HomeMy WebLinkAboutManagement Records - Capital Improvement Plans TOWN OF ORO VALLEY
CAPITAL IMPROVEMENTS PLAN
APRIL, 1995
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THE ARIZONA DEPARTMENT OF COMMERCE &
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TOWN OF ORO VALLEY
CAPITAL IMPROVEMENTS PLAN
APRIL, 1995
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With Assistance From:
THE ARIZONA DEPARTMENT OF COMMERCE &
THE STATE DEVELOPMENT FUND
TOWN OF ORO VALLEY
TOWN COUNCIL
FISCAL YEAR 1995-96
CHERYL SKALSKY
Mayor
PAUL PARISI
Vice-Mayor
BILL KAUTENBURGER
Councilmember
RUDY ROSZAK
Councilmember
MARTY WELLS
Councilmember
Acknowledgments
instrumental in thepreparation of the Town of Oro Valley
The following persons were Capital Improvementsin addition to the residents who participated in the community
Plan,
telephone survey and the CIP Public Forum:
Town Council:
Mayor Cheryl Skalsky
Vice Mayor Paul l Parisi Councilmember William N. Kautenburger
CouncilmemberRudy Roszak Councilmember Marty Wells
Oro Valley Technical Advisory Committee
David Andrews, Town of Oro Valley Finance Department
Mike Cadden, Oro Valley Chamber of Commerce
Don Chatfield, Town of Oro Valley Planning Department
Jim DeGrood, Town of Oro Valley Public Works Department
Dick Eggerding, Oro Valley Arts Advisory Board
Harvey Gill, Oro Valley Assistant Town Engineer
The Honorable Bill Kautenburger, Town of Oro Valley Council
Kevin Kish, Town of Oro Valley Planning Department
Charlie Lentner, Town of Oro Valley Police Department
Bob Maassen, Town of Oro Valley Building Official
Patti Morris, Public Improvement Coordinator, Tucson Electric Power
Gene Riser, Y•
Citizen of Oro Valle Planning and Zoning Commission Representative
Chuck Sweet, Oro Valley Town Manager
David Williams, Town of Oro Valley Planning Department
Consultant Team
Partners for Strategic Action A-N West Inc.
13771 Fountain Hills Boulevard, Suite 360 Glenn Shearer
Fountain Hills, Arizona 85268
Research Advisory Services
(602) 816-181 1
FAX (602)
816-1813 R. Anthony Sissons,
AICP
Peggy A. Fiandaca, Project Manager
Curtis L. Dunham, Project Planner
This project was funded in part by a grant from the Arizona Department
T h sPro gram
of Commerce and the State Development Fund - Capital Improvements g
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Table of Contents
I. Introduction 1
A. Capital Improvements Plan (C1P) Development Process 2
B. What Is A CIP? 4
C. CIP Evaluation Criteria 4
D. Glossary of Terms 8
II. Public Participation 12
A. CIP Telephone Survey 12
B. Public Forum 14
III. Financial Issues 16
A. Current Town Funding 16
IV. Oro Valley CIP FY 1995-96 Through FY 1999-2000 20
A. CIP Assumptions and Policies 20
B. CIP Assumption Projects 23
C. CIP Prioritized Capital Projects 28
D. FY 1995-96 Capital Budget 35
E. Oro Valley Capital Improvements Plan: FY1996-1997 - FY1999-2000 38
V. implementation 41
A. General Guidelines 41
B. Implementation of the Decision Making Matrix 42
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I. INTRODUCTION
Providing infrastructure is a primary function of local government. Maintaining public safety,
town services, parks and recreation facilities, an adequate transportation system, and the
community's quality of life are all items heavily dependent on how the organization deals with
infrastructure issues.
The Town of Oro Valley is at a critical point in its development. Today, Oro Valley is home to
approximately 15,500 residents. The community has experienced well over a 100 percent
increase in population since the last census in 1990. This growth rate is due to annexation and
tremendous development of single family homes. This type of dramatic growth makes it
difficult for the Town to keep pace with necessary services and infrastructure. The community
will continue short term rapid growth based on a strong residential housing market in the
northwest Tucson area.
The Town needs to ensure that there is orderly development and efficient use of public
facilities. Oro Valley is faced with a serious dilemma in the provision of public services. Not
only is the community being faced with new developments that require infrastructure
improvements and public service, but the community is continually trying to catch up,
particularly in the area of street improvements. The provision of public services to a growing
community presents a great challenge to these developmentse Town of Oro lley. As new must be constructed opments are
to keep
built, the infrastructure required to support
pace with the new demand for services. Determining the type, location, size, phasing, cost,
and financing of infrastructure development requires a comprehensive and long-range planning
perspective.
The Town of Oro Valley is ultimately responsible for public service provision to existing
residents, future residents, and businesses. The Town's rapid growth poses several complex
and challenging issues:
Police Protection - As citizens move to, or are annexed into the community, more officers and
support staff will be needed. Along with this additional staff, equipment and vehicles will need
to be purchased. It is anticipated that for each 1.5 officers hired, a new police vehicle will need
to be obtained. This is on top of the already expensive process of keeping the current fleet
modern and in good, reliable working order. The newly constructed Police Department Facility
should serve the needs of the department for many years to come. To the Town's credit, this
building was constructed without any debt.
Streets -There are 150 lane miles of public streets within the town limits. $20 million worth of
asphalt must be maintained within the town. There is a need to improve the capacity of the
major roads. The newly initiated development impact fee ordinance will help with future road
improvements. Due to the high cost of these projects and the current budget constraints,
these types of progressive financing vehicles must be.utilized. According to the General Plan,
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there are $60 million of road improvements that need to be done by the year 2010. The CIP
must address how we finance these improvements. Bike lanes and raised pavement markers
must be considered when road improvement projects are considered.
Town Hall/Staff Housing - Although the current Town Hall is new and one of the nicer in the
State of Arizona, recent explosive growth has already caused some departments to become
cramped. More Staff will be needed to service the growing number of residents. The thought
of having to build more administrative facilities before the existing buildings are paid off is not
an attractive one. However, it may be essential if the Town is to maintain current service
levels. A Space Needs Analysis has been done that projects office space needs in the future.
At the projected rate of growth, another 6,500 square feet of office space is required to house
the number of town staff needed in the future.
Land Issues - For a Town the size of Oro Valley (25 square miles), Town owned land
resources are negligible. The need for parks and recreational facilities, future buildings for
administration and public safety, and other community amenities is not going to go away. The
Town Council must face this issue head-on and come to consensus on a realistic game plan to
obtain additional land. Putting this issue on the back burner will ultimately force the Town into
a desperate situation - land either unavailable or totally unaffordable.
The Town of Oro Valley's Capital Improvements Plan (CIP) is a multi-year plan that projects
spending for all anticipated capital projects. The CIP addresses both repair and replacement of
existing infrastructure as well as the development of new facilities to accommodate future
growth. The CIP links the Town's planning and budgeting functions. It also looks at
competing needs for infrastructure and determines how much money the community can
afford to spend on them.
The Town of Oro Valley took a very unique approach to the development of the community's
first CIP. Oro Valley utilized a strategic planning approach that involved using all Town
departments and management staff. The process required all Town departments to re-assess
their plans and overall goals for capital improvements and the means for accomplishing them.
A. C/P DEI/EL OPMENT PROCESS
In recognition of the need to adequately plan for future infrastructure improvements, the Town
of Oro Valley applied for and was awarded a matching grant from the Arizona Department of
Commerce's Capital Improvements Plan program. The grant provided financial assistance so
that the Town of Oro Valley could develop a Capital Improvement Plan (CIP).
In early 1994, the Town solicited proposals from consultants to provide the necessary
technical expertise and to work with Staff to develop the CIP. Proposals were received from
several recognized firms. Following thorough reference checks and interviews, the selection
committee chose the Partners For Strategic Action (PSA) Team. The team consisted of PSA,
which specializes in strategic planning and consensus building, A-N West, Incorporated, with
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experience, and Research Advisory Services, which is a
extensive municipal engineering expe ,
professional survey administration firm.
The Planning Director organized a TecAdvisory Committee (TAG) consisting•of citizens,
and all
utilityrepresentatives, a Council representativedepartment managers to work with the
consultant develop the Oro Valley Capital Improvements Plan.
Before the planning process began, the TAC discussed what their expectations and desires
were for the CIP process:
✓ Creation of an unfunded project list
✓ Institution of maintenance schedules
✓ Vehicle replacement programs
✓ Capital budget plan
✓ Smooth out the budget process; make it easier to get capital project into the budget
✓ A tool to implement other plans
✓ Determine potential sources of revenues
✓ Definition of what capital is; dollar values, life cycle
✓ Examination of external impacts
✓ Understanding of the public's priorities
✓ Establishment of policies for debt service ratios and reserves
✓ Flexibility respond to changes in policy, but provide a strong structure
Flex�b�l�tyto p
planningprocess is the identification of the overall
A very important step '�n any strategic „
ntof a Mission Statement answers the question. What
purpose of the process. The development
Oro CIP's Miss.�on
accom lish with the CIP?" The following �s the Valley
are we trying to P
Statement:
fiveimprovementpriorities and financial feasibility by creating a
"To define year capital - „
document that responds to public desires and needs.
process and producing a p
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B. WHAT/SAC/P.
A Capital Improvements Plan is a multi-year plan that projects spending for all anticipated
capital projects. The Plan addresses both repair and replacement of existing infrastructure as
well as the development of new facilities to accommodate future growth. The CIP links the
Town's planning and budgeting functions. The CIP looks at competing needs for infrastructure
and determines how much money the community can afford to spend on them.
There are five basic components to the CIP:
1. Infrastructure inventory which identifies existing infrastructure.
2. Needs assessment which identifies all needed and planned community
infrastructure.
3. Financial analysis and determination of options and projected costs.
4. An infrastructure plan that programs infrastructure by year for a five year period.
5. A capital budget for the first year of the CIP.
CAPITAL PROJECTS DEFINED
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Capital Projects are defined differently from community to community. They can be defined
very broadly or narrowly. For the Oro Valley CIP, the following definition of Capital Projects will
be used to describe which projects are to be included in the CIP:
Cost over$10,000 and have an expected useful life of three years or more. The only exception
to this definition will be police patrol units which may have a useful life of less than three years
but will still be considered Capital Projects.
C. ORO VALLEY C/P EVALUATION CRITERIA
One of the most important requirements for an effective selection process is the establishment
of clearly defined, pre-specified criteria upon which the assessment and subsequent selection
of capital projects will be based. The evaluation criteria become the guidelines for the capital
improvements decision making process. They were determined "upfront" in the process to
allow objective decisions to subsequently be made.
Clearly written policies make capital allocation decisions easier. Most decision makers
intuitively have such policies in mind but seldom put them in writing. Each year, discussion of
the policies begins the CIP process. This usually results in changes to the policies which
reflect changes in priorities.
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The evaluation criteria are selected on the following basis:
1. They refer to issues important to local governments inasmuch as ignoring them
could have potentially serious consequences.
2. They refer to items generally measurable in one form or other.
3. They are realistic.
4. They permit at least some degree of objectivity in ratings.
5. Most importantly, in their generic form, they represent criteria applicable to a wide
variety of capital projects.
The Oro Valley Technical Advisory Committee has selected the following nine criteria for use in
the formation of the Capital Improvements Plan. Since some criteria are associated with more
critical operations of the Town, each criteria has been assigned "Weighting Points". For
instance, Criteria 1: Public Health, Safety, and Welfare (100 Weighting Points) will have twice
the emphasis of Criteria 7: Environmental Impact(50 Weighting Points) when the capital
projects are evaluated. Every project will be evaluated against these same criteria and
weightings. This assures the most objective process possible and leads to consistent decision
making.
EVALUATION CRITERIA 1:
Public Health, Safety, and Welfare 100 Weighting Points
• How does the project improve the health and safety in the community?
• Does the project specifically address a health or safety problem within the community?
EVALUATION CRITERIA 2:
fiscal Impact 95 Weighting Points
• Is the project a negative or positive impact on city revenues?
• Does the request bring in additional outside funds in some proportion?
• Is there a strong probability that alternate sources of funding other than local revenues
can be found?
• Does the request generate a large recurring impact on the operating budget?
• Are budget figures and cost estimates contained in the request realistic and
appropriate?
• Is the project realistic from a financial standpoint?
• Are funds already dedicated or available for the project?
• Does the project positively impact on local economic development efforts?
• Does the project promote economic growth?
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EVALUATION CRITERIA 3:
Impact on Operation and Maintenance 80 Weighting Points
• What impact does the project have on current city operations?
• How does the project impact maintenance? Does it require extraordinary maintenance
costs?
• Is the project feasible from an operations and maintenance standpoint? an
EVALUATION CRITERIA 4:
s
Public Desire 80 Weighting Points
• Has the project been specifically identified by the public in a previous Community
forums, surveys, etc.?
• If the request is to expand or enhance an existing service, to what extent is the need for
the expansion demonstrated?
• If the request is to provide a new service, to what extent is need for the new service ,
demonstrated?
• Have citizen groups provided input or expressed a need for the request?
EVALUATION CRITERIA 5:
Implements Locally Adopted Plans 65 Weighting Points
• Does the project work to implement current adopted local plans?
• Is the project a part of or consistent with an articulated, acceptable mid-or long-range
program?
• Does the request implement some or all of the recommendations of a previous study?
• What is the level of benefit to the community?
• What is the number or percentage of citizens within the community who benefit?
EVALUATION CRITERIA 6:
Legal Ramifications 60 Weighting Points
• Does the project increase or decrease the city's exposure to liability actions?
• Is the project required to address a federal, state or local mandate?
• How does the project meet local regulations?
• Does the project address a mandatory requirement that the Town is currency deficient
in?
EVALUATION CRITERIA 7:
Environmental Impact 50 Weighting Points
• Will the project positively or negatively affect the environment?
• Will the project help the city to deal with an environmental issue/problem/mandate?
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EVALUATION CRITERIA 8:
Impact on Service Levels 45 Weighting Points
• How does the project positively or negatively impact current service levels?
• Does the project bring the city up to a required service level?
• Does the project meet service level deficiencies?
EVALUATION CRITERIA 9:
Relationship to Other Projects/Coordination 40 Weighting Points
• How does this project relate to other projects underway?
• Can the project be effectively coordinated with other projects? i.e. water and/or sewer
line repairs done in conjunction with road work
• Is there another project that has to be completed before this project can be done?
• Possible beneficial/adverse effects on relationships with other jurisdictions or quasi-
governmental agencies in the area?
The Oro Valley CIP represents a five-year Capital Improvement Program totaling $27,166,615.
While this is an imposing figure, it is anticipated that many of the proposed improvements will
be funded with outside sources, such as grants, Development Impact Fees, matching funds,
and donations. The CIP is prepared in order to plan for and meet the future needs of the
residents of Oro Valley. In order to provide effective services, it is necessary to plan capital
improvements well in advance.
The first year of the CIP represents the FY1995-96 capital budget needs for the Town of Oro
Valley. It is important to note that the CIP is intended to be a plan and a process rather than a
budget, therefore projects may be altered in succeeding years. For example, some projects
may be implemented earlier while others could be deferred when priorities and funding
sources change.
D. GLOSSARY Of TERMS
The following is a Glossary of Terms to be used in reviewing the Oro Valley Capital
Improvement Plan. The terms are used throughout the document and are important in the
infrastructure planning process.
Assumption projects - Projects which are deemed absolutely essential to the operation of the
Town, ongoing operating capital purchases which replace existing equipment outlined by the
departmental equipment replacement program, projects which have designated funding for all
or a majority of the project. These projects will receive priority funding from the CIP Capital
Account and will not go through the project evaluation matrix. ,
Bond - A written promise to pay (debt) a specified sum of money (called principal or face
value) at a specified future date (called the maturity date(s)) along with periodic interest paid at
a specified percentage of the principal (interest rate). Bonds are typically used for long-term
debt.
Capital Account/Budget - The capital budget is the approved fiscal commitment to develop
capital projects within the current fiscal year and appears in the annual financial plan.
Capital Improvement Plan-The Capital Improvement Plan (CIP) is a comprehensive five-year
plan of capital projects which identifies priorities as to need, method of financing, and cost and
revenues that will result during the seven years. The plan is a guide for identifying current and
future fiscal year requirements and becomes the basis for determining the annual capital
budget. The CIP is reviewed, updated and annually adopted by the Town Council. 111
Capital improvement policies - Locally accepted policies that identify the amount of funds to
be expended annually through budget and borrowing as well as terms and conditions for
obligating those funds. These policies also outline how the Town does business in dealing
with infrastructure planning.
Certificate of Participation (COP) - Obligation of a public entity based on a lease or installment
sale agreement.
Community Development Block Grants (CDBG) - Arizona Department of Commerce grants to
communities which can be used for a wide range of activities including infrastructure, housing
rehabilitation, economic development, planning and public services. Exact activity must either
principally: benefit low and moderate income persons, prevent or eliminate slums or blight or,
meet other urgent community needs.
Credit ratings - An independent rating service's evaluation of the creditworthiness of notes and
bonds. Ratings influence the cost of borrowing.
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Debt- Funds owed as a result of borrowing.
Debt financing -The financial policy of borrowing capital to develop a public facility and pay
off the debt over a set number of years.
Debt service -The amount of funds needed to pay principal and interest on outstanding bonds
for a given year or series of years.
Development Impact Fee Ordinance (DIFO) - A town ordinance that requires a monetary
charge on development to recoup a proportionate share ofthpublic capital costs required to
accommodate that development with necessary public facilities.
Discretionary revenues- Revenues that are not obligated for particular expenditures.
Financial analysis - A study of the cash flow and financial capabilities of a jurisdiction to
determine its funding capacity and fiscal health.
Fiscal Year (FY) -The Town's business year beginning July 1 st and running through June
30th.
General Obligation (G.O.) Bonds - A bond secured by the pledge of Oro Valley's full faith,
credit, and taxing power.
General Fund - Discretionary funds that are not specifically earmarked for a project and may
be used for the Town's operations.
Grants -This funding source includes State and Federal grants.
Heritage Fund- Arizona State Parks matching grant programs for acquisition or development
of public outdoor recreation areas and facilities.
Highway Users Revenue Fund (HURF) - Established by state legislation and is administered
by the State Department of Revenue. Revenue for the fund is derived from gasoline tax, truck
weight fees, and various license fees imposed on motor vehicles.
Infrastructure - Public support structures such as roads, street lighting, and water
lines/facilities.
Impact fees - Monetary payments made by builders or developers to defray the public costs of
providing infrastructure to a development.
Improvement District- An area of the community where infrastructure improvements have
been made and are being paid for by the citizens who directly benefit from the improvements
over a period of years.
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Lease payment -The rent or service fee paid for the use of a facility.
Lease purchase - This method of financing allows the Town to construct or acquire property
and pay for it over a period of time by installment payments rather than an outright purchase.
The time payments include an interest charge which is typically reduced because the recipient
does not have to pay income tax on the interest.
Long-term debt- Borrowed funding with a maturity of at least one year.
Local Transportation Assistance Fund (CTAP) - Funds generated from the Arizona State
Lottery and are earmarked for transportation purposes to towns and cities in Arizona. The
LTAF is distributed to cities based on the percentage of population.
Matching requirements -The Town's contribution to a project or function required by a
funding source as the basis for the funder's contribution. Matching requirements are
frequently imposed as a proportionate share of the overall contribution.
Operating budget-The planned expenditure of funds, excluding capital expenditures, for
operations, i.e., salaries, routine maintenance, and supplies.
Operational Capital - Funding made available for the overall day to day operations of the Town,
such as lease purchase programs for Police Department vehicles.
Pay-as-you-go -The financial policy of capital outiays from current revenues rather than from
borrowed funds.
Property tax - The traditional system of local taxation under which owners of property pay
taxes based on the value of their property.
Public facilities - Facilities, such as libraries, civic centers, and police and fire stations
sponsored by the locality for public use and service.
Public/Private ventures - Cooperative projects in which both the public and private sectors
contribute to the development, operation, and use of a facility.
Public utilities - Basic public services such as water, electricity, and telephones that may be
provided by either the public or private sector but that are publicly regulated to provide
widespread service and to protect the public interest.
Rated projects - Projects which are rated by the Decision Making Matrix and placed in their
prioritized order.
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Revenue bonds - A bond payable solely from revenues derived from tolls, charges, or rents
paid by users of a facility constructed with the proceeds of the bond issue. For example,
parking fees often pay off a bond used to construct parking facilities.
Service levels -The amount or standard of service Oro Valley provides to its citizens.
Special assessment districts - Charges assessed against properties in a limited area in
exchange for special benefits conferred by a public improvement in the same section of the
community.
Special taxes - Usually voter-approved taxes whose revenues are designated for a particular
project.
Strategic planning -The planning process used to capitalize on currently optimum needs and
opportunities.
Taxable bonds - Municipal bonds whose interest earnings are subject to federal income
taxation under the Internal Revenue Code.
Tax base - A community's total property, resources, and wealth subject to taxation.
Tax-exempt financing -The financing of a project through the use of bonds that exempts
bondholders from taxes on interest earned from the bonds.
Transfer payment- Gifts of money from one government entity to another, typically from the
federal or state government to a local government.
User charge - A fee imposed on facility or service users for upkeep and operations.
Useful life -The number of years a facility or capital item is expected to last before it must be
replaced or undergo major renovation.
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//, PUBLIC PART/C/PA TIC/I
A critical component in the development of the CIP was to ascertain the citizens' wants and
desires as they relate to infrastructure development. In addition to the numerous meetings
associated with the CIP development process, a community-wide telephone survey was
conducted to gain random public input regarding critical infrastructure and operating issues
facing the community. Following the survey, a community forum was held at the Town Hall to
obtain further public input about future infrastructure issues facing the community.
A. C/P TELEPHONE SURVEY
A survey questionnaire (see Appendix B) was developed by the Technical Advisory Committee
and Consultant which was used in the community-wide telephone survey. In October, 1994
the resident telephone survey was conducted by Research Advisory Services (sub consultant
to PSA) of Phoenix, Arizona. A third party was used to administer the survey and compile the
data, to ensure objective and unbiased results.
A professional survey administration firm was utilized to make the actual calls to ensure the
most valid results. The seven question survey instrument took an average of five-and-a-half
minutes to administer over the telephone.
The telephone survey was administered to 536 Oro Valley residents. The size of this sample
has a maximum margin of error of 4.00 percentage points, at a 95 percent confidence level.
This means, in theory, that in nineteen cases out of twenty, a sample of this size would not
vary more than 4 percentage points from the results which would be obtained if all households
in Oro Valley had been surveyed.
Demographically, the survey is quite reflective of the population of Oro Valley. This gives a
survey of this type more validity than most. In many cases, since they are more likely to be
home, the senior population will be greatly over-represent in surveys of this type. Although
seniors were represented in the respondents more than the actual demographics of the
community, it was not enough to skew the results.
As an indication of the rapid growth of the Town, nearly two thirds of the respondents have
lived in Oro Valley less than five years.
Telephone surveyors placed their calls from a telephone number list specially prepared for the
Oro Valley CIP survey. The call list was a random-digit telephone sample. Because the list
was a computer-generated random sample of numbers in residential working blocks within Oro
Valley's several exchanges, it also included, by random chance, unlisted residential numbers.
The results of the survey were quite predictable in some instances and quite remarkable in
others.
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The essential services provided by the Town and its contracted firms were rated excellent or
good by a large majority of the respondents. Very few citizens rated any of the services as
poor. However, there was some dissatisfaction expressed in the areas of Street Maintenance
and Recreational Services. Respondents expressed a strong desire to have the Town place a
high priority on improving these two areas.
One of the most amazing results of the survey was that residents were not only interested in
developing parks and recreation facilities but 59.1 percent of them were willing to pay more in
taxes for them. This is almost unheard of in today's "just provide me with the basics" public
thinking. Overall quality of life is obviously very important to Oro Valley residents.
Some of the other results that were weighed in the decision making process were:
• Citizens are quite satisfied with police protection and are willing to spend the necessary
money to keep the level of performance high. They would even be interested in investing
in more officers on patrol in the community.
• Citizens are also satisfied with fire and emergency medical services. Once again, they
would be willing to invest in maintaining or improving performance.
• The creation of bicycle paths and trails throughout the community was not greatly
supported.
• Investing in an assured, permanent water supply was important to a large majority of
residents.
• Residents were split when it came to spending more money on street improvements.
• A majority of citizens felt the Town should develop new public buildings such as libraries �
and community centers. However, they did not want town-run refuse collection or a Town
cemetery.
• Respondents favored having infrastructure costs borne by the developers or forming
improvement districts.
• Although the majority of citizens were willing to pay more in taxes for some of the
amenities offered, all opfions relating to increasing taxes were rejected by the majority of
respondents.
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B. PUBLIC FORUM
A public forum was held at the half way point in the CIP process. The purpose of the forum
was to obtain additional public input before finalizing the plan. It was hoped that some new
ideas would be brought to light which the TAC had not considered.
A majority of the subject matter discussed at the forum had already been evaluated by the TAC,
but some new ideas were utilized to bring additional projects into the plan.
The forum participants were asked to list the community amenities they would like to see the
Town of Oro Valley pursue through the CIP process. While many of the suggestions are
contained in the CIP in some form, many are not feasible at this time. However, a concerted
effort should be made to address these issues in subsequent CIP update processes. Their
ideas are summarized below.
• Acquire land for parks now before it is impossible or too costly.
• Parks should be developed with public swimming pools.
• Upgrade Dennis Weaver Park
• Develop a senior center (like Reid Park) with accommodations for exercise, education, arts
and crafts.
• A multi-use center in conjunction with a senior center.
• Sports fields should be developed (baseball, soccer)
• Indoor auditorium, performing arts center
• Reach closure on the developer donated five acres in Rancho Vistoso
• Public tennis courts
• Teen Center
• Aquatics Center with a solar heated pool
• More signal lights. Some of the roads are unsafe to cross.
• A light is needed at Smitty's.
• Street lights need to be put in at certain areas, but they must conform to the light
ordinances.
• Bike paths and trails would improve pedestrian safety.
• Since some areas are so dark, we need reflective street guides (raised pavement markers)
• Need for improved drainage especially at the high school and on Tangerine Road.
• Need golf cart crossings
• Expansion of neighborhood watch.
• When the police department expands, consider locating substations. Residents felt
comfortable having a substation near them.
• Organize block parties
• Provide more information and education on gang activities
• Consider options to upgrade fire service as the community grows
• Curb and gutter improvements are needed to deal with drainage problems.
14
• Sidewalks in some areas are important public safety issues. Some needed areas are:
around Smitty's, connecting neighborhoods to commercial centers, this would improve
traffic circulation.
• Connect schools and activity centers with pedestrian connections.
• Bike paths are needed, especially to connect neighborhoods to schools.
• A transit center is needed to facilitate public transit.
• There is a lot of noise along major roads, especially truck traffic. Should consider
installing noise abatement walls.
• Bridges are needed in some areas. La Cholla is a priority. •�
• After annexation, Tangerine Road needs improvements.
• Improvements to wash/drainage systems.
111
• Town Hall expansion should be done in a"complex approach". Try to keep all expansions
centralized in one place.
• Acquire land adjacent to existing Town Hall site for expansion while it is available and
affordable.
• Since we are going to grow, we need to consider our own vehicle maintenance facility.
• We need an in-door auditorium for performing arts, concerts.
• We need a library, however, we might be able to tie into the schools to get this done. We
need to explore all options.
• We do not want a property tax or an increase in other taxes.
• However, there are a lot of needs and wants of the citizens that we realize cannot be done
with current revenues.
• We need to find a balance.
• The group decided that if they could be confident that money would not be wasted and that
they would receive what was promised, they might be open to some alternative financing
and tax options for needed infrastructure projects.
15
///, Financial Issues
When considering what resources are.available to fund needed infrastructure improvements, it
is important to carefully examine the current funding situation as well as all possible financing
alternatives. Like most communities, the Town of Oro Valley has determined that current
revenues are inadequate to fund all of the projects in the CIP. In developing the CIP, a
comprehensive review of all financial resources that might be available to meet current and
future infrastructure needs was done. The purpose of this Chapter is to discuss financial
issues related to infrastructure planning.
A. Current Town Funding
The Town of Oro Valley has been funding Capital Improvement Projects for years. However,
the funding has never been done in a systematic, organized fashion. The key to a successful
Capital Improvements Plan is consistent, systematic funding. The following financial data is
necessary to determine the Town's ability to finance future capital projects based on current
and projected revenues, current expenditure commitments, and projected future expenses to
do business.
The following options were considered when analyzing potential funding sources for CIP
Projects:
1. Pay as you go out of current revenues
2. Borrowing, which could include issuance of bonds
3. Certificates of participation, paid back by town revenues
4. Lease purchase agreements
5. Improvement districts, where residents who benefit from the improvements pay for
them over time.
6. Development Impact Fee Ordinances where developers are obligated to pay for a
portion of the infrastructure needed to service their projects.
7. Federal and State Grants
8. Donations, volunteer efforts, intergovernmental agreements
9. User fees
Current Situation:
Oro Valley will have a $4.1 million surplus at the end of FY1994-95. However, $2.7 million has
recently been allocated to the La Canada Drive improvement project. Fortunately, these funds
will be paid out over a period of years. The $1.4 million remaining constitutes the Town' actual
reserves.
Town revenues are heavily dependent on local sales tax, residential building permits, and state
shared revenues. Much of this income is directly related to rapid housing development. The
16
challenge for the Town will be to develop funding sources to replace this income when a slow
down in housing development inevitably comes.
Non construction retail sales tax revenues, other than those related to the tourism industry,
have been relatively weak. This can be attributed to not only retail leakage to the Tucson Area,
but the fact that a large portion of the local retail sales is in non-taxable food items. Sales taxes
are unstable and are not a recommended funding vehicle for capital improvements.
Highway User Revenue Funds of X547,000 should remain at or above this level. Most
communities utilize a portion of this fuel tax to pay for administration in the Public Works
Department. The intent of this fund is to pay for road improvements and equipment. Currency,
Oro Valley spends a high percentage of its HURF funds to pay for maintenance. In fact, quite a
bit higher than many Arizona communities. The coming years are going to place more stress
on the area's roads. Additional HURF funds are going to be needed for materials and
equipment.
The FY1994-95 budget contains $1,550,000 allocated for capital outlays. Of this, $1,101,000
was spent for one time capital expenditures. Budget projections do not show an ability for the
Town to make this large of a contribution to the CIP on an annual basis. As the community
grows, staffing issues and operating costs are going to place additional pressure on the
budget.
After careful review, it was determined that the FY1995-96 contribution to the capital account
would be $992,000. This figure includes funding of $789,570 for all capital projects, vehicle -�
and equipment replacement programs, and street projects, plus debt service of $202,430 on �
projects from previous years.
Current LOW Term Debt
The Town of Oro Valley is in a unique position for a growing community in that it is relatively
debt-free. Lease purchase agreements have been sparingly used to purchase equipment and
spread the payments out over a period of years. The only current lease purchase agreement is
for a street sweeper. The annual debt service on this equipment is $22,430. The agreement
will be paid off in three years.
The Town has also utilized a Certificate of Participation to finance the current Town Hall facility.
The annual debt service on the certificate is $180,000 for the next five years.
Total long term debt service is $1,265,000.
Current Bonding Capacity
Although it is the goal of the Oro Valley CIP to finance projects without borrowing (pay-as-you-
go), some projects may need to be financed. Oro Valley is at a disadvantage in this area
because there is no Town Property Tax. While the majority of citizens have indicated a desire
to keep it that way, it is very difficult t!►create the community amenities residents are
demanding without one. General Obligation (G.O.) Bonds are the most common and
inexpensive way to finance large community projects. G.O. Bonds are based on the full taxing
authority of the municipality and are therefore, quite safe for the investor. This safety makes
the bonds attractive and allows lower interest rates to be paid. Since the Town's only taxing
authority is on discretionary items (sales tax, bed tax, etc.), the choice of financing vehicles is
limited.
However, at some point, the citizens of Oro Valley may choose to finance needed capital
projects. Before planning to finance future capital improvements through borrowing, it is
important to know how much credit is available.
The State of Arizona places limits on the amount a municipality can borrow or bond. This is
reflected as the bonding capacity (or credit line) of the municipality. The following are the
parameters that the Town of Oro Valley must utilize in determining their bonding capacity.
1. Basedupon u on a secondary assessed value of$84,327,297 on June 30, 1994.
2. Under Arizona Law, municipalities may issue general obligation bonds for purposes of
water, waste water, artificial light, open space preserves, parks and recreational
facilities up to an amount not exceeding 20% of the secondary assessed value. This
would allow the Town of Oro Valley to bond for an amount of$16,865,459.00
3. Under Arizona Law, municipalities may issue general obligation bonds for all other
purposes not listed Note 2 above, up to an amount value. This would allownot
secondary assessed the Town of Oro Valley to bond for an
amount of $5,059,637.82.
Bonding Alternatives
Many communities utilize the issuance of bonds to pay for large capital projects that cannot be
financed by current reserves. The Town of Oro Valley has never taken this route, but it is likely
that some of the needs outlined in the Capital Improvements Plan will not be met without
incurring some form of long term debt.
An example of how the citizens of Oro Valley might benefit from bonding is the current parks
and recreation situation. For a community of over 15,000 people, amenities in this area are
quite scarce. The majority of citizens in the CIP Survey indicated a strong desire to have these
amenities. The Town could begin to save for these projects out of current revenues today. To
accumulate the millions of dollars needed to develop the facilities would take many years. In
addition, by the time the money had been accumulated, land may not be available or be too
expensive.
18
The bonding alternative would allow the facilities to be furnished now, at today's prices. The
children and adults who are current Oro Valley residents would be able to enjoy the amenities
now. The saving method places the burden on these people without the guarantee that they
will be here to reap the benefits.
Any bonds issued by the Town are subject to a vote by the people. The bonds would be paid
off over a period of years by the citizens of the community.
A common practice by many communities is to offer a bond "package". The package contains
several alternatives for the voters to consider. An example of a package that Oro Valley could
offer would be:
Issue 1. Dennis Weaver Park Upgrades and Expansion
Issue 2. Copper Creek Park Development(land acquisition and facilities)
Issue 3. Raw Land for Future Public Facilities
Voters would have the opportunity to approve none, some, or all of the issues. '
• I
11 I
me I
19
/U. Oro Valley C/P FY1995-g6 Through FY1999-2000
The Oro Valley Capital Improvements Plan (CIP) identifies needed capital projects and
programs them by fiscal year. The CIP looks at competing needs, costs and potential funding
sources. The CIP process and plan resolves the political choices about what to build or buy,
where and when to build or buy it, and how much to spend on it.
The Oro Valley CIP is a five year plan that projects spending for all anticipated capital projects.
The plan addresses both repair and replacement of existing infrastructure as well as the
development of new facilities to accommodate future growth. The Capital Budget represents
the first year of the CIP. The FY 1995-96 Capital Budget will be submitted as the capital outlay
portion of the FY 1995-96 Town Budget.
The purpose of this Chapter is to present the Oro Valley CIP for the fiscal year of 1995-96
through 1999-2000. The Chapter is divided into five sections:
• CIP Assumptions and Policies
• CIP Assumption Projects
• CIP Prioritized Capital Projects
• FY 1995-96 Capital Budget
• Oro Valley Capital Improvements Plan: FY1996-97 through FY1999-2000
A. CIP Assumptions and Policies
Over the years, the Town of Oro Valley has financed a substantial portion of capital
improvements through operating revenue and use of reserves. The pay-as-you-go financial
policy has been the Town's "modus operandi" in the past. The goal of the Oro Valley debt
management policy is to maintain the Town's ability to incur present and future debt at the
most beneficial interest rates in amounts needed for financing the CIP, without adversely
affecting the Town's ability to finance essential community services.
Policy Statements
• The Town of Oro Valley shall allocate at least$1,000,000 annually out of available surplus
funds for the implementation of the Capital Improvements Plan. Surplus funds shall be
considered all moneys accumulated from overestimated cost projections, unspent funds,
or operational surpluses. Funds will be available only after the minimum fund balances
have been preserved.
• A five year capital improvements plan will be developed and updated annually along with
corresponding anticipated funding sources.
• The Town shall open a separate CIP Capital Account. Barring an emergency, funds can
only be disbursed from this account if the project has been through the CIP Evaluation
Process.
20
• The CIP Capital Account shall maintain a $50,000 emergency fund balance at all times.
Should this emergency fund be used, Town Council shall reimburse the emergency fund
as soon as possible. Requests to tap into the emergency fund will be screened by the
Town Manager with Council approval necessary for disbursement.
• The CIP Capital Account shall maintain an $25,000 balance for the completion of traffic
signal projects when they are warranted. When this fund is used, Town Council shall
allocate funds to reimburse the traffic signal fund as soon as possible.
• Pay-as-you-go financing will be an integral part of the Oro Valley CIP.
• Efforts will be made to maintain or improve the Town's bond rating.
• Capital projects and improvement districts financed through the issuance of bonded debt
will be financed for a period not to exceed the useful life of the project.
• The Town shall consider forming improvement districts upon the request of residents
based on public benefit, debt equity, and need.
• All Town departments will investigate ways and strive to become more self supporting.
• The Town shall avoid utilizing lease purchase agreements to finance relatively small
purchases, such as vehicles.
• The Town shall work aggressively with developers to help future development pay for itself.
• Raised pavement markers will be included in all new street project proposals.
• Department Heads shall meet prior to the annual CIP Update Process to discuss the best
use of equipment and vehicle replacement program funds. These recommendations shall
be submitted to the TAC for review and discussion.
• Using open lines of communication, departments shall consolidate purchases whenever
possible to maximize funds.
• When purchasing equipment, thought will be given to compatibility with equipment in other
departments.
• Prior to the CIP Update Process, the Public Works Director shall outline a prioritized list of
projects for the Pavement Preservation Program. This list shall be submitted to the TAC for
discussion and review.
CIP Assumptions
In addition to the above policy statements, the following assumptions were made in the
development of the Oro Valley CIP.
• General fund surplus (fund balance) will not be allowed to be less than a level of funding
which would allow the Town to run without income for 4-6 months.
• State shared revenues are assumed to remain at current minimum levels of $1,019,000.
• Local sales tax proceeds are estimated to remain at a minimum level of$2,547,000. Due
to the high reliance of home sales on sales tax revenues, this figure should be monitored
closely.
• Highway User Revenue Fund proceeds to remain at current minimum level of $547,000.
• LTAF to remain at a minimum level of $112,000.
21
The following table lists all of the projects that were submitted for Oro Valley's first Capital
Improvements Plan. The name of
theproject and the total cost of the project are listed.
Summary of All Capital Projects
Total Cost
Project 10,000
1995-96 Redesign Judge's Bench 25,300
1995-96 Governmental Accounting Software Package
Building Adjacentto Development Services Building 480,000
1995-96 5,120 s.f. Bu g
1995-96 Covered Parking at Town Hall and Police Facility 45,000
1999-00 Tapelogger, Digital 32 Channel 42,000,000
1995-96 Training Equipment/Police Department 199 16,500
1995-96 Police Special Operations Radio Repeater
1996-97 Police Mobile Data Terminals 70,000100,000
1995-96 Topographic Mapping of Town 00 000
1995-96 Water Truck Replacement '
Service Truck Replacement 35,000
1996-97 Public Works p 50,000
1996-97 Bike Lanes: Naranja, La Cholla, La Canada
GIS Equipment and Software 26,000
1998-99 P &Z Department450,000
1995-96 Dennis Weaver Park Land Acquisition 1,095,000
4
1996-97 Dennis Weaver Park Expansion096 000
1995-96 Dennis Weaver Park Upgrade '
Renovate Hacienda Bellas Artes
1995-96 Acquire and 584,99010,000
1995-96 CDO River Park Traiihead Development 000
Park and Equestrian Facilities 1,260,
1995-96 CDO Washq 18,000
1995-96 Police Department Voter Receiver System
Department AZAFIS Upgrade 16,000
1996-97 Police p9 25,000
1997-98 Police Data Communication Link
Storefront Substation 100,000
1996-97 Police 1,500,000
1996-97 Public Works Yard 900,000
1996-97 Copper Creek Park Land Acquisition 705 000
1997-98 Copper Creek Park Development
Improvement Tangerine Road, First Avenue to Monterra 1,000,000
1997-98 Street Impr 9
1995-96 Police Department Vehicle Replacement Program 847,825
1996-97 Rancho Feliz Drainage g way 200,000
2,220,000
1996-97 Street Improvement La Canada, Lambert to Naranja
La Canada, Hardyto Linda Vista 3,331,000
1997-98 Street Improvement
1998-99 Street Improvement La Canada, Linda Vista to Lambert 6,172,000
1995-96 Bike Lanes, Calle Buena Vista/Northem/Paseo Del Norte 285,000
1995-96 Pavement Preservation Program 9 1,200,00050,000
1995-96 Local Curb and Drainage Improvements 150 000
1995-96 Annual Sector Plans '
Current General Plan Update 15,000
1995-96 Completion of 85,000
5
1999-00 Future General Plan Update 62,000
1995-96 Computer Replacement Program 90,000
1995-96 Duplication Equipment Replacement Program000
Wash Acquisition 1,500,
1995-96 Honey Bee Canyon/Sausalito25,000
1995-96 La Canada Golf Crossing Warning Lights 5 000
Improvement Tangerine Road, Monterra to La Canada 1,32
1998-99 Street 9 360,000
1996-97 Traffic Signal Installation
1995-96 Spot Safety Improvements Program 27 100,0001 , 10
TOTAL
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B. CIP Assumption Projects
The Oro Valley CIP Assumption Projects are those capital projects which are deemed
absolutely essential to the operation of the Town. Additionally, they may be ongoing operating
capital purchases which replace existing equipment outlined by an equipment replacement
program or projects which have designated funding for all or a majority of the project. Some of
these projects are also totally contingent on outside funding. These projects will receive
priority funding from the CIP Capital Account and they do not go through the project evaluation
process.
The beginning of this section contains a Summary of Assumption Projects which gives the
project name, number, and total project cost. Following this Summary is a brief description of
each project and its justification for becoming an Assumption Project.
The final table is a Year-By-Year Schedule of Assumption Projects.
Summaryof Assumption Projects
Project Total Cost
Al. Police Department Vehicle Replacement Program 847,825
A2. Rancho Feliz Drainage way 200,000
A3. Street Improvement La Canada, Lambert to Naranja 2,220,000
A4. Street Improvement La Canada, Hardy to Linda Vista 3,331,000
A5. Street Improvement La Canada, Linda Vista to Lambert 6,172,000
A6. Bike Lanes, Calle Buena Vista/Northem/Paseo Del Norte 285,000
A7. Pavement Preservation Program 1,200,000
A8. Local Curb and Drainage Improvements 50,000
A9. Annual Sector Plans 150,000
A10.Completion of Current General Plan Update 15,000
A11.Future General Plan Update 85,000
Al2.Computer Replacement Program 90,000
A13.Duplication Equipment Replacement Program 62,000
A14.Honey Bee Canyon/Sausalito Wash Acquisition 1,500,000
A15.La Canada Golf Crossing Warning Lights 25,000
A16.Street Improvement Tangerine Road, Monterra to La Canada 1,325,000
A17.Traffic Signal Installation 480,000
A18.Spot Safety Improvements Program 100,000
TOTAL COST OF ASSUMPTION PROJECTS 18,137,825
23
Assumption Projects
Project Al: Police Department Vehicle Replacement Program
The provision of an efficient and dependable motor pool is critical to the operation of the Police
Department In order to maximize financial resources, a schedule for vehicle replacement was
developed. The schedule is based on today's projections of future staffing needs and the increased
cost of vehicle purchases. The program also includes administrative vehicles and normal replacement
of the Chief's unmarked car. This project is currently scheduled for FY1995-96 through FY1999-2000
and would be finance by the CIP Capital Account It is anticipated that this schedule will require annual
updating based on community growth and needs.
Project A2: Rancho Feliz Drainage Way
This project would be to repair the existing channel bottom to alleviate the flood risk of up to 36 homes
in this area. This project is not eligible for CIP Capital Account funding. Should funding be received
from the Pima County Flood Control District, the Town shall provide support and assistance to complete
the project Currently scheduled for FY1996-97.
Project A3: Street Improvement La Canada, Lambert to Naranja
This project will improve La Canada Drive through a heavily traveled section of the Town. It is an
assumption project because it is part of the recently adopted DIFO. Oro Valley's portion of the cost of
this project will come from the$2.7 million in reserves that have been dedicated to the La Canada Drive
DIFO. Currently scheduled for FY1996-97.
Project A4: Street Improvement La Canada, Hardy to Linda Vista
This project will improve La Canada Drive through a heavily traveled section of the Town. It is an
assumption project because it is part of the recently adopted DIFO. Oro Valley's portion of the cost of
this project will come from the$2.7 million in reserves that have been dedicated to the La Canada Drive
DIFO. Currently scheduled for design in FY1997-98 and completion in FY1998-99.
Project A5: Street Improvement La Canada, Linda Vista to Lambert
This project will improve La Canada Drive through a heavily traveled section of the Town. It is an
assumption project because it is part of the recently adopted DIFO. Oro Valley's portion of the cost of
this project will come from the$2.7 million in reserves that have been dedicated to the La Canada Drive
DIFO. Currently scheduled to begin work in FY1998-99 with completion in FY1999-2000 or FY2000-
2001.
Project A6: Bike Lanes, Calle Buena Vista/Paseo Del Norte
This project would provide a continuous bike link to Oro Valley from other parts of Pima County's bike
route through the Catalina Foothills. This project is dependent on outside funding sources from Federal
Grants and a contribution from Pima County. The Town share of the financing (approximately$15,000)
shall come from the CIP Capital Account Should the funding sources become available, the Town shall
provide support and assistance to complete the project Scheduled for FY1995-96.
Project A7. Pavement Preservation Program
In order to maintain the Town's substantial current investment in streets and roadways, an aggressive
pavement maintenance program must be in place. The Town receives HURF funds which are dedicated
to this purpose. These HURF funds will be channeled through the CIP Capital Account It is anticipated
24
that this program will need additional funding in subsequent years due to the expansion of the road
system through annexations, growth, and DIFO road projects. This is an on-going project scheduled to
begin in FY1995-96 with annual review and updating. Projections include the newly annexed
(December, 1994) peninsula area. :
Project A8: Local Curb and Drainage Improvements
This project will improve curbing and drainage in various areas of the community. Since local drainage
9
problems are often difficult to predict, the Public Works department shall develop a prioritized list of
projects for these improvements. This list shall be updated annually. Funding will come from HURF
funds which will be channeled through the CIP Capital Account Scheduled FY1995-96 through
FY1999-2000.
1
Project A9: Annual Sector Plans
The Community General Plan outlines the need for specific area or sector plans in the Town based on
the very distinct geographical and demographical areas. The Town is committed to carrying in out this
strategy. One plan will be done in each year of the 5 year CIP. Funding shall come from the CIP Capital
Account Scheduled for FY1995-96 through FY1999-2000. The Planning and Zoning Commission,
with assistance from staff shall prioritize the order of completion of the area Sector Plans.
Project A10: Completion of Current General Plan Update
The State of Arizona requires all cities and town to update their general plans every 5 years. The Town
funded$50,000 for this purpose in FY1994-95. The project is underway and will require a minimum of
$15,000 more from FY1995-96 to be completed. Funding shall come from the CIP Capital Account
Project All: Future General Plan Update
The State of Arizona requires all cities and town to update their general plans every 5 years. The Town
will have done the last update in FY1995-96. The next update shall be required in FY2000-2001 with
project start and funding scheduled for FY1999-2000. Funding shall come from the CIP Capital
Account
Project Al2: Computer Replacement Program
The growing importance of computers in efficiently doing business has never been more evident In
order for the Town to maximize staff resources and keep operating costs down, new equipment must be
purchased on a systematic, on-going basis. A computer needs committee shall be assemblednor to
p
each CIP Update Process to assess the needs of the various departments and allocate the funding for
this project in the most advantageous way. This will also allow the Town of consolidate purchases to
increase purchasing power. The project is on-going, scheduled to begin in FY1995-96.
Project A13: Duplication Equipment Replacement Program
Document duplication is a tremendous expense to municipal governments. Purchase or leasing of new
equipment is necessary on an on-going basis. Department Heads shall meet prior to the Annual CIP
Update Process to determine the most advantageous use of this annual funding from the CIP Capital
Account Scheduled to begin in FY1995-96. Operation and maintenance costs shall be included in
each departments O/M budget
Project A14: Honey Bee Canyon/Sausalito Wash Acquisition
This project involves a significant natural area in the community. The Town is committed to protecting
this area which will also provide trail access into Tortolita Mountain Park. This project is totally reliant
25
on outside funding sources at this lime. Possibilities include grants, donations, developer contributions,
public/private joint ventures and volunteer efforts. Should outside funding become available, the Town
shall support and assist with the completion of this project Scheduled forFY1995-96.
Project A15: La Canada Golf Crossing Warning Lights
This project will improve the safety of a golf cart crossing on a busy thoroughfare and is already under
design. The project is totally developer funded and scheduled for completion in FY1995-96. The Town
shall support and assist with the completion of this project
Project A16: Street Improvement Tangerine Road, Monterra to La Canada
A critical project for the community. The project would realign vertically and horizontally Tangerine
Road. This would improve safety and structural adequacy by removing DIP crossings and generally
upgrading the road surface. Although there is a significant financial commitment from the Town, the
road is being considered for ADOT funding. Should a significant amount of outside funding be
provided, the Town's share would come from the CIP Capital Account If outside funding does not
become available, the Town must pursue alternate means of financing.
Project All: Traffic Signal Installation
As the community grows, new traffic signals will be warranted at various locations throughout the
community. The overall anticipated costs of these projects will be$480,000 over the next five years.
However, a majority of these costs will be covered with outside funding. The Town shall have a
$25,000 reserve in the CIP Capital Account to supplement future projects.
Project A18: Spot Safety Improvements Program
This project shall address spot safety needs such as dip crossings, turn lanes, bike lanes, sight visibility
improvements, and minor traffic control devices. The Public Works Department shall create a list of
needs prior to each Annual CIP Update Process. These needs shall be prioritized to make best use of
the annual funding from HURF funds to be channeled through the CIP Capital Account
26
I•
I
I
.I
I
II
I
Summary of Assumption ProjectsI
PROJECT FY95-96 FY96-97 FY97-98 FY98-99 FY99-2000
Al. Police Vehicle Replacement 142,300 149,225 156,700 185,600 214,000
A2. Rancho Feliz Drainage Way 0 200,000 0 0 0
A3. St. Imp. La Canada, Lambert to Naranja 0 2,220,000 0 0 0
A4. St. Imp. La Canada, Hardy to L.Vista 0 0 331,000 3,000,000 0
A5. St. Imp. La Canada, L.Vista to Lambert 0 0 0 600,000 5,572,000
A6. Bike Lanes 285,000 0 0 0 0
A7. Pavement Preservation Program 220,000 230,000 240,000 250,000 260,000
A8. Local Curb and Drainage Improvements 10,000 10,000 10,000 10,000 10,000
A9.Annual Sector Plans 30,000 30,000 30,000 30,000 30,000
A10. Completion of G. Plan Update 15,000 0 0 0 0
Al1. Future General Plan Update 0 0 0 0 85,000
Al2. Computer Replacement Program 18,000 18,000 18,000 18,000 18,000
A13. Duplication Equ. Replacement Pro. 22,000 10,000 10,000 10,000 10,000
A14. Honey Bee Canyon/Saus.Wash 1,500,000 0 0 0 0
A15 La Canada Golf Crossing Lights 25,000 0 0 0 0
A16. St. Imp.Tangerine Road 0 0 0 125,000 1,200,000
A17.Traffic Signal Installation 0 120,000 120,000 120,000 .120,000
A18. Spot Safety Imp. Program 20,000 20,000 20,000 20,000 20,000
YEARLY TOTAL 2,287,300 3,007,225 935,700 4,368,600 7,539,000
27
C. CIP Prioritized Capital Projects
The following tables contain all of the capital projects have all been through the Decision
Making Matrix.
The first table provides a list of these projects by name and total project cost. The second
table places the projects in the numerical ranking assigned by the Project Evaluation phase of
the project. This long term list of priorities must be consulted whenever a funding decision is
made. This list will also be updated each year as projects are implemented, circumstances
change, or new projects are added. This list was utilized to determine the Capital Budget for
FY1995-96.
These tables are followed by a brief description of all of the projects that have gone through the
Decision Making Matrix. The final table in this section is a Year-By-Year Summary of
Prioritized Projects.
Summary of Prioritized Projects
Prosect Total Cost
Tapelogger, Digital 32 Channel 42,000
Street Improvement Tangerine Road, First Avenue to Monterra 1,000,000
Training Equipment/Police Department 19,000
Police Department Voter Receiver System 18,000
Dennis Weaver Park Land Acquisition 450,000
Bike Lanes on Naranja, La Cholla to La Canada 50,000
Police Department AZAF1S Upgrade 16,000
P&Z Department GIS Equipment and Software 26,000
Copper Creek Park Land Acquisition 900,000
Topographic Mapping of Town 100,000
CDO River Park Trailhead Development 10,000
Dennis Weaver Park Upgrade 496,000
Dennis Weaver Park Expansion - 1,095,000
Water Truck Replacement 30,000
Police Storefront Substation 100,000
Copper Creek Park Development 745,000
Acquire and Renovate Hacienda Bellas Artes 584,900
Police Data Communication Link 25,000
Police Special Operations Radio Repeater 16,500
Public Works Service Truck Replacement 35,000
Governmental Accounting Software Package 25,300
Redesign Judge's Bench 10,000
New 5,120 s.f. Building Adjacent to Development Services Building 480,000
CDO Wash Park and Equestrian Facilities 1,260,000
Police Mobile Data Terminals 70,000
Public Works Yard 1,500,000
Covered Parking at Town Hall and Police Facility45,000
28
CIP Prioritized Projects
Project Hating Points
1. Tapelogger, Digital 32 Channel (FY1999-2000) 4,055
2. Street Improvement Tangerine Road, First Avenue to Monterra (FYi 997-98) 3,960
3. Training Equipment/Police Department (FY1995-96) 3,765
4. Police Department Voter Receiver System (FY1995-96) 3,550
5. Dennis Weaver Park Land Acquisition (FY1995-96) 3,350
6. Bike Lanes; Naranja, La Cholla, La Canada (FY1996-97) 3,215
7. Police Department AZAFIS Upgrade (FY1996-97) 3,200
8. P &Z Department GIS Equipment and Software (FYi 998-99) 3,055
9. Copper Creek Park Land Acquisition (FYi 996-97) 2,995
10. Topographic Mapping of Town (FY1995-96) 2,980
11. CDO River Park Trailhead Development (FYi 995-96) 2,955
12. Dennis Weaver Park Upgrade (FY1995-96) 2,915
13. Dennis Weaver Park Expansion (FYi 996-97) 2,905
14. Water Truck Replacement (FY1995-96) 2,890
15. Police Storefront Substation (FY1996-97) 2,755
16. Copper Creek Park Development (FY1997-98) 2,565 se
17. Acquire and Renovate Hacienda Bellas Artes (FYi 995-96) 2,465
18. Police Data Communication Link (FY1997-98) 2,460
19. Police Special Operations Radio Repeater (FY1995-96) 2,355
20. Public Works Service Truck Replacement (FY1996-97) 2,355
21. Governmental Accounting Software Package (FYi 995-96) 2,245
22. Redesign Judge's Bench (FY1995-96) 2,230
23. New 5,120 s.f. Building Adjacent to Development Services Building (FY1995-96) 2,015
24. CDO Wash Park and Equestrian Facilities (FYi 995-96) 1,865
25. Police Mobile Data Terminals (FY1996-97) 1,650
26. Public Works Yard (FYi 996-97) 1,575
27. Covered Parking at Town Hall and Police Facility (FYi 995-96) 635
•
29
Prioritized Projects
Project 1: Tapelogger, Digital 32 Channel 4,055 Rating Points
The Police Department's current tapelogger is 6.5 years old. Useful life is 10 years. Up to date records
technology is critical to public safety efforts. This project is the highest priority and shall be funded in
FY1998-99 from the CIP Capital Account
Project 2: Street Improvements Tangerine, First to Monterra 3960 Rating Points
Realignment, vertically and horizontally of Tangerine Road for safety and structural adequacy, removing
dip crossings. This project is a very high priority. Funding shall be sought from ADOT and other
sources as the push for this roadway to become State Route 989 continues. The matching funds that
must be provided by the Town shall come from HURF funds channeled through the CIP Capital
Account Should outside funding not be obtained, the Town must find an alternate funding vehicle to
complete this project because of its high priority. The Town's portion of this project is$57,000,
Project 3: Training Equipment/Police Department 3,765 Rating Points
For efficiency, safety, and legal reasons, the Police Department needs to have the most effective
training program possible. This project contains a variety of training tools and equipment to accomplish
this task. The project will be done is two phases with funding coming from the CIP Capital Account
Scheduled to begin in FY1995-96.
Project 4: Police Department Voter Receiving System 3,550 Rating Points
This project would improve transmitting and receiving capabilities of Police Department radios. A new
system site will need to be developed. However this project may not be necessary if the system at the
new Police Station improves communication quality. Should this not be the case, funding for this
project shall come from the CIP Capital Account in FY1995-96.
Project 5: Dennis Weaver Park Land Acquisition 3,350 Rating Points
This project will be to acquire a ten acre parcel adjacent to the existing Dennis Weaver Park. This land
would be required to provide space for additional park amenities. This is a high priority project since the
land may not be available or affordable in the near future. An intergovernmental agreement should be
pursued with the Amphitheater School District to fund this project If this cannot be accomplished,
alternate funding sources need to be pursued.
Project 6: Bike Lanes; Naranja, La Cholla, La Canada 3,215 Rating Points
This project will develop 2.5 foot bike lanes adjacent to the edge of the pavement Developer
contributions should be sought to augment financing from the CIP Capital Account This project is a
high priority for safety and traffic congestion reasons and is scheduled for FY1996-97.
Project 7: Police Department AZAFIS Upgrade 3,200 Rating Points
This project would provide immediate access to hard copies of fingerprints from the AZAFIS System
through the Tucson Police Department State Site. Necessary for case follow-up investigations, warrant
confirmations, and bookings. This project is scheduled for FY1996-97 and will be funded through the
CIP Capital Account Seizure funds should also be sought to finance this project
30
Project 8: P & Z Department GIS Equipment and Software 3,055 Rating Points
This project will augment the department's mapping and analysis functions. This is critical as the Town
grows. Computer equipment and software will be needed. Funding will come from the CIP Capital
Account and is scheduled for FY1998-99.
Project 9: Copper Creek Park Land Acquisition 2,995 Rating Points
This project would provide the necessary land for parks and recreation facilities in the Copper Creek
area. A 30 acre parcel would be purchased. Possible funding sources include grants, donations,
developer contributions, public/private joint ventures, joint uses with school districts, user fees and
volunteer efforts. This project is a fairly high priority because of increasing land prices a high
development rate of raw land. The Town should vigorously pursue any and all alternate funding
sources. Scheduled for FY1996-97.
Project 10: Topographic Mapping of Town 2,980 Rating Points
This project is necessary for proper evaluation of plans and for drainage purposes. Mapping of the
entire Town will be digitally compiled for use in future Geographic Information System applications.
Funding would come from the CIP General Account and is scheduled for FY1995-96.
Project 11: COO River Park Trailhead Development 2,955 Rating Points
This project will develop a trailhead adjacent to Rockridge Apartments to serve the proposed CDO River
Park. The trailhead would include a monument sign and parking lot Land will be donated by Rockridge
Apartments. Project funded by the CIP Capital Account and scheduled for FY1995-96.
Project 12: Dennis Weaver Park Upgrade 2,915 Rating Points
This project, phased over 5 years, consists of upgrades to Dennis Weaver Park. Park upgrades include
racquetball facility, swimming pool, offices, arts and crafts center, children's theater, ball fields. 3
Funding would come from a variety of sources including the CIP Capital Account, donations, grants,
and user fees. Project is scheduled to begin in FY1995-96 with completion in FY1999-2000.
Project 13: Dennis Weaver Park Expansion 2,905 Rating Points
This project consists of park and recreation facilities for the newly purchased land (Project 5) adjacent
to the existing Dennis Weaver Park. Project includes baseball fields, soccer fields, softball field, jogging
trail, picnic ramadas. Funding would come from various sources including grants, donations,
public/private joint ventures, joint uses with school districts, the CIP Capital Account, and volunteer
efforts. Scheduled for FY1996-97.
Project 14: Water Truck Replacement 2,890 Rating Points
This project will replace an existing 1974 vehicle which is in disrepair. This is a multi-purpose vehicle
which includes bridge de-icing. Funding would come from the HURF fund channeled through the CIP
Capital Account Scheduled for FY1995-96.
Project 15: Police Storefront Substation 2,755 Rating Points
Assuming current growth rates, the Town will need a police presence in a core area 4 to 5 miles away
from the present facility. This facility would be leased in available retail space in an area at Magee and
Oracle Roads. Funding would come from the CIP Capital Account Scheduled forFY1996-97.
31
Project 16: Copper Creek Park Development 2,565 Rating Points
This project is the development of 30 acres of park land (acquired in Project 9). Facilities include
baseball field, soccer field, softball field, basketball courts, picnic ramadas. Funding sources include
grants, donations, developer contributions, public/private joint ventures, joint uses with school districts, •
user fees, the CIP Capital Account, and volunteer efforts. Project is scheduled for FY1997-98.
Project 17: Acquire and Renovate Hacienda Bellas Artes 2,465 Rating Points
This project would purchase and restore an historic structure. The building could be used for several
purposes including art shows, performances, classrooms, recreation programs, library. An additional
$150,000 would be needed to completely renovate the structure. Funding would come from the CIP
Capital Account Other funding sources should be aggressively pursued. Scheduled for FY 1995-96.
Project 18: Police Data Communications Link 2,460 Rating Points
The current system cannot meet the demands of future expansion. New communications equipment is
critical to keeping the police force up to date and the communications linkage equipment must be in
place to accommodate new equipment Funding would come from the CIP Capital Account and is
scheduled for FY1997-98.
Project 19: Police Special Operations Radio Repeater 2,355 Rating Points
Since many investigative and special operations activities require police department staff to travel
outside of the Town boundaries. The current communications facilities cannot service this need. As
the community continues to grow, this type of operation will become more prevalent Funding would
come from the CIP Capital Account Scheduled for FY1995-96.
Project 20: Public Works Service Truck Replacement 2,355 Rating Points
This vehicle is used for repairs to street signs, lighting, and minor drainage repair work. The existing
vehicle has in excess of 140,000 miles. Funding would come from the HURF fund channeled through
the CIP Capital Account Scheduled for FY 1996-97.
Project 21: Government Accounting Software Package 2,245 Rating Points
This project would replace the existing accounting software package which is operated through a
mainframe system. The new, more flexible package would be operated on a PC based computer
network. The project would increase staff efficiency and lower maintenance costs. Funding would
come from the CIP Capital Account and is scheduled for FY1995-96.
Project 22: Redesign Judge's Bench 2,230 Rating Points
This project would redesign the judge's bench in the Magistrate Court An architect would be hired to
design and evaluate related costs. Funding would come from the CIP Capital Account and is scheduled
for FY1995-96.
Project 23: New 5,120 s.f. Administration Building 2,015 Rating Points
A new building would house additional development services staff and relieve crowded conditions in the
existing building. The proposed building would also accommodate the Prosecuting Attorney. Funding
would come from the CIP Capital Account A COP could also be used to spread out the financing.
Project is scheduled to begin in FY1995-96 and be completed by FY1996-97.
32
Project 24: CDO Wash Park and Equestrian Facilities 1,865 Rating Points
This project involves the purchase and development of a 40 acre equestrian facility/staging area. The
multi use turf areas could also serve as practice fields for field sports. The project could be done in
conjunction with Pima County. Other possible funding sources include grants, donations, public/private
joint ventures, volunteer efforts, the CIP Capital Account, and intergovernmental agreements.
Scheduled for FY1996-97.
Project 25: Police Mobile Data Terminals 1,650 Rating Points
This two phase project would purchase mobile computer equipment to run licenses and people checks,
bypassing the dispatcher. This may eliminate the need to hire additional dispatcher(s) as the force
grows. 25 units would be purchased through the CIP Capital Account Project is scheduled for
FY1996-97 and FY1997-98.
Project 26: Public Works Yard 1,575 Rating Points111!
This project would relocate the Public Works yard from its current location in a residential area. This
two phased project would consist of the purchase of ten acres of industrial land (none now exists in Oro
Valley) and relocation of existing shop, fencing, mitigation, etc. Funding would come from a
combination of the CIP Capital Account, HURF, and sale of existing property. Scheduled for FY1996-97
and FY1997-98.
Project 27: Covered Parking at Town Hall and Police Facility 635 Rating Points
This project would cover approximately 75 of the 160 parking spaces at the Town Hall and Police
Facility. Funding would come from the CIP Capital Account and is scheduled forFY1995-96.
33
Summary of Prioritized Projects
PROJECT NUMBER FY95-96 FY96-97 FY97-98 FY98-99 FY99-2000
1.Tapelogger, Digital 32 Channel 0 0 0 42,000 0
2. St. Imp.Tangerine Road 0 0 100,000 900,000 0
3. Police Training Equipment 5,500 13,500 0 0 0
4.Voter Receiver System 18,000 0 0 0 0
5. Dennis Weaver Park Land Acqu. 450,000 0 0 0 0
6. Bike Lanes 0 50,000 0 0 0
7. Police AZAFIS Upgrade 0 16,000 0 0 0
8. GIS Equipment and Software 0 0 0 26,000 0
9. Copper Ck. Park Land Acqu. 0 900,000 0 0 0
10.Topographic Mapping 100,000 0 0 0 0
11. CDO River Park Trailhead 10,000 0 0 0 0
12. Dennis Weaver Park Upgrade 160,000 200,000 75,000 45,000 16,000
13. Weaver Park Expansion 0 1,095,000 0 0 0
14. Water Truck Replacement 30,000 0 0 0 0
15. Police Storefront Substation 0 100,000 0 0 0
16. Copper Ck. Park Development 0 0 745,000 0 0
17. Hacienda Belles Artes 228,300 178,300 178,300 0 0
18. Police Data Communication Link 0 0 25,000 0 0
19. Police Special Operations Repeater 16,500 0 0 0 0
20. P.W. Service Truck 0 35,000 0 0 0
21. Governmental Actg.. Software 25,300 0 0 0 0
22. Redesign Judge's Bench 10,000 0 0 0 0
23. New 5,120 s.f. Building 240,000 240,000 0 0 0
24. CDO Wash Park 0 1,260,000 0 0 0
25. Police Mobile Data Terminals 0 34,000 36,000 0 0
26. Public Works Yard 0 1,000,000 500,000 0 0
27. Covered Parking at Town Hall 45,000 0 0 0 0
YEARLY TOTAL 1,338,600 5,121,800 1,659,300 1,013,000 16,000
34
D. FYi 995-96 Capital Budget
The Capital Budget represents the fiscal commitment to implement capital projects within the
first year of the CIP. The goal of the FY1995-96Capital Budget is to get the CIP off to a good
start. It has been determined that the Town of Oro Valley will be able to commit X992,000 from
the General Fund, to set up the CIP Capital Account. It should be noted that some projects will
be financed over a period of years and there will need to be significant fund balances to ensure
adequate funding to complete committed projects. .
It is hoped that additional revenues, cost savings in other areas, and alternate funding sources
will allow the Town to commit additional financing toward the CIP in later years, but this is not
an assumption that can be made at this time. The dollars that are in hand must be stretched
the furthest. This makes the decisions in the first year critical, and also places the emphasis
on creatively obtaining funds in the following budget years.
As discussed earlier, Assumption Projects for the Capital Budget are those projects which
were deemed essential for the Town to do business or already have a funding source. These
projects have already been programmed into the financial projections in this document and no
other capital projects will be considered until these projects have been provided for. A
detailed description of these projects and their funding sources may be found in Appendix A:
CIP Project Sheets.
111
35
1995-96 Capital Budget
Assumption Projects Total Cost
Al. Police Department Vehicle Replacement Program 142,300
A6. Bike Lanes, Calle Buena Vista/Northern/Paseo Del Norte 285,000
A7. Pavement Preservation Program 220,000
A8. Local Curb and Drainage Improvements 10,000
A9. Annual Sector Plans 30,000
A10. Completion of Current General Plan Update 15,000
Al2.Computer Replacement Program 18,000
A13. Duplication Equipment Replacement Program 22,000
A14. Honey Bee Canyon/Sausalito Wash Acquisition 1,500,000
A15. La Canada Golf Crossing Warning Lights 25,000
A18.Spot Safety Improvements Program 20,000
TOTAL $2,287,300
Assumption Projects Funded By CIP Capital Account Total Cost
Al. Police Department Vehicle Replacement Program 142,000
A7. Pavement Preservation Program 220,000
A8. Local Curb and Drainage Improvements 10,000
A9. Annual Sector Plans 30,000
A10.Completion of Current General Plan Update 15,000
Al2.Computer Replacement Program 18,000
A13.Duplication Equipment Replacement Program 22,000
A18.Spot Safety Improvements Program 20,000
TOTAL $477,000
Debt Service of Existing Projects Total Cost
Street Sweeper 22,430
Certificate of Participation -Town Hall 180,000
TOTAL $202,430
GRAND TOTAL . $679,430
CIP Capital Account Balance at Beginning of FY1995-96 992,000
Total Committed Funds From CIP Capital Account (679,430)
CIP Capital Account Funds Available 312,570
CIP Capital Account Contingency Fund (50,000)
CIP Capital Account Traffic Signal Installation Reserve (25,000)
Funds Available to Finance Prioritized Project $237,570
36
FY1995-96 Recommended Funding of Prioritized Projects
Project Impact on FY95-96 Cap.Acct. ,,,
Project 1: Tapelogger, Digital 32 Channel. This project will receive priority
funding when the purchase of this equipment becomes imminent. 0
Project 2: Street Improvement Tangerine Road, First Avenue to Monterra.
This project will be implemented with federal matching funds. The Capital
Account will commit$20,000 for the next three years to accumulate
the Town's share of the project. 20,000
Proejct 3: Training Equipment/Police Department. This project will be funded
by the Capital Account and implemented over the next two years. 19,000
Project 4: Police Department Voter Receiver System. This project may
not be needed. However, funding will be dedicated from the Capital
Account. Should the project not be needed, the funds will be freed up for
another project. 18,000
Project 5: Dennis Weaver Park Land Acquisition. This project cannot be
funded by the Capital Account. Other financial resources must be found. 0
Project 6: Bike Lanes; On Naranja from La Cholla to La Canada.
This project will be funded by the Capital Account. $25,000 shall be
committed the next two years for implementation in FY1996-97. 25,000
Project 7: Police Department AZAFIS Upgrade. This project shall be
funded from the Capital Account in FY1996-97. 0
Project 8: P &Z Department GIS Equipment and Software. This project
shall be funded from the Capital Account in FY1998-99. 0
Project 9: Copper Creek Park Land Acquisition. This project cannot be
funded by the Capital Account. Other financial resources must be found. 0
Project 10: Topographic Mapping of Town. This project shall be funded
by the Capital Account. 100,000
Project 11: CDO River Park Trailhead Development. This project shall be
funded by the Capital Account. 10,000
Project 12: Dennis Weaver Park Upgrade. This project cannot be funded
by the Capital Account. Other financial resources must be found. 0
37
Project 13: Dennis Weaver Park Expansion. This project cannot be funded
by the Capital Account. Other financial resources must be found. 0
Project 14: Water Truck Replacement. This project shall be funded
by the Capital Account. 30,000
Project 21: Governmental Accounting Software Package. This project
shall receive funding from the Capital Account this FY with the
remainder coming from next year's budget. 11,000
The remaining projects will remain in the system but will not be funded this fiscal year unless
additional financing is identified.
Total Prioritized Project Capital Account Disbursements in FY1995-96 233,000
•
Total Funds Committed for FY1996-97 Capital Budget 78,300
Total Funds Committed for FY1997-98 Capital Budget 20,000
Total Funds Committed for FY1998-99 Capital Budget 26,000
Total Funds Committed for FY1999-00 Capital Budget 0
E. Oro Valley Capital Improvements Plan: FY1996-1997 Through FYi 999-2000
Following is a summary that constitutes the remainder of the proposed projects for the Oro
Valley Capital Improvements Plan broken down by year. These projects will be evaluated each
year upon resubmittal for review.
FY1996-97
Al. Police Department Vehicle Replacement Program 149,225
A2. Rancho Feliz Drainage way 200,000
A3. Street Improvement La Canada, Lambert to Naranja 2,220,000
A7. Pavement Preservation Program 230,000
A8. Local Curb and Drainage Improvements 10,000
A9. Annual Sector Plan 30,000
Al2. Computer Replacement Program 18,000
A13. Duplication Equipment Replacement Program 10,000
A17. Traffic Signal Installation 120,000
A18. Spot Safety Improvements Program 20,000
Total Assumption Projects for FY1996-97 3,007,225
3. Training Equipment/Police Department 13,500
6. Bike Lanes; Naranja, La Cholla, La Canada 50,000
7. Police Department AZAFIS Upgrade 16,000
9. Copper Creek Park Land Acquisition . 900,000
38
12. Dennis Weaver Park Upgrade 200,000
13. Dennis Weaver Park Expansion 1,095,000
15. Police Storefront Substation 100,000
17. Acquire and Renovate Hacienda Bellas Artes 178,300
20. Public Works Service Truck Replacement 35,000
23. New 5,120 s.f. Building Adjacent to Development Services Building 240,000
24. CDO Wash Park and Equestrian Facilities 1,260,000
25. Police Mobile Data Terminals 34,000
26. Public Works Yard 1,000,000
Total Prioritized Projects for FY1996-97 5,121,300 it
GRAND TOTAL FOR FY1996-97 8,128,525
FY1997-98
Al. Police Department Vehicle Replacement Program 156,700
A4. Street Improvement La Canada, Hardy to Vista Linda(design) 331,000
A7. Pavement Preservation Program 240,000
A8. Local Curb and Drainage Improvements 10,000
A9. Annual Sector Plan 30,000
Al2. Computer Replacement Program 18,000
A13. Duplication Equipment Replacement Program 10,000
A17. Traffic Signal Installation 120,000
A18. Spot Safety Improvements Program 20,000
Total Assumption Projects for FY1997-98 935,700
2. Street Improvement Tangerine Road, First Avenue to Monterra 100,000
12. Dennis Weaver Park Upgrade 75,000
16. Copper Creek Park Development 745,000
17. Acquire and Renovate Hacienda Bellas Artes 178,300
18. Police Data Communication Link 25,000
25. Police Mobile Data Terminals 36,000
26. Public Works Yard 500,000
Total Prioritized Projects for FY1997-98 1,659,300
GRAND TOTAL FOR FY1997-98 2,595,000
39
FY1998-99
Al. Police Department Vehicle Replacement Program 185,600
A4. Street Improvement La Canada, Hardy to Linda Vista 3,000,000
A5. Street Improvement La Canada, Linda Vista to Lambert 600,000
A7. Pavement Preservation Program 250,000
A8. Local Curb and Drainage Improvements 10,000
A9. Annual Sector Plan 30,000
Al2. Computer Replacement Program 18,000
A13. Duplication Equipment Replacement Program 10,000
A16. Street Improvement Tangerine Road, Monterra to La Canada 125,000
A17. Traffic Signal Installation 120,000
A18. Spot Safety Improvements Program 20,000
Total Assumption Projects for FY 1998-99 4,368,600
1. Tapelogger, Digital 32 Channel 42,000
2. Street Improvement Tangerine Road, First Avenue to Monterra 900,000
8. P &Z Department GIS Equipment and Software 26,000
12. Dennis Weaver Park Upgrade 45,000
Total Prioritized Projects for FY 1998-99 1,013,000
GRAND TOTAL FOR FY 1998-99 5,381,600
FY 1999-2000
Al. Police Department Vehicle Replacement Program 214,000
A5. Street Improvement La Canada, Linda Vista to Lambert 5,572,000
A7. Pavement Preservation Program 260,000
A8. Local Curb and Drainage Improvements 10,000
A9. Annual Sector Plan 30,000
A11. Future General Plan Update 85,000
Al2. Computer Replacement Program 18,000
A13. Duplication Equipment Replacement Program 10,000
A16. Street Improvement Tangerine Road, Monterra to La Canada 1,200,000
A17. Traffic Signal Installation 120,000
A18. Spot Safety Improvements Program 20,000
Total Assumption Projects for FY1999-2000 7,537,000
12. Dennis Weaver Park Upgrade 16,000
Total Prioritized Projects for FY1999-2000 16,000
GRAND TOTAL FOR FY1999-2000 7,555,000
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U. IMPLEMENTATION
The success of a plan or a planning process is measured by the success of its implementation.
It is critical that Oro Valley seriously plan and prudently allocate financial resources in
accordance with the Oro Valley Capital Improvement Plan. The strategic planning process
utilized in the development of this first CIP was difficult to initiate but resulted in an objective
process and a community-wide team approach. The following is a discussion of how the Oro
Valley Capital Improvement Plan shall be implemented and monitored.
A. General Guidelines
Adoption - The Oro Valley CIP five year program and first year capital budget shall be reviewed
by the Planning and Zoning Commission and adopted by the Town Council. Upon adoption,
the Oro Valley CIP will be published and widely distributed. The Oro Valley CIP will be annually
updated, reviewed by the Planning and Zoning Commission, and adopted by the Town Council
by March of each year.
Oro Valley CIPro - The computerized capital improvement planning model, CIPro, shall be
installed and utilized to monitor the status of projects. The Finance Director shall be
responsible for monitoring the CIP.
Capital Budget - The capital budget represents the first year of the CIP and will be used in
developing the annual Town budget. The first year capital budget of the Oro Valley CIP will be
the foundation for capital expenditures for the FY1995-96 Town budget.
Quarterly Reports - Department Heads are responsible for preparing quarterly reports on the
status of capital projects in the first year capital budget. The reports shall be made to the Town
Manager and the Finance Director shall document the status in CIPro. The Town Manager
shall make a report to the Town Council quarterly, or more often if deemed necessary, on the
status of the CIP.
Technical Advisory Committee-The Technical Advisory Committee, which is comprised of all
Department Heads and selected member(s) of the Town Council, Planning and Zoning
Commission, and general citizenry, shall reconvene three months prior to the adoption of the
CIP each year. The purpose of the TAC will be to identify new capital projects to be added to
the CIP, review and/or modify of evaluation criteria, evaluation of CIP projects, and production
of an updated CIP. The Town of Oro Valley may want to utilize an outside facilitator each year
during the project evaluation process to ensure objectivity and consistency in ranking of the
projects. (See B. Implementation of the Decision Making Matrix below for more detail)
Public Involvement-The Town had extensive public participation during the development of
the Town's first CIP. Citizen involvement should be sought in future updates of the plan. This
41
involvement could entail participation at Town Hall meetings, community surveys, public
hearings, focus group meetings, membership on the TAC, newspaper articles, etc.
B. Implementation of the Decision Making Matrix
Updating the CIP shall take place annually before the creation of the annual budget document.
The Technical Advisory Committee (TAG) shall work as a team to evaluate the projects. The
Decision Making Matrix will then be used to prioritize the projects. It should be noted, that
some projects will not proceed all of the way through the process. Routine acquisitions, such
as police car replacement, may be considered as "Assumptions" and will automatically pass
into the proposed budget year as a priority. Also, Projects which are deemed necessary and
have received substantial funding from an outside source could be considered as
"Assumptions" at this time. These decisions will be made by a consensus of the TAC.
The following is the process for carrying out this phase of the Capital Improvements Plan:
Step 1: Re-visiting of the Evaluation Criteria.
The TAC shall meet to discuss the Evaluation Criteria. At this meeting, it will be decided if the
criteria used the previous year are still appropriate to the Town's current situation. Influences
from both inside the Town and from external forces could necessitate the elimination, change,
or addition of evaluation criteria.
After the Evaluation Criteria are agreed upon, the TAC must then analyze the Numerical
Weighting Factor given to each criteria. It is the purpose of this factor to prioritize the
Evaluation Criteria in order of importance. Factors such as, citizen's changing attitudes and/or
governmental mandates may force a change in the Numerical Weighting Factor.
When the Evaluation Criteria and their appropriate Numerical Weightings have been agreed
upon by the TAC, any changes must be presented to the Town Council for approval before the
process can proceed. Presenters to the Council should have the ability to substantiate any
changes with factual data.
Step 2: Creation of New and Re-evaluation of Existing Project Sheets
Project Sheets will be submitted by Department Heads to the TAC for evaluation. Additionally,
any projects which were submitted in a previous year(s) and are still considered needs, should
be updated and re-submitted. Any changes to the status of the project (i.e. new funding
source found, change in departmental priority, etc.) should be included on the Project Sheets
to ensure proper evaluation. Department Heads are encouraged throughout the year to
aggressively pursue new avenues to enhance the feasibility of projects.
1
42
Project Sheets must contain the following information to be considered for evaluation:
1. Project Name and Department.
2. Description of the Project and why it is necessary.
3. Time line of the proposed Project.
4. Project Budget tied into the time line.
5. Potential and/or existing funding sources.
Step 3: Determining the Capital Budget
The Town Finance Director shall determine the amount of funds that can be placed in the CIP
Capital Account for the pending year. Funding for additional projects can only be allocated after
all projects currently underway are accounted for.
Step 4: Committee and Department Head Meetings
All Assumption Projects which have dedicated annual funding (vehicle and equipment
replacement programs, maintenance programs, etc.) shall have a committee formed to
evaluate the best use of the next year's funding. A report of recommendations shall be
submitted to the entire TAC for review and discussion at the Project Evaluation Meeting.
Step 5: Evaluation of Projects by the Technical Advisory Committee
The TAC shall evaluate all new and re-submitted Project Sheets. Each Project will receive a
score from 0-10 in relation to each of the evaluation criteria. The projects will then be given a
numerical total by CIPro and placed in order of priority on a report named CIP Prioritized
Projects. This prioritized list will the be broken down into another report named CIP Prioritized
Projects - Proposed Funding by Fiscal Year.
Step 6: Creation of Fiscal Year Capital Budget
After the projects have been prioritized and reports distributed to the TAC, a meeting will be
held to determine the Fiscal Year Capital Budget. This budget will recommend which projects
should be funded in the next year. The following steps must be taken to evaluate and finance
the projects:
1. All Assumed Projects must be funded first and deducted from the Capital Budget.
2. If there are more funds available for Capital Projects, the TAC must then use the CIP
Prioritized Projects List to determine which project(s) should be funded.
3. The highest priority project on the CIP Prioritized Projects List must then be identified.
These questions need to be asked:
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Are there other projects rated higher that will be competing for the same funding
source in later years? If so, should this money be banked for these projects instead of
being spent on this year's top priority? Does this project need to be completed as a
preamble to a higher rated project in the future? Is there a financing alternative that
could be combined with a higher rated project, which may be a better way to fund the
project?
If it is determined that the year's top priority project is financially feasible and will not jeopardize
the ability to fund future projects which are rated higher, the Project may be included in the
Capital Budget of that year.
Should funds remain at this point, the second highest rated Project from the CIP Prioritized
Projects List shall be examined in the same fashion. This procedure shall continue until all of
that year's Capital Fund has been exhausted or allocated to fund future projects, or if all
projects have been funded. Any excess funds will be held for the next year's Capital Budget.
Step 7: Disposition of Unfunded Projects
In most cases, there will be quite a few projects that do not make it into the Annual Capital
Budget either because there is not adequate funding or they have not come out of the Decision
Making Matrix with a high priority. These Projects may be updated and re-submitted for the
next year, or subsequent years, when the TAC Evaluation Process begins for the next Fiscal
Year.
Step 8:Annual Review of the Capital Improvements Plan
Update the five-year CIP by adding or revising capital projects and adding an additional fiscal
year and a new Capital Budget for the first fiscal year. The updated CIP is presented to the
Planning and Zoning Commission for review and to the Town Council for review and adoption.
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