumes to the Lower Basin States Shortages are dependent on the surface water elevation of Lake Mead Reductions occur in a priority order Lower Basin Colorado River entitlements: California: 4.4 MAF/Yr. Arizona: 2.8 MAF/Yr. (1.2 MAF/Yr. on-river users & 1.6 MAF/Yr. CAP) Nevada: 0.3 MAF/Yr. Colorado River system began experiencing the effects of over-allocation in 2000 An updated drought contingency plan was needed to address the River’s over- allocation. 43 Lower Basin Drought Contingency Plan (LBDCP) Why LBDCP?: Hydrological studies estimate that the Colorado River is over- allocated by 1.2 MAF/Yr. (Structural Deficit) LBDCP Goal: Reduce the risk of Lake Mead water surface elevations declining to critically low levels and protecting the highest priority users CAP Priority users include Municipal & Industrial users Accomplished by reducing deliveries to all Lower Basin States, BOR & Mexico LBDCP goes into effect January 2020 The LBDCP builds on the 2007 River Shortage Guidelines by taking reductions sooner and subsequent reductions are larger than the 2007 River Shortage Guidelines The LBDCP provides Arizona CAP priority uses with better water resource certainty. The structural deficit of 1.2 MAF/Yr. is eliminated prior to allocation curtailments to municipalities. Arizona LBDCP only applies to Arizona CAP and not other Arizona Colorado River Water users. Arizona: 2.8 MAF/Yr. (1.2 MAF/Yr. on-river users & 1.6 MAF/YR CAP) Arizona reductions only applies to CAP 44 Lower Basin Drought Contingency Plan (LBDCP) CAP Table LBDCP Table Lake Mead Shortage Tiers On March 19, 2019 designated representatives of the seven States of the Colorado River Basin formally submitted the LBDCP to Congress for immediate implementation. 45 Oro Valley’s Water Resource Strategic Plan Ground Water < 5,000 AF/Yr. Reclaimed Water CAP Water 10,305 AF/Yr. Water Deliveries Replace Groundwater Pumped Long Term Storage Credits Wet Water (Present) Groundwater Allowance Account Arizona Water Bank CAGRD Future Water Leases Wet Water (Future) Water Credits (Future) Purchases of GECs Discovery & Negotiation Member Member Present day water resource utilization model: 1) Town buildout potable water demand = 8,300 AF/Yr. 2) Groundwater pumping less than 5,000 AF/Yr. 3) Enough water resource to continue replacing the groundwater pumped with CAP water while still storing water for future use 4) Sustainable model Wet Water (Future) 46 Oro Valley’s Water Resource Strategic Plan Ground Water < 5,000 AF/Yr. Reclaimed Water CAP Water < 10,305 AF/Yr. > 8,244 AF/Yr. Water Deliveries Replace Groundwater Pumped Long Term Storage Credits Wet Water (Future) Groundwater Allowance Account Arizona Water Bank CAGRD Future Water Leases Wet Water (Future) Water Credits (Future) Purchases of GECs Water resource utilization model for up to 20% CAP cut 1) Town buildout potable water demand = 8,300 AF/Yr. 2) Groundwater pumping less than 5,000 AF/Yr. 3) A 20% reduction in CAP allocation leaves 8,244 AF/Yr. of CAP allocation available for use 4) Enough AWB water for a minimum of 15-years 5) Sustainable model Wet Water (Future) 47 Oro Valley’s Water Resource Strategic Plan Ground Water < 5,000 AF/Yr. Reclaimed Water CAP Water < 8,244 AF/Yr. > 5,153 AF/Yr. Water Deliveries Replace Groundwater Pumped Long Term Storage Credits Wet Water (Future) Groundwater Allowance Account Arizona Water Bank CAGRD Future Water Leases Wet Water (Future) Water Credits (Future) Purchases of GECs Water resource utilization model for 21% - 50% CAP cut 1) Town buildout potable water demand = 8,300 AF/Yr. 2) Groundwater pumping less than 5,000 AF/Yr. 3) A 50% reduction in CAP allocation leaves 5,153 AF/Yr. of CAP allocation available for use 4) Enough AWB water for a minimum of 15-years 5) Sustainable model as long as CAGRD exists Wet Water (Future) 48 Oro Valley’s Water Resource Strategic Plan Ground Water < 5,000 AF/Yr. Reclaimed Water CAP Water < 5,153 AF/Yr. > 2,576 AF/Yr. Water Deliveries Replace Groundwater Pumped Long Term Storage Credits Wet Water (Future) Groundwater Allowance Account Arizona Water Bank CAGRD Future Water Leases Wet Water (Future) Water Credits (Future) Purchases of GECs Water resource utilization model for 51% - 75% CAP cut 1) Town buildout potable water demand = 8,300 AF/Yr. 2) Groundwater pumping less than 5,000 AF/Yr. 3) A 75% reduction in CAP allocation leaves 2,576 AF/Yr. of CAP allocation available for use 4) Enough AWB water for a minimum of 15-years 5) Sustainability depends on % cut, CAGRD and LTSC 49 Oro Valley’s Water Resource Strategic Plan Ground Water < 5,000 AF/Yr. Reclaimed Water CAP Water < 5,153 AF/Yr. > 0 AF/Yr. Water Deliveries Replace Groundwater Pumped Long Term Storage Credits Wet Water (Future) Groundwater Allowance Account Arizona Water Bank CAGRD Future Water Leases Wet Water (Future) Water Credits (Future) Purchases of GECs Water resource utilization model for 51% - 100% CAP cut 1) Town buildout potable water demand = 8,300 AF/Yr. 2) Groundwater pumping less than 5,000 AF/Yr. 3) Enough AWB water for a minimum of 15-years 4) Sustainable model for duration of future water lease 5) Essentially returns Utility to present day water model Wet Water (Future) 50 Ensuring Oro Valley’s Water Sustainability Educate and provide science and fact driven information to the community, Town Manager, Mayor and Council Reduce groundwater pumping by maximizing CAP water deliveries Firm the Utility’s water resource portfolio by continuing to accrue water credits Align the Town’s water code with regional and state drought contingency plans and other best management practices Expand education and outreach programs to residents and businesses Maintain relationships with other CAP and Arizona water users including: Agriculture (on-river and CAP) Indian Nations Continue with collaborative agreements and partnering in regional projects that bring additional sources of water supply into Southern Arizona Expand the use of reclaimed water for irrigation uses Continue to educate and collaborate with State Legislature to solve future state- wide water resource challenges Keep Oro Valley relevant in water resource discussions state-wide Ensure water rates promote conservation and recover cost of service 51 Past / Present / Future Water Resource Utilization 52 Town of Oro Valley Discussion 53