[{"_1":2,"_111":-5,"_112":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6194371,"mediaKeyId","3864437-eb80d22835107deb821156fc752aaf9b","parentId",3864437,"title","Goodyear reports measurable improvement in CIP management after Protiviti reviews; further actions planned","audioSeconds",634,"startMs",6949000,"endMs",7583000,"viewUrl","/Search/View?dp=1&key=3864437-eb80d22835107deb821156fc752aaf9b&start=6949&end=7583","thumbnailUrl","https://assets.pipeline.soar.com/3864437-eb80d22835107deb821156fc752aaf9b/thumbnail_6949000.jpg","articleUrl","/articles/6194371/Goodyear/Maricopa-County/Arizona/Goodyear-reports-measurable-improvement-in-CIP-management-after-Protiviti-reviews-further-actions-planned","mediaUrl","https://secure.pipeline.soar.com/6194371-b83f7489858891d97fd5a7e549fe211f/orig.mp4?Expires=1771195590&Signature=AxwDjYA4vtItpiP0BehsXbh55umweL7er5k2DU74fHNHRP~Y~Z3ZTynJeyiORWOKqLNoab2kA2mMLJlZqI-t~rltkZnqRRFsBxyosSrszDuf~Ut93Rs0reyJUBJ0Q-x-rGvho0o16f1LtzG0MBWqj6poU8RGDZJbz6PMkklL2CXiBI7vLX-G-3kcuDS8aVi8B0XnE0flXUi9RNSTt3GMY3pVz9m5hu0q6z-L2HmyVmQWD3mz4e3AjXRqLuqdOHcOgVucV2L8P~K5LnpaYq5dLaElP2XvWwAw18-UP8L6gPDSWhxQv-GLSHBs4cDeHaFMGCRa7TY8ofkOULTJ3wJqZQ__&Key-Pair-Id=KUT5TJCACFTXG","author","City of Goodyear, AZ","date","2025-06-17T14:05:38Z","article","Deputy City Manager Katie Knudson and Engineering Director Steve Cinto briefed council on June 16 about steps taken to strengthen Goodyear’s capital improvement program (CIP) after a 2023 Protiviti review and a 2025 reassessment. Knudson said the city engaged Protiviti in 2023 to assess CIP maturity and returned the firm in 2025 to measure progress and identify next steps.

Protiviti evaluated the program across seven areas (governance, policy/standards, planning, design, procurement, construction and close‑out) using a 0–5 maturity scale. Knudson said the city made the most progress in governance, policy/standards and planning. \"When they came in after two years, it's not normal that an organization would see this much improvement over just two short years,\" she said.

Cinto summarized four 2025 themes and recommended actions: improve manual data governance and define a single source of truth while planning longer‑term software integration; develop a tailored job‑order contracting (JOC) program and training rather than relying on shared contract language; standardize use of project management software (TDX) and provide job aids and training; and finalize and roll out a citywide project management manual (staff aimed to publish the manual by the end of the month and train PMs citywide thereafter).

Knudson and Cinto said the actions build on staff surveys and interdepartmental work begun after the 2023 review; Protiviti will be asked to reassess in about two years (2027) to chart further maturity gains. Staff also noted that some improvement items did not yet change the maturity score because they require system integration or longer implementation timelines.

Council members did not take formal votes but asked staff to continue implementation, track progress centrally through the city manager’s office and return with updates and any budget implications for system integration or JOC establishment.","mediaType","Video","parentTitle","City Council Work Session - 06/16/2025","oneSentenceSummary","City staff reported progress on capital improvement program management after Protiviti’s 2023 review and a 2025 reassessment. Key near‑term actions include finalizing a project management manual, improved data governance and a job‑order contracting program; Protiviti will be reengaged in 2027.","taxTitle","Goodyear, Maricopa County, Arizona","taxId",2568,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6194375,"Goodyear audit committee reports progress on internal audit program; payroll report yields 70 tactical recommendations",956,5662000,6618000,"/Search/View?dp=1&key=3864437-eb80d22835107deb821156fc752aaf9b&start=5662&end=6618","https://assets.pipeline.soar.com/3864437-eb80d22835107deb821156fc752aaf9b/thumbnail_5662000.jpg","/articles/6194375/Goodyear/Maricopa-County/Arizona/Goodyear-audit-committee-reports-progress-on-internal-audit-program-payroll-report-yields-70-tactical-recommendations","https://secure.pipeline.soar.com/6194375-1985862ee24f8523a8f20423d58c96a0/orig.mp4?Expires=1771195590&Signature=DjP28pReoI5J7Ct8I-WnL80xpnakuagYtb7~ZutQzm2uV568Vt~8LHtxVX8oHeyhav8qjaBxA9bWnbJxVGNMbf2srnu2CR1gb0YBq5ZpuOZjE-dhDuqgrF6Fjyk8lYiNHC6ibq~9BfBZz714e3~7VReEjBPSY0GQ-NvI~Hx1stOcidGfr4EzMyl4MrZoPTJUhymY-IjyhmEbU0YDarL1NKeQQtITfC43gpC134HE1FDbC10zlIx2wMFEq7ztOY4LIkVqayT~xtdLOawgLNw0HtkRAuun2ErtCwYvFK9KFX5s1S0JIBYfsxs1HGM2l3BjTNJT0P0CChmDhckwHoA-dg__&Key-Pair-Id=KUT5TJCACFTXG","Jared (Finance Director and secretary to the audit committee) updated council on the city’s internal audit program and the first audit work at the June 16 meeting, reporting that the city auditor recruitment closed in May and finalist interviews were underway with an expected July start date. \"Our expectation is that we want to have a July start date for that position,\" Jared said.

Jared described the audit committee — Council Members Hampton (chair), Gillis (vice chair) and Terry — and summarized recent committee activity, including bylaws, an interim audit plan and the decision to present two early studies to establish process cadence. \"We've met four times in about two and a half months,\" he said.

The first third‑party assessment, completed by Protiviti, reviewed payroll and timekeeping processes from onboarding to offboarding. Protiviti’s assessment took about five months, involved interviews across departments and generated three broad recommendation categories: standardize processes, automate systems and optimize the payroll system. Jared said the report contained 12 recommendation themes and 70 tactical recommendations; management provided a response and completion timelines for each item, with many foundational steps scheduled through late 2025 and into 2026.

Key operational notes included the city’s current use of multiple timekeeping systems — Executime (most staff), Telestaff (police and fire) and SubItUp (parks part‑time staff) — and a plan to assess needs for consolidation. The assessment also recommended improved cross‑department communication, clearer employee guidance for paycheck inquiries, standardized timelines for payroll tasks, enhanced compliance tracking and expanded access to systems for part‑time employees to eliminate parallel manual processes.

Council members asked about auditor reporting lines and authority; staff and the city attorney noted that making the auditor report directly to council would require a charter change and voter approval. Council asked for clarity on who would direct audit work and for mechanisms to avoid conflicts of interest as the program develops. The audit committee scheduled follow‑up on payroll recommendations for August 25 and plans to bring the new internal auditor and an annual audit plan to the committee after hire.","Council heard an update on the new internal audit program, hiring timeline for a city auditor and findings from a payroll and timekeeping assessment that produced 12 themes and 70 tactical recommendations and a schedule for follow‑up.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6194380,"Goodyear outlines sports and tourism strategy; I‑10 basins and Ballpark Village singled out for follow‑up",2607,2789000,5396000,"/Search/View?dp=1&key=3864437-eb80d22835107deb821156fc752aaf9b&start=2789&end=5396","https://assets.pipeline.soar.com/3864437-eb80d22835107deb821156fc752aaf9b/thumbnail_2789000.jpg","/articles/6194380/Goodyear/Maricopa-County/Arizona/Goodyear-outlines-sports-and-tourism-strategy-I10-basins-and-Ballpark-Village-singled-out-for-followup","https://secure.pipeline.soar.com/6194380-63ab931081b9b795554f4f97e4f44248/orig.mp4?Expires=1771195590&Signature=N0E9JYbwYlVNFX21OK-TqkxYTex2gbNONp7s6OqTNTG6Myq2kqGJ6OB5jzFr5zfZsrvWNccv-gjewZsmWXgcrudT69wXhOglCarGsd0aAEW6ESS2Pn6uUvrgjI3MhgmHXgpzGcT~rWl2AIjufkYHQcbv6MjqmPsICF1lIHWvpjU3sEloFeIVvhUTFPP9xybzi-3yNY4BqZKpByOuajKOWHyG7bu9fJpICDhl89x-UU0xa019SDEhBaICWoCoAezGKyNmO-mrzt5RIZ1hZBwTIGnFLt6~1KNe0rRsJFM-H7Q2LZZw8Jbsv0dv75zm2DDetw9fQQTiGDUqMjTwWBxFQg__&Key-Pair-Id=KUT5TJCACFTXG","Wendy Bridges, Goodyear’s economic development director, told council on June 16 that the city has begun consolidating tourism work into a cohesive strategy built around five pillars: sports; outdoor and nature‑based recreation; arts and culture; shopping, dining and entertainment; and conferences and meetings. \"Tourism can be defined in a lot of different ways,\" Bridges said, noting sports and leisure travel already draw visitors to Goodyear.

Joe Stewart, senior business development manager, said current marketing and assets — notably Goodyear Ballpark and a nationally recognized BMX track — provide a foundation but efforts are \"largely fragmented and reactive.\" \"There hasn't been a unifying strategy tying all these pieces together into a cohesive tourism vision,\" he said.

Parks and recreation interim director David Side and Deputy City Manager Justin Fair discussed sports tourism opportunities tied to the I‑10 basins property, which the city acquired about a decade ago from the Maricopa County Flood Control District with restrictions on use. Fair said a 2023 feasibility study estimated a full, phased build‑out for the basins at roughly $64,000,000 and that a city‑issued RFI generated seven responses from potential partners; some respondents suggested they might help operate or partially invest but none pledged to fully fund construction. \"There are individuals interested in potential partnerships,\" Fair told the council.

Council members discussed costs, competing capital priorities and partnership models. Several members urged staff to continue public‑private outreach while making clear that any city funding or formal inclusion in the capital improvement program would be considered during the strategic plan and budget process this fall. \"If there's a backer who wants to invest, then we're in a different position,\" Council Member Vicky said.

Staff also flagged other tourism actions: creating an Office of Tourism as a division of economic development (short‑term, using existing resources), targeted outreach to small‑group meeting markets, building partnerships with regional entities and exploring public‑private financing for infrastructure. Bridges said the city already leverages Arizona Office of Tourism (Prop 302) funds for marketing and operates a tourism website, visitgoodyear.com.

On Ballpark Village, staff said an RFP will be released in early July for development proposals on the 50+ acres surrounding Goodyear Ballpark, with an emphasis on experiential retail and entertainment to complement (not compete with) nearby GSQ retail. Council members were told timelines for vertical development will depend on proposals and market decisions.

Bridges summarized the recommendation set as short‑term actions (stakeholder engagement, use of existing Prop 302 funds, standing up an office of tourism), medium‑term steps (formal destination strategy, sports partnerships, public‑private partnership exploration) and long‑term aims (event venues, multi‑use sports facilities). Council did not take any formal vote but asked staff to continue partnership work and bring basin/strategic plan options back in the fall.","Economic development staff presented a tourism strategy centered on five pillars (sports, outdoor recreation, arts/culture, experiential retail/dining, and meetings/hospitality). City leaders described public‑private outreach on the I‑10 basins, a potential multi‑sport complex and plans for an RFP for Ballpark Village.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":104,"_47":105,"_49":106,"_51":107,"_53":108,"_55":56,"_57":58,"_59":109,"_61":62,"_63":64,"_65":110,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6194385,"Goodyear residents rate quality of life high; mobility and housing flagged in 2025 community survey",1957,708000,2665000,"/Search/View?dp=1&key=3864437-eb80d22835107deb821156fc752aaf9b&start=708&end=2665","https://assets.pipeline.soar.com/3864437-eb80d22835107deb821156fc752aaf9b/thumbnail_708000.jpg","/articles/6194385/Goodyear/Maricopa-County/Arizona/Goodyear-residents-rate-quality-of-life-high-mobility-and-housing-flagged-in-2025-community-survey","https://secure.pipeline.soar.com/6194385-5bfb3998501478d4666bc1d2cb680b04/orig.mp4?Expires=1771195590&Signature=lWODcdAp4KxEniGVXEHEJV~UBgReX3JfqroCCOge-puKcPrwkgFsOL7MsrJ3bNvxXAjAqcq2jLlj72tA8FWFnqRYQI73UnVqDtRH2h03GjAlFd9sMIa4y-GiJAt6v6mRyM~I3aYBuXR7YhjIAytFjUVceqin0DwI2Fa5dCFdH9RayrTiufW7V4mlw17S3M0-5gus7B5FMgaUIB-h0Gh8d4qOSB1qdQ6dX5~qyrZbdCZOdzOyQ3BcFOJkm4RiBIu2hgQLMrIgWc6mcv8CjkU7GHCC2QlyPSfYneRAtYwXkhuVhd8Mwjy3HqIz1tbQWj0EBxJKLXrhOrczAC3VQRPMQQ__&Key-Pair-Id=KUT5TJCACFTXG","Erin Caldwell, a survey research principal with Polco, presented the City of Goodyear’s 2025 National Citizen Survey results at the June 16 work session, reporting that about nine in 10 respondents rated Goodyear as an excellent or good place to live. \"I am happy to be here, to present a summary of the findings from your Goodyear National Community Survey,\" Caldwell said.

Caldwell said the probability (random) sample produced 415 completed surveys, an 11% response rate and a margin of error of about ±5 percentage points; an open-participation survey also produced 328 responses but was not used for the benchmarking analysis. \"All households were eligible,\" she said, and Polco applied standard weighting to rebalance respondent demographics against Goodyear’s adult population.

The survey groups 121 evaluative items into 10 \"facets of livability.\" Caldwell told council that Goodyear scored above benchmark on items such as parks and recreation, street lighting and recreation facilities, while two items—air quality and preservation of historical or cultural character—were rated lower than the benchmark. \"Eighteen items received higher ratings, 101 were similar and two were lower,\" she said.

Council members asked how to interpret the ratings. Council member Hampton asked whether \"importance\" on the survey meant what people want versus what they think they’re getting; Caldwell said the two measures can differ and that high importance does not always mean the city is failing but may indicate residents want the issue maintained or prioritized.

Mobility produced the largest gap between importance and perceived quality: while roughly seven in 10 rated ease of travel by car as excellent or good, traffic flow on major streets and non‑car travel modes received lower marks. Caldwell noted ease of travel by public transportation and by walking or bicycling scored lower than travel by car but were similar to benchmark communities.

Housing and community design showed mixed results: variety of housing options was rated positively by about six in 10 respondents but declined since 2023; roughly half rated well‑planned residential growth and land use planning and zoning as excellent or good. Caldwell cautioned the survey identifies what residents rate but not always why, and she urged council and staff to \"dig deeper\" into the data or use focused outreach to learn the reasons behind those ratings.

City staff told council the survey will inform the annual strategic plan update in the fall and departments will use facet‑level data to guide program and budget decisions. \"If there's any particular topic that council would like to dig deeper into, please let us know and we're happy to explore that,\" Jenna Goad, Goodyear’s strategic planning and organizational performance manager, told council.

The presenters noted Polco’s benchmarking database includes about 1,300 communities historically, with roughly 500 surveyed in the past five years used for comparisons.

Council members praised the overall results, cited mobility and housing as areas to explore further and asked staff to use the survey findings during the strategic plan update this fall. The staff presentation and full dataset remain available to departments for deeper analysis and targeted outreach.","City staff and Polco presented the results of the 2025 National Community Survey: 9 in 10 residents say Goodyear is a good or excellent place to live, while mobility and several housing-related measures show gaps and some declines since 2023.","actionData","errors"]

Article not found

Goodyear reports measurable improvement in CIP management after Protiviti reviews; further actions planned

Goodyear audit committee reports progress on internal audit program; payroll report yields 70 tactical recommendations

Goodyear outlines sports and tourism strategy; I‑10 basins and Ballpark Village singled out for follow‑up

Goodyear residents rate quality of life high; mobility and housing flagged in 2025 community survey