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Home My WebLink AboutManagement Records - Capital Improvement Plans (14) RESOLUTION NO. (R)99-24 A RESOLUTION OF THE TOWN OF ORO VALLEY, ARIZONA, DECLARING AS A PUBLIC RECORD THAT CERTAIN DOCUMENT FILED WITH THE TOWN CLERK, WHICH ESTABLISHES THE "TOWN OF ORO VALLEY CAPITAL IMPROVEMENTS PLAN", DATED FEBRUARY, 1999. BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY: WHEREAS, the Town Staff, Consultants and Technical Advisory Committee have met to review and recommend approval of the Capital Improvements Plan; WHEREAS, the Planning and Zoning Commission has held a public hearing, reviewed and recommended unanimously to support the plan; NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY,ARIZONA: That certain document, "The Town of Oro Valley Capital Improvements Plan", dated February, 1999, is hereby approved and declared to be a public record, of which three copies are on file in the office of the Town Clerk. PASSED AND ADOPTED by the Mayor and Council of the Town of Oro Valley this 17th day of February , 1999. Paul H. Loomis, Mayor ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FO' • r Tobin Sidles, Town Attorney TOWN OF ORO VALLEY 5-Year Capital CIP Public Meeting Improvement Projects The Town of Oro Valley would like your help in identifying capital projects that Tuesday, Nov. 17 * 7 p.m. area residents are interested in developOro Valley Town Nall - ing. Your input will be used to help prioritize funding for new projects before budget requests are submitted to Town Council. Suggestions from the community will be considered for inclusion in the Town's LEY Capital Improvements Plan (CIP) which J► ::�.:..� O :r:0 charts spending for capitaltolitems s reater '�� :ti• ••�� ::$:,;::•.,•��.'�tic::�;�:;:.�••:. than $10,000 over the next five- :::ii:2�• •• year tlein001I111AIINIC ;:.::!.;;iii'Nperiod. OViii:iS::410I:1TIo:U. • :•••.•period. VOAPPNEr1: � Your recommendations are instrumen- `may.:::•:::::::;:;`:..-r: � ::r:. ~ ` ti tal in determining the type of projects the O -- • g"l vNDED1 community wants included in the Town Budget. Call Bryant Nodine at 797-9797 Please join us & make for information. your ideas known! TOWN OF ORO VALLEY CAPITAL IMPROVEMENTS PLAN mai o � Yk4„4.. .(Z'N v 0 , -)11r 11,4 \--37 $-; \ \ SI 1 / // 44 \\-- \ \ 00 )\ FISCAL YEAR 1999-2000 TO FISCAL YEAR 2003-2004 a• FEBRUARY 1999 C TOWN OF ORO VALLEY TOWN COUNCIL PAUL H. LOOMIS Mayor PAUL PARISI Vice-Mayor DICK JOHNSON Council Member FRANCIS CABALA Council Member CHERYL SKALSKY Council Member Acknowledgments The following persons were instrumental in the preparation of the Town of Oro Valley Capital Improvements Plan: Oro Valley Technical Advisory Committee David Andrews,Finance Director Don Chatfield , Community Development Director Kathi Cuvelier, Town Clerk Dick Eggerding, Arts Advisory Board Todd Jaeger,Amphitheater School District Bill Jansen, Town Engineer Dick Johnson, Town Council Ron Koslowski, Fire Advisory Board John Lancaster,Parks and Recreation Advisory Board Charlie Lentner, OVPD Bill Partridge,Planning and Zoning Commission Tobin Sidles, Town Attorney Chuck Sweet, Town Manager James Vogelsberg, Development Review Board Support Staff Bryant Nodine, Planning and Zoning Administrator Mary Rallis, Senior Accountant Jim Copus, Senior Planner Facilitator Nina Trasoff,Nina Trasoff&Associates Table of Contents EXECUTIVE SUMMARY......................................................................................................... 1 FY1999-2000 CIP I. INTRODUCTION3 PURPOSE 3 MISSION STATEMENT 3 WHAT IS A CAPITAL PROJECT AND A CAPITAL IMPROVEMENT PLAN? 3 POLICIES AND ASSUMPTIONS 4 II. THE CIP PROCESS7 TECHNICAL ADVISORY COMMITTEE(TAC)MEETINGS 7 PUBLIC INFORMATION PROGRAM AND WORKSHOP 7 III. EVALUATION CRITERIA AND WEIGHTS.............................................................10 IV. 1999/2000 CAPITAL IMPROVEMENT PROGRAM.................................................13 FY 1999/2000 CAPITAL IMPROVEMENTS PROGRAM FUNDING 13 Available Funds 13 Current Situation 14 Current Long Term Debt 15 Current Bonding Capacity 15 FY 1999/2000 CIP BY FUNDING SOURCE 16 General Fund 16 Local Transportation Assistance Fund 16 Highway Fund 16 Town-wide Development Impact Fee Fund 17 THE CIP TWO TO FIVE YEARS OUT 17 V. IMPLEMENTATION18 GENERAL GUIDELINES 18 IMPLEMENTATION OF THE DECISION MAKING MATRIX 18 APPENDIX A: GLOSSARY OF TERMS22 APPENDIX B: PROJECT REQUESTS AND FIVE-YEAR FINANCIAL SUMMARY26 EXECUTIVE SUMMARY The Capital Improvement Plan(CIP)is a comprehensive, five-year plan of capital projects that identifies priorities as to need,method of financing, cost, and associated revenues. It includes a one-year recommendation for the Town's capital budget. The CIP is one of the mechanisms that implements the Town's General Plan. It allocates funds to programs specified in the General Plan, it uses implementation of the General Plan in at least two of the project evaluation criteria, and its evaluation criteria are based on the goals established in the General Plan. FY1999-2000 CIF The CIP is divided into four funds: the General Fund, the Local Transportation Assistance Fund (LTAF), the Highway Fund, and the Townwide Development Impact Fees Fund. Expenditures from the latter two funds are limited, respectively, to roadway/transportation items and roadway capacity improvements. The following is a summary of the funds and requests for the coming fiscal year. Section IV covers this in greater detail. Fund Amount Available Amount of Requests General $801,000 $1,460,700 LTAF $12,000 $12,000 Highway $852,000 $708,000 Townwide DIF $5,876,000 $559,000 All of the LTAF, Highway, and Townwide DIF projects are recommended for funding. The recommended funding for the General Fund projects is based on their evaluation score as assigned by the CIP Technical Advisory Committee (TAC). The TAC recommends that the Town fund all General Fund projects for the next fiscal year except the following projects: P3 West Lambert Lane Park $325,000 F5 Community Center $300,000 V2 Replacement of Unmarked Police Administration Vehicles $38,000 Issues and Recommendations Currently, if a funded project is not needed,the money is banked and added to the next fiscal year's budget. The TAC discussed this policy and recommends that the Town Council allocates that money to another project on the approved CIP list. The TAC recommends two changes to the Implementation Program in Section V. First they recommend deletion of Step 4 because the whole TAC designates assumption projects based on the definition of an assumption project--a recommendation from a subcommittee is not necessary. Second, the TAC added Step 7 to provide a mechanism for the TAC to monitor the progress of the CIP and make recommendations for mid-year corrections. Two other recommendations of the TAC relate to specific projects: • The median cut in Rancho Vistoso Boulevard at the subdivision north of Safeway (Project #S4) should be started this fiscal year. Accordingly, it has been deleted from the FY 1999-2000 CIP. 1 • The Town should request funds for the Townwide drainage basins (S5) from the Pima County Flood Control District. The TAC also made the following recommendations regarding the project sheets and the process: • Project sheets should include an evaluation on the feasibility of contracting out the work versus purchasing equipment and doing it in-house. In larger project costs like parks, the applicant should include the costs of support/O&M equipment. • If a project sheet is submitted after the deadline established by the TAC, the Town Manager and Department Head will evaluate the request and decide if it could not have been anticipated for the submittal deadline and if it is a critical need. If it meets these two criteria it will be forwarded to the CIP TAC for consideration. • The TAC will have a working lunch on the day the TAC meets to rate the projects. • The Town should provide the TAC with a CIP status report at the first TAC meeting indicating the project,the department,the amount allocated, and the amount spent. • The TAC needs to be informed early and throughout the process of all the meeting times and dates. The capital project requests for all five years are shown in Appendix B. General Fund projects for the next four years total $11.9M significantly more than the available funds. The Town needs to consider long term debt financing in order to implement these identified projects such as a library and community center. The Highway Fund needs are expected to remain level over this four year span. Adequate revenues should be available to meet those needs. Though the Town-wide Development Impact Fee Fund needs are expected to increase to over$2 million in future years, the available funds are expected to be $4 million to $6 million. Efforts will continue to be made to leverage impact fee collections with federal and state roadway grant funding. Plan Organization This report starts with an introduction to the CIP, its policies and its assumptions. Some of the key terms are defined in the first section,but the reader should consult the Glossary in Appendix A for other unfamiliar terms. The second and third sections cover the process,the schedule, and the public information program followed by the criteria and weights used to evaluate projects. The fourth section, the financial section, covers the available funds and the recommended utilization of those funds for the next fiscal year. The capital requests for all five years of the CIP are shown in the tables in Appendix B. The fifth section covers the CIP implementation program including reports to the Council and the method used to evaluate projects and establish the recommended capital budget. 2 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 heavily dependent on how the Town handles infrastructure issues. PURPOSE The Capital Improvement Plan (CIP) implements the Oro Valley General Plan by developing a prioritized schedule of short-range and long-range community capital needs, evaluating projects, and analyzing the community's ability and willingness to pay for them in the most cost effective way. The CIP is the method by which Oro Valley determines future infrastructure requirements and plans the financing of facilities and equipment to provide services over a five-year period. MISSION STATEMENT "To define five year capital improvement priorities and financial feasibility by creating a process and producing a document that responds to public desires, needs, fnd elements of the Town's General Plan." WHAT IS A CAPITAL PROJECT AND A CAPITAL IMPROVEMENT PLAN? Capital Projects are those which: cost over$10,000, have an expected useful life of two years or more, and become an asset of the Town. The only exceptions to this definition are police patrol units which may have a useful life of less than two years but will still be considered capital projects. A Capital Improvements Plan is a multi-year plan that projects spending for all anticipated capital projects for the Town. The Plan programs, by fiscal year, repair and replacement of existing infrastructure as well as the development of new facilities to accommodate both current needs and future growth. The CIP looks at competing needs, costs and potential funding sources. The CIP process and plan resolves the choices about what to build or buy,where and when to build or buy it, and how much to spend on it. The CIP links the Town's planning and budgeting functions by providing a separate policy document to address the Town's capital needs. It establishes the FY 1999-2000 Capital Budget, which will be submitted as the capital outlay portion of the FY 1999-2000 Town Budget. There are five basic components to the CIP: 1. Infrastructure inventory. 2. Needs assessment that identifies all needed and planned community infrastructure. 3 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. POLICIES AND ASSUMPTIONS 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 will maintain, at a minimum, a contingency reserve that represents 25% of the General Fund's and the Highway Fund's combined annual expenditures. Contingency reserves in excess of the minimum may, at the discretion of the Council, be used to fund "one-time non- recurring" expenditures, including capital improvement plan items. • The Town will develop an annual budget whereby recurring Town revenues will be sufficient to support recurring operational expenditures with no use of the General Fund Contingency to support ongoing operational expenses. • The Town of Oro Valley shall allocate at least $1,000,000 annually out of available surplus funds for capital projects. 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 improvement 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. • 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 at the next scheduled Council meeting. 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. • If the Town determines that a funded project is not needed, the Town Council may allocate that money to another project on the approved CIP list. • 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. �. ego 4 • 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. • Project Sheets must be submitted by the deadline set each year by the TAC. If a project sheet is submitted after the deadline, the Town Manager and Department Head will evaluate the request and decide if it could not have been anticipated for the submittal deadline and if it is a critical need. If it meets these two criteria it will be forwarded to the CIP TAC for consideration. Policy Regarding "Rollover"of Capital Improvement Projects The Town of Oro Valley recognizes that some capital projects require a lengthy process to prepare bid specifications, interview contractors and suppliers, and execute the work. In some cases, a capital project may be approved for a fiscal year but a contract is not ready for completion by the end of that fiscal year. In these cases, department heads need assurances that such projects can "rollover" into the next fiscal year, due to the fact that CIP priorities for that year will have been established several months earlier. The Oro Valley Capital Improvements Plan permits the "rollover" of projects from one fiscal year to the next, under the following provisions: 1. Once a department head has determined that a project will not be awarded by the end of a fiscal year,that department head is responsible for requesting that the CIP be amended by the Town Council as part of the budget process for the coming fiscal year; 2. The department head must demonstrate that the budget funds are still available and may be retained for the following year without detrimental impacts on approved CIP projects for the coming fiscal year; and 3. Each project is allowed no more than one such rollover. CIP Assumptions In addition to the above policy statements, the following assumptions were made in the development of the Oro Valley CIP. • State shared sales and income tax revenues are estimated to increase by 8% to 10% in FY 1999/2000. 5 • Local sales tax proceeds are estimated to increase by 15%to 20%. • Highway User Revenue Fund revenues are estimated to be$1.6M. • Local Transportation Assistance Funds(CTAP)revenues are estimated to be$180,000. 6 111 II. THE CIP PROCESS Section V, Implementation, outlines the steps established by the Town to create and implement the CIP. This section covers the process, and schedule,used this year to compete those steps. TECHNICAL ADVISORY COMMITTEE(TAC)MEETINGS The TAC is an integral part of the CIP process. It consists of citizens, a utility representative, a council representative,department representatives,board and commission representatives, and town staff. 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L. 4 .t'. , <uk.<.,. ,. ,.�Y2, r...# .3:3#fc" y #> .h . , .,�rh.}..##. fY#}} :}r.....:.3•r.r:r>T.•>Y vnw.r,i.}»yy�# ,,2 ZZ ,moi, ........�..3#kr.Sr..r. .>...:,r... r.r f... ...#. }... .....r..r Y.�yx r r. +# .t2. '{� i d rc.r:ri v c t?k�{ ?.,,tf:,�„2:�2?<222?t;..ffkik. .,LY�i"tkf tfti,�.<k,2<k4:.k..t.....,w fo:;i<t.�<� fi>'Le, .:..<....,:....Lc!.,.2 ...ff <{!f<....<2,.,.. zz`f .,.,f,,.....k <?..,.<,,xt,fR'�'f�t3 x.2!,�if....:'X:�ct,.k.v..w.,.i."�..,.�..4.uf;t..Y k!...,.L!:.......,a...<i<k<.....,.....:...i..i...f.a!�:<;•k�<t..?2...u.c<, .. �n�.. .�r..; 2 > lJ tr t f#t.:.,t # <tx ,.. u ff ...... .. �{'.., . !..fi L# #..... # 3 #Y. f t ff.,.. ',:..:..,:,�2�f#! t,: 4 .:v`tZ;tYC:. August Preparatory work including revisiting the approach to separate the three funds, & September drafting project sheets, and creating the recommended TAC members list. September Process initiated by the Commission. Hired consultant. Collected project(fund request) sheets. October TAC member list approved by the Council. First TAC meeting with an overview of the process, a report on the status of the current fiscal year's CIP,and a review of the project sheets submitted. November The TAC hosted a public workshop on the projects and evaluation criteria. December The TAC met to consider and revise the evaluation criteria,review the project sheets, and discuss the current and projected capital budget. The revised the evaluation criteria and weights were submitted to the Commission and to the Council for approval. January The TAC met early in the month to rank the projects. The TAC presented the budget and the projects as ranked to the Council and the Commission in a study session. The TAC met late in the month to consider the available budget and determine which projects would be recommended for funding in the next fiscal year. February Public Hearings on the CIP were held before the Commission and the Council for adoption. March Review the first part of the fiscal year including the status of the current capital projects and recommend changes to the CIP as necessary. PUBLIC INFORMATION PROGRAM AND WORKSHOP The public information program started in September to announce the November workshop with a mailing to all homeowner associations, a press release, and flyers distributed at the polling place and stuffed in grocery bags by the local stores. On November 17th, the TAC held a public workshop to present the evaluation criteria, weights, and projects to the public and solicit feedback. Besides the TAC, 14 persons attended the 7 workshop. The attendees were "given" $100 and asked how they would spend it on the CIP goals the criteria that are used to evaluate projects. They also suggested additional goals that are listed under "Other". The results are presented in the following table with the "Score" representing the average dollar value assigned to the goal. .:.}}:.i;:a::.: ::r::.tt:}a... .:. ...:.i:::•i.}}}iiat:aii.}}}:};:...::: S }}:::i't%ii,:::: :v:tt t:C•iv..4:v{;.w: ii'l.:�i:i::ii:4i}i:,Yti:Pi'r:::' vA.k}iC"•::},..' ��i .....::.:.... •i:':ii;�:it: .S. 11,711111111011111011111111111111101111_,::,,,,,:.„.:::„.„:„, C U�'�R:`:.SS.i Vi Public Health, Safety and Welfare 16 Operations and Maintenance 11 Environmental Preservation 10 Economic Development 9 Service Levels 8 Public Desire 7 Fiscal Impact 7 Implements Locally Adopted Plans 7 Legal Ramifications 6 Relationship to Other Projects 3 Others (including): 16 Income Generation Matching Funds Reserves Cultural Enhancement-Arts Traffic Control Parks&Recreation(Community Center) Quality Education Attendees were also asked what specific projects they would like to see on the CIP. Their responses and the recommendations of the TAC are shown on the following page. On December 4th, the TAC considered the public comments and adjusted the evaluation criteria, weights, and projects accordingly. The Town Council approved these on December 16th. ' RIoil A press release announcing the February public hearings and the results of the process was distributed in late January. 8 Projects Suggested by the Public at the Workshop Project Suggestion [number of"votes"J TAC Recommendation Community Center [3] Project sheet submitted. Senior Center(in Community Center) [2] Include in Community Center. Library(more funds, include arts center) [3] Project sheet submitted. Equestrian facility and trails to Parks [1] Project sheet submitted. Also the CIP will be used to implement the POST and Parks Master Plan. The equestrian facility is part of the CDO Riverfront Park and trails are part of the POST Plan. Places for kids to play-congregate [1] See above. This item is a part of the Parks and Community Center master plans. Water pipes coordinated for whole Town [1] Submit as a recommendation to Oro Valley Water. Infrastructure to bring CAP and/or reclaimed Submit as a recommendation to Oro Valley water [1] Water. Make the Rancho Vistoso median cut a high Project sheet submitted. priority [1] Widen First Avenue and make improvements Project sheet submitted. immediately to accommodate Home Depot- Target [1] Widen Tangerine from First to La Canada Project sheet submitted. and perhaps La Cholla [1] Sidewalks versus multi-purpose lanes on This needs to be evaluated as part of the Town's major arterials [1] Pedestrian and Bicycle Plan. When this plan is adopted it will be implemented through the CIP. Amphitheater& Arts Center [2] Project sheet submitted(CalMat). Emergency Response Plan [1] This is not a CIP item. It is already being developed. Open space not improved-- left natural Project sheet submitted. This is part of the West (parks) [1] Lambert Lane Park and the Open Space acquisition project sheets. Traffic Light at Lambert and La Cholla [1] This will be submitted to the CIP when warranted by traffic analysis. Left turn lanes on Lambert Lane [2] This was approved and funded as a part of last year's CIP. Consider Impact Fees to cover drainage A project was submitted to this CIP for the studies and other improvements needed to drainage study. handle growth. [1] Town-wide bike lanes (connect to Wilson K- In the current year's CIP as part of the Town's 8) [1] Pedestrian and Bicycle Plan. 9 HI. EVALUATION CRITERIA AND WEIGHTS 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 CIP decision making process. They were determined early in the process to allow objective decisions to subsequently be made. Clearly written policies (reflected in the evaluation criteria)make capital allocation decisions easier. Each year, discussion of the policies begins the CIP process. This usually results in changes to the policies,which reflect changes in the Town's priorities. The evaluation criteria were selected on the following basis: 1. They refer to issues so important to local governments that ignoring them could have serious consequences. 2. They refer to items generally measurable in one form or other. i■�' 3. They are realistic. 4. They permit at least some degree of objectivity in ratings. 3 5. Most importantly, in their generic form, they represent criteria applicable to a wide variety of capital projects. The Technical Advisory Committee selected the following ten criteria for use in the formation of the Capital Improvements Plan. Since some criteria are associated with more critical operations of the Town, each criterion has been assigned "Weighting Points". For instance, Criteria 1: Public Health, Safety, and Welfare (95 Weighting Points) will have a greater emphasis than Criteria 9: Legal Ramifications (58 Weighting Points) when the capital projects are evaluated. Every project is evaluated against these same criteria and weightings. This ensures the most objective process possible and leads to consistent decision making. EVALUATION CRITERION 1:PUBLIC HEALTH,SAFETY,AND WELFARE 95 Weighting Points • How does the project improve the health, safety, and welfare in the community? • Does the project specifically address a health, safety, or welfare problem within the community? • Does the project specifically address a pressing and growing need? • As examples: street improvements often affect safety,parks affect welfare, etc. EVALUATION CRITERION 3:ECONOMIC DEVELOPMENT IMPACT 84 Weighting Points • Does the project positively impact local economic development efforts as defined in the General Plan? • Does the project promote economic growth as defined in the General Plan? 10 EVALUATION CRITERION 2:ENVIRONMENTAL PRESERVATION 84 Weighting Points • Will the project positively affect the environment? • Will the project help the town to deal with an environmental issue/problem/mandate? • Does the project help to promote and/or protect the town's natural environment? • Does the project help to protect the town's sensitive desert environment? EVALUATION CRITERION 4:FISCAL IMPACT 77 Weighting Points • Does the project have a positive impact on town revenues? • Does the request bring in additional outside funds in some proportion? • Is there a strong probability that sources of funding other than local revenues can be found? • Is the project realistic from a financial standpoint? (Consider direct costs as well as ongoing and additional costs such as those to provide temporary services during implementation of the project.) • Are funds already dedicated or available for the project? • Is the project an efficiency improvement project(see Glossary)? EVALUATION CRITERION 7:IMPACT ON OPERATION AND MAINTENANCE 77 Weighting Points • Does the project have a positive impact on current town operations? • Will the project improve the efficiency of town staff? • Is this a low-maintenance project? • Does the Town have the ability(staff, funds, etc.)to support this in O&M? (This criterion refers to internal operations versus services to the public [service levels]). EVALUATION CRITERION 5:IMPACT ON SERVICE LEVELS 71 Weighting Points • Does the project bring the town up to a required service level? • Does the project improve service levels? (Service levels are established levels or standards of service that the Town provides its Citizens.) EVALUATION CRITERION 8:IMPLEMENTS LOCALLY ADOPTED PLANS 71 Weighting Points • Does the project help implement currently adopted local plans? • Is the project a part of or consistent with an articulated, acceptable mid-short or long- range program? • Does the request implement some or all of the recommendations of a previous study? 11 EVALUATION CRITERION 6:PUBLIC DESIRE 67 Weighting Points • Has the project been specifically identified by the public in previous community forums, surveys, etc.? EVALUATION CRITERION 9:LEGAL RAMIFICATIONS 56 Weighting Points • Does the project decrease the town's exposure to liability actions? • Does the project meet or address local regulations. EVALUATION CRITERION 10:RELATIONSHIP TO OTHER PROJECTS /COORDINATION 52 Weighting Points • Does this project coordinate well with other projects underway? • Can the project be effectively coordinated with other projects (for instance water and/or sewer line repairs done in conjunction with roadwork)? • Will all prerequisite projects be complete before this project is scheduled? • Is the project timely or does it provide a critical "window" of opportunity? • Does this project create minimal disruption or inconvenience to the public? 12 IV. 1999/2000 CAPITAL IMPROVEMENT PROGRAM The purpose of this Chapter is to present the Oro Valley CIP for the next five fiscal years. It presents the next fiscal year's capital budget in detail and then a summary of the following four years. FY 1999/2000 CAPITAL IMPROVEMENTS PROGRAM FUNDING Available Funds Funding for projects included in the Town's Capital Improvements Program is derived from a variety of sources, including the General Fund, Local Transportation Assistance Fund(LTAF), Highway Fund, Townwide Roadway Development Impact Fees Fund and Parks Development Fund. Primary revenue sources of the General Fund include local sales taxes, state shared income and sales taxes, County auto lieu tax collections, state and federal grants, and license and permit fees. Expenditures of the General Fund may be made for all municipal purposes. Primary revenue sources of the Highway Fund include state shared fuels taxes and federal grants. Expenditures from this fund are legally limited to roadway and transportation related items. Roadway development impact fees are collected at the issuance of a building permit on the construction of all single family and multi-family residential units. Expenditures may only be made for roadway system capacity improvements. For park development, the Town has proceeds remaining from the issuance of certificates of participation. The Town is also working with Pima County to obtain funds from Pima County Bond proceeds. Current revenues are insufficient to fund all of the projects in the CIP. In developing the CIP, a comprehensive review of all available financial resources was made. 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, and intergovernmental agreements 9. User fees The following is a summary of the funds available for the Town of Oro Valley's FY 1999/2000 Capital Improvements Program: 13 TOWN OF ORO VALLEY FY 1999-2000 CAPITAL IMPROVEMENTS PLAN FUNDING SUMMARY General/Public Transportation Funds: Total Funding $1,561,000 Less Debt Service 760,000 Unrestricted Amount $801,000 (includes $12,000 from the LTAF) Highway Fund: Total Funding $900,000 Less Debt Service 48,000 Unrestricted Amount $852,000 Townwide Roadway Development Impact Fees Fund: These fees will be used to fund roadway system capacity $5,876,000 improvements. Parks Development COPs CDO Riverfront Park $479,000 Pima County Bond Funds: Dennis Weaver Park/CDO High School 1997/98 $250,000 CDO Linear Park 2000/01 1,000,000 CDO Riverfront Park 2000/01 $1,250,000 Current Situation General Fund and Highway Fund revenues are heavily dependent on local sales tax,building permit fees, and state shared revenues. Much of this income is directly related to rapid housing development. The 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 low, accounting for approximately 30% of the Town's local sales tax base. This can be attributed not only to retail leakage to the Tucson Area,but also to the fact that a large portion of the local retail sales is for non-taxable food items. Construction sales taxes are subject to industry volatility and are not recommended as a long-term funding vehicle for capital improvements. Retail interest in the community remains strong among commercial developers. Several projects will likely come to fruition within the next year, which accounts for the projected 15% to 20% increase in local sales tax collections. 14 State Shared Highway User Revenue Funds of$1.6 million should remain at about the same level. The Public Works Department uses these funds to pay for roadway maintenance and improvements. The coming years are going to place more stress on the area's roads. Additional HURF funds will be needed for roadway, improvements, maintenance, and equipment. However, the Town's roadway impact fees, leveraged with federal grants, are significant revenue sources for roadway system capacity improvements. After careful review, it was determined that the FY 1999-2000 contribution to the capital account from the General Fund, LTAF, and Highway Fund would be $2,473,000. This figure includes funding of$1,665,000 for all capital projects, vehicle and equipment replacement programs, and street projects, plus debt service of$808,000 on projects from previous years. Additional funding includes Townwide Development Impact fees for roadway system capacity improvements in the amount of$5,876,000 and$2,554,000 for the CDO Riverfront Park. Current Long Term Debt Lease purchase agreements have been used to purchase equipment and spread the payments out over a period of years. Current lease-purchase agreements include a wheel loader and backhoe in the Public Works Department and tape logger used by the Police Department. The annual debt service on this equipment is$70,016. The Town Municipal Property Corporation issued $28.4 million of municipal water acquisition bonds in April 1996. Annual debt service on these bonds for FY 1999/2000 is $1,823,925. Total bond principal as of June 30, 1998 is $27.9 million. Water revenues will be used to repay the bonds. The Town issued $5.1 million of Certificates of Participation to purchase three parcels of land and provide funds for park development. Annual debt service on these certificates is $410,281 for FY 1999/2000. The Town utilized Certificates of Participation to finance the current Town Hall facility. Annual debt service on these certificates is $181,475 for FY 1999/2000. They will be paid off in June 2000. The total long term debt outstanding principal will be $5.6 million as of June 30, 1998. This figure includes $180,000 in assessment district debt. Total annual debt service is $591,756. Current Bonding Capacity Although it is the goal of the Oro Valley CLP to finance projects without borrowing (pay-as-you- go), some projects may need to be financed. Oro Valley has no Town property tax, so the Town's only taxing authority is for discretionary sources such as sales taxes and fees. Many communities issue general obligation bonds to pay for large capital projects that cannot be financed by current reserves. The State of Arizona places limits on the amount a municipality can borrow with these bonds. This is reflected as the bonding capacity (or credit line) of the municipality. The following are the parameters that determine the Town of Oro Valley's bonding capacity. 1. Based upon a secondary assessed value of$178,766,822 on June 30, 1998. 2. Under Arizona Law, municipalities may issue general obligation bonds for specific 15 purposes such as 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 $35.7 million. 3. Under Arizona Law, municipalities may issue general obligation bonds for general municipal purposes up to an amount not exceeding 6%of the secondary assessed value. This would allow the Town of Oro Valley to bond for an amount of$10.7 million. Any general obligation bonds that may be issued by the Town are subject to an election and voter approval. FY 1999/2000 CIP BY FUNDING SOURCE The following tables show the projects submitted for the next fiscal year by funding source. These are divided into two groups: 1. Assumption Projects are those deemed absolutely essential to the operation of the Town, involving ongoing operating capital purchases to replace existing equipment outlined by the departmental equipment replacement program, or having designated funding for all or a majority of the project. These projects receive priority funding from the CIP and do not go through the project evaluation and prioritization process. 2. All projects that are not assumption projects were rated using the evaluation criteria and ranked accordingly. They are presented in the order they were ranked. Those that were ranked lower and could not be funded in the next fiscal year are shown separately in the lower part of each table. General Fund The capital requests for General Funds are shown in Appendix B. The TAC recommended that the total General Funds available be increased by$285,000 to fund the CDO Riverfront Park 3 project. (This is shown in the Funding Summary table above.) They also recommended not funding or banking money for the West Lambert Lane Park and the Community Center Projects in order to be able to fund the parking improvements at Dennis Weaver Park(P2) and the prisoner release area at the police station(F2). Thus all but the following projects are recommended for funding from the General Fund: P3 West Lambert Lane Park $325,000 F5 Community Center $300,000 V2 Replacement of Unmarked Police Administration Vehicles $38,000 Local Transportation Assistance Fund The only project submitted for this fund is the Coyote Run backup vehicle (V14). The TAC recommends that this be funded. (This project is shown as being funded by outside funds in the General Fund table in Appendix B.) Highway Fund All projects are recommended for funding. 16 Town-wide Development Impact Fee Fund All projects are recommended for funding. THE CIF TWO TO FIVE YEARS OUT The capital project requests for all five years are also shown in Appendix B. When projecting future budgets two considerations are important: 1) projects not funded this year will be pushed back to the next year; and 2)more new projects are likely to be identified. General Fund projects for the next four years total $11.9M. The Town may possibly need to consider long term debt financing in order to implement these identified projects which includes a library and community center. The Highway Fund needs are expected to remain level over this four year span. Adequate revenues should be available to meet those needs. Although the Town-wide Development Impact Fee Fund needs are expected to increase to over$2 million in future years,the available funds are expected to be$4 million to $6 million. Efforts will also continue to be made to leverage impact fee collections with federal and state roadway grant funding. 17 V. IMPLEMENTATION The success of a plan or a planning process is measured by the success of its implementation. To effectively implement the CIP the following program was developed. GENERAL GUIDELINES Adoption - The Oro Valley CIP five year program 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. Capital Budget- The capital budget will be used in developing the annual Town budget. The CIP will be the foundation for each year's capital expenditures. 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. 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 composed of citizens, a utility representative, a Council representative, department representatives, board and commission representatives, and town staff shall reconvene at least 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 evaluation criteria, evaluate CIP projects, and produce an updated CIP. The Town of Oro Valley may want to use an outside facilitator each year during the project evaluation process to ensure objectivity and consistency in ranking of the projects. (See Implementation of the Decision Making Matrix below for more detail) Public Involvement - Citizen involvement is an important element of the plan. This involvement could entail participation at Town Hall meetings, community surveys, public hearings, focus group meetings,membership on the TAC,newspaper articles, etc. IMPLEMENTATION OF THE DECISION MAKING MATRIX The Decision-Making Matrix is composed of the evaluation criteria and the weights. It is used to rank all projects, excluding assumption projects, for the next fiscal year. This is done by rating each project against each criterion on a scale of 0 to 10, with 10 being the most favorable rating. The rates are then multiplied by the weight of the criterion and the results are totaled to yield a total rating for each project. The projects are then ranked, highest to lowest, according to their total ratings. They are funded in order of rank until there are no more projected capital funds available. The Technical Advisory Committee(TAC)works as a team to evaluate and rank the projects. They first determine if a project is an assumption project per the definition. Then, if it is not, they rate it using the decision matrix. These decisions are made by a consensus of the TAC. 18 The following is the process for carrying out this phase of the Capital Improvements Plan: Step 1: Re-visit 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 criterion. 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 lead to changes in the Numerical Weighting Factors. When the TAC has agreed upon the Evaluation Criteria and their appropriate Numerical Weightings, any changes must be presented to the Town Council for approval before the process can proceed. Presenters to the Council should be prepared to justify recommended changes. 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 that were submitted in a previous year(s) and are still considered to be needed should be updated and re-submitted. Any changes to the status of the project (e.g., a new funding source found or a change in departmental priority) 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. 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. Include an evaluation on the feasibility of contracting out the work versus purchasing equipment and doing it in-house. In larger project costs like parks, include the costs of support/O&M equipment. 6. Projected operating and maintenance costs of the capital item. 7. Projected cost savings due to increased efficiency, decreased maintenance, etc. Project Sheets must be submitted by the deadline set each year by the TAC. If a project sheet is submitted after the deadline, the Town Manager and Department Head will evaluate the request and decide if it could not have been anticipated for the submittal deadline and if it is a critical need. If it meets these two criteria it will be forwarded to the CIP TAC for consideration. 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. 19 [Note: Step 4 is being handled by the whole TAC and is therefore recommended to be deleted.] Step 4: 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 (the sum of the criteria weights times the scores) and placed in order of priority on a report of projects by funding category. This prioritized list will show the funding by fiscal year. Step 5: 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 Assumption 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 prioritized project list must then be identified. These questions need to be asked: 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 precursor 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 that 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 prioritized projects list shall be examined in the same fashion. This procedure shall continue until all of that year's Capital Funds have been exhausted or allocated to fund future projects, or all projects have been funded. If there are not sufficient funds for the next ranked project but there are funds remaining, those funds are to be placed as carry-over,non-project-specific,in the next fiscal year's budget. Step 6: Disposition of Unfunded Projects There may be lower-ranked projects that do not make it into the Annual Capital Budget. 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. These projects also may be funded later in the next fiscal year if additional funds become available. Step 7: Implementation of the CIP Throughout the Fiscal Year The CIP TAC acknowledges that they are working with estimates of project costs and funds available. Therefore the TAC will meet mid-way through each fiscal year to review the status of 20 currently funded projects and recommend any necessary changes. 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. 21 APPENDIX A: 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 that are deemed absolutely essential to the operation of the Town, ongoing operating capital purchases that replace existing equipment outlined by the departmental equipment replacement program and projects that have designated funding for all or a majority of the project. These projects will receive priority funding from the CLP Capital Account and will not go through the project evaluation procedure. Bond -A written promise to pay(debt) a specified sum of money(,,Aled 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. It appears in the annual financial plan. Capital Improvement Plan - The Capital Improvement Plan (CIP) is a comprehensive, five-year plan of capital projects that identifies priorities as to need,method of financing, cost, and associated revenues. 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. 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. Capital Projects - Projects that cost over $10,000, have an expected useful life of two years or more, and become an asset of the Town. The only exceptions to this definition are police patrol units, which may have a useful life of less than two years but will still be considered capital projects. 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 that 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 or 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 credit worthiness of notes and 22 bonds. Ratings influence the cost of borrowing. 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 of the public capital costs required to accommodate that development with necessary public facilities. Discretionary revenues-Revenues that are not obligated for particular expenditures. Efficiency Improvement Projects - Projects that provide a positive cost/benefit ratio through the improvement of efficiencies. Specifically, they will have less than a three-year payback and their life span will be greater than their payback period. To qualify for this designation, a project's benefits must be quantified. 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 1st 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 3 used for the Town's operations. Grants - This funding source includes State and Federal grants. !� �i 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. 23 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. 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 that 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 (LTAF) - 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 fender'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 (e.g., 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 outlays 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 that are rated by the Decision-Making Matrix procedure and placed in their prioritized order. 24 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. 25 APPENDIX B:PROJECT REQUESTS AND FIVE YEAR FINANCIAL SUMMARY 26 a- §§§§§§§§§§§§§§§§r_§ § §§c4 Z J r-u- co-N O O O O ss�� to cV 0 p-n cD ►n c)to FQ, r- tsN M N O S to to S to CO N N S y-to I-- 1- M .-N f� M M N c0 (7 1- cD ,.ni LO- ,... 69 69 49 43 43 69 49 49 49 49 49 H 49 49 49 69 41 49 H 49 49 69 , , 47 1 C o 4A <" § § § §§ G 8v rn ~ •-' N 4y L_ I" O ,, 0 aN § 8 8 88 c va0oiti v`2 f" _ N 4H 49 49 49 49 r, L .N O. .. 04f4 aN = 3 88 8§ §§§ § p v co tc) -- O O N CD 1- — u 0 co N N Z 69 49 69 69 Ori 4A 4A 69 4A 0 F0 00 p8M M w M O r- N rn O C o f!i 69 4' EZ Q o , r a. 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