HomeMy WebLinkAboutBudget Records-Town - 6/30/2023TOWN OF ORO VALLEY
ANNUAL BUDGET
FY 2022-23
Photo by: John Byerly
ORO VALLEY,
ANNUAL BUDGET 022 – 2022 3
Community Vision
Oro Valley is a community dened by the highest s tandards of
environmental integrity, education, infrastructure, services
and public safety. It is a community of people working
together to create the Town’s future with a government that is
responsive to residents and ensures the long-term nancial
stability of the Town.
Mission
Govern eciently, inclusivel y and responsively to promote
community health, safety and a sustainable quality of life for
residents, business and visitors.
Organizational Values
We are strongly committed to:
Honesty, Integrity, Trustworthiness
Openness, Accountability, Transparent Government
Respect for Diversity
Creativity, Teamwork and Continuous Improvement
Excellent Service
Oro Valley strives to be a well-managed community that
provides all residents with opportunities for qualit y living. Oro
Valley will keep its friendly, small-town, neighborly character,
while increasing services, employment and recreation. The
community, a high regard for public safety and an extraordinary
natural environment and scenic views.
OROVALLEY,
ANNUALBUDGET2017–20 8
CommunityVision
Oro Valley is a community dened by the highest s tandards of
environmental integrity, education, infrastructure, services
and public safety. It is a community of people working
together to create the Town’s future with a government that is
responsive to residents and ensures the long-term nancial
stability of the Town.
Mission
Govern eciently, inclusivel y and responsively to promote
community health, safety and a sustainable quality of life for
residents, business and visitors.
OrganizationalValues
We are strongly committed to:
Honesty, Integrity, Trustworthiness
Openness, Accountability,Transparent Government
Respect for Diversity
Creativity, Teamwork and Continuous Improvement
Excellent Service
OROVALLEY,
ANNUALBUDGET2017–20 8
CommunityVision
Oro Valley is a community dened by the highest s tandards of
environmental integrity, education, infrastructure, services
and public safety. It is a community of people working
together to create the Town’s future with a government that is
responsive to residents and ensures the long-term nancial
stability of the Town.
Mission
Govern eciently, inclusivel y and responsively to promote
community health, safety and a sustainable quality of life for
residents, business and visitors.
Organizational Values
We are strongly committed to:
Honesty, Integrity, Trustworthiness
Openness, Accountability, Transparent Government
Respect for Diversity
Creativity, Teamwork and Continuous Improvement
Excellent Service
Table of Contents
FY 2022/23 Adopted Budget
Introduction
Budget Document Guide ............................. 1
Budget Message ......................................... 3
Distinguished Budget Award ........................ 14
“Know Your Town’s Budget” ....................... 15
Community Profile ...................................... 17
History of Oro Valley ................................... 19
Mayor and Council ...................................... 21
Organizational Chart ................................... 22
General Plan ............................................... 23
Strategic Plan ............................................. 24
Fund Structure ............................................ 36
Financial and Budgetary Policies ................ 38
Budget Process .......................................... 50
Financial Overview
Budget Overview ........................................ 56
Fund Balances ............................................ 61
Historical Fund Balances ............................ 63
Budget Summary ........................................ 66
Revenue Summary ..................................... 67
Revenue Schedule by Fund ........................ 69
Revenue Sources ....................................... 77
Expenditure Summary ................................ 85
Expenditure Schedule by Fund ................... 88
Expenditures by Program ........................... 89
Personnel Summary ................................... 91
Personnel Summary by Fund ...................... 94
Personnel Schedule .................................... 95
Debt Service ............................................... 102
Debt Service Schedules .............................. 106
Long Term Forecast .................................... 111
Department Budgets
Clerk ........................................................... 119
Community & Economic Development ......... 122
Council ........................................................ 132
Town Court ................................................. 134
Finance ....................................................... 137
Human Resources ...................................... 139
Department Budgets Cont’d
Innovation & Technology ............................. 141
Legal ........................................................... 144
Town Manager’s Office ............................... 146
Parks and Recreation .................................. 152
Police .......................................................... 163
Public Works ............................................... 171
Water Utility ................................................. 187
Capital Improvement Program
Program Overview ...................................... 195
Projects by Category ................................... 202
Project Descriptions .................................... 206
Appendix
Resolution Adoption .................................... 236
Auditor General Statements ........................ 238
Glossary ...................................................... 247
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020‐2021
THIS PAGE INTENTIONALLY LEFT BLANK
INTRODUCTION
Budget Document Guide
Budget Message
Distinguished Budget Award
“Know Your Town’s Budget”
Community Profile
History of Oro Valley
Mayor and Council
Organizational Chart
General Plan
Strategic Plan
Fund Structure
Financial & Budgetary Policies
Budget Process
Introduction | Budget Document Guide
Budget Document Guide
The budget document seeks to implement the Town of Oro Valley’s adopted General Plan and Strategic Plan within
the boundaries of its available financial resources. The budget is a policy document, financial plan, operations guide
and communication device.
The purpose of this guide is to provide the reader with some basic understanding on the organization of the budget
document and what is included in each of the sections.
The budget document is comprised of the following five major areas:
Budget Document Guide
Introduction
The introduction section includes the Manager’s budget message, a “Know Your Town’s Budget” synopsis
document, a community profile and town history, the Town’s Strategic Leadership Plan, General Plan, financial
policies, fund structure and the budget process.
Financial Overview
The financial overview section illustrates the total financial picture of the Town, sources and uses of funds, as well as
types of debt issued and their uses.
The Manager’s budget message provides an introduction to the budget. The message outlines the assumptions used
in the development of the budget, goals for the upcoming fiscal year, any new program enhancements or changes
in service levels, and any challenges for the upcoming year.
Also included is a budget synopsis or “snapshot” document called “Know Your Town’s Budget”, a community profile
containing interesting facts about the town, and a history of the town. The section also includes information on the
Town’s elected officials, an organization chart, elements of the Town’s General Plan and Strategic Plan, financial
policies of the Town and the budget development process.
The financial overview begins with the total sources and uses of funds. Summary tables and graphs depict revenue
sources and expenditure categories.
Consolidated financial summaries and schedules provide a look, by major fund levels, at the sources and uses of
funds, beginning and ending fund balances, and explanations of variance in these balances.
The revenue and expenditure section provides a detailed history of sources and uses both at the fund level and the
program level. It also contains a section on revenue sources which discusses their use, assumptions used in
forecasting, and anticipated growth. The expenditure section includes an explanation of year-over-year changes in
expenditure categories.
The personnel summary provides an overview of personnel and employee compensation, staffing levels, employee
benefit matching rates, FTEs per capita and consolidated personnel schedules.
The debt section provides an overview on the types of debt issued by the Town, their uses and future debt
requirements.
The long term forecast discusses the broader economic outlook for the Town and includes five-year forecasts of the
Town’s General Fund and Highway Fund.
1 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Document Guide
Department Budgets
The department budget section contains the operating piece of the budget document. Specifics on types of
services offered, along with associated costs and revenues are found in this section.
Capital Improvement Program (CIP)
The capital improvement section contains information on the projects budgeted in this fiscal year and their
operating impacts on the budget.
Appendix
The appendix section contains several additional documents pertaining to the budget and a glossary of terms.
Each department budget begins with a department overview. Organizational charts and summary budget schedules
are shown for departments with multiple funds, divisions or program areas. Department budgets also contain the
following information:
Accomplishments: Highlights achieved by departments in the previous fiscal year.
Council Focus Area(s) and Objective(s): Tie to the Town’s Council-adopted Strategic Leadership Plan and adopted
General Plan
Performance Measures: Performance indicators that assess progress towards Strategic Leadership Plan or
General Plan goals and objectives.
Departmental Budgets: Larger departmental budgets are divided into program areas. The program areas give a
brief description of each program and the service provided. Department and program budgets include data on
personnel, expenditures by category and explanations on variances between budget years.
The capital improvement section describes the process and timeline for compiling the CIP budget, a summary of
revenue sources to support the program, and a ten-year CIP plan.
It also includes a description and justification for each of the projects budgeted and their future operating impact.
The appendix section contains the resolution adopting the budget, Auditor General Statements and a glossary of
frequently used terms.
Town of Oro Valley FY 2022/23 Adopted Budget 2
Introduction | Budget Message
Budget Message
Mary Jacobs, Town Manager
It is my privilege to present the Town of Oro Valley balanced budget for Fiscal Year (FY)
2022/2023. This budget totals $147.7 million, representing a decrease of $14.3 million, or 8.8
percent lower than the adopted FY 21/22 budget of $162 million. The General Fund budget totals
$53.1 million, a 9.7% decrease from the FY 21/22 budget of $58.9 million. This decrease is
primarily attributable to a one-time, $27 million contribution to the Town’s Public Safety Personnel
Retirement System (PSPRS) unfunded pension liability from last year’s budget, a policy decision
made by the Town Council in April 2021 that resulted in the Town achieving 100 percent funding
for its police pension program. Substantially higher sales taxes and state shared revenues
budgeted for FY 22/23 partially offset this decrease, as further discussed below.
The impact of the pandemic continues to be felt both individually and collectively across the region, nation and world.
Coupled with the instability related to the Russian invasion of Ukraine and growing concern of a pending economic
recession, the Town has been mindful to continue its conservative forecast of revenues, particularly in areas considered
discretionary, that are often the first things families reconsider when costs increase. Sales taxes for FY 22/23 are 16.2
percent higher than the prior fiscal year budget, largely reflecting the impacts of inflation. This budget continues to provide
the high levels of service our community has come to expect and enjoy, including exciting opportunities ahead with
regard to significant additional recreational amenities that will expand offerings we can provide to both residents and
visitors.
The FY 22/23 Adopted Budget reflects the following overarching themes:
•Notable operating cost increases across all departments
•Additional personnel to meet growing service demands
•Robust capital investment strategy utilizing Parks and Recreation $25 million bond proceeds and other one-
time revenues
•Funding annual step and merit increases as well as changes to the Town’s classification and compensation pay
plan to ensure the organization can continue to attract and retain quality employees
The increases in ongoing personnel and operations and maintenance (O&M) costs remain at levels staff are confident
can continue to be supported in the future, even if there is an economic downturn.
LOCAL, STATE AND NATIONAL TRENDS
Heading into FY 22/23, the Town remains cautious due to potential unpredictable events that could have notable
economic impacts moving forward. While unemployment is lower than at almost any other point in modern history and
the economy has been growing at the fastest pace since 1984, the Federal Reserve Board has been taking action to
combat inflation by raising interest rates, which will likely create headwinds for future economic growth. In a recent report
issued by the U.S. Department of Labor, the nation’s inflation rate continues to rise at a record-setting pace and hit a 12-
month rate of 9.1 percent in June 2022. While the 9.1 percent rate is the U.S. overall average, Mountain West states
that include Arizona, Colorado, Idaho, Montana, Nevada, New Mexico and Wyoming saw inflation increase at 8.8
percent.
Economists widely believe that over the next year, the country will continue to recover from the pandemic-induced slump
of 2020. Consensus is that the economy will likely expand by somewhere between three and four percent during this
time. While that would represent a slowdown from 2021, in the decade before the pandemic, the annual rate of growth
never reached three percent, so it would represent overall strong economic conditions.
Arizona continues to remain well-positioned to outpace most states in jobs, income, and population increases. The
outlook for the state economy is positive, with the baseline forecast calling for strong job growth in 2022 and 2023, and
continued solid population gains. In contrast to solid job and population gains, income and sales growth will likely
decelerate throughout 2022, which reflects the end of federal income support related to the pandemic as well as the
3 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Message
impact high inflation is having on the overall economy. Nominal gains will likely remain positive, but inflation-adjusted
income and sales are expected to decline towards the end of the year.
These figures indicate that much of the economic damage that the pandemic wreaked has been repaired, but also that
there is still plenty of scope for further gains in the months and years ahead. The optimistic predictions for growth are
based upon extrapolations from recent experience—in this case, high levels of spending, strong hiring, and continued
pent-up demand—with appropriate adjustment. The trends could be impacted by known variables including COVID-19,
inflation, and world events impacting supply chain and availability of resources.
While there are several areas of key consequence whose severity and duration are difficult to predict and which could
have a major impact on economic performance, overall, the coming fiscal year is expected to be one of growth and good
news for Oro Valley. However, the economic outlook depends in part on national economic performance. Arizona is
generally expecting to see solid overall economic growth, while income and sales growth decelerate throughout 2022.
MAJOR BUDGET CHANGES EXPLAINED
O&M Cost Increases
The Adopted Budget reflects a decrease of 42 percent in O&M costs attributable largely to the removal of the one-time
$27.6 million contribution budgeted and funded in FY 21/22 to the Town’s Police PSPRS unfunded pension liability.
However, inflation, supply chain delays and the impact of overall supply/demand issues have been reflected in the
Adopted Budget and are offsetting some of that overall decline. Departmental budgets include higher-than-usual annual
increases in areas such as gasoline, public safety equipment, field supplies, technology, professional services and more
across the organization.
Capital Investments
Costs for capital projects have been projected conservatively and are higher than predicted just a year ago. The Town’s
experience, as well as that of our regional and state counterparts, is that availability of contractors and subcontractors
is unpredictable and continues to significantly impact the cost of capital investments. The Recommended Budget
includes additional project contingency funds budgeted in the Capital Fund, Water Utility Fund, and Community Center
Fund to ensure capital projects can still move forward if the Town’s updated estimates do not align with future market
conditions.
In keeping with the Town Council’s financial policies, the Adopted Budget includes a transfer of $13.5 million in excess
reserves to the Capital Fund to fund capital projects included in the current and future year budgets. The transfer includes
$10 million in American Rescue Plan Act (ARPA) dollars that do not have restrictions but must be spent or otherwise
encumbered no later than December 31, 2024.
New Positions
The Town has been very conservative in adding new personnel over the past five years, but workload increases have
necessitated the addition of nine new full-time and four part-time positions.
Public Safety – Most significant is in the Public Safety realm with a total of five full-time positions and one part-
time position. The Town has been able to use state Smart and Safe funds generated from the legalization of
marijuana ($325,000 in FY 22/23) and an estimated $100,000 from the recent national opioid settlement (per
year for 18 years) to fund most of these positions.
The Adopted Budget includes an additional two police officers in the Police Department and a civilian public
information officer (PIO), which will then free up a sergeant position currently assigned to PIO duties to resume
full-time policing work. An additional telecommunicator position has also been added. These four positions will
allow the Police Chief to keep up with increases in calls for service in the community, help support the new Pima
Regional Critical Incident Team and academy counselors, reduce overtime use in telecommunications to reach
minimum staffing levels, and maintain overall response rates.
Town of Oro Valley FY 2022/23 Adopted Budget 4
Introduction | Budget Message
The recent changes in state law regarding marijuana use and other process changes at the Pima County
Attorney’s Office have also resulted in an increase in misdemeanor cases getting processed through the Town
Court. An additional prosecutor has been added to the Legal Services Department to ensure cases being
referred by the Police to Town Court can be prosecuted in a timely fashion. There is also a new part-time
probation compliance officer proposed in the Town Court to assist in addressing ongoing compliance-related
requirements.
Administration – The Adopted Budget includes a procurement specialist position to assist the two-member
Procurement team with the considerable work required to support the large list of capital projects and more
effectively search for vendors, shared contracts and other sources in a challenging and competitive market. In
Innovation & Technology, an additional IT technician is necessary to support the growing use of technology in
the organization’s operations, with special emphasis on the needs of the Police Department.
Parks and Recreation – In Parks and Recreation, two new part-time positions (lifeguard supervisor and fitness
instructor) will support increased hours and expanded fitness classes at the Aquatic Center, with costs offset by
additional revenue. An additional parks maintenance worker has been added to provide the capacity to supervise
another Department of Corrections inmate crew to cost effectively address maintenance needs in outlying areas,
the trail system and landscaped public rights-of-way. An additional park monitor will help cover after hours and
special events at Town parks as they continue to grow post-pandemic.
Public Works – The Adopted Budget also includes an additional fleet mechanic that will more effectively utilize
the renovated third maintenance bay, improving service and preventative maintenance on the Town’s fleet while
reducing external contract costs.
Staff Retention and Attraction
The pandemic has impacted worker movement, salaries and benefits across many sectors. The “Great Resignation,” as
it has come to be known, has resulted in 2021 holding the highest average number of workers who quit their jobs—
almost four million across the nation. Oro Valley has not been immune to this trend, although the Town has fared better
than other organizations. The state minimum wage laws and now the voter-approved City of Tucson minimum wage
initiative have and will continue to increase wages for entry level workers in the region. Companies are out-bidding for
talent across multiple industries.
As a service-based organization, recruiting and retaining top talent is foundational to the Town’s ability to provide quality
public services. As such, the Town finalized a comprehensive classification and compensation study that adjusted
employee pay grades to remain competitive. The new pay plans have been adopted by Town Council, and the Adopted
Budget includes $2.6 million for implementation. The budget also includes funds to continue normal step increases and
a salary adjustment for all eligible Town employees.
The Town continues to perform well in its employee health self-insurance fund. With an ongoing emphasis on wellness
and early detection, Town employees and their dependents are not only well served with outstanding health plan choices,
but they are taking steps to remain healthy. As a result, the Town will not need to increase employee-only health
premiums for FY 22/23 for the third year in a row, an anomaly in the health benefit arena today. Dependent premiums
are moving slowly to a universal 75 percent contribution by the Town, a process that will conclude next fiscal year. The
Town’s benefit advisor has expressed that the self-insurance fund reserves remain very healthy and are more than
adequate to address any unexpected claims.
SUPPORTING THE TOWN COUNCIL FY 21/22 – FY 22/23 STRATEGIC LEADERSHIP PLAN
Foundational to the work of Town staff and resources is the leadership direction of the Mayor and Town Council. In
addition to the day-to-day work of good government like responding to emergency calls, conducting building inspections,
processing business licenses, and ensuring residents and visitors have quality water, the elected body sets a robust
number of two-year priorities for further emphasis. These priorities reflect the following overarching strategic focus areas:
5 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Message
• Economic Vitality
• Recreation and Culture
• Public Safety
• Roads, Water and Town Assets
• Land Use and Design
• Efficient and Effective Government
• Financial Stability and Sustainability
The Town of Oro Valley has a demonstrated history of responsible budgets, strong reserve funds, conservative financial
projections and continuous improvement. The FY 22/23 Adopted Budget continues to build upon that foundation and is
structurally balanced, meaning one-time revenues are used for one-time investments—not for supporting ongoing
operations. Department directors continued their practice of being prudent in making budget requests necessary to
support operations and collaborated fully to ensure the budget was balanced.
Strategic Investments
The Adopted Budget includes funds that support the Council’s Strategic Leadership Plan priorities and focus areas.
Economic Vitality –The adopted Community and Economic Development (CED) budget focuses on supporting
the department’s shift from OVSafeSteps to OVNextSteps, amending Town Codes in response to emerging
consumer buying habits and making Oro Valley more business friendly. The department will also be prioritizing
actions that identify and recruit high-quality primary employer prospects, developing strategies to incentivize
entrepreneurial opportunities for start-up and home-based businesses. The budget includes $25,000 to conduct
a retail market assessment, which will help the Town target specific retailers in the future to help fill vacant
spaces. In addition, the Town will continue to partner with the Oro Valley Chamber of Commerce to conduct the
annual business summit.
Starting January 1, 2021, the Town Manager transferred the tourism function to CED. With a recent vacancy,
the Town has recruited a tourism specialist and will broaden its own attraction efforts to augment what Visit
Tucson is doing as part of the Town’s annual destination marketing contract. Next year’s budget includes
$75,000 to begin implementation of the newly developed Oro Valley-centric visitor attraction and marketing
strategy.
Recreation and Culture – The Adopted Budget continues to focus on (1) investing and maintaining high quality
parks, recreation, and trail facilities, and (2) providing residents with multigenerational recreation and cultural
programs and events. Of note is the robust investment in Naranja Park, which includes additional multi-purpose
fields, a splash pad, pickleball courts, a basketball court, skate park and pump track. A groundbreaking
ceremony was held in May 2022, with grading and utilities as the first step, followed by construction of the next
phase of amenities, which will be finalized this fall.
The Town Council recently added a new objective to its Strategic Leadership Plan related to the transfer of the
former Vistoso Golf Course from The Conservation Fund to the Town in July 2022. The Adopted Budget includes
funds to make safety improvements to the property, reopen restrooms, and maintain the property year-round.
Property master planning will also take place to include significant community input, which will be the foundation
of future investment priorities.
One of the most visited recreation properties, Steam Pump Ranch will see additional investments in the coming
fiscal year starting with the completion of the Garage renovation. The Recreation and Culture Division will move
into the building shortly thereafter and begin expanding the programming for area residents, including targeted
programs for seniors. Restoration of the BBQ and Bunk Houses, as well as the swimming pool demolition, will
also see further progress toward the eventual completion of the master plan and will facilitate expanded access
for new programs and events.
During the pandemic, the Aquatic Center was one of the only public pools open in the region and the facility
enjoyed more and more users. As programs expand, the additional part-time staff will support the pre-pandemic
operating hours and facilitate an increase in aquatic fitness classes, offset by additional revenues. The Town
Town of Oro Valley FY 2022/23 Adopted Budget 6
Introduction | Budget Message
has gradually been making lifecycle replacements to the facility, and the Adopted Budget includes funds to add
upgraded filtration and sanitization systems that will have an overall improved water quality for swimmers while
at the same time reduce chemical usage.
The Town is projecting that the golf operation will end the fiscal year virtually break even for the first time since
the Town acquired the property. As resources in the Community Center Fund are freed up, the fund can now
accommodate needed repairs and upgrades to the golf courses, tennis courts and buildings. The Adopted
Budget includes the completion of the Conquistador irrigation replacement and the start of the Cañada Course,
with the final $2 million planned for FY 23/24. Also included are some additional post-irrigation Conquistador
Golf Course improvements, such as changing the greens from bent grass to Bermuda grass, turf reduction
around the greens, and lifecycle replacement of bunker sand as well as re-grassing the driving range floor. ADA
improvements to both the Community Center and Pusch Ridge tennis/golf building are also budgeted, as well
as the 10-year resurfacing of the Pusch Ridge tennis courts.
Public Safety – The Adopted Budget continues to prioritize funding for the health, wellness, and safety of the
Town’s first responders. Safety for the community and staff includes additional training and up-to-date
equipment. Looking to the future, succession planning is also a priority, which involves training and recruitment.
The Police Chief continues to make minor organizational changes to increase efficiencies and focus policing
resources on data-driven needs, including Pima Regional Critical Incident Team and academy needs.
Part of the overall public safety ecosystem includes the Town Court and Legal Services. The additional
personnel investments in these two departments will help ensure the Town follows up with the prosecution of
crimes that the Pima County Attorney opts not to accept, further contributing to the overall safety of the
community. The Adopted Budget also includes $200,000 to design building improvements at the Town Court to
address lobby deficiencies and space constraints for confidential discussions among prosecutors and defense
attorneys that will improve the overall efficiency of the Court operations. Once designed, improvements will be
budgeted in FY 23/24.
Roads, Water and Town Assets – The Adopted Budget includes resources to continue funding the Town’s
highly successful pavement management program at $1.8 million to ensure the Town continues to maintain its
overall pavement condition (OCI) index of 76. As roads continue to age, these investments are crucial to
managing long-term pavement investments. Several major road repairs are included, which are noted below
under the capital overview.
The Adopted Budget for the Water Utility operating fund increased by 5.4 percent from FY 21/22. This increase
is primarily due to increases in Central Arizona Project (CAP) water resource costs related to the Colorado River
Tier 1 shortage. Due to extraordinarily high costs and long lead time for materials, construction of the partnered
portion of the Northwest Recharge, Recovery and Delivery System (NWRRDS), a partnership with the Town of
Marana and Metro Water District, has been delayed to future years. The transfer to the Impact fee fund was
reduced $4,120,000 from the recommended budget. The NWRRDS project is a multi-year project that, when
completed, will allow the Utility to increase utilization of the Town’s CAP water allocations in the future. The
Town is moving forward with the independent portion of the project. In total, for FY 22/23 the Water Utility has
budgeted $4.5 million for CAP water and $1.7 million for the NWRRDS project. Of the $1.7 million budgeted for
the NWRRDS project, $660,000 is funded from Water impact fees.
In addition, maintaining Town facilities remains a continuing priority. The Facilities Division of Public Works
includes $463,000 for a variety of smaller projects not included in the Capital Fund, such as roof repairs, facility
painting, ADA improvements and flooring replacement. These projects are tasks identified in the Facilities 10-
year Maintenance and ADA Plan.
There are three bridges that require deck surface improvements, one of which was in the FY 21/22 budget;
however, due to the unprecedented increased construction costs, and since the deck issues are more aesthetic
and maintenance-related than structural, the bridge resurfacing will be deferred. Staff will pursue regional/federal
funds via the Bipartisan Infrastructure Law, which includes funds for the Bridge Formula Program. This
competitive program requires detailed information; hence the Town will perform design concept reports that will
address the deck issues and recent cost estimates in preparation for the upcoming applications. In the
7 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Message
meantime, the Adopted Budget includes $60,000 for ongoing maintenance of the three bridges until a more
permanent solution is identified. The Grants and Contributions Fund has $1.6 million in additional capacity
included for potential grants of this nature, and other opportunities that may come up during the year.
Also in the Grants and Contributions Fund is a placeholder for a potential $3.3 million grant for the Arizona
Broadband Development Grant project. If the Town is awarded the grant, this project will establish a fiber optic
network owned and managed by the Town of Oro Valley that encourages competition by private internet service
providers to improve services to residents and business while connecting Town assets. This project will establish
26 miles of fiber to improve competition and connectivity in the Town targeting areas that are unserved or
underserved. The Adopted Budget includes a transfer of $900,000 in excess reserves to serve as current and
future grant matches.
Land Use and Design – From a land use perspective, the Adopted Budget includes funding for studies related
to housing, code amendments, recreation amenity requirements, and other topics related to community
development. Staff will complete an analysis of Town codes and ordinances to ensure the design standards
maintain the unique character of Oro Valley while also providing for a variety of architectural concepts that
integrate with and enhance the community. In addition, a Housing Study will help determine the types of
residential opportunities necessary to successfully promote a thriving and diverse economic base. Staff will
review the Town’s outdoor lighting code for potential improvements. Staff will also conduct an analysis of
recreation amenity requirements for residential subdivisions and recommend updates that will prioritize larger
neighborhood area parks and amenities as outlined in the Parks and Recreation needs assessment. Finally, the
budget includes funds to complete the Rooney Property Master Plan that considers opportunities for economic
growth, retention of open space, and potential future municipal uses of the 109 acre property on Oracle Road
donated to the Town in late 2020.
Efficient and Effective Government – The Town continues to gain momentum applying Peak Performance
process improvement tools to daily tasks and projects. These tools, training, and methodologies touch all Town
departments. Resources are again budgeted to continue the highly effective OV Peak Performance process
improvement initiative for FY 22/23. As of July 2022, the Peak Performance initiative has implemented 29
process improvement projects across the organization in FY 21/22, which will result in a projected annual
savings of $119,224 in ongoing time and materials. By utilizing process improvement tools, teams throughout
the Town can set goals and daily targets for their work, track and measure successes and opportunities, and
generate ideas for improvement. Town employees are learning to be aware of how current job processes affect
the value that is delivered to both internal and external customers. Their focus is on how to improve the
processes they work with every day and in turn, employees are encouraged to consistently try to improve value
through innovative new ideas.
Financial Stability and Sustainability – As noted earlier, the Adopted Budget includes a transfer of $13.5
million in excess reserves to the Capital Fund, giving that fund a healthy balance to fund Council priorities as
well as normal maintenance and replacement projects. As part of the Town’s continued strong record of financial
management, the Adopted Budget also includes a transfer of $5.4 million in federal ARPA funds to the Water
Utility for use toward the NWRRDS project. This portion of the Town’s allocation has restrictions for use, and the
NWRRDS project qualifies. By using these resources for the project, the Utility will avoid the considerable costs
associated with borrowing funds for the project. The Town Manager will present a formal action to the Council
post budget adoption to memorialize the agreement, which will include a payback schedule to the Capital Fund.
Staff will also complete the buildout analysis with financial projections next fiscal year as a joint project between
Finance and Community and Economic Development.
Other Regional Partnerships
The Adopted Budget includes funds to continue the Town’s partnerships with the Oro Valley Chamber of Commerce
($42,500), the Oro Valley Children’s Museum ($75,000), the Southern Arizona Arts and Cultural Alliance ($25,000) and
the University of Arizona Center for Innovation at Oro Valley ($30,000). Funding for the Town’s destination marketing
organization, Visit Tucson, has been budgeted at a continued $410,000 in FY 22/23, reflecting higher bed tax collections
since the annexation of the Westward Look resort in April 2021.
Town of Oro Valley FY 2022/23 Adopted Budget 8
Introduction | Budget Message
In addition, the Adopted Budget also includes funding from the Stormwater Utility Fund to support regional floodplain
management activities related to wash improvements. Specifically, the Mutterer Wash area near Greenock Drive and
Oracle Road as the wash makes its way into the Cañada Del Oro Wash. The confluence of several washes meets at
this location with the Pima County Regional Flood Control District managing the Rooney and Cañada Del Oro Washes.
In partnership with the Federal Emergency Management Agency (FEMA) and Pima County, the Stormwater Utility has
funds budgeted to develop a set of alternatives to alleviate the continued maintenance and management of this area.
The Stormwater Utility continues to leverage partnership opportunities to perform floodplain maintenance and repair
projects.
With the Town’s partnership with the Regional Transportation Authority (RTA), the Adopted Budget provides the
necessary local match to acquire five replacement busses for the Sun Shuttle Dial-a-Ride system. The transit system
ridership is experiencing significant growth, and the $110,000 match will facilitate the purchase of more than $491,000
worth of vehicles through the ADOT grant program. An increased reimbursement rate from the recently passed IGA will
offset the increase in transit wages.
CAPITAL INVESTMENTS
Capital Fund
With more than $250 million in Town assets, continuing investments in existing infrastructure is vital. The Town Council’s
financial policies include a requirement that the Town set aside at least five percent of sales tax revenues for the Capital
Fund annually, budgeted at $1.3 million for FY 22/23. The Adopted Budget also includes a transfer of $10 million in
ARPA funds from the General Fund to the Capital Fund. Expenditures in the Capital Fund total $28.9 million for FY
22/23, which includes a substantial portion of the $25 million in bond proceeds approved by the Town Council in
September 2021 for investments in Naranja Park, exterior improvements to the Community Center and golf courses,
and multi-use paths.
The following descriptions are highlights of some of the Capital Fund projects. Those that are part of the bond are noted
with a plus (+) and those that include carryover from the prior year budget are noted with an asterisk (*). The rest of the
capital projects can be found in the Capital Improvement Program (CIP) section of the Adopted Budget.
Naranja Park Improvements+ $10 million Partial implementation of the Naranja Park
master plan
Tennis/Pickleball Courts+ $2.2 million Completion of improvements to courts at the
Community Center
Community Center Parking Lot+ $200,000 Initial phase of parking lot expansion and
reconfiguration
Golf Course Irrigation Replacement+ $6,405,525 Completion of Conquistador course; half of
Cañada Course (funded in part through a $2.1
million transfer from the Community Center
Fund)
Multi-use Paths+ $1,350,000 Installation of La Cañada MUP; design of
Naranja Drive MUP
Aquatic Center Improvements $846,000 Replacement of competition equipment and
pump room upgrades
Steam Pump Ranch* $1,471,692 Carryover for Garage, plus renovation of BBQ
and Bunk House; demo/repurpose of pool area
Town Court Expansion $200,000 Design only
9 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Message
Public Works Laydown Yard $325,000 Improvements to relocated yard from Naranja
Park to Pima County property
Emergency Generators* $724,900 Replacement generators and one new one at
680 Calle Concordia
Community Center Elevator $750,000 Installation of elevator
The Capital Fund has a contingency of $5 million budgeted this year to ensure there is capacity to respond to the
uncertain construction market and still allow planned projects to move forward. Even with this robust list of projects and
utilization of the contingency in the Adopted Budget, the Capital Fund will still have a balance of $11.7 million for future
years’ capital projects.
Community Center Fund
Of note this year is the healthy Community Center Fund balance due to the availability of other resources to fund the
irrigation replacement project and the tremendous performance of both the golf courses and Community Center. With
the Town Council policy change on broadening the use of the fund for other parks and recreation projects, the healthy
balance has allowed for the placement of capital projects in this fund that would otherwise be paid out of the Capital
Fund. With the expected transfer of the former Vistoso Golf Course to the Town, use of the Community Center Fund for
capital investments and ongoing maintenance of the property will help keep the strain off the General Fund and ensure
the Town is prepared to take on the additional ongoing costs of maintaining the new bond-funded infrastructure
investments in the future. The following are highlights of capital projects funded from the Community Center Fund. The
rest can be found in the CIP section of the budget.
Conquistador Cart Path $276,000 Repaving of the golf cart path
Driving Range/Conquistador
Course
$200,000 Re-grassing of Conquistador greens, driving
range; turf reduction, bunker replacement
Equipment Lifecycle Replacement $150,000 Fitness equipment replacement
Pusch Tennis Court Resurfacing $120,000 10-year maintenance treatment
Former Vistoso Course Repairs $350,000 Safety improvements to paths, access,
signage and restrooms; start of master
planning
Community Center ADA $750,000 Potential additional costs for elevator
installation
Pusch Ridge ADA and Code
Compliance
$252,000 ADA improvements and roof resurface and
roof drain repair
The Community Center Fund also includes several necessary operating capital projects for the Community Center
building, which are in the O&M portion of the budget. These projects include the fire alarm system upgrade, replacing
the flooring and subfloor of the Overlook Restaurant, and design of ADA compliant interior tennis restroom spaces at
the Pusch Ridge facility.
Transportation and Drainage Infrastructure
The Adopted Budget includes funding for several road projects in addition to the $1,850,000 million in the Highway
Fund for pavement preservation, which has increased by $250,000 since last fiscal year due to the significant surge in
material costs. The other projects are funded in the PAG/RTA Fund, Roadway Impact Fund, HURF Fund, Stormwater
Utility Fund and one project from the Capital Fund. These projects include improvements to the Rancho Vistoso and
Town of Oro Valley FY 2022/23 Adopted Budget 10
Introduction | Budget Message
Woodburne intersection, the repaving of Shannon Road, a HAWK signalized crossing on Naranja Drive at Ironwood
Ridge High School, the mill/overlay of La Cañada Drive from Tangerine Road to Moore Road, Catalina Ridge Drainage
Improvements and Sierra Wash Drainage Improvements. Detail can be found in the CIP section of the budget.
Fleet
The FY 22/23 Adopted Budget continues to include funding for routine fleet replacements at nearly $1.8 million, which
includes eight carryover vehicles that could not be purchased in Fiscal Year 21/22 due to supply chain issues. These
replacements include $1.1 million for the replacement and outfitting of 18 police vehicles, $12,000 for heavy
equipment, and $110,000 as part of Town’s portion to replace five public transit vans. The Town funds a healthy
vehicle reserve in the Capital Fund in addition to the required five percent of sales tax revenues to ensure fleet
replacements can continue on schedule annually.
Water Utility
The Water Utility’s Capital program includes seven existing system improvement projects totaling $1.1 million, and four
growth-related projects totaling $13 million. Of the total CIP budget of $4.8 million, $2.7 million is funded with water
impact fees. This year’s total CIP budget in the Water Utility is $3.1 million, or a 39 percent decrease from the adopted
FY21/22 budget. Details can be found in the CIP section.
FINANCIAL OVERVIEW
Below are two charts depicting the total FY 22/23 Adopted Budget of $147.7 million by category and fund.
$46.5M
$41.7M
$34.7M
$15.5M
$9.3M
Capital
Personnel
O&M
Contingency Reserves
Debt Service
- 20 40 60Millions
FY 2022/23 Adopted Budget by Category
11 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Message
General Fund
The General Fund budget totals $53.7 million (including contingency reserves of $5 million and excluding interfund
transfers of $16.5 million), which is $5.8 million or 10 percent less than the prior year budget of $58.9 million. The General
Fund has a planned use of excess reserves to fund identified one-time projects and initiatives.
The following are key revenue provisions included in the General Fund budget:
• In total, FY 22/23 General Fund revenues are $3.7 million or 7.8 percent higher than FY 21/22 budgeted General
Fund revenues.
• FY 22/23 local sales tax collections in the General Fund are $4.1 million or 19.4 percent higher than FY 21/22
budget figures, which is due largely to price inflation and the economic recovery from the pandemic.
• State-shared revenues are overall $3.9 million or 28.2 percent higher than FY 21/22 amounts. These revenue
sources are dependent on population figures and revenue collections by the state.
• License and permit revenues are $375,000 or 20.3 percent higher than the adopted FY 21/22 budget due to
commercial building activity projected for the coming year.
• Charges for Services are $659,000 or 27.6 percent higher than the adopted FY 21/22 budget. Primary drivers
for this increase are a recovery of Parks and Recreation related revenues as well as increased administrative
support charges to the Town’s enterprise funds.
The following are key expenditure provisions included in the General Fund budget:
• Budgeted personnel costs for FY 22/23 total $34.6 million. This figure includes step increases for sworn police
positions as well as 4.25 percent merit increase for all eligible Town positions. Additionally, the FY 22/23
personnel budget includes capacity for all staffing changes noted earlier, as well as $2.6 million for job class pay
rate adjustments associated with implementation of the Town’s newly adopted pay plans.
• For FY 21/22, department O&M budget figures represented spending slightly below pre-pandemic levels. For
FY 22/23, department O&M budgets increased $1.3 million or 16.1 percent, a combination of returning to pre-
pandemic operational expenditures, as well as increased prices for gasoline, technology, insurance and vehicle
maintenance.
• There is a budgeted transfer of $13.5 million to the Capital Fund. This amount includes five percent of estimated
General Fund sales tax collections per Town policy, as well as $10 million in unrestricted ARPA funds.
$53.1M
$33.9M
$20.6M
$12.1M
$5.8M
$4.9M
$4.8M
$4.4M
$4.3M
$2.4M
$1.3M
$0.2M
General Fund
Capital Fund
Water Utility Fund
Community Center Fund
Grants & Contributions
Highway Fund
Impact Fee Funds
Debt Service Funds
Benefit Self Insurance Fund
Stormwater Utility Fund
PAG/RTA Fund
Misc Funds
- 20 40 60
Millions
FY 2022/23 Adopted Budget by Fund
Town of Oro Valley FY 2022/23 Adopted Budget 12
Introduction | Budget Message
• Transfers out include approximately $1.3 million for debt service on the $17 million issuance of pension
obligation bonds in FY 21/22.
The estimated year-end reserve balance in the General Fund (excluding contingency) for FY 22/23 is $12.6 million or
27 percent of the expenditure budget. The Town’s adopted policy level is 25 percent.
Water Utility Fund
Revenues for the Water Utility Fund are estimated at $18.7 million, which is a $1.4 million or 8 percent increase from the
adopted FY 21/22 budget due to a projected increase in water sales, including an approved five percent increase in
potable water rates.
Expenses for the Water Utility Fund are budgeted at $23.7 million, which is a $1.3 million, or 5.6 percent increase from
the adopted FY 21/22 budget. This increase is primarily due to increased water resource costs. Capital expenses are
detailed in the CIP section of the Adopted Budget document.
10-Year Capital Improvement Program (CIP)
Town Council financial policies require the development of a 10-year Capital Improvement Program, which is reviewed
and modified every year based upon needs and projected funding. The full 10-year plan projects a need for $308.2
million in funding through FY 31/32. Total funding allocated to CIP projects for FY 22/23 is $45.1 million, $4.7 million of
which is funding carried forward from the prior year for ongoing budgeted projects. Highlights of the 10-year CIP plan
include $53.7 million for potential new municipal facilities, $58.3 million for parks and recreation related amenities, $26.4
million for the Water Utility NWRRDS project, $22.3 million in continued pavement management and preservation, $17.2
million for Lambert Lane widening, and $9.4 million for road reconstruction and/or improvements. Additional details
regarding CIP projects and project funding are included in the CIP section.
CONCLUSION
The past two years have been challenging in many ways. Through it all, under the leadership of the Mayor and Town
Council, the Town government has continued delivering quality services and has planned and begun implementation of
initiatives and capital investments that will significantly benefit the Oro Valley community for generations to come. I am
very proud to present a FY 22/23 Adopted Budget that will continue that trajectory in the coming fiscal year.
I would like to recognize and acknowledge the exceptional level of collaboration among staff from all Town departments
in the development of this year’s budget, and for their diligence in responding to the Town Council’s strategic direction.
I especially want to recognize my budget team for their extraordinary work and countless hours in preparing the budget:
Senior Budget Analyst Christopher Hutchison, Finance and Budget Administrator Wendy Gomez, Chief Financial Officer
David Gephart, Chief Information Officer Chuck Boyer and Assistant Town Manager Chris Cornelison.
Respectfully submitted,
Mary Jacobs
Town Manager
13 Town of Oro Valley FY 2022/23 Adopted Budget
GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation
Award
PRESENTED TO
Town of Oro Valley
Arizona
For the Fiscal Year Beginning July 0 1, 2021
Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented an
award of Distinguished Budget Presentation to the Town of Oro Valley, Arizona for its annual budget
for the fiscal year beginning July 1, 2021.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a
communication device.
The award is valid for a period of one year only. We believe our current budget continues to conform
to program requirements, and we are submitting it to GFOA to determine its eligibility for another
award.
Town of Oro Valley FY 2022/23 Adopted Budget 14
KNOW YOUR TOWN’S BUDGET
TOWN OF ORO VALLEY | FY 2022/23 BUDGET
•General Fund budget totals $64.5 million (excluding budgeted contingency reserves
of $5,000,000).
•The General Fund budget includes transfers out of $16.4 million, which includes
$13.5 million in excess fund balance reserves to the Capital Fund, $0.9 million to the
Grants Fund for local matching funds, and $2 million to the Debt Service Fund.
•The estimated year-end fund balance in the General Fund for FY 2022/23 is $12.6
million, which equates to 26% of the expenditure budget.
•Includes planned use of $13.8 million of reserves.
(Reflects all funds, except for first bulletpoint)
KEY REVENUE PROVISIONS KEY EXPENDITURE PROVISIONS
Fiscal Year 2022/23 budget is in the amount of $147.7 million; a $14.3 million, or 8.8% decrease from the adopted FY 2021/22 budget
totaling $162 million. This decrease is due primarily to the Town Council approved one-time payment of $27.6 million in FY 2021/22
to eliminate the Town’s Public Safety Pension Retirement System (PSPRS) unfunded pension liability.
•Total FY 2022/23 General Fund revenues
are $3.7 million, or 7.8%, higher
than FY 2021/22 budgeted General Fund
revenues, due to anticipated growth in
local sales tax and state-shared revenue
offset by reduced federal grant funding.
•Local sales tax revenues are up $4.7
million, or 19.3%, from FY 2021/22.
•Charges for services revenues are $1.2
million, or 10.6%, higher than FY
2021/22 budget amounts.
•Budgeted grant revenues are $10
million, and include projected
funds from the Arizona Broadband
Development Grant program (ABDG) and
deferred American Rescue Plan Act (ARPA)
revenue.
•State-shared revenues, including Highway
User Revenue Funds, are $4.4 million,
or 25.3%, higher than FY 2021/22 budget
amounts.
GENERAL FUND HIGHLIGHTS
Parks & Recreation
Public Safety
Vehicle Replacements
Other Public Facilities
Technology
Stormwater
Streets/Roads
Water System
Streets/Roads $7,186,199
Water System $4,748,838
Parks & Recreation $24,412,717
Vehicle Replacements $1,681,526
Public Safety $180,000
Other Public Facilities $4,744,752
Technology $1,748,838
Stormwater $660,513
$69,520,460$69,520,460$64,520,460$64,520,460
USESUSES SOURCESSOURCES
FY 2022/23 Capital Improvement Program (CIP) projects totaling
$45,081,812 include:
•The FY 2022/23 budget is $23.3
million, or 15.2%, less than the
prior year adopted budget, excluding
contingency.
•Personnel costs are increasing $4.1 million, or 11%, and include
the addition of several new positions, as well as classification and
compensation adjustments based on a new market study.
www.orovalleyaz.gov | 15
THE TOWN BUDGET: PLANNING FOR THE FUTURE
The budget is a long-range planning tool that allows the Town of Oro Valley to review the community’s
goals and objectives, evaluate and determine what is required to meet those objectives, and develop an
implementation strategy.
RECREATION AND CULTURE
The Town continues to focus on (1) investing and maintaining high quality parks,
recreation, and trail facilities, and (2) providing residents with multigenerational
recreation and cultural programs and events. Of note is the robust investment in
Naranja Park to begin implementation of the updated master plan, which includes
additional multi-purpose fields, a splash pad, pickleball courts, a basketball court,
skate park and pump track. The official groundbreaking took place on May 31, 2022,
and residents can expect to see significant grading starting this summer, followed by
construction of the next phase of amenities, which will be finalized this fall.
The budget includes the completion of the Conquistador Golf Course irrigation
replacement and the start of the Cañada Course, with the final $2 million planned
for FY 2023/24. Also included are some additional post-irrigation Conquistador Golf
Gourse improvements, such as turf reduction around the greens, lifecycle replacement
of bunker sand and re-grassing the driving range floor. ADA improvements to both the
Community Center and Pusch Ridge tennis/golf buildings are also budgeted, as well as
reconstruction of the Pusch Ridge and Community Center tennis and pickleball courts.
CAPITAL INVESTMENTS
The Town is implementing a robust capital investment strategy using one-time
revenues, including $25 million in bond proceeds approved by the Town Council
in September 2021 for investments in Naranja Park, exterior improvements to the
Community Center, and multi-use paths. Capital funding also includes $10 million in
ARPA funds that do not have restrictions but must be spent or otherwise encumbered
no later than December 31, 2024.
TOWN STAFF RETENTION AND ATTRACTION
The pandemic has impacted worker movement, salaries, and benefits across many
sectors. The state minimum wage laws and now the voter-approved City of Tucson
minimum wage initiative have and will continue to increase wages for entry level
workers in the region. Companies are out-bidding for talent across multiple industries.
As a service-based organization, recruiting and retaining top talent is foundational to
the Town’s ability to provide quality public services. As such, the Town conducted a
comprehensive classification and compensation study that will adjust employee pay
grades to remain competitive. The budget includes $2.6 million in the General Fund set
aside for the implementation of the final pay plan. The budget also includes funds for
pay increases for all eligible Town employees.
MONITORING AND OVERSIGHT
With uncertainty due to ongoing inflation, conflict in Ukraine, and supply-line
disruptions from the COVID-19 pandemic, the Town will continue to closely monitor
revenues against projections on a monthly basis. While revenue projections continue
to be conservative, careful monitoring will give the Town time to respond if economic
conditions do not materialize as forecasted.
HOW IS THE BUDGET BALANCED HOW IS THE BUDGET BALANCED
AND HOW ARE FUND BALANCES USED?AND HOW ARE FUND BALANCES USED?
The FY 2022/23 Adopted Budget of $147.7
million comprises 17 separate funds, each with
its own balanced budget. Each fund contains
its own ”savings” account, otherwise known
as its fund balance. When revenues are less
than expenditures, the Town draws from its
fund balance. For FY 2022/23, the Town plans
to spend approximately $30.3 million from its
overall beginning fund balance total of $98.8
million, leaving $68.6 million on hand at year-
end. These are planned uses of funds that have
been building up over a period of time being
used primarily to cash-fund one-time capital
projects and initiatives. In FY 2022/23, the
Town is planning to utilize a fund balance of
about $13.8 million in the General Fund.
The Town of Oro Valley does NOT levy a
property tax; however, Oro Valley property
owners pay more than $27 million every year
in property taxes to Pima County and other
taxing districts (school districts, fire districts,
etc.).
Town residents and visitors pay
approximately $28 million in local sales
taxes to Oro Valley each year.
WHAT KINDS OF WHAT KINDS OF
TAXES DO ORO VALLEY TAXES DO ORO VALLEY
RESIDENTS PAY?RESIDENTS PAY?
•4% utility tax ($3.5 million/
year)
•2.5% retail tax and 2.5%
restaurant/bar tax ($14.2
million/year)
•2.5% + 6.0% hotel and bed
tax ($2.7 million/year)
•4.0% construction tax ($5.2
million/year)
•All other categories ($2.4
million/year)
Town of Oro Valley FY 2022/23 Adopted Budget 16
Introduction | Community Profile
Oro Valley, Arizona
Climate
When it comes to climate, Oro Valley is one of the sunniest,
most comfortable places in the country. High temperatures average
83.4 degrees while lows average 53.8 degrees.
Principal Economic Activities
•Biotechnology/medical
•Recreation/resort/leisure
•Arts and culture
Basic Information
Founded: 1881 Distance to Major Cities:
Incorporated: 1974 Phoenix 109 miles, Tucson 3 miles
County: Pima Legislative District: 9, 11
Congressional District: 1 Form of Government: Council – Manager
Population 2000 2010 2020
Oro Valley 29,700 41,011 47,070
Pima County 843,746 980,263 1,043,400
Arizona 5,130,632 6,392,017 7,151,502
Source: US Census Bureau
Age & Gender Composition
Male 48.4%
Female 51.6%
Median Age 54
Under 5 years 3.3%
5 to 9 years 5.1%
10 to 14 years 5.5%
15 to 19 years 5.6%
20 to 34 years 12.1%
35 to 44 years 8.8%
45 to 54 years 10.4%
55 to 64 years 14.4%
65 + years 34.7%
Source: US Census Bureau 2020 ACS
Labor Force 2000 2010 2020 2022
Civilian Labor Force 15,073 18,264 20,119 19.873
Unemployed 389 1,233 594 708
Unemployment Rate 2.6% 6.8% 3.0% 3.6%
Source: Arizona Commerce Authority
Education Attainment
Source: US Census Bureau
4th Safest City in
Arizona
SafeWise, 2022
Arizona's Best
Small City
WalletHub, 2017
One of America’s 10
Safest Suburbs
Movoto Real Estate, 2014
Best Place in Arizona to
Raise Kids
Bloomberg Businessweek, 2013
Oro Valley is located in northern Pima County approximately three miles
north of the Tucson city limits. Nestled between the Catalina and Tortolita
mountain ranges, the town sits at an elevation of 2,620 feet and covers
more than 36 square miles.
One of the safest places to
live in Arizona
National Council on Home Safety and
Security, 2017
Oro Valley
55.4%Pima
County
33.6%
Arizona
30.3%
Bachelor's Degree or Higher
Oro Valley
Phoenix
Tucson
17 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Community Profile
Source: US Census Bureau 2020 ACS
Major Employers
Roche Tissue Diagnostics
Honeywell Aerospace
(unincorporated Pima County)
Oro Valley Hospital
Amphitheater School District
Town of Oro Valley
El Conquistador Tucson, A Hilton
Resort
Casa de la Luz Hospice
Simpleview
Meggitt Securaplane
Splendido at Rancho Vistoso
Community Facilities
Oro Valley is home to more than 440 acres of parks, a community
and recreation center, a competition-level aquatic center, an
archery range, lighted ball fields, multi-use fields, tennis courts and
an accessible playground. In addition to aquatic events, Oro Valley
hosts a number of sporting events, including triathlons, duathlons
and marathons. Fire services are provided by Golder Ranch Fire
Department, while law enforcement services are provided by the
Town of Oro Valley Police Department.
Home Values
Less than $50k 1.4%
$50k to $99k 1.9%
$100k to $199k 6.8%
$200k to $299k 30.7%
$300k to $499k 43.2%
$500k to $999k 14.9%
$1M or more 1.2%
Source: US Census Bureau 2020 ACS
Taxes
Property Tax Rate
(per $100 assessed valuation)
Elementary/High Schools $5.10
Countywide $7.08
Fire District $2.55
Town of Oro Valley $0.00
Total $14.74
Source: Pima County Treasurer’s Office
Sales Tax
City/Town 2.5%
County 0.5%
State 5.6%
Source: League of Arizona Cities and Towns,
Arizona Dept of Revenue
4.8%
5.3%
6.3%
10.8%
15.9%
14.5%
19.7%
10.1%
12.4%
Less than $15k
$15k to $25k
$25k to $35k
$35k to $50k
$50k to $75k
$75k to $100k
$100k to $150k
$150k to $200k
$200k or more
Houshold Income
Town of Oro Valley FY 2022/23 Adopted Budget 18
Introduction| History of Oro Valley
History of Oro Valley
The area of Oro Valley has been inhabited intermittently for nearly two
thousand years by various groups of people. The Native American
Hohokam people lived in the Honeybee Village located in the foothills
of the Tortolita Mountains on Oro Valley's far north side around 500 AD.
Hohokam artifacts are still being discovered in the Honeybee Village
site that the Hohokam inhabited continuously for nearly 700 years.
Early in the 16th century, Native American tribes known as the Apache
arrived in the southern Arizona area, including Oro Valley. These tribes
inhabited the region only a few decades prior to the arrival of the
Spanish conquistadors, including Francisco Coronado. The Spanish
established forts in the area, including the Presidio at Tucson (1775)
beginning in the late 16th century.
Arizona Territorial Period
Beginning in the 19th century, Americans increasingly settled in the
Arizona Territory, following the Mexican-American War and the
subsequent Gadsden Purchase that included the area of southern
Arizona. George Pusch, a German immigrant, settled in the area of
Oro Valley in 1874 and established a cattle ranch. This ranch was
unique because it utilized a steam pump to provide water, eventually
popularizing Pusch's property as the Steam Pump Ranch on the
Cañada del Oro. The steam pump was one of only two in the Arizona
Territory. Pusch's ranch provided respite for settlers and travelers
entering and leaving the Tucson area. Pusch Ridge is named in
honor of George Pusch.
Ranching in the area continued to flourish as greater numbers of Americans settled in the Arizona Territory. Large
ranching families in the Oro Valley area included the Romeros and the Rooneys. Gold rushers into the American West
also were attracted to southern Arizona, where gold was said to be in abundance in and around the Santa Catalina
mountains north of Tucson. Fueled by the legend of a lost fabulous gold mine sealed with an iron door in the Santa
Catalina mountains, prospectors in search of gold trekked through the Oro Valley area focusing their attention along the
Cañada del Oro washbed.
Post-World War II Period
After World War II, the Tucson metro area experienced dramatic population growth, impacting Oro Valley as well. In the
early 1950s, the Oro Valley Country Club opened at the base of Pusch Ridge, affirming the area's future as an affluent
community. Although one tract housing development was built in the area in the early 1950s, the majority of the original
homes in the Oro Valley area were built by individual landowners on large lots in a low-density residential style.
Founding of the Town
The community continued to grow gradually, and area residents increasingly desired local control of the land in the area.
In the late 1960s, incorporation became a greater focus in Oro Valley. Tucson Mayor James M. Corbett, Jr. expressed
great interest in expanding the Tucson city limits to the far north side of Pima County. Corbett vowed to bring the Oro
Valley area into Tucson "kicking and screaming," alluding to the reservations Oro Valley residents expressed about
joining Tucson. A petition to incorporate began to circulate in Oro Valley. The Pima County Board of Supervisors officially
refused to allow Oro Valley to incorporate, and litigation followed. Ultimately, in 1974 a group of area residents
successfully incorporated the Town of Oro Valley, then only 2.4 square miles in size. Oro Valley was centered primarily
around the Oro Valley Country Club and Canyon del Oro High School. The Town began with a population of nearly
1,200.
The map on the following page depicts Oro Valley’s growth since its inception.
19 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction| History of Oro Valley
Town of Oro Valley FY 2022/23 Adopted Budget 20
Introduction | Mayor and Council
Mayor and Council
Oro Valley’s Mayor and Council are committed to providing high-quality municipal
services and responsible development. Through the Town Manager, the Mayor and
Council provide policy direction by adopting rules, regulations, and procedures to
meet community needs. The Mayor and Council remain accountable and accessible
to the residents through their commitment to full, honest, and timely communication.
Joe Winfield, Mayor
Term Expires: Nov 2026
Steve Solomon, Councilmember
Term Expires: Nov 2024
Harry “Mo” Green II,
Councilmember
Term Expires: Nov 2024
Melanie Barrett, Vice Mayor
Term Expires: Nov 2026
Joyce Jones-Ivey, Councilmember
Term Expires: Nov 2026
Josh Nicolson, Councilmember
Term Expires: Nov 2026
Timothy Bohen, Councilmember
Term Expires: Nov 2024
21 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Organizational Chart
The Town Council consists of the mayor and six councilmembers elected to represent the town and serve staggered
four-year terms. The organizational structure of the Town, as shown below, was devised to enable an efficient division
of labor while affording oversight and accountability in order to carry out the strategic goals and objectives set by the
Town Council.
Boards
Adjustment
Parks & Recreation
Mayor & Town Council
Commissions
Budget and Finance
Historic Preservation
Planning and Zoning
Stormwater Utility
Water Utility
Citizen Advisory
Groups
Town Manager
Legal Services
Town Attorney
(Contract)
Town Magistrate
Police Assistant Town Manager
Water Utility
Parks & Recreation
Public Works
Town Clerk’s Office
Finance
Human Resources
Community &
Economic Development
Town Manager’s Office
Innovation &
Technology
Town Court
Oro Valley Residents
Town of Oro Valley FY 2022/23 Adopted Budget 22
Introduction | General Plan
General Plan
Arizona State law requires all cities, town and counties in Arizona to prepare, update or readopt a document known as
a General Plan every 10 years to guide and inform critical decisions about a community’s future and quality of life.
Although the General Plan addresses immediate concerns, it focuses primarily on the future of the community,
particularly on future improvements, land development and growth.
The adoption or re-adoption of the General Plan must be approved by the affirmative vote of at least two-thirds of the
members of Town Council and ratified by voters. The current General Plan (also referred to as Your Voice, Our Future)
was adopted and ratified in 2016 and is summarized below:
ORO VALLEY’S VISION FOR THE FUTURE
Oro Valley strives to be a well-managed community that provides all residents with opportunities for quality living. Oro
Valley will keep its friendly, small-town, neighborly character, while increasing services, employment and recreation. The
Town’s lifestyle continues to be defined by a strong sense of community, a high regard for public safety and an
extraordinary natural environment and scenic views.
GUIDING PRINCIPLES
Focus on community safety and maintain low crime
Preserve the scenic beauty and environment
Keep the unique community identity as a special place
Create a complete community with a broad range of shopping, dining and places to gather
Minimize traffic and increase ways to get around Town
Manage how we grow and maintain high design standards
Grow the number of high-quality employment opportunities
Keep Oro Valley a family-friendly community
Support and build on high quality of schools
Provide more parks, recreation and cultural opportunities for all ages
Promote conservation of natural resources
Maintain financial stability
Land Use & Design Development, Growth & Special Areas
Infrastructure
VISION AND GUIDING PRINCIPLES
GOALS
COMMUNITY ENVIRONMENT DEVELOPMENT
POLICIES AND ACTIONS
Economy
Complete Community
Town Services
Sonoran Desert Resources
Water Resources
Cultural Resources
Clean Environment
23 Town of Oro Valley FY 2022/23 Adopted Budget
STRATEGIC LEADERSHIP PLAN
FY 21/22 - FY 22/23
ORO VALLEY TOWN COUNCIL
Town of Oro Valley FY 2022/23 Adopted Budget 24
25 Town of Oro Valley FY 2022/23 Adopted Budget
Oro Valley strives to be a well-managed community that provides all
residents with opportunities for quality living. Oro Valley will keep its
friendly, small-town, neighborly character, while increasing services,
employment and recreation. The Town’s lifestyle continues to be defined
by a strong sense of community, a high regard for public safety and an
extraordinary natural environment and scenic views.
INDEX
Overview 2
Economic Vitality 3
Culture and Recreation 5
Public Safety 6
Roads, Water
and Town Assets 7
Land Use and Design 8
Effective and Efficient
Government 9
Financial Stability and
Sustainability 11
OVERVIEW
ORO VALLEY’S VISION FOR THE FUTURE
The Council-adopted Strategic Leadership Plan for fiscal years 2021/22
through 2022/23 is the culmination of an extensive three-month process
involving Town Council and staff. Rooted deeply in the values and priorities
of the Your Voice, Our Future 10-year general plan, the two-year Strategic
Leadership Plan provides organizational direction in seven focus areas:
•Economic Vitality
•Culture and Recreation
•Public Safety
•Roads Water and Town Assets
•Land Use and Design
•Effective and Efficient
Government
•Financial Stability and
Sustainability
Within these focus areas are 16 goals and 50 objectives to guide everything
from budget decisions to municipal operations, providing the community with
a clear understanding of goals and expectations for the next two fiscal years.
YOUR VOICE, OUR FUTURE
Town of Oro Valley FY 2022/23 Adopted Budget 26
OBJECTIVES
•Transition the OVSafeSteps initiative to ongoing business
support programs designed to help with post-pandemic
recovery.
•Review and propose changes to Town codes that assist
local businesses in adapting to emerging consumer buying
habits.
OBJECTIVES
•Prioritize actions that identify and recruit high-quality
primary, employer prospects for the Town of Oro Valley
consistent with the Council-adopted Comprehensive
Economic Development Strategy.
•Develop strategies to incentivize entrepreneurial
opportunities for start-up and home-based businesses,
business expansion opportunities and adaptive reuse of
vacant buildings.
•Evaluate the effectiveness of the 2019-2020 economic
development business attraction efforts and recommend
any improvements.
FOCUS AREA 1: ECONOMIC VITALITY
GOAL 1A:
Implement actions to support and
assist local businesses in navigating
the current and projected economic
conditions.
GOAL 1B:
Implement strategies to attract,
grow and retain primary employers
and expand local job opportunities.
27 Town of Oro Valley FY 2022/23 Adopted Budget
OBJECTIVES
•Conduct an external retail market assessment by a qualified firm to
provide targeted data designed to assist the Town in attracting and
retaining restaurant and retail establishments.
•Work with the owner of the Oro Valley Village Center to develop a
multi-faceted, mutually agreeable approach to attract and retain new
investment and an expanded customer base to that complex.
•Partner with the Oro Valley Chamber of Commerce to convene an annual
business summit focused on increasing the Town and community’s
understanding of the challenges and opportunities associated with
operating a thriving business.
•Leverage the growing positive relationships with local businesses to
develop enhanced strategies that make Oro Valley more business friendly.
GOAL 1C:
Implement strategies to attract
and retain retail, restaurant
and hospitality investment and
expansion in commercial centers.
OBJECTIVES
•Produce and begin implementation of a robust Oro Valley-centric visitor
attraction and marketing strategy, partnering with Visit Tucson and other
stakeholders as appropriate.
•Partner with stakeholders to develop and implement actions and
strategies that highlight the Town’s flourishing arts and culture
opportunities to both visitors and residents.
GOAL 1D:
Identify strategies to entice area
residents and visitors to choose
Oro Valley as a premiere place to
dine, shop, play and stay.
Town of Oro Valley FY 2022/23 Adopted Budget 28
GOAL 2A:
Invest in and maintain a high-
quality parks, recreation and
trail system that is accessible,
comprehensive, connected and
serves the community’s needs.
GOAL 2B:
Support recreational, cultural
and arts programs that provide
opportunities for residents to
connect with their community.
OBJECTIVES
•Explore a cost-effective plan and develop a corresponding
intergovernmental agreement with Amphitheater Unified School
District to utilize appropriate school facilities for community recreation
programs.
•Invest in the top priorities of the final Council-adopted Parks and
Recreation Master Plan.
OBJECTIVES
•Explore opportunities to create or expand multigenerational programs
and facilities.
•Form a temporary task force to review current senior recreation
programming and identify opportunities that will broaden and
improve such program access.
•Expand or reimagine programs that address community wellness
issues across all generations.
•Identify and implement expanded ways in which volunteers can help
effectively support and grow community programs and events.
FOCUS AREA 2: CULTURE AND RECREATION
29 Town of Oro Valley FY 2022/23 Adopted Budget
OBJECTIVES
•Utilize data to enhance deployment strategies for High Visibility
Enforcement (HiVE) in high collision areas to address the increasing
volume of traffic and associated issues in and around Oro Valley
roadways.
•Allocate and deploy officers to efficiently and effectively manage and
reduce crime utilizing current crime trends.
•Develop an outreach and marketing campaign to effectively recruit
diverse and qualified officers, to include partnering with local
educational institutions.
•Develop and implement ways to expand drug free awareness
education and programming to area youth.
OBJECTIVES
•Work with local and regional partners to educate and address the
impacts mental health issues are having on public safety and the entire
community.
•Complete the Arizona Law Enforcement Accreditation Program
(ALEAP).
GOAL 3A:
Support strategies that continue
to ensure Oro Valley’s standing as
one of the safest communities in
Arizona.
GOAL 3B:
Support actions that maintain
and enhance the community’s
trust in the Oro Valley Police
Department.
FOCUS AREA 3: PUBLIC SAFETY
Town of Oro Valley FY 2022/23 Adopted Budget 30
FOCUS AREA 4: ROADS, WATER AND TOWN ASSETS
OBJECTIVES
•Continue to invest in a pavement management program that results in an
Overall Condition Index (OCI) rating of 76 or better for all paved streets.
•Expand the Town’s community beautification program.
•Participate in and support the Regional Transportation Authority’s (RTA)
effort to facilitate voter reauthorization of RTA Next by ensuring Oro
Valley’s long-term transportation needs are fairly represented.
•Analyze the service and financial impacts of an RTA discontinuation
scenario and provide alternative options in addressing transit service
needs and future transportation infrastructure.
OBJECTIVES
•Implement a plan to further improve water infrastructure reliability,
maintenance and efficiency.
•Implement steps to ensure the Water Utility continues to supply water
to its current and future customers in an environmentally and financially
sustainable manner.
•Leverage technology to enhance customer support through improved
communication and expanded conservation opportunities.
OBJECTIVES
•Develop a comprehensive, organization-wide facility space plan that
maximizes efficiencies and reflects the best use of Town properties for
current and future needs.
•Determine the feasibility of expanding solar shade structures throughout
Town facilities and evaluate grant funding opportunities.
•Cost effectively maintain, repair and improve aging Town facilities.
•Develop strategies to expand broadband services throughout the town.
•Identify and implement strategies to reduce downstream watershed
pollution emanating from Town washes.
GOAL 4A:
Support investments and
strategies that result in a
quality transportation network
throughout the community.
GOAL 4B:
Deliver a safe, reliable and
sustainable water supply that
meets the long-term needs of the
community.
GOAL 4C:
Support investments and
strategies that ensure the effective
utilization of Town resources
in maintaining properties and
equipment.
31 Town of Oro Valley FY 2022/23 Adopted Budget
OBJECTIVES
•Conduct an assessment to determine the types of residential
opportunities necessary to successfully promote a thriving and diverse
economic base.
•Conduct an analysis of Town codes and ordinances to ensure the design
standards maintain the unique character of Oro Valley while also providing
for a variety of architectural concepts that integrate with and enhance the
community.
•Review Town codes related to recreation amenity requirements for
residential subdivisions and recommend updates that will prioritize larger
neighborhood area parks and amenities as outlined in the Parks and
Recreation needs assessment.
•Develop a Master Plan for the Rooney property that takes into
consideration opportunities for economic growth, retention of open space
and potential future municipal uses.
GOAL 5A:
Ensure quality development
with integrated architecture
and natural open space
while maintaining and
enhancing the character of the
community.
FOCUS AREA 5: LAND USE AND DESIGN
Town of Oro Valley FY 2022/23 Adopted Budget 32
OBJECTIVES
•Foster a culture of continuous improvement through actions that
support, challenge and engage the employee at all levels.
•Continue to provide regular training to Town staff to enhance
process improvement proficiencies.
•Identify and implement ways in which Peak Performance teams
share their journey and successes within the organization.
OBJECTIVES
•Utilize creative methods to increase resident knowledge and
understanding of Town services, programs and facilities.
•Broaden the use of web-based tools and technologies to
increase community engagement and transparency.
GOAL 6A:
Continue strengthening community
outreach, engagement and
transparency.
GOAL 6B:
Maintain and strengthen our culture
of continuous improvement to affect
an efficient and high-performing
organization.
FOCUS AREA 6: EFFECTIVE & EFFICIENT GOVERNMENT
33 Town of Oro Valley FY 2022/23 Adopted Budget
OBJECTIVES
•Review and modify Town policies to incorporate innovative and
effective workforce practices that remain viable post-pandemic.
•Ensure wellness and benefit programs are valuable, cost effective
and desired by employees and families to support wellness and
productivity.
•Conduct a comprehensive compensation evaluation to ensure the
Town remains competitive in recruiting and retaining employees.
GOAL 6C:
Attract and retain talented employees to
effectively carry out the Town’s mission.
Town of Oro Valley FY 2022/23 Adopted Budget 34
OBJECTIVES
•Adopt a comprehensive plan for permanently addressing the Town’s
Public Safety Personnel Retirement System (PSPRS) unfunded actuarial
accrued liability.
•Continue pursuing top priority annexations as identified in the Town
Council’s annexation policy, and working with the State of Arizona to
pursue annexation of nearby state land for tech park, commercial and
residential uses.
•Develop a buildout analysis that projects short and long-term impacts to
Town service levels and provides potential mitigation options.
GOAL 7A:
Ensure the Town can financially
sustain expected levels of
service for current and future
residents.
FOCUS AREA 7: FINANCIAL STABILITY AND SUSTAINABILITY
35 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Fund Structure
The Town’s accounting and budget structure is segregated into various funds. In governmental accounting, a fund is a
separate, self-balancing set of accounts that are created and maintained for specific purposes. All of the Town’s funds
are appropriated in the annual budget.
The General Fund is the primary operating fund of the Town and is set up to account for the resources devoted to
finance services traditionally associated with local government. Police, parks and recreation, development services,
human resources, finance, legal services, and court are some examples of services in the General Fund.
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to
expenditures for a specific purpose. The Highway User Revenue Fund accounts for the Town’s share of motor fuel tax
revenues, which are expended on street/roadway construction, maintenance and improvements. The Grants &
Contributions fund assists in demonstrating spending compliance with grants and awards, while also assisting the Town
in ensuring current and future budgets are structurally balanced. The Community Center Fund accounts for the
operations of the Town’s Community Center and contract-managed golf. The Seizure & Forfeiture Funds account for
state and federal police seizures and forfeitures received by the Town.
Capital Project Funds are used to account for revenue received and expenditures related to infrastructure
improvements such as streets, water, buildings and park facilities. Examples of revenue sources include impact fees,
the issuance of bonds, outside funding and special assessments. The Town has a dedicated Capital Project Fund to
track various capital expenses. Additionally, most of the other capital project funds consist of impact fee funds. The
PAG/RTA Fund, which is used to manage the collection and expenditure of roadway grant funds from the Pima
Association of Governments (PAG) and the Regional Transportation Authority (RTA) is also a capital project fund.
Debt Service Funds are used to account for the payment of principal and interest on general long term debt obligations
that are not serviced by the General, Special Revenue and Enterprise Funds. It does not include contractual obligations
accounted for in the individual funds.
Town of Oro Valley Budgetary Funds
Governmental Funds Proprietary Funds
General Fund Capital Project
Funds
Debt Service
Funds
Enterprise
Funds
Highway User
Grants &Contributions
Community Center
Seizures & Forfeitures
Water Utility
Stormwater Utility
Municipal Debt ServiceCapital Fund
PAG /RTA
Water Resource System Development Impact Fee
Recreation In Lieu Fee
Parks & Recreation Impact Fee
Roadway Development Impact Fee
Police Impact Fee
Special
Revenue Funds
Internal Service
Funds
Benefit Self Ins .
Town of Oro Valley FY 2022/23 Adopted Budget 36
Introduction | Fund Structure
Enterprise Funds are funds in which the services provided are financed and operated similarly to those of a private
business. User fees are established to ensure that revenues are adequate to meet all expenses. The Town’s major
enterprise fund is the Water Utility Fund, which is used to account for the costs to operate, construct and finance the
town’s water system. The Town’s non-major enterprise fund is the Stormwater Utility Fund, which accounts for costs of
maintaining the town’s stormwater drainage system.
Internal Service Funds are funds that account for services provided to other divisions and departments within the Town
government. The Benefit Self Insurance Fund is used to manage costs related to the Town’s self-funding of health
insurance.
BUDGET BASIS VERSUS ACCOUNTING BASIS
Budget Basis
The Town’s governmental and proprietary fund budgets are prepared using the modified accrual basis of accounting.
Modified Accrual Basis is the method under which revenues are recognized when they become susceptible to accrual;
that is when they become both “measurable” and “available to finance expenditures of the current period.” Revenue
and expenditure recognition is determined by near-term inflows and outflows of financial resources.
Accounting Basis
The basis of accounting refers to when revenues and expenditures or expenses are to be recognized and reported in
the Town’s financial statements. Full Accrual Basis is the method under which revenues are recorded when they are
earned (whether or not cash is received at the time) and expenses are recorded when goods and services are received
(whether cash disbursements are made at the time or not).
In accordance with generally accepted accounting principles (GAAP), the Town’s proprietary fund financial statements
are prepared using the full accrual basis of accounting, while the Town’s governmental fund financial statements are
prepared using the modified accrual basis of accounting.
Because the accounting basis differs from the budgeting basis for the Town’s proprietary funds, the following
differences are noted:
•Compensated absences liabilities that are expected to be liquidated with expendable available financial
resources are accrued as earned by employees (GAAP) as opposed to being expended when paid (budget
basis)
•Principal payments on long-term debt within the enterprise funds are applied to the outstanding liability on a
GAAP basis, as opposed to being expended on a budget basis
•Capital outlays within the proprietary funds are recorded as assets on a GAAP basis and expended on a
budget basis
•Pension contributions are expended on a budget basis; pension expense on a GAAP basis is equal to the
increase in net pension liability after adjusting for deferred items.
37 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Financial and Budgetary Policies
Financial and Budgetary Policies
The Town of Oro Valley has an important responsibility to its residents to carefully account for public funds, manage its
finances prudently and plan for the adequate funding of services desired by the public. Sound financial policies help to
ensure the Town’s capability to adequately fund and provide the government services desired by the community. The
policies contained herein are designed to foster and support the continued financial strength and stability of the Town of
Oro Valley. Following these policies enhances the Town’s financial health as well as its image and reputation with
residents, the general public, bond and credit rating agencies and investors. The policies serve as guidelines for the
Town’s overall fiscal planning and management. In addition, both the Government Finance Officers Association (GFOA)
and the National Advisory Council on State and Local Budgeting (NACSLB) recommend formal adoption of financial
policies by the jurisdiction’s governing board. The most recent Town Council amendment and readoption of the policies
occurred on July 7, 2021 per Resolution (R)21-37. The Town is in compliance with all adopted financial and budgetary
policies.
1-1 Annual Budget Process
1.0 Operating Budget and Capital Budget – The operating budget and capital budget shall serve as the annual financial
plan of the Town. The budget shall provide staff with the resources necessary to accomplish the Town Council’s
determined service levels, and will serve as the policy documents of the Town Council for implementing its Strategic
Leadership Plan and other plans as periodically adopted by the elected body or voted on by the community.
2.0 Budget Timelines – The Town Manager shall annually prepare and present a Town Manager’s Recommended
Budget to Town Council at least two months prior to the beginning of a new fiscal year. Based upon feedback
from Town Council, a Tentative Budget shall be developed and approved by Town Council prior to the beginning of
a new fiscal year establishing the maximum level of spending for the new fiscal year. The final budget shall be
adopted by Town Council no later than July 31. The Town Manager shall meet all budget requirements specified
in State Law.
3.0 Balanced Budget – The proposed budget will be balanced for the ensuing fiscal year. Deferrals, short-term loans,
or one-time revenue sources will be avoided as budget balancing techniques.
4.0 Contingency – The budget shall include contingency appropriation to provide for unanticipated increases in service
delivery costs, emergencies, and needs that may arise through the fiscal year. The contingency appropriation may
only be expended upon Town Council approval.
5.0 Current Funding Basis – The Town shall budget and operate on a current funding basis. Expenditures shall be
budgeted and controlled so as not to exceed expected current revenues. The Town shall strive to achieve a
structurally balanced budget whereby recurring expenditures are funded exclusively with recurring revenues.
6.0 Budget Development – The Town will use strategic, multi-year fiscal planning, conservative revenue forecasts and
a program/performance-based budgeting method. This method requires each department to establish fiscal year
goals and objectives that will be evaluated to determine the effectiveness and efficiency of both department and
Town resources, such process and procedure to be up to the Town Manager. Utilization of the
program/performance budget format will provide a basis for evaluation of service and other impacts of potential
increases or decreases in funding. The budget will incorporate the best available estimates of revenues and
expenditures.
7.0 Budget Management – The Town Council shall delegate authority to the Town Manager in managing the budget
after it is formally adopted, including transfer of funds within programs, categories, and departments. The Town
Manager may further delegate levels of authority for the daily operation of the budget.
8.0 Level of Budget Adoption – The annual budget shall be adopted at the fund level, except in the General Fund
where it shall be adopted at the department level. To provide sufficient control and accountability, budgets shall be
prepared and monitored by major expenditure categories (personnel, operations and maintenance, capital outlay,
debt service).
Town of Oro Valley FY 2022/23 Adopted Budget 38
Introduction | Financial and Budgetary Policies
9.0 Appropriations – All appropriations shall lapse at the end of the fiscal year. There is no carryover of appropriations
from year to year.
1-2 Strategic Long-Range Financial Planning
1.0 Five-year Forecast of Revenues and Expenditures – A five-year forecast of revenues and expenditures, to include
a discussion of major trends affecting the Town’s financial position, shall be prepared in anticipation of the annual
budget process. The forecast shall also examine critical issues facing the Town, economic conditions, and the
outlook for the upcoming budget year.
1-3 Fiscal Monitoring & Reporting
1.0 Financial Status and Performance Reports – Monthly reports comparing expenditures and revenues to current
budget, projecting expenditures and revenues through the end of the fiscal year, noting the status of fund balances
to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Town’s
financial position shall be prepared for review by the Town Manager and Town Council.
2.0 Status Report on Capital Projects – A summary report on the contracts awarded, capital projects completed, and
the status of the Town’s various capital programs will be prepared at least quarterly and presented to the Town
Manager and Town Council.
3.0 Compliance with Financial Policy Statements – Financial policies will be reviewed annually by the Town Council
and updated, revised or refined as deemed necessary. Policy statements adopted by the Council are guidelines
and occasionally exceptions may be appropriate and required. However, exceptions to stated policies will be
specifically identified and the need for the exception will be documented and fully explained.
1-4 Banking and Investment
1.0 Objective – While conforming to federal, state, and other legal requirements the primary objectives of the Town of
Oro Valley investment activities shall be: Safety, Liquidity and Yield. These objectives shall be achieved through
mitigating credit risk and interest rate risk.
1.1 Safety – The principal goal of the investment program is the preservation and safety of the capital of all Town
Funds. Each investment transaction shall seek to first ensure that capital losses are avoided, whether they
are from security defaults or erosion of market value.
1.2 Liquidity – The Town’s investment portfolio shall remain sufficiently liquid in order to meet the operating
requirements that may be reasonably foreseen. The investment portfolio should be composed in such a way
that securities mature concurrent with cash needs to meet required demands. Furthermore, since all possible
cash demand cannot be anticipated, the portfolio should consist largely of securities with active secondary or
resale markets (dynamic liquidity). Alternatively, a portion of the portfolio may be placed in money market
mutual funds or local government investment pools which offer same-day liquidity for short-term funds.
1.3 Yield – The Town’s investment portfolio shall attain the highest rate of yield through budgetary and economic
cycles taking into account the constraints imposed by its safety objectives, cash flow considerations and state
laws that restrict the placement of certain public funds. Yield on investment is of secondary importance
compared to the safety and liquidity objectives above. The investments are limited to relatively low risk
securities in anticipation of earning a fair yield relative to the risk being assumed. Securities shall generally
be held until maturity with the following exceptions:
1.3.1 A security with declining credit may be sold early to minimize loss of principal.
1.3.2 A security swap that would improve the quality, expected return, or target duration in the portfolio.
1.3.3 Liquidity needs of the portfolio require that the security be sold.
1.4 Credit risk – The Town will minimize credit risk by:
1.4.1 Limiting investments to the types of securities listed in this investment policy.
39 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Financial and Budgetary Policies
1.4.2 Pre-qualifying financial institutions, brokers/dealers, intermediaries, and advisors with which the Town
will do business in accordance to this policy.
1.4.3 Diversifying the investment portfolio so that the impact of potential losses from any one type of security
or from any one individual issuer will be minimized.
1.5 Interest rate risk – The Town will minimize interest rate risk by:
1.5.1 Structuring the investment portfolio so that securities mature to meet cash requirements for ongoing
operations, thereby avoiding the need to sell securities on the open market prior to maturity.
1.5.2 Investing operating funds primarily in shorter-term securities, money market mutual funds or similar
investment pools limiting the average maturity in the portfolio in accordance with this policy.
2.0 Delegation of Authority – Authority to manage the investment program is granted to the Town Finance
Director/CFO, under the supervision of the Town Manager. Responsibility of the operation of the daily investment
program is delegated to the Finance Director/CFO, who shall carry out the operation of the investment program
consistent with this investment policy. No employee may engage in an investment transaction except as provided
under the terms of this policy and the procedures established by the Finance Director/CFO.
3.0 Prudence – The standard of prudence to be used by the Finance Director/CFO shall be the "prudent person"
standard and shall be applied in the context of managing the overall portfolio. The Finance Director/CFO, shall
exercise due diligence and not be liable for losses. The "prudent person" standard with respect to Town
Investments shall be the exercise of judgment and care, with prudence, discretion and intelligence that a person
would exercise in their own affairs, not for speculation, but for investment, considering the primary objectives set
forth in Section 1-1 of this policy.
4.0 Ethics and Conflicts of Interest – Employees involved in the investment process will refrain from conducting
personal business activity that could conflict with the proper execution and management of the investment
program, or that could impair their ability to make impartial decisions. Employees will disclose any material
interests in financial institutions with which they conduct business. They will disclose any personal
financial/investment positions that could be related to the performance of the investment portfolio. Employees
shall refrain from undertaking personal investment transactions with the same individual that conducts business
with the Town.
5.0 Safekeeping and Custody – To protect against potential fraud or embezzlement, the investments of the Town shall
be secured through third-party custody and safekeeping procedures. Ownership shall be protected through third-
party custodial safekeeping. The Town’s external auditor shall review safekeeping procedures annually.
5.1 Internal Controls – The Finance Director/CFO is responsible for establishing and maintaining an internal
control structure designed to ensure that the assets of the Town are protected from loss, theft or misuse. The
controls shall be designed to prevent the loss of public funds arising from fraud, employee error, third party
misrepresentation, unanticipated changes in financial markets or imprudent actions by employees and officers
of the Town.
5.2 Independent Financial Institution - The Town shall contract with a single, independent financial institution for
custodial and safekeeping services for the Town’s investment portfolio.
5.3 Delivery vs. Payment – All trades of marketable securities will be executed by delivery vs. payment (DVP) to
ensure that securities are deposited in an eligible financial institution simultaneously to the release of funds.
5.4 Authorized Financial Dealers and Institutions – The Finance Director/CFO will review the financial condition
and registration of qualified bidders. Financial institutions and broker/dealers who would like to become
qualified bidders for investment transactions with the Town must supply the following:
• Audited financial statements
• Proof of National Association of Securities Dealers (NASD) certification
• Proof of stated registration
• Certification of having read and understood and agreeing to comply with the Town’s investment
policy
• Evidence of adequate insurance coverage
Town of Oro Valley FY 2022/23 Adopted Budget 40
Introduction | Financial and Budgetary Policies
An annual review of the financial condition and registration of all qualified financial institutions and
broker/dealers will be conducted by the Finance Director/CFO. If the Town utilizes an external investment
advisor, the advisor may be authorized to transact with its own Approved Broker/Dealer List on behalf of
the Town. If the investment advisor utilizes its own Broker/Dealer List, the advisor will perform due
diligence for the brokers/dealers on its Approved List.
6.0 Investment Types – Suitable and authorized investments include the following:
6.1 Authorized investments for the debt service reserve funds shall be consistent with those set forth in the trust
indentures or the long-term debt issuances.
6.2 Fully insured or collateralized certificates of deposit (CD) that are FDIC-insured in eligible depositories if the
interest rate bid is 103% or more of the equivalent bond yield of the offer side of treasury bills.
6.3 Interest bearing savings accounts in qualified banks and savings and loan institutions which are FDIC
insured.
6.4 Repurchase agreements with maximum maturity of 180 days.
6.5 The pooled investment funds established by the State Treasurer pursuant to A.R.S. 35-326.
6.6 Bond or other evidence of indebtedness of the United States or any of its agencies or instrumentalities when
the obligations are guaranteed as to principal and interest by the United States or by any agency or
instrumentality of the United States.
6.7 Bonds or other evidences of indebtedness of this State, any county, city, town, or school district. Ratings of
these investments must be AAA or equivalent.
6.8 Bonds, notes or evidences of indebtedness of any county or municipal district within this State which are
payable from revenues or earnings specifically pledged for the payment of the principal and interest on the
obligations, if they meet certain criteria as specified in A.R.S.35-323. Ratings of these investments must be
AAA or equivalent.
6.9 Bonds, notes or other evidences of indebtedness issued by any municipal improvement district in this State
to finance local improvements authorized by law, if the principal and the interest of the obligations are
payable from assessments on real property within the local improvement district. Ratings of these
investments must be AAA or equivalent.
6.10 Money market mutual funds regulated by the Securities and Exchange Commission and whose portfolios
consist of dollar-denominated securities. Money market mutual funds must always be priced at $1/share.
6.11 Commercial paper, rated in the highest tier (e.g., A-1, P-1, F-1, or D-1 or higher) by a nationally recognized
rating agency.
6.12 Bonds, debentures, notes or other evidences of indebtedness that are denominated in United States dollars
and that carry at a minimum an “A” or better rating at the time of purchase, from at least two nationally
recognized rating agencies.
6.13 Bonds, debentures, notes or other evidences of indebtedness that are denominated in United States dollars
and that carry at a minimum an “A” or better rating at the time of purchase, from at least two nationally
recognized rating agencies.
6.14 Negotiable or brokered certificates of deposit issued by a nationally or state-chartered bank or savings and
loan association. Callable securities are not permitted.
6.15 Collateralization of 102% will be required on two types of Town investments: certificates of deposit and
repurchase agreements.
7.0 Investment Parameters – Investment parameters include the following:
7.1 Diversification - The investments shall be diversified by:
41 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Financial and Budgetary Policies
7.1.1 Limiting investments to avoid over-concentration in securities from a specific issuer or business sector
(excluding U.S. Treasury securities)
7.1.2 Limiting investment in securities that have higher credit risks
7.1.3 Investing in securities with varying maturities
7.1.4 Investing a portion of the portfolio in readily available funds such as local government investment pools
(LGIP’s), overnight repurchase agreements, or other overnight accounts to ensure that appropriate
liquidity is maintained in order to meet ongoing obligations
7.2 Maturities - Reserve funds are subject to different requirements on maximum maturities than those for other
Town funds according to the terms and provisions as outlined in the trust indenture of the long-term debt
issuances. To ensure liquidity the Town shall attempt to match its investments with anticipated cash flow
requirements. As all possible cash demands cannot be anticipated, a portion should consist of securities with
active secondary and resale markets. The Town will not invest in securities with maximum maturities greater
than those allowed under A.R.S. 35-323, Investment of Public Monies. Currently, maximum maturities are:
7.2.1 Securities and deposits: 5 years
7.2.2 Repurchase agreements: 30/180 days in accordance with A.R.S 35-323.
7.3 Competitive Procurement Process/Use of Cooperative Contract - Before the Town invests any public funds, a
competitive procurement process should be conducted for the necessary services or investment instruments.
If a specific maturity date is required, either for cash flow purposes or in order to conform to maturity
guidelines, bids will be requested for instruments which meet the maturity requirement. If no specific maturity
is required, a market trend (yield curve) analysis will be conducted to determine which maturities would be
most advantageous. The competitive process will follow the policies and procedures outlined in the Town’s
Procurement Code and comply with A.R.S. 35-323. The Town may also choose to use an existing
cooperative contract provided the contract meets all requirements of the Town’s Procurement Standards.
8.0 Shock Test – The purpose of the shock test is to analyze the impact of changes in market interest rates on the
potential value of the portfolio. The investment portfolio shall be shock tested quarterly by the safekeeping agent
as part of their contract responsibility. At a minimum, the stress test will value the portfolio assuming interest rates
rise or fall by up to 300 basis points across the entire yield curve. Information obtained from the stress test
combined with current economic and interest rate forecasts will assist in determining appropriate maturities for new
investments considering risks.
9.0 Benchmarks – The investment portfolio held by authorized financial institutions will be managed in accordance
with the parameters specified within this policy. The portfolio should obtain a market average rate of return of
stable interest rates which are equal to or exceed that obtained through investing in the State of Arizona Local
Government Investment Pool (LGIP), which is managed by the State Treasurer. Performance will be monitored
quarterly.
10.0 Banking Services – The Town will execute a contract with its financial depository which shall designate the
requirements of serving as a depository for the Town, including collateralization of Town funds invested at such
depository and the related safekeeping requirements of the pledged securities. The Town will evaluate and
request bids on banking services every five years.
1-5 Banking and Investment
1.0 Capital Improvements – The Town shall annually review the needs for capital improvements, including the current
status of the Town infrastructure, replacement and renovation needs, and potential new projects. All projects, both
ongoing and proposed, shall be prioritized based on an analysis of current needs and resource availability at the
direction of the Town Manager. For every proposed capital project, all operation, maintenance, and replacement
costs shall be fully costed. Proposed capital projects will not be authorized or awarded until a funding source is
identified.
2.0 Capital Assets – Capital assets shall be depreciated over their estimated useful lives utilizing the straight-line
method and shall be included in the operating budget.
Town of Oro Valley FY 2022/23 Adopted Budget 42
Introduction | Financial and Budgetary Policies
3.0 Capital Projects – Capital projects shall be depreciated over their estimated useful lives utilizing the straight-line
method and shall be included in both the capital improvement program (CIP) and capital budget.
4.0 Capital Improvement Program (CIP) – A minimum ten-year capital improvement program will be developed and
updated annually, encompassing both anticipated funding sources and any estimated operating expenditures.
Estimated operating expenditures associated with capital projects will be included in the operating budget.
Estimated first-year capital expenditures in the CIP shall be included in the Capital Fund budget. A quarterly
status report will be prepared for Council to facilitate monitoring of each project’s progress and identify any
significant issues.
5.0 Prioritization – Prioritization shall occur first at the department level, and then at the Town-wide level by a cross-
departmental capital project team. Financing sources will then be identified for the projects ranking the highest
based on evaluation criteria and available resources.
6.0 Minimum Funding Level – In order for the Town to provide sustainable funding for capital improvements and asset
repair/maintenance needs each year, the annual budget shall include the allocation of a minimum of 5% of the
Town’s General Fund estimated sales tax revenues (not including state-shared revenues) to fund these needs,
subject to Council approval and funding availability. These funds will be accounted for in a separate Capital Fund.
7.0 Capital Expenditure Financing – The Town recognizes that there are three basic methods of paying for capital
requirements. It can budget the funds from current resources (pay as you go), it can take the funds from fund
balance as allowed by the Fund Balance Policy (another pay as you go method), or it can borrow money through
debt. Debt financing includes general obligation bonds, revenue bonds, lease/purchase agreements, certificates
of participation, and other debt instruments permitted under Arizona law. Guidelines for incurring debt are set forth
in the Debt Policy Statements.
8.0 Audits – The Finance Department shall be responsible for verifying the actual physical existence of capital and
minor assets and the accuracy of the Town’s asset database. The process will be monitored through asset audits
of Town departments and divisions. Any significant irregularities will be reported to the Town Manager. The Town
shall strive to perform a complete inventory of capital items at least every two years.
1-6 PSPRS Pension Funding
1.0 Public Safety Personnel Retirement System (PSPRS)
1.1 PSPRS is administered as an agent multiple-employer pension plan. An agent multiple-employer plan has
two main functions: 1) to comingle assets of all plans under its administration, thus achieving economy of
scale for more cost efficient investments, and invest those assets for the benefit of all members under its
administration and 2) serve as the statewide uniform administrator for the distribution of benefits.
1.2 Under an agent multiple-employer plan, each agency participating in the plan has an individual trust fund
reflecting that agencies’ assets and liabilities. Under this plan all contributions are deposited to and
distributions are made from that fund’s assets, each fund has its own funded ratio and contribution rate, and
each fund has a unique annual actuarial valuation. The Town of Oro Valley has one trust fund for police
employees. The Town also contributes to the Correction Officer Retirement Plan (CORP), administered by the
Public Safety Personnel Retirement System, on behalf of selected individuals who serve as dispatchers in the
Oro Valley Police Department. CORP maintains one trust fund for dispatchers.
1.3 Council formally accepts the assets, liabilities, and current funding ratio of the Town’s PSPRS and CORP
trust funds from the June 30, 2021 actuarial valuations specified below.
Trust Fund Assets Accrued Liability
Unfunded Actuarial
Accrued Liability
Funded
Ratio
Oro Valley Police (PSPRS) $46,773,089 $70,792,554 $24,019,465 66.1%
Oro Valley Dispatchers(CORP) $ 1,649,829 $ 3,551,295 $ 1,901,466 46.5%
43 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Financial and Budgetary Policies
Note: The Town of Oro Valley funded the PSPRS Pension Plan with $27.6M in July 2021, after the June 30,
2021 actuarial report was prepared. At this time, it is expected the plan is 100% funded.
1.4 PSPRS and CORP Funding Goal – Pensions that are less than fully funded place the cost of service provided
in earlier periods (amortization of UAAL) on current taxpayers. Fully funded pension plans are the best way to
achieve taxpayer and member intergenerational equity.
1.5 The Council’s PSPRS and CORP funding ratio goal is 100% (fully funded) by June 30, 2036 and beyond.
Council establishes this goal for the following reasons:
1.5.1 The PSPRS and CORP trust funds represent only the Town of Oro Valley’s liability
1.5.2 The fluctuating cost of an UAAL causes strain on the Town’s budget, affecting the Town’s ability to
provide services.
1.5.3 A fully funded pension is the best way to achieve taxpayer and member intergenerational equity.
1.6 Council has determined that in order to achieve the 100% funding ratio goal, the following actions will be
taken:
1.6.1 Maintain ARC payment from operating revenues – Council is committed to maintaining the full ARC
payment (normal cost and UAAL amortization) from operating funds. The estimated combined ARC for
FY21/22 is estimated at $2.9 million for PSPRS and at $183,000 for CORP and shall be paid from
operating funds.
1.6.2 At such time the ARC is projected to be reduced, the Town should endeavor to continue paying the ARC
at the higher rate (currently 43.47% for Police), to maintain the funding ratio goal of 100%. This is due to
historically poor investment performance in the Plan and should assist in mitigating that risk should it
continue.
1.6.3 Retain 20-year amortization of unfunded liability
1.6.4 Review Local board practices annually
1.6.5 Periodically engage consultants to review actual results and recommend possible adjustments or
corrections as necessary
1.7 Payments to PSPRS will be as follows:
1.7.1 In FY22, the Town will make approximately $2.9M in payments based upon a 43.57% contribution rate.
1.7.2 In FY23, the Town will make approximately $2.9M in payments based upon a 43.47% contribution rate.
1.7.3 In FY24 and subsequent years, the Town will continue maintaining a 100% funding ratio. If the funding
ratio grows to over 110%, the Town Manager through the budget process, may recommend applying
funding to other Town priorities. If the funding ratio falls below 100%, future additional payments will be
made to restore the funding ratio back to 100%.
1.8 It is hereby the Town Council’s intent to achieve its goal of 100% funding by June 30, 2036, in accordance
with the amortization timeline set forth by the PSPRS and CORP June 30, 2021 Actuarial Valuation.
1.9 The following shows the historical performance of the unfunded actuarial accrued liability.
Town of Oro Valley FY 2022/23 Adopted Budget 44
Introduction | Financial and Budgetary Policies
Unfunded
Accrued Actu arial Accrued Funded
Year Trust Fund Assets Liability Liability Ratio
2014 Oro Valley Police 23,567,852 36,122,643 (12,554,791) 65%
2014 Oro Valley Dispatchers 1,216,956 2,269,744 (1,052,788) 54%
2015 Oro Valley Police 26,200,389 40,452,911 (14,252,522) 65%
2015 Oro Valley Dispatchers 1,205,067 2,362,604 (1,157,537) 51%
2016 Oro Valley Police 29,296,195 48,414,270 (19,118,075) 61%
2016 Oro Valley Dispatchers 1,163,258 2,524,360 (1,361,102) 46%
2017 Oro Valley Police 31,882,797 53,037,566 (21,154,769) 60%
2017 Oro Valley Dispatchers 1,260,798 3,077,649 (1,816,851) 41%
2018 Oro Valley Police 34,172,618 57,022,056 (22,849,438) 60%
2018 Oro Valley Dispatchers 1,337,558 2,945,307 (1,607,749) 45%
2019 Oro Valley Police 37,842,906 62,278,853 (24,435,947) 61%
2019 Oro Valley Dispatchers 1,424,947 3,240,399 (1,815,452) 44%
2020 Oro Valley Police 41,498,361 67,240,526 (25,742,165) 62%
2020 Oro Valley Dispatchers 1,504,732 3,374,933 (1,870,201) 45%
2021 Oro Valley Police 46,773,089 70,792,554 (24,019,465) 66%
2021 Oro Valley Dispatchers 1,649,829 3,551,295 (1,901,466) 46%
Source: Town Comprehensive Annual Financial Report for June 30, 2021 – Note 15.
1-7 Revenues
1.0 Balance and Diversification in Revenue Sources – The Town shall strive to maintain a balanced and diversified
revenue system to protect it from fluctuations in any one source due to changes in local economic conditions which
adversely impact that source.
2.0 User Fees and Charges – For services that benefit specific users, the Town shall establish and collect fees to
recover the costs of those services. The Town Council shall determine the appropriate cost recovery level and
establish the fees. Where feasible and desirable, the Town shall seek to recover full direct and indirect costs.
Material user fees shall be reviewed on an annual basis to calculate their full cost recovery levels, to compare
them to the current fee structure, and to recommend adjustments where necessary.
3.0 Development Impact Fees – Development impact fees for capital expenses attributable to new development will be
reviewed periodically to ensure the fees recover all direct and indirect development-related expenses and be
approve by Town Council.
4.0 Enterprise Revenues – The Town will establish rates and fees at levels to fully cover the total direct and indirect
costs, including operations, capital outlay, debt service, debt coverage requirements and unrestricted cash reserve
balances. Enterprise funds will not be used to subsidize operations of other funds. Interfund charges will be
assessed for the administrative support of enterprise fund activities.
5.0 Revenue Estimates for Budgeting – To maintain a stable level of services, the Town shall use a conservative,
objective and analytical approach when preparing revenue estimates. The process shall include analysis of
probable economic changes and their impacts on revenues, historical collection rates, and trends in revenues.
This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and
should avoid mid-year service reductions.
6.0 Revenue Collection and Administration – The Town shall maintain high collection rates for all revenues by keeping
the revenue system as simple as possible to facilitate payment. In addition, because revenue should exceed the
45 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Financial and Budgetary Policies
cost of producing it, the Town shall strive to control and reduce administrative costs. The Town shall pursue to the
full extent allowed by state law all delinquent taxpayers and others overdue in payments to the Town.
7.0 Write-off of Uncollectible Accounts – The Town shall monitor payments due the Town (accounts receivable) and
the Town Manager or designee shall periodically write-off accounts where collection efforts have been exhausted
and/or collections efforts are not feasible or cost-effective.
8.0 Use of One-time Revenues – The Town shall discourage the use of one-time revenues for ongoing expenditures.
9.0 Use of Unpredictable Revenues – The Town shall exercise caution with the use of unpredictable revenues for
ongoing expenditures.
1-8 Expenditures
1.0 Current Funding Basis – The Town shall operate on a current funding basis. Expenditures shall be budgeted and
controlled so as to not exceed current revenues plus the planned use of fund balance accumulated through prior
year savings. (The use of fund balance shall be guided by the Fund Balance Policy Statements).
2.0 Avoidance of Operating Deficits (Governmental Funds) – The Town Manager shall take immediate corrective
actions if, at any time during the fiscal year, expenditure and revenue re-estimates are such that an operating
deficit (projected expenditures in excess of projected revenues) is projected at year-end. Corrective actions may
include a hiring freeze, employee reductions, expenditure reductions, fee increases, use of fund balance within the
Fund Balance Policy or other actions that may be deemed necessary and appropriate. Expenditure deferrals into
the following fiscal year, short-term loans or use of one-time revenue sources shall be avoided in attempt to
achieve fiscal structural balance. Corrective actions referenced above shall be presented to Town Council at the
earliest possible time for approval.
3.0 Maintenance of Capital Assets – Within the resources available each fiscal year, the Town shall maintain capital
assets and infrastructure at a sufficient level to protect the Town’s investment, to minimize future replacement and
maintenance costs, and to continue service levels.
4.0 Periodic Program Reviews – The Town Manager shall undertake periodic staff and third-party reviews of Town
programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will
be evaluated as alternative approaches to service delivery. Programs which are determined to be inefficient
and/or ineffective shall be reduced in scope or eliminated.
5.0 Purchasing – The Town shall conduct its purchasing and procurement functions efficiently and effectively, fully
complying with applicable Federal and State laws, and the Town Procurement Code. Staff shall make every effort
to maximize any discounts offered by creditors/vendors. Staff shall also utilize competitive bidding or cooperative
purchasing agreements to attain the best possible price on goods and services. Procurement policy and
procedures are found in Town AD 2-2.
6.0 Uniform Expenditure Reporting System – The Arizona Constitution imposes a limit on the expenditures of local
jurisdictions. The Town will comply with these expenditure limitations and submit an audited expenditure limitation
report, audited financial statements, and audited reconciliation report as defined by the Uniform Expenditure
Reporting System to the State Auditor General within prescribed timelines in accordance with A.R.S. 41-1279.07.
7.0 Budget Amendments and Transfers – To provide flexibility in the management of department budgets for major
expenditures (personnel, operations & maintenance, capital outlay, and debt service) the following amendment
and transfer provisions shall apply:
7.1 Transfers of budget capacity between funds shall require the recommendation of the Town Manager and
formal action by the Town Council.
7.2 Transfers of budget capacity between line items within each major expenditure category shall be permitted
upon recommendation of the Department Head and approval by the Town Manager.
7.3 Transfers of budget capacity between line items or major expenditure categories to fund additional personnel
or increased expenditures as a result of personnel reclassifications shall require the recommendation of the
Town Manager and formal action by the Town Council.
Town of Oro Valley FY 2022/23 Adopted Budget 46
Introduction | Financial and Budgetary Policies
7.4 Transfers of budget capacity that reduce or eliminate funding for items designated in the adopted Capital
Improvement Program shall require the recommendation of the Town Manager and approval of the Town
Council.
7.5 Transfers of budget capacity that reduce or eliminate funding for debt service shall require the
recommendation of the Town Manager and approval of the Town Council.
1-9 Debt
1.0 Use of Debt Financing – Debt financing, to include general obligation bonds, certificates of participation,
lease/purchase agreements, and other obligations permitted to be issued or incurred under Arizona law, shall only
be used to purchase capital assets that cannot be prudently acquired from either current revenues or fund
balance. The useful life of the asset or project shall exceed the repayment schedule of any debt the Town
assumes. The Town shall not use long-term debt to finance current operations.
2.0 Future Bond Proposals – Future bond proposals will be accompanied by an analysis showing how the new issue,
combined with current debt, impacts the Town’s debt capacity and conformance with Town debt policies.
3.0 Bond Rating – The Town will seek to maintain, and if possible, improve current bond ratings in order to minimize
borrowing costs and preserve access to credit. The Town will encourage and maintain good relations with
financial bond rating agencies and will follow a policy of full and open disclosure.
4.0 Utilization of Bond Proceeds – Proceeds from bonded debt will be used in accordance with the purpose of the
issuance. Funds remaining after the project is completed will be used in accordance with the provisions stated in
the bond ordinance that authorized the issuance of the debt.
5.0 Arbitrage Rebate – The Town shall comply with Internal Revenue Service arbitrage rebate requirements for
bonded debt.
6.0 Interest Earnings on Bond Proceeds – Interest earnings on bond proceeds will be limited to 1) funding or acquiring
the improvement(s), or 2) payment of debt service on the bonds.
7.0 Bond Project Eligibility – All projects funded with bonded debt must be included in the Town’s Capital Improvement
Program.
8.0 Bond Refunding – When considering refunding any outstanding bonded debt, either the Town or its financial
advisor will perform a cost benefit analysis to determine if the cost savings of refunding will be greater than the
cost to refund. Considerations will be made with regard to existing bond covenants when refunding any bonded
debt.
9.0 Pledging of Utility Revenues – When utility revenues are pledged as debt service payments, the Town will strive to
maintain a 1.3 times debt service coverage ratio to ensure debt coverage in times of revenue fluctuation. This will
be in addition to the required ratio of the bond indenture.
10.0 Debt Limit – Article IX, Section 8 of the Arizona Constitution limits the Town’s bonded debt capacity
(outstanding principal) to a certain percentage of the Town’s secondary assessed valuation by the type of project
to be constructed. The limit for general purpose municipal projects is 6%. For water, light, sewer, open space,
public safety, park, law enforcement, fire and emergency services, and streets and transportation facilities projects,
the limit is 20%.
11.0 Post-Issuance Compliance – The Town will comply with all post-issuance compliance requirements in
conformance with federal tax laws.
12.0 Bonded Indebtedness Report – In accordance with A.R.S. 35-501 and 35-502, new bond and securities
issuances will be reported to the State Treasurer within 60 days of issuance. Further, the Town will produce an
annual bonded indebtedness report to the Arizona Department of Administration.
1-10 Fund Balance
1.0 Committed Fund Balance – The Town shall strive to maintain the General Fund balance at 25% of regular General
Fund operating expenditures. After completion of the annual audit, if the fund balance exceeds 25%, the excess
47 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Financial and Budgetary Policies
must be specifically designated for capital project funding and/or reducing the Town’s Public Safety Personnel
Retirement System (PSPRS) unfunded actuarial accrued liability (UAAL).
2.0 Use of Fund Balance – Fund Balance shall be used only for emergencies, non-recurring expenditures or major
capital purchases that cannot be accommodated through current year savings. Should such use reduce the
balance below the appropriate level set as the objective for that fund, restoration recommendations will accompany
the decision to utilize said balance.
3.0 Governmental Accounting Standards Board (GASB) Statement No.54 – In accordance with GASB Statement
No.54, fund balances will be classified in the following components:
3.1 Nonspendable Fund Balance
3.2 Restricted Fund Balance
3.3 Committed Fund Balance
3.4 Assigned Fund Balance
3.5 Unassigned Fund Balance
The following matrix depicts to which classification fund balances of Town governmental funds will be applied:
Fund Restricted Committed Assigned Unassigned Comments
State & Justice Seizure Funds X Restricted by State Statute
Municipal Debt Service Fund X Restricted by Debt Covenants
Oracle Road Improvement District Fund X Restricted by Debt Covenants
Townwide Roadway Impact Fee Fund X Restricted by State Statute
Parks & Recreation Impact Fee Fund X Restricted by State Statute
Police Impact Fee Fund X Restricted by State Statute
Highway Fund X Restricted by State Constitution & Statute
PAG/RTA Fund X Restricted by PAG/RTA
Community Center Fund X Committed by Town Council
Capital Fund X
General Fund
Council 25% Reserve Policy on Contingency X Committed by Town Council
Planned Use of Fund Balance/Budget Deficit X
Bed Tax Collections X
Compensated Absences X
Unemployment Claims X
4.0 Town Council Authorization – Fund balance reserves may only be appropriated by authorization of the Town
Council.
5.0 Utilization Priority – When multiple categories of fund balance reserves are available for expenditure (i.e. a
construction project is being funded partly by a grant, funds set aside by Town Council and unassigned fund
balance) the Town will start with the most restricted category – spending those funds first – before moving down to
the next category with available funds.
6.0 Water Enterprise Fund – The Water Enterprise Fund shall maintain a cash reserve in the operating fund of not less
than 20% of the combined total of the annual budgeted amounts for personnel, operations and maintenance, and
debt service. This cash reserve amount specifically excludes budgeted amounts for capital projects, depreciation,
amortization and contingency. No cash reserve is required for the Water Utility Impact Fee Funds.
7.0 Annual Review – All Town budgetary fund designations and reserves will be evaluated annually for long-term
adequacy and use requirements in conjunction with development of the Town’s long-term financial forecast.
1-11 Internal Controls
1.0 Proper Authorizations – Procedures shall be designed, implemented, and maintained to ensure that financial
transactions and activities are properly monitored, reviewed, and authorized.
Town of Oro Valley FY 2022/23 Adopted Budget 48
Introduction | Financial and Budgetary Policies
2.0 Separation of Duties – Job duties will be adequately separated to reduce to an acceptable level the opportunities
for any person to be able to both perpetrate and conceal errors or irregularities in the normal course of assigned
duties.
3.0 Proper Recording – Procedures shall be developed and maintained that will ensure financial transactions and
events are properly recorded and that all financial reports may be relied upon as accurate, complete and current.
4.0 Access to Assets and Records – Procedures shall be designed and maintained to ensure that adequate
safeguards exist over access to and use of financial assets and records.
5.0 Independent Checks – Independent checks and audits will be made on staff performance to ensure compliance
with established procedures and proper valuation of recorded amounts.
6.0 Costs and Benefits – Internal control systems and procedures must have an apparent benefit in terms of reducing
and/or preventing losses. The cost of implementing and maintaining any control system will be evaluated against
the expected benefits to be derived from that system.
7.0 Information Technology – The Town will follow policies and procedures outlined in AD4-1 Information Security and
Computer Usage to minimize risk associated with electronic financial records being compromised.
1-12 Grants
1.0 Grant Guidelines – The Town shall apply for only those grants consistent with the objectives and high priority
needs previously identified by the Town Council. The potential for incurring ongoing costs, to include the
assumption of support for grant-funded positions from operating revenues, will be considered prior to applying for a
grant.
2.0 Indirect Costs – The Town shall attempt to recover full indirect costs unless the funding agency does not allow it to
do so. The Town may waive or reduce indirect costs if it is deemed to be advantageous to the Town.
3.0 Grant Review – All anticipated grant requests will be evaluated by the Town Budget Committee. Federal or State
grant requests less than $15,000 will not be considered. All grant submittals shall be reviewed for their cash
match requirements, their potential impact on the operating budget, and the extent to which they meet Town policy
objectives. If there are cash match requirements, the source of funding shall be identified prior to application
submittal.
4.0 Grant Program Termination – The Town shall terminate grant-funded programs and associated positions when
grant funds are no longer available unless alternate ongoing funding is identified.
1-13 Accounting, Auditing, and Financial Reporting
1.0 Conformance to Accounting Principles and Recommended Practices – The Town accounting practices and
financial reporting shall conform to generally accepted accounting principles (GAAP) as promulgated by the
Governmental Accounting Standards Board (GASB), and best practices recommended by the American Institute of
Certified Public Accountants (AICPA) and the Government Finance Officers Association (GFOA).
2.0 Selection of Auditors – The Town shall request proposals from qualified, independent certified public accounting
firms every five years, including the current auditors if their past performance has been satisfactory. The audit firm
selected shall perform an annual audit of the books of account, records and transactions, opining on the Basic
Financial Statements and Single Audit Report (if necessary).
3.0 Audit Completion – The Town shall strive to have its Comprehensive Annual Financial Report (CAFR), Alternative
Expenditure Limitation Report, and Single Audit Report (if necessary) completed and available within 180 days,
270 days, and 270 days, respectively, after the close of its previous fiscal year ending June 30.
4.0 Report Submission to GFOA – The Town shall annually submit its budget to the GFOA Distinguished Budget
Presentation Program. Further, the Town shall also annually submit its CAFR to the GFOA Certificate of
Achievement for Excellence in Financial Reporting program.
49 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Process
Town of Oro Valley’s Budget Development Process
Initial Processes and Guidelines
The focus areas, goals and strategies outlined in the Council-adopted Strategic Leadership Plan provide an initial
framework to guide management and staff on budget priorities for the upcoming fiscal year. The seven focus areas are:
• Economic Vitality
• Culture and Recreation
• Public Safety
• Roads, Water and Town Assets
• Land Use and Design
• Effective and Efficient Government
• Financial Stability and Sustainability
The budget process begins in November, when departments submit their initial capital improvement program (CIP)
project requests. In January, a cross-departmental team meets to compile a preliminary CIP program for Town Council
discussion. In February, a two-day planning retreat is held with Councilmembers to update the Town’s Strategic
Leadership Plan, discuss preliminary revenue projections and the CIP program for the upcoming fiscal year. The
Strategic Leadership Plan, as well as one-on-one meetings with Councilmembers, help guide and identify budget
priorities and goals, and facilitate alignment with long-range planning.
At the conclusion of the two-day planning retreat, each department develops their budget based on the identified priorities
and goals. Departments build their budget and formulate next year’s requests at the line-item level, as well as project
current year-end estimates. This information is compiled on a program level and an overall department level for review
and analysis.
Budget Review and Adoption
Once departments have submitted their budget requests for personnel, O&M, and capital, Finance staff reviews the
requests and compiles a financial package for the Town Manager. Budget review meetings are held between each
department and the Town Manager’s budget steering committee to ensure that departmental initiatives are aligned with
the budget priorities outlined by Town Council. The budget steering committee is composed of the Town Manager,
Assistant Town Manager, Chief Financial Officer, Chief Information Officer, Finance and Budget Administrator, and the
Senior Budget Analyst. Any gaps existing between revenues and expenditures are discussed among the budget steering
committee and the Town Manager with a recommendation for closure.
The Town Manager ultimately recommends a budget for Council consideration. The Town Manager’s recommended
balanced budget and 10-year Capital Improvement Program are delivered to the Council. Simultaneously, a financial
sustainability plan is updated and presented to Council that includes various assumption factors, projected revenue, and
departmental costs to complete a five-year financial picture. During budget work sessions, Councilmembers have the
option of adding new items for consideration, as well as amending or removing existing staff recommended budget items.
Upon Council’s revisions to the Town Manager’s recommended budget, Finance compiles and finalizes the proposed
tentative budget.
The Manager’s recommended budget is delivered to Council in April with two consecutive dedicated study sessions for
discussion held in May.
With input received during the two budget study sessions, the tentative budget is then presented and adopted on the
first Town Council meeting in June. The adoption of the tentative budget sets the expenditure limitation for the fiscal
year. In addition to the Town’s website, the budget is also published via newspaper and two public hearings are held.
After completion of the public hearings, the final budget is adopted on the second Town Council meeting in June.
Expenditure Limitation
The State of Arizona imposes an expenditure limitation on local jurisdictions. State statute sets the limit unless otherwise
approved by the voters. If the limit imposed by the State is not sufficient to meet the Town’s needs, the budget law
provides four options to potentially solve the problem. All of these options require voter approval.
• A local home rule (alternative expenditure limitation)
• A permanent base adjustment
Town of Oro Valley FY 2022/23 Adopted Budget 50
Introduction | Budget Process
•A capital projects accumulation fund
•A one-time override
The voters of the Town of Oro Valley adopted the Home Rule Option in 2018. The expenditure limit approved by the
voters must be used in determining the Town’s expenditure limit until a new base is adopted. The Home Rule option is
voted on every four years. The FY 2022-2023 expenditure limit for Oro Valley is $147,704,287.
In 2020, voters approved a proposition that would move the Town from home rule to a permanent base adjustment.
Beginning in FY 23/24, the Town of Oro Valley will be on a permanent base adjustment and will not require voter approval
every four years unless a new base adjustment or home rule is needed.
Budget Amendments
Because detailed budgets are considered by the Town to be a planning tool for department management, departments
should have some degree of flexibility in establishing and adjusting such detail including major expenditure categories.
To provide such flexibility, the following budget amendment and transfer provisions shall apply:
a.Transfers between funds shall require the recommendation of the Town Manager and formal action by the
Town Council.
b.Transfers between line items within each major expenditure category shall be permitted upon
recommendation of the department director and approval by the Town Manager.
c.Transfers between the line items or major expenditure categories to fund additional personnel or increased
expenditures as a result of personnel reclassifications shall require the recommendation of the Town
Manager and formal action by the Town Council.
d.Transfers between the operations and maintenance and capital outlay major expenditure categories shall
be permitted upon recommendation of the department director and approval by the Town Manager.
e.Transfers that would reduce or eliminate funding for items designated in the adopted Capital Improvement
Program shall require the recommendation of the Town Manager and formal Council action.
f.Transfers that would reduce or eliminate funding for debt service shall require the recommendation of the
Town Manager and formal Council action.
51 Town of Oro Valley FY 2022/23 Adopted Budget
Introduction | Budget Process
BUDGET DEVELOPMENT CALENDAR
FISCAL YEAR 2022-2023 (July 1, 2022 - June 30, 2023)
Strategic Planning November - January
CIP request process open for departments to submit initial project requests Nov 19, 2021
New budget year planning meeting with Budget Steering Committee Dec 1, 2021
Senior Management Team meeting - discuss budget timeline and department requests Dec 9, 2021
Budget Development Process January - April
Budget Kick Off. Preliminary outlook, operating budget formation & entry. Jan 22, 2022
Department budget request submission Jan 22 – Feb 22, 2022
Final revenue estimates prepared Jan 24 – Feb 25, 2022
Town Council Retreat: discussion of strategic plan, revenue projections, CIP, and budget Feb 18 – Feb 19, 2022
Budget Steering Committee initial meeting Mar 1, 2022
Final CIP requests due Mar 2, 2022
Water Rates Analysis - Council adoption of notice of intent Mar 3, 2022
Budget Steering Committee reviews department budget requests Mar 3 – Mar 12, 2022
Finance prepares Town Manager Recommended Budget Mar 15 – Apr 15, 2022
Council Budget Review April – May
Town Manager's Recommended Budget distributed to Council and Budget & Finance Commission Apr 19, 2022
Budget & Finance Commission review of Town Manager's Recommended Budget Apr 19, 2022
Town Council Review - Staff meetings with Councilmembers Apr 20 – Apr 30, 2022
Town Council Study Session, Budget work session, CIP presented May 11 – May 12, 2022
Budget Adoption June
Adoption of Proposed Water Rates, Public Hearing Jun 1, 2022
Tentative Budget Adoption, Public Hearing Jun 1, 2022
Final Budget Adoption, Public Hearing; presentation of five-year forecast Jun 15, 2022
Town of Oro Valley FY 2022/23 Adopted Budget 52
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020‐2021
THIS PAGE INTENTIONALLY LEFT BLANK
53 Town of Oro Valley FY 2022/23 Adopted Budget
FINANCIAL OVERVIEW
Budget Overview
Fund Balances
Historical Fund Balances
Budget Summary
Revenue Summary
Revenue Schedule by Fund
Revenue Sources
Expenditure Summary
Expenditure Schedule by Fund
Expenditures by Program
Personnel Summary
Personnel Summary by Fund
Personnel Schedule
Debt Service
Debt Service Schedules
Long Term Forecast
Town of Oro Valley FY 2022/23 Adopted Budget 54
Financial Overview | Financial Organizational Chart
Adopted Budget
$147,704,287
Operating Budget
$87,144,395
Contingency
$15,478,080
Capital Improvement
$45,081,812
General Fund
$5,000,000
Special Revenue
Funds
$3,400,000
Debt Service
Funds
$100,000
Capital Project
Funds
$5,728,080
Enterprise Funds
$750,000
Streets & Roads
$7,186,199
Stormwater
Management
$660,513
Parks &
Recreation
$24,412,717
Internal Service
Funds
$500,000
Water Systems
$4,748,838
Public Safety
$180,000
Technology
$1,467,267
Other Public
Facilities
$4,744,752
Vehicle
Replacements
$1,681,526
General Fund
$47,070,858
Special Revenue
Funds
$11,204,631
Debt Service
Funds
$4,341,059
Capital Project
Funds
$1,327,779
Enterprise Funds
$19,435,591
Internal Service
Funds
$3,764,477
55 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Budget Overview
Budget Overview
The budget for FY 2022/23 totals $147.7 million, which includes a $85.8 million operating budget and $46.5 million for
capital projects, and represents a $14.3 million, or 8.8% decrease from the previous fiscal year budget of $162.0 million.
This decrease is primarily attributable to a one-time, $27 million contribution to the Town’s Public Safety Personnel
Retirement System (PSPRS) unfunded pension liability from last year’s budget, a policy decision made by the Town
Council in April 2021 that resulted in the Town achieving 100 percent funding for its police pension program. Substantially
higher sales taxes and state shared revenues budgeted for FY 22/23 partially offset this decrease
Budgeted capital for FY 22/23 is a significant portion of the budget at $46.5 million and includes capacity for roadway
improvements, water system improvements, parks and recreation amenities and improvements, public safety facilities
and equipment, and fleet and technology replacements. Please refer to the Capital Improvement Program (CIP) for
additional detail on budgeted projects.
The FY 22/23 personnel budget provides funding nine new full-time and four part-time positions, several position
reclassifications, and includes capacity for pay adjustments resulting from a classification and compensation study. Refer
to the personnel summary section of the budget for further discussion and details regarding personnel changes.
The O&M budget is decreasing by approximately $24.9 million, or 41.7%, due to a one-time PSPRS payment of $27.0
million in the prior year. Excluding this one-time payment, the O&M budget is increasing $2.2 million or 6.6% compared
to FY 21/22.
A more detailed discussion on the changes to each category of the Town’s budget can also be found in the expenditure
summary section of this document.
Comprehensive Budget Overview
$37.6
$59.6
$47.0
$9.5
$41.7
$34.7
$46.5
$9.3
$0
$10
$20
$30
$40
$50
$60
Personnel O&M Capital Debt Service
FY 2021/22 Budget
FY 2022/23 Budget
Millions11.0%
-1.2%
-41.7%
-2.1%
Town of Oro Valley FY 2022/23 Adopted Budget 56
Financial Overview | Budget Overview
Changes Between Recommended to Adopted
The Town Manager’s recommended balanced budget for FY 22/23 was prepared and delivered to the Town Council and
made public on May 11, 2022. The budget process is typically underway for several months leading up to this point, and
Town Council, as well as the public encouraged to ask questions and offer input on the proposed budget for the upcoming
fiscal year. During the next few weeks, there is the option to add new items, as well as amend or removing existing items
from the recommended budget. After necessary revisions, a tentative and subsequent final budget are formally adopted
by Town Council.
For FY 22/23, several significant changes were made from the recommended budget presented in May, to the final
adopted budget in June. The largest of these changes was the removal of capital projects related to NWRRDS
(Northwest Recharge, Recovery, and Delivery System), an ongoing collaborative water infrastructure effort by Oro
Valley, Marana, and Metro Water District which has been postponed to future years. In total, the overall budget
decreased $11.5 million or 7.2% from the recommended amount of $159.2 million to the adopted amount of $147.7
million. A summary of the major changes is listed below.
General Fund
Additional capacity for class and compensation study implementation +1,300,000
Additional capacity for gasoline +300,000
Community Center Fund
Moved Pusch Ridge Facility ADA/Code Compliance project from Capital Fund add roof repair +252,000
Refinement of CIP projects +130,000
Capital Funds
Adjustment to NWRRDS Projects -10,300,000
Refinement of project carry-forward -1,514,599
Moved part of golf irrigation project phase II costs out to FY 23/24 -2,000,000
$-
$10
$20
$30
$40
$50
$60
General Fund Community Center Capital FundsMillionsFY 22/23 Budget Appropriation
Recommended Adopted
57 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Budget Overview
Balanced Budget
In accordance with the Town’s adopted Financial and Budgetary Policies, A.1 – Balanced Budgeting and Fiscal Planning
Policies, “The Town shall develop an annual budget whereby recurring Town revenues shall be sufficient to support
recurring operating expenditures with no use of General Fund contingency to support ongoing operational expenses.”
Revenues $ 50,738,991
Expenditures 64,520,460
Surplus/(Deficit) ($13,781,469)
The budget is structurally balanced, that is all recurring
expenditures are expected to be covered with recurring
revenues. The planned use of fund balance will go
towards funding of one-time expenditures in the
budget.
Revenues
Budgeted revenue for FY 21/22 totals $102 million and represents a $28.1 million, or 21.6% decrease from FY 21/22.
While the FY22/23 revenue outlook is generally improved from the prior year, the overall decrease is due to one-time
bond proceeds received in the prior year. Town receives a variety of funding sources to finance operations, which are
discussed in further detail in the Financial Overview section of the budget document.
In FY 22/23, the Town has budgeted revenues from sales taxes, which is a major funding source (28% of the total), state
shared revenues (21% of total) and water sales (15% of total). Revenue from outside funding sources (12% of total)
includes $5.4 million in deferred American Rescue Plan Act (ARPA) funding.
$0 $10 $20 $30 $40 $50 $60 $70
Millions
FY 2023 General Fund Expenditures and Revenue
Revenue
Uses
Planned Use of Fund Balance = $13.8M
$64.5M
$50.7M
Sales Taxes
28%State Shared
Revenue
21%
Water Sales
15%
Charges for Services
13%
Outside Funding
Sources
12%
Miscellaneous
7%
Fines, Licenses & Permits
2%
Impact Fees
2%
FY 22/23 Budgeted Revenue Sources
Town of Oro Valley FY 2022/23 Adopted Budget 58
Financial Overview | Budget Overview
Expenditures
Budgeted expenditures (excluding contingency) for FY 22/23 total $132.2 million and represent a 14.0% decrease from
FY 21/22. The budget includes approximately $85.8 million to support daily operations and services and $46.5 million in
capital projects to fund roadway expansions and improvements, water and stormwater infrastructure improvements,
parks and recreation amenities and improvements, and public safety improvements.
Further detail on uses of expenditures and types can be found in the Financial Overview section of the budget document.
Personnel
32%
O&M
26%
Capital
35%
Debt Service
7%
FY 2022/23 Budgeted Uses
59 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Budget Overview
Revenue Transfers
In Personnel O&M Capital Debt
Service Contingency* Transfers
Out
General Fund 50,738,991 - 34,876,210 11,809,548 1,387,725 - 5,000,000 16,446,977
Special Revenue Funds
Highway Fund 4,163,100 - 1,202,574 823,615 2,626,000 - 200,000 -
Grants & Contributions 10,221,097 898,012 - 2,179,750 3,561,309 - 100,000 5,378,000
Seizures & Forfeitures 102,000 - - 100,000 - - 100,000 -
Community Center Fund 8,507,335 - 920,274 5,498,918 2,666,700 - 3,000,000 4,085,380
Debt Service Funds
Municipal Debt Svc Fund 130,588 4,200,971 - 10,000 - 4,331,059 100,000 -
Capital Project Funds
WRSDIF Fund 1,251,346 660,000 - 214,000 2,735,688 337,317 250,000 -
TWDIF Fund 392,300 - - 15,000 750,000 - 250,000 -
PAG/RTA Fund 824,699 - - 200,000 1,108,574 - - -
Parks & Rec Impact Fee Fund 168,520 - - 7,000 - - 161,520 -
Police Impact Fee Fund 58,200 - - 2,000 - - 50,000 121,500
Capital Fund 1,465,010 15,557,314 261,962 - 28,673,613 - 5,000,000 -
Internal Service Funds
Rec In Lieu Fee Fund - - - - - - 16,560 -
Benefit Self Insurance Fund 3,764,477 - - 3,764,477 - - 500,000 -
Enterprise Funds
Water Utility Fund 18,707,000 5,378,000 3,653,064 9,685,261 2,074,290 4,643,255 500,000 662,440
Stormwater Utility Fund 1,494,000 - 826,266 396,245 884,513 - 250,000 -
101,988,663 26,694,297 41,740,350 34,705,814 46,468,412 9,311,631 15,478,080 26,694,297
Total Budget Appropriation** 147,704,287
SOURCES USES
* Per Town budgetary and financial policy 1-1-4.0, the budget shall include contingency appropriation to provide for unanticipated increases
in service delivery costs, emergencies, and needs that may arise through the fiscal year. The contingency appropriation may only be
ex pended upon Town Council approval
** Excludes transfers out and assumes the use of all contingency reserves. Does not include non-cash outlays for depreciation or
amortization
Town of Oro Valley FY 2022/23 Adopted Budget 60
Financial Overview | Fund Balances
Special Capital Internal
General Revenue Water Utility Non-Major Project Service Debt Service 2022-2023
Fund Funds Fund Enterprise Fund Funds Funds Funds Total
Revenues
and Other Sources
Taxes 25,270,959$ 3,477,236$ -$ -$ -$ -$ -$ 28,748,195$
Licenses and Permits 2,223,824 25,000 - - - - - 2,248,824
Fines 125,000 - - - - - - 125,000
Water Sales - - 15,383,000 - - - - 15,383,000
Charges for Services 3,046,515 4,868,049 3,224,000 1,492,500 28,125 - - 12,659,189
State Shared Revenue 17,605,693 4,127,100 - - - - - 21,732,793
Intergovernmental 1,613,000 - - - - - - 1,613,000
Grants 455,000 8,721,047 - - 1,216,574 - 30,088 10,422,709
Seizures & Forfeitures - 100,000 - - - - - 100,000
Impact Fees - - - - 1,712,866 - - 1,712,866
Interest Income 150,000 10,050 100,000 1,500 157,500 - 500 419,550
Miscellaneous 249,000 1,665,050 - - 1,045,010 3,764,477 100,000 6,823,537
Other Financing Sources - 898,012 5,378,000 - 16,217,314 - 4,200,971 26,694,297
Total 50,738,991$ 23,891,544$ 24,085,000$ 1,494,000$ 20,377,389$ 3,764,477$ 4,331,559$ 128,682,960$
Expenditures
and Other Uses
General Government
Town Council 199,145$ -$ -$ -$ -$ -$ -$ 199,145$
Town Manager's Office 1,160,173 - - - - - - 1,160,173
Clerk 422,705 - - - - - - 422,705
Human Resources 569,905 - - - - - - 569,905
Finance 1,111,460 - - - - - - 1,111,460
Innovation & Technology 4,797,809 - - - - - - 4,797,809
Legal 1,015,753 - - - - - - 1,015,753
Town Court 1,059,674 - - - - - - 1,059,674
General Administration 4,077,234 5,210,000 - - 24,000 3,764,477 10,000 13,085,711
Debt Service -
Principal - - - - - - 2,895,660 2,895,660
Interest - - - - - - 1,435,399 1,435,399
Capital Projects - - - - 28,673,613 - - 28,673,613
Comm. & Economic Dev.3,280,764 - - - - - - 3,280,764
Parks and Recreation 3,775,162 9,125,892 - - - - - 12,901,054
Police 20,403,472 453,750 - - - - - 20,857,222
Public Works 6,200,227 4,789,498 - 2,107,024 261,962 - - 13,358,711
Water Utility -
Personnel - - 3,653,064 - - - - 3,653,064
Operations & Maintenance - - 9,685,261 - - - - 9,685,261
Capital Outlay - - 2,074,290 - 2,949,688 - - 5,023,978
Debt Service -
Principal - - 4,229,099 - 333,327 - - 4,562,426
Interest - - 414,156 - 3,990 - - 418,146
Roadway Improvements - - - - 2,058,574 - - 2,058,574
Other Financing Uses 16,446,977 9,463,380 662,440 - 121,500 - - 26,694,297
Total 64,520,460$ 29,042,520$ 20,718,310$ 2,107,024$ 34,426,654$ 3,764,477$ 4,341,059$ 158,920,504$
Increase/(Decrease) (13,781,469) (5,150,976) 3,366,690 (613,024) (14,049,265) - (9,500) (30,237,544)
Beginning Fund Balance 26,406,564$ 6,912,989$ 10,320,708$ 1,178,438$ 51,464,268$ 2,404,515$ 163,661$ 98,851,142$
Ending Fund Balance 12,625,095$ 1,762,013$ 13,687,398$ 565,414$ 37,415,003$ 2,404,515$ 154,161$ 68,613,599$
Enterprise Funds
(1)(2)
(3)
(4)(5)(6)
61 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Fund Balances
The fund balance describes the net position of governmental funds calculated on a budgetary basis and is intended to
serve as a measure of the financial resources available in a governmental fund. Fund Balance shall be used only for
emergencies, non-recurring expenditures or major capital purchases that cannot be accommodated through current year
savings. Should such use reduce the balance below the appropriate level set as the objective for that fund, restoration
recommendations will accompany the decision to utilize said balance. For more information on policies related to fund
balances, see financial and budgetary policies section 1-10.
The fund balances table depicts the estimated beginning fund balance at July 1, 2022, the budgeted revenues and
expenditures for FY 22/23 and the projected ending fund balance at June 30, 2023.
1) The General Fund is planned to decrease by $13,781,469 due to a $13.5 million transfer of fund balance to the
Capital Fund.
2) Fund balances in the Special Revenue Funds are decreasing $5,150,976 for planned capital projects.
3) The fund balance in the Water Utility Enterprise Fund is increasing $3,366,690. This is a planned accumulation
of funds for one-time capital projects. The fund balance in the Stormwater Utility Fund is decreasing $613,024
due to one-time capital projects.
4) Fund balances in Capital Funds are decreasing $14,049,265 due to planned one-time capital projects and
equipment.
5) Fund balance is expected to remain unchanged at $2,404,515 for the Benefit Self Insurance Fund.
6) Fund balances in the Debt Service Funds are decreasing $9,500, which will be used to fund debt service
payments and associated administrative costs. This is a planned use in the Debt Service Funds that must be
spent for this purpose.
Town of Oro Valley FY 2022/23 Adopted Budget 62
Financial Overview | Historical Fund Balances
2021 2022 2023 2021 2022 2023
Act ual Estimate Budget Actual Estimate Budget
Revenues
and Other Sources
Taxes 21,691,111$ 26,070,335$ 25,270,959$ 2,947,420$ 3,430,364$ 3,477,236$
Licenses and Permits 3,325,826 2,197,500 2,223,824 37,108 30,000 25,000
Fines 135,547 125,000 125,000 - - -
Water Sales - - - - - -
Charges for Services 1,991,888 2,514,733 3,046,515 4,528,564 5,424,624 4,896,174
State Shared Revenue 14,482,584 14,271,621 17,605,693 3,714,572 3,870,000 4,127,100
Intergovernmental 1,328,323 1,364,700 1,613,000 - - -
Grants 10,309,972 6,143,448 455,000 2,128,206 576,306 9,967,709
Seizures & Forfeitures - - - 97,784 21,801 100,000
Impact Fees - - - 5,356,982 1,781,508 1,712,866
Interest Income 123,041 150,000 150,000 195,442 160,754 196,050
Miscellaneous 282,190 248,825 249,000 1,380,545 1,263,843 2,782,060
Other Financing Sources - - - 21,557,880 51,805,075 21,316,297
Total 53,670,482$ 53,086,162$ 50,738,991$ 41,944,503$ 68,364,275$ 48,600,492$
Expenditures
and Other Uses
General Government
Town Council 161,901$ 188,109$ 199,145$ -$ -$ -$
Town Manager's Office 946,617 1,107,750 1,160,173 - - -
Clerk 400,344 380,230 422,705 - - -
Human Resources 437,350 472,390 569,905 - - -
Finance 836,613 944,743 1,111,460 - - -
Innovation & Technology 3,578,668 4,273,811 4,797,809 - - -
Legal 863,785 883,661 1,015,753 - - -
Town Court 802,123 792,786 1,059,674 - - -
General Administration 5,008,789 14,079,934 4,077,234 554,425 18,071,724 5,244,000
Debt Service
Principal - - - 1,146,027 971,586 2,895,660
Interest - - - 282,013 545,566 1,435,399
Capital Projects - - - 2,725,682 5,491,473 28,673,613
Community & Econ. Dev.2,696,251 2,974,807 3,280,764 - - -
Parks and Recreation 3,130,364 3,423,479 3,775,162 5,576,629 5,705,510 9,125,892
Police 16,602,123 17,806,223 20,403,472 77,778 123,460 453,750
Public Works 4,067,848 5,539,578 6,200,227 3,352,817 4,069,678 5,051,460
Water Utility -
Personnel - - - - - -
Operations & Maintenance - - - 198,000 150,000 214,000
Capital Outlay - - - 2,881,326 2,264,312 2,735,688
Debt Service
Principal - - - 276,580 319,207 333,327
Interest - - - 58,623 40,162 3,990
Roadway Improvements - - - 2,985,982 401,330 2,058,574
Other Financing Uses 2,586,519 6,262,832 16,446,977 17,838,345 433,408 9,584,880
Total 42,119,295$ 59,130,333$ 64,520,460$ 37,954,227$ 38,587,416$ 67,810,233$
Increase/(Decrease)11,551,187 (6,044,171) (13,781,469) 3,990,276 29,776,859 (19,209,741)
Beginning Fund Balance 20,899,548$ 32,450,735$ 26,406,564$ 24,773,783$ 28,764,059$ 58,540,918$
Ending Fund Balance 32,450,735$ 26,406,564$ 12,625,095$ 28,764,059$ 58,540,918$ 39,331,177$
(A)Includes Special Revenue, Capital Projects and Debt Service Funds
General Fund Non-Major Governmental Funds (A)
63 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Historical Fund Balances
2021 2022 2023 2021 2022 2023
Ac tual Estimate Budget Actual Estimate Budget
Revenues
and Other Sources
Taxes -$ -$ -$ -$ -$ -$
Licenses and Permits - - - - - -
Fines - - - - - -
Water Sales 14,679,073 13,913,500 15,383,000 - - -
Charges for Services 3,489,921 3,112,299 3,224,000 1,473,812 1,476,130 1,492,500
State Shared Revenue - - - - - -
Intergovernmental - - - - - -
Grants - - - 152,152 16,906 -
Seizures & Forfeitures - - - - - -
Impact Fees - - - - - -
Interest Income (14,911) 40,000 100,000 1,270 2,000 1,500
Miscellaneous 44,328 663,389 - 8,734 - -
Other Financing Sources - - 5,378,000 - - -
Total 18,198,411$ 17,729,188$ 24,085,000$ 1,635,968$ 1,495,036$ 1,494,000$
Expenditures
and Other Uses
General Government
Town Council -$ -$ -$ -$ -$ -$
Town Manager's Office - - - - - -
Clerk - - - - - -
Human Resources - - - - - -
Finance - - - - - -
Innovation & Technology - - - - - -
Legal - - - - - -
Town Court - - - - - -
General Administration - - - - - -
Debt Service
Principal - - - - - -
Interest - - - - - -
Capital Projects - - - - - -
Community & Econ. Dev.- - - - - -
Parks and Recreation - - - - - -
Police - - - - - -
Public Works - - - 1,411,409 1,318,337 2,107,024
Water Utility
Personnel 3,410,629 3,662,217 3,653,064 - - -
Operations & Maintenance 7,751,126 8,647,862 9,685,261 - - -
Capital Outlay 3,149,900 1,643,500 2,074,290 - - -
Debt Service
Principal 3,918,061 4,215,022 4,229,099 - - -
Interest 896,275 717,887 414,156 - - -
Roadway Improvements - - - - - -
Other Financing Uses 1,133,016 1,762,402 662,440 - - -
Total 20,259,007$ 20,648,890$ 20,718,310$ 1,411,409$ 1,318,337$ 2,107,024$
Increase/(Decrease)(2,060,596) (2,919,702) 3,366,690 224,559 176,699 (613,024)
Beginning Fund Balance 15,301,006$ 13,240,410$ 10,320,708$ 777,180$ 1,001,739$ 1,178,438$
Ending Fund Balance 13,240,410$ 10,320,708$ 13,687,398$ 1,001,739$ 1,178,438$ 565,414$
Note: Does not include depreciation or amortization
Enterprise Funds
Water Utility Fund Non-Major Enterprise Fund
Town of Oro Valley FY 2022/23 Adopted Budget 64
Financial Overview | Historical Fund Balances
2021 2022 2023 2021 2022 2023
Actual Estimate Budget Actual Estimate Budget
Revenues
and Other Sources
Taxes -$ -$ -$ 24,638,531$ 29,500,699$ 28,748,195$
Licenses and Permits - - - 3,362,934 2,227,500 2,248,824
Fines - - - 135,547 125,000 125,000
Water Sales - - - 14,679,073 13,913,500 15,383,000
Charges for Services - - - 11,484,185 12,527,786 12,659,189
State Shared Revenue - - - 18,197,156 18,141,621 21,732,793
Intergovernmental - - - 1,328,323 1,364,700 1,613,000
Grants - - - 12,590,330 6,736,660 10,422,709
Seizures & Forfeitures - - - 97,784 21,801 100,000
Impact Fees - - - 5,356,982 1,781,508 1,712,866
Interest Income 4,416 5,000 5,000 309,258 357,754 452,550
Miscellaneous 3,717,052 3,813,492 3,759,477 5,432,849 5,989,549 6,790,537
Other Financing Sources - - - 21,557,880 51,805,075 26,694,297
Total 3,721,468$ 3,818,492$ 3,764,477$ 119,170,832$ 144,493,153$ 128,682,960$
Expenditures
and Other Uses
General Government
Town Council -$ -$ -$ 161,901$ 188,109$ 199,145$
Town Manager's Office - - - 946,617 1,107,750 1,160,173
Clerk - - - 400,344 380,230 422,705
Human Resources - - - 437,350 472,390 569,905
Finance - - - 836,613 944,743 1,111,460
Innovation & Technology - - - 3,578,668 4,273,811 4,797,809
Legal - - - 863,785 883,661 1,015,753
Town Court - - - 802,123 792,786 1,059,674
General Administration 3,561,013 3,792,996 3,764,477 9,124,227 35,944,654 13,085,711
Debt Service
Principal - - - 1,146,027 971,586 2,895,660
Interest - - - 282,013 545,566 1,435,399
Capital Projects - - - 2,725,682 5,491,473 28,673,613
Community & Econ. Dev.- - - 2,696,251 2,974,807 3,280,764
Parks and Recreation - - - 8,706,993 9,128,989 12,901,054
Police - - - 16,679,901 17,929,683 20,857,222
Public Works - - - 8,832,074 10,927,593 13,358,711
Water Utility
Personnel - - - 3,410,629 3,662,217 3,653,064
Operations & Maintenance - - - 7,949,126 8,797,862 9,899,261
Capital Outlay - - - 6,031,226 3,907,812 4,809,978
Debt Service
Principal - - - 4,194,641 4,534,229 4,562,426
Interest - - - 954,898 758,049 418,146
Roadway Improvements - - - 2,985,982 401,330 2,058,574
Other Financing Uses - - - 21,557,880 8,458,642 26,694,297
Total 3,561,013$ 3,792,996$ 3,764,477$ 105,304,951$ 123,477,972$ 158,920,504$
Increase/(Decrease)160,455 25,496 - 13,865,881 21,015,181 (30,237,544)
Beginning Fund Balance 2,218,564$ 2,379,019$ 2,404,515$ 63,970,081$ 77,835,962$ 98,851,142$
Ending Fund Balance 2,379,019$ 2,404,515$ 2,404,515$ 77,835,962$ 98,851,142$ 68,613,599$
Note: Does not include depreciation or amortization
Total All FundsInternal Service Funds
65 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Budget Summary
FY 2020 FY 2021 FY 2023
Budget Projected Budget
Personnel
General Fund 309.69 310.69 313.31 313.99 328.89
Special Revenue Funds 37.55 37.55 33.55 33.55 34.77
Capital Project Funds - - 2.00 2.00 2.00
Enterprise Funds 49.73 50.73 51.21 51.21 50.21
Internal Service Funds - - - - -
TOTAL PERSONNEL 396.97 398.97 400.07 400.75 415.87
Expenditures by Fund
General Fund 37,962,660 39,532,747 53,852,580 52,867,501 48,073,483
Special Revenue Funds 10,095,841 9,045,776 12,063,384 9,989,273 19,579,140
Debt Service Funds 1,377,345 1,397,720 21,225,445 19,498,251 4,341,059
Capital Project Funds 18,825,631 9,886,602 41,413,971 8,666,484 34,305,154
Enterprise Funds 20,110,073 20,323,213 21,155,045 20,204,825 22,162,894
Internal Service Funds 2,802,644 3,561,013 3,994,317 3,792,996 3,764,477
TOTAL EXPENDITURES 91,174,194 83,747,071 153,704,742 115,019,330 132,226,207
Expenditures by Category
Personnel 34,388,668 33,970,613 37,599,254 36,860,417 41,740,350
Operations & Maintenance 25,576,732 27,386,557 59,564,610 58,538,348 34,705,814
Capital Outlay 24,159,899 15,812,322 47,033,155 12,811,135 46,468,412
Debt Service 7,048,895 6,577,579 9,507,723 6,809,430 9,311,631
TOTAL EXPENDITURES 91,174,194 83,747,071 153,704,742 115,019,330 132,226,207
Operating Results
Total Revenues 93,921,032 97,612,952 130,084,925 136,030,302 101,988,663
Total Expenditures 91,174,194 83,747,071 153,704,742 115,019,330 132,226,207
NET OPERATING RESULTS 2,746,838 13,865,881 (23,619,817) 21,010,972 (30,237,544)
1) Excludes depreciation, amortization, contingency amounts and interfund transfers
2) Excludes carry-forward balances and interfund transfers
3) Negative net operating results are attributable to planned one-time projects/initiatives and any associated debt service
Actual
FY 2022
(1)
(1)
(2)
(3)
(1)
Town of Oro Valley FY 2022/23 Adopted Budget 66
Financial Overview | Revenue Summary
Revenue Summary
Revenue for FY 22/23 is estimated to total $101,988,663. In comparison to the FY 21/22 budget, revenue is projected
to decrease by approximately $28.1 million, or 21.6%. This decrease is mainly attributable to one-time bond proceeds
in the prior year.
Revenues remain difficult to forecast due to the many uncertainties that still exist from the COVID-19 pandemic and high
inflation. With that in mind, projections remain conservative while still attempting to be as accurate as possible. Revenues
related to consumer spending are expected to see continued modest recovery and increases for FY 22/23. Local sales
tax revenues are expected to increase $4.7 million, or 19.3% when compared to FY 21/22. The bulk of these increases
are anticipated in retail, contracting, restaurant & bar, as well as hotel/bed tax categories. These revenue categories are
projected to show a continued growth.
Revenues associated with commercial development are also projected to see increases in the upcoming fiscal year.
Whereas residential permitting is expected to decrease from the prior year. The Town has budgeted 171 single family
residential (SFR) permits, approximately a 38% decrease from the prior year budget, and higher than normal commercial
activity for FY 22/23 based on expected timing of known projects.
Overall, state shared revenues are anticipated to increase approximately $4.4 million or 25.3% compared to the prior
fiscal year. State shared income tax revenues are expected to increase 51.2%, state sales tax revenues and highway
user fund revenues are forecasted to increase slightly, while vehicle license tax is expected to be flat with the prior year.
The increase in state shared income tax revenues is due to a two year “lag” between the state’s collection and distribution
to cities and towns. Therefore, shared income tax revenues for FY 22/23 are based on collections from FY 20/21. With
the onset of the COVID-19 pandemic towards the end of FY 19/20, income tax filing deadlines were delayed which
resulted in a portion of FY 19/20 revenue being formally received in FY 20/21.
Depending on the revenue source, estimates are based on susceptibility to economic factors, current performance,
economic drivers and indicators, information received from State reports and other sources. Refer to the Revenue
Schedule by Fund on page 71 for detailed changes in revenue from year to year.
67 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Summary
A brief description of the major changes in revenue sources from budget year to budget year is as follows:
Sales Taxes
+$4.7M
• 14.9% increase in retail collections
• 17.7% increase in restaurant & bar collections
• 17.5% increase in hotel related collections
• 32.5% increase in construction related collections
• 9.2% increase in utility sales tax collections
• 41% increase in remote seller tax collections
Charges for
Services
+$1.2M
• 27.6% increase in the General Fund due mainly to administrative charges to the enterprise
funds and increased user fees from parks & recreation amenities
• 12.2% increase in Community Center Fund from member dues, recreation programs, and golf
• 3.6% increase in Stormwater Utility Fund for stormwater utility fee
State Shared
Revenues
+$4.4M
• 6.9% increase in state shared sales taxes
• 14.2% increase in HURF revenues
• 51.2% increase in state income taxes
Fines, Licenses
& Permits
+$0.4M
• $574K increase in commercial building permit revenues, based on projected activity
• $199K decrease in residential building permit revenues, based on projected activity
Outside
Funding
-$39.1M
• $42M decrease in bond proceeds from the prior year
• $2.9M increase in federal and state grants mainly related to Arizona Broadband Development
Grant (ABDG) funding for installation of fiber optic infrastructure
Impact Fees
-$1.0M • 37.7% decrease based on anticipated commercial and residential building activity
Water Sales
+$1.4M • 10.1% increase based on demand and scheduled rate increases
Miscellaneous
-$0.3K
• 0.5% decrease based on anticipated investment income earnings and revenues related to the
Benefit Self Insurance Fund
FY 2021 FY 2022/23 Variance
Actual Budget Projected Budget to Budget %
Sales Taxes 24,638,531 24,090,505 29,500,699 28,748,195 4,657,690 19.3%
Charges for Services 11,484,185 11,450,468 12,527,786 12,659,189 1,208,721 10.6%
State Shared Revenue 18,197,156 17,344,845 18,141,621 21,732,793 4,387,948 25.3%
Fines, Licenses & Permits 3,498,481 1,999,000 2,352,500 2,373,824 374,824 18.8%
Miscellaneous 5,742,107 7,277,327 6,347,303 7,243,087 (34,240) -0.5%
Impact Fees 5,356,982 2,749,953 1,781,508 1,712,866 (1,037,087) -37.7%
Water Sales 14,679,073 13,974,000 13,913,500 15,383,000 1,409,000 10.1%
Outside Funding Sources 14,016,437 51,198,827 51,465,385 12,135,709 (39,063,118) -76.3%
Total Revenue 97,612,952$ 130,084,925$ 136,030,302$ 101,988,663$ (28,096,262)$ -21.6%
Does not include interfund transfers or carry-forward fund balances
FY 2021/22
Revenue Sources
Town of Oro Valley FY 2022/23 Adopted Budget 68
Financial Overview | Revenue Schedule by Fund
Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
General Fund
Local Sales Tax:
Local Sales Tax 19,862,393 20,968,411 20,542,707 25,320,335 24,505,959 19.3%
Cable Franchise Fees 662,048 722,700 615,000 750,000 765,000 24.4%
Total Local Sales Tax 20,524,441 21,691,111 21,157,707 26,070,335 25,270,959 19.4%
License & Permit Fees:
Business Licenses & Permits 193,932 201,157 202,500 205,000 202,500 0.0%
Residential Building Permits 1,413,734 2,110,300 1,222,500 1,200,000 1,023,494 -16.3%
Commercial Building Permits 544,597 715,612 242,500 636,500 816,330 236.6%
Sign Permits 20,166 20,995 20,000 23,000 20,000 0.0%
Special Inspection Fees 7,670 5,460 8,000 10,000 8,000 0.0%
Grading Permit Fees 94,537 183,924 84,500 50,000 84,500 0.0%
Road Permits 30,802 50 - - - 0.0%
Floodplain Use Permits 4,190 3,700 4,000 3,000 4,000 0.0%
Fire Permits & Fees 91,219 84,628 65,000 70,000 65,000 0.0%
Total License & Permit Fees 2,400,847 3,325,826 1,849,000 2,197,500 2,223,824 20.3%
Federal Grants:
DEA Overtime Reimbursement 27,230 32,875 60,000 60,000 40,000 -33.3%
Miscellaneous Federal Grants 164,457 9,619,409 5,493,395 5,571,553 - -100.0%
HIDTA-DEA 104,356 116,830 82,825 82,825 80,000 -3.4%
GOHS 81,279 186,936 35,000 35,000 45,000 28.6%
Homeland Security 115,803 139,768 319,070 319,070 215,000 -32.6%
Joint Terrorism Task Force 14,897 - - - - 0.0%
Total Federal Grants 508,022 10,095,818 5,990,290 6,068,448 380,000 -93.7%
State Grants:
Misc State Grants 52,717 214,154 75,000 75,000 75,000 0.0%
Total State Grants 52,717 214,154 75,000 75,000 75,000 0.0%
State/County Shared:
State Income 5,870,231 6,580,331 6,007,636 6,174,404 9,084,919 51.2%
State Sales 4,694,491 5,462,343 5,406,272 5,638,540 5,780,575 6.9%
Vehicle License Tax 2,073,426 2,392,664 2,316,015 2,200,000 2,315,524 0.0%
Smart & Safe - 47,246 - 225,000 324,675 0.0%
Opioid Settlement - - - 33,677 100,000 0.0%
Total State/County Shared 12,638,148 14,482,584 13,729,923 14,271,621 17,605,693 28.2%
Other Intergovernmental:
School Resource Officers 81,139 65,000 65,000 65,000 65,000 0.0%
RTA Reimbursements 1,223,125 1,150,233 1,166,500 1,241,500 1,530,000 31.2%
PCLD Reimbursements 25,684 8,260 18,000 8,200 18,000 0.0%
Animal Control Revenues 103,191 104,830 95,000 50,000 - -100.0%
Total Other Intergovernmental 1,433,139 1,328,323 1,344,500 1,364,700 1,613,000 20.0%
Charges for Services:
Court Costs 117,381 140,218 135,000 135,000 135,000 0.0%
Public Defender Fees 3,035 2,416 2,400 350 2,400 0.0%
Zoning & Subdivision Fees 138,306 121,973 135,000 55,000 65,000 -51.9%
User Fees - Swimming Pool 346,172 405,834 395,000 529,000 496,000 25.6%
User Fees - Fields & Courts 105,370 109,137 66,125 135,000 122,032 84.5%
User Fees - Miscellaneous 99,823 71,443 92,400 170,000 159,000 72.1%
Copy Services 2,172 523 2,000 300 350 -82.5%
General Government Other 3,914 3,719 2,500 7,000 7,000 180.0%
Police Report Copying 7,059 5,652 6,500 6,000 6,500 0.0%
Police Other 4,190 15,071 8,000 4,000 5,000 -37.5%
69 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
Engineer Plan Review Fees 54,047 24,800 51,000 25,000 51,000 0.0%
Fare Box 110,310 463 72,410 - 80,000 10.5%
Administrative Services 729,048 729,048 1,284,677 1,284,677 1,718,960 33.8%
Financial Services 197,076 197,952 - - - 0.0%
Real Property Rental Income 97,617 102,691 87,414 102,426 101,223 15.8%
Maps 40 80 250 30 250 0.0%
Impound Processing 12,000 22,950 15,000 19,000 19,000 26.7%
Pawn Slips 300 750 600 300 300 -50.0%
Police Fingerprinting 10,900 1,650 4,000 8,000 9,000 125.0%
Concession Sales 11,195 82 5,000 350 - -100.0%
Public Record Request Fees 1,917 1,412 2,500 1,300 1,500 -40.0%
Parks Cancellation Fees 36 - - - - 0.0%
Court Security Fee 18,333 20,000 20,000 20,000 57,000 185.0%
Facility Maintenance Services - 14,024 - 12,000 10,000 0.0%
Total Charges for Services 2,070,241 1,991,888 2,387,776 2,514,733 3,046,515 27.6%
Fines:
Fines 111,611 135,547 125,000 125,000 125,000 0.0%
Total Fines 111,611 135,547 125,000 125,000 125,000 0.0%
Interest Income:
Interest - Investments 807,580 123,041 150,000 150,000 150,000 0.0%
Total Interest Income 807,580 123,041 150,000 150,000 150,000 0.0%
Miscellaneous:
Donations - 11,648 - 6,825 - 0.0%
Miscellaneous 18,315 28,161 5,000 11,000 15,000 200.0%
Special Events 1,200 370 4,000 1,000 4,000 0.0%
Insurance Recoveries 34,146 4,849 - - - 0.0%
In-Lieu Income 231,624 220,921 245,000 220,000 220,000 -10.2%
Sale of Assets 26,621 16,241 10,000 10,000 10,000 0.0%
Total Miscellaneous 311,906 282,190 264,000 248,825 249,000 -5.7%
TOTAL GENERAL FUND 40,858,653 53,670,482 47,073,196 53,086,162 50,738,991 7.8%
Highway Fund
License & Permit Fees:
Road Permits 50 37,108 25,000 30,000 25,000 0.0%
Total License & Permit Fees 50 37,108 25,000 30,000 25,000 0.0%
State Grants:
RTA Reimbursements 259,121 16,588 - - - 0.0%
Total State Grants 259,121 16,588 - - - 0.0%
State/County Shared:
Highway User 3,694,044 3,714,572 3,614,922 3,870,000 4,127,100 14.2%
Total State/County Shared 3,694,044 3,714,572 3,614,922 3,870,000 4,127,100 14.2%
Interest Income:
Interest - Investments 23,560 1,022 6,000 8,000 8,000 33.3%
Total Interest Income 23,560 1,022 6,000 8,000 8,000 33.3%
Miscellaneous:
Miscellaneous 12,028 2,658 2,000 1,000 2,000 0.0%
Insurance Recoveries 74,940 4,696 - 4,069 1,000 0.0%
Sale of Assets - 188 - - - 0.0%
Total Miscellaneous 86,968 7,542 2,000 5,069 3,000 50.0%
TOTAL HIGHWAY FUND 4,063,743 3,776,832 3,647,922 3,913,069 4,163,100 14.1%
Town of Oro Valley FY 2022/23 Adopted Budget 70
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
Grants & Contributions Fund
Federal Grants
GOHS - - 27,500 40,000 130,000 372.7%
Miscellaneous Federal Grants - - 284,750 98,000 8,277,000 2806.8%
Homeland Security - 245,519 135,000 0.0%
Total Federal Grants - - 312,250 383,519 8,542,000 2635.6%
State Grants:
Miscellaneous State Grants - - 142,000 158,000 179,047 26.1%
Total State Grants - - 142,000 158,000 179,047 26.1%
Interest Income:
Interest - Investments - - - 45 50 0.0%
Total Interest Income - - - 45 50 0.0%
Miscellaneous:
Miscellaneous - - 1,500,000 - 1,500,000 0.0%
Total Miscellaneous - - 1,500,000 - 1,500,000 0.0%
TOTAL GRANTS & CONTRIBUTIONS FUND - - 1,954,250 541,564 10,221,097 423.0%
Seizures & Forfeitures Funds
Interest Income:
Interest - Investments 7,773 2,610 2,000 1,000 2,000 0.0%
Total Interest Income 7,773 2,610 2,000 1,000 2,000 0.0%
Miscellaneous:
Forfeitures 71,771 97,784 325,000 21,801 100,000 -69.2%
Total Miscellaneous 71,771 97,784 325,000 21,801 100,000 -69.2%
TOTAL SEIZURES & FORFEITURES FUNDS 79,544 100,394 327,000 22,801 102,000 -68.8%
Community Center Fund
Local Sales Tax:
Local Sales Tax 2,584,916 2,947,420 2,932,798 3,430,364 3,477,236 18.6%
Total Local Sales Tax 2,584,916 2,947,420 2,932,798 3,430,364 3,477,236 18.6%
Charges for Services:
User Fees - Daily Drop-In 27,691 27,691 30,000 49,000 30,000 0.0%
User Fees - Member Dues 511,339 343,629 526,480 620,500 620,500 17.9%
User Fees - Recreation Programs 77,456 86,696 82,500 240,000 170,000 106.1%
User Fees - Swimming Pools 3,713 - 8,000 - - -100.0%
Rental Income 73,659 70,717 70,002 94,502 67,300 -3.9%
Concession Sales 156 129 100 100 100 0.0%
Management Contract Revenues 3,246,050 3,970,865 3,622,385 4,392,397 3,980,149 9.9%
Total Charges for Services 3,940,064 4,499,727 4,339,467 5,396,499 4,868,049 12.2%
Interest Income:
Interest - Investments 30,159 4,454 1,000 15,594 3,000 200.0%
Total Interest Income 30,159 4,454 1,000 15,594 3,000 200.0%
Miscellaneous:
Donations - 5,200 - - - 0.0%
Miscellaneous - 125,000 125,000 160,532 159,050 27.2%
Sale of Assets - 2,060 - - - 0.0%
Insurance Recoveries - -- 1,855 - 0.0%
Total Miscellaneous - 132,260 125,000 162,387 159,050 27.2%
TOTAL COMMUNITY CENTER FUND 6,555,139 7,583,861 7,398,265 9,004,844 8,507,335 15.0%
71 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
Municipal Debt Service Fund
Interest Income:
Interest 20,651 89 5,000 100 500 -90.0%
Total Interest Income 20,651 89 5,000 100 500 -90.0%
Federal Grants:
Miscellaneous Grants 38,043 43,773 34,787 34,787 30,088 -13.5%
Total Federal Grants 38,043 43,773 34,787 34,787 30,088 -13.5%
Miscellaneous:
Bond Proceeds - - 17,000,000 17,975,000 - -100.0%
Miscellaneous 80,505 97,536 100,000 100,000 100,000 0.0%
Total Miscellaneous 80,505 97,536 17,100,000 18,075,000 100,000 -99.4%
TOTAL MUNICIPAL DEBT SERVICE FUND 139,199 141,398 17,139,787 18,109,887 130,588 -99.2%
Oracle Road Debt Service Fund
Interest Income:
Special Assessments 11,851 4,340 - 15 - 0.0%
Penalties 530 387 - - - 0.0%
Total Interest Income 12,381 4,727 - 15 - 0.0%
Principal Repayments:
Principal Repayments 163,499 168,464 - - - 0.0%
Total Principal Repayments 163,499 168,464 - - - 0.0%
TOTAL ORACLE RD DEBT SERVICE FUND 175,880 173,191 - 15 - 0.0%
Townwide Roadway Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 540,980 505,460 305,440 324,370 338,300 10.8%
Commercial Impact Fees 103,206 161,651 21,750 54,215 50,000 129.9%
Total Impact Fees 644,186 667,111 327,190 378,585 388,300 18.7%
Interest Income:
Interest - Investments 97,540 (7,068) 30,000 3,000 4,000 -86.7%
Total Interest Income 97,540 (7,068) 30,000 3,000 4,000 -86.7%
TOTAL ROADWAY IMPACT FEE FUND 741,726 660,043 357,190 381,585 392,300 9.8%
Town of Oro Valley FY 2022/23 Adopted Budget 72
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
PAG/RTA Fund
State Grants:
PAG Reimbursements 8,000 - 575,000 - 75,000 -87.0%
RTA Reimbursements 12,113,864 1,947,977 100,000 - 721,574 621.6%
Total State Grants 12,121,864 1,947,977 675,000 - 796,574 18.0%
Interest Income:
Interest - Investments - 12,556 - 1,000 - 0.0%
Total Interest Income - 12,556 - 1,000 - 0.0%
Miscellaneous:
Miscellaneous 885,799 216,069 - - - 0.0%
Total Miscellaneous 885,799 216,069 - - - 0.0%
Charges for Services:
Real Property Rental Income 28,125 28,125 28,125 28,125 28,125 0.0%
Total Charges for Services 28,125 28,125 28,125 28,125 28,125 0.0%
TOTAL PAG/RTA FUND 13,035,788 2,204,727 703,125 29,125 824,699 17.3%
Parks & Recreation Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 234,260 423,720 280,442 139,528 165,520 -41.0%
Total Impact Fees 234,260 423,720 280,442 139,528 165,520 -41.0%
Interest Income:
Interest - Investments 23,110 (5,940) 5,000 1,500 3,000 -40.0%
Total Interest Income 23,110 (5,940) 5,000 1,500 3,000 -40.0%
TOTAL PARKS IMPACT FEE FUND 257,370 417,780 285,442 141,028 168,520 -41.0%
Police Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 84,978 153,450 77,825 50,530 52,700 -32.3%
Commercial Impact Fees 16,877 12,145 5,100 5,000 5,000 -2.0%
Total Impact Fees 101,855 165,595 82,925 55,530 57,700 -30.4%
Interest Income:
Interest - Investments 2,091 (229) 500 500 500 0.0%
Total Interest Income 2,091 (229) 500 500 500 0.0%
TOTAL POLICE IMPACT FEE FUND 103,946 165,366 83,425 56,030 58,200 -30.2%
73 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
Capital Fund
State Grants:
Misc State Grants 88,116 119,868 - - 420,000 0.0%
Total State Grants 88,116 119,868 - - 420,000 0.0%
Federal Grants:
Misc Federal Grants 111,694 - - - - 0.0%
Total Federal Grants 111,694 - - - - 0.0%
Other Financing Sources:
Bond Proceeds - - 25,000,000 25,367,224 - -100.0%
Total Other Financing Sources - - 25,000,000 25,367,224 - -100.0%
Interest Income:
Interest - Investments 85,269 1,444 10,000 15,000 25,000 150.0%
Total Interest Income 85,269 1,444 10,000 15,000 25,000 150.0%
Miscellaneous:
Vehicle Reserves 536,904 633,012 741,010 741,010 820,010 10.7%
Insurance Recoveries 58,313 37,417 - 12,917 30,000 0.0%
Miscellaneous 427,364 256,090 40,000 242,310 170,000 325.0%
Total Miscellaneous 1,022,581 926,519 781,010 996,237 1,020,010 30.6%
TOTAL CAPITAL FUND 1,307,660 1,047,831 25,791,010 26,378,461 1,465,010 -94.3%
Benefit Self Insurance Fund
Interest Income:
Interest - Investments 65,514 4,416 - 5,000 5,000 0.0%
Total Interest Income 65,514 4,416 - 5,000 5,000 0.0%
Miscellaneous:
Self Insurance Premiums - Employer 2,772,668 2,831,442 2,995,907 2,800,000 2,820,956 -5.8%
Self Insurance Premiums - Employee 667,860 586,627 633,018 635,000 636,173 0.5%
COBRA Premiums 20,052 31,611 50,000 23,000 25,000 -50.0%
Retiree Premiums 40,375 53,469 50,000 46,000 46,000 -8.0%
UHC Wellness Program 20,000 20,000 20,000 20,000 20,000 0.0%
Miscellaneous 66,102 193,903 245,392 289,492 211,348 -13.9%
Total Miscellaneous 3,587,057 3,717,052 3,994,317 3,813,492 3,759,477 -5.9%
TOTAL BENEFIT SELF INSURANCE FUND 3,652,571 3,721,468 3,994,317 3,818,492 3,764,477 -5.8%
Town of Oro Valley FY 2022/23 Adopted Budget 74
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
Water Utility Fund
Water Sales:
Residential Water Sales 9,798,411 10,394,919 10,193,000 10,000,000 11,300,000 10.9%
Commercial Water Sales 925,233 902,536 949,000 930,000 1,000,000 5.4%
Irrigation Water Sales 1,258,430 1,579,055 1,264,000 1,365,000 1,465,000 15.9%
Turf Related Water Sales 1,428,692 1,565,038 1,384,000 1,280,000 1,384,000 0.0%
Construction Water Sales 353,936 237,525 184,000 338,500 234,000 27.2%
Total Water Sales 13,764,702 14,679,073 13,974,000 13,913,500 15,383,000 10.1%
Charges for Services:
Engineer Plan Review Fees 5,594 1,186 5,000 593 5,000 0.0%
Construction Inspection Fees 46,890 6,056 20,000 44,798 20,000 0.0%
Misc Service Revenue 28,239 26,358 25,000 25,000 25,000 0.0%
Backflow-Install Permit Fee 6,132 2,847 4,000 1,885 3,000 -25.0%
Sewer Fees 373,608 381,534 380,000 360,000 390,000 2.6%
Late Fees 64,428 43,765 90,000 90,000 90,000 0.0%
NSF Fees 2,426 2,146 2,000 2,000 2,000 0.0%
Rain Sensors 8 23 - 23 - 0.0%
Meter Income 92,390 164,917 99,000 48,000 55,000 -44.4%
New Service Establish Fees 92,134 112,055 100,000 100,000 100,000 0.0%
Reconnect Fees 25,225 12,328 32,000 18,000 16,000 -50.0%
Groundwater Preservation Fee 2,389,953 2,617,452 2,380,000 2,302,000 2,400,000 0.8%
Other 117,037 119,254 118,000 120,000 118,000 0.0%
Total Charges for Services 3,244,064 3,489,921 3,255,000 3,112,299 3,224,000 -1.0%
Interest Income:
Interest - Investments 378,089 (14,911) 100,000 40,000 100,000 0.0%
Total Interest Income 378,089 (14,911) 100,000 40,000 100,000 0.0%
Miscellaneous:
Miscellaneous 5,018 19,029 - 660,269 - 0.0%
Insurance Recoveries 11,805 20,744 - 3,120 - 0.0%
Sale of Assets 50 4,555 - -- 0.0%
Total Miscellaneous 16,873 44,328 - 663,389 - 0.0%
Other Financing Sources:
Bond Proceeds - - - - - 0.0%
NWRRDS Funding 754,995 - - - - 0.0%
Total Other Financing Sources 754,995 - - - - 0.0%
TOTAL WATER UTILITY FUND 18,158,723 18,198,411 17,329,000 17,729,188 18,707,000 8.0%
Alternative Water Resources Development Impact Fee Fund
Impact Fees:
Residential Impact Fees 1,202,278 - - - - 0.0%
Commercial Impact Fees 425,157 - - - - 0.0%
Total Impact Fees 1,627,435 - - - - 0.0%
Interest Income:
Interest - Investments 337,732 - - - - 0.0%
Total Interest Income 337,732 - - - - 0.0%
TOTAL AWRDIF FUND 1,965,167 - - - - 0.0%
75 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Revenue Accounts Actual Actual Budget Projected Budget to Budget
Potable Water System Development Impact Fee Fund
Impact Fees:
Single Family Connections 553,493 - - - - 0.0%
Multi-Family Connections 39,971 - - - - 0.0%
Commercial Connections 104,706 - - - - 0.0%
Irrigation Connections 112,519 - - - - 0.0%
Total Impact Fees 810,689 - - - - 0.0%
Interest Income:
Interest - Investments 171,951 - - - - 0.0%
Total Interest Income 171,951 - - - - 0.0%
TOTAL PWSDIF FUND 982,640 - - - - 0.0%
Water Resources Development Impact Fee Fund
Impact Fees:
Residential Impact Fees - 3,746,803 1,916,100 1,150,000 958,050 -50.0%
Non-Residential Impact Fees - 353,753 143,296 57,865 143,296 0.0%
Total Impact Fees - 4,100,556 2,059,396 1,207,865 1,101,346 -46.5%
Interest Income:
Interest - Investments - 13,700 200,000 115,000 150,000 -25.0%
Total Interest Income - 13,700 200,000 115,000 150,000 -25.0%
TOTAL WRSDIF FUND - 4,114,256 2,259,396 1,322,865 1,251,346 -44.6%
Stormwater Utility Fund
State Grants:
Miscellaneous State Grants - 152,152 300,000 16,906 - -100.0%
Total State Grants - 152,152 300,000 16,906 - -100.0%
Charges for Services:
Late Fees 910 635 - 1,130 - 0.0%
Stormwater Utility Fee 1,442,666 1,473,177 1,440,100 1,475,000 1,492,500 3.6%
Total Charges for Services 1,443,576 1,473,812 1,440,100 1,476,130 1,492,500 3.6%
Interest Income:
Interest - Investments 23,148 1,270 1,500 2,000 1,500 0.0%
Total Interest Income 23,148 1,270 1,500 2,000 1,500 0.0%
Miscellaneous:
Miscellaneous 40 8,734 - - - 0.0%
Total Miscellaneous 40 8,734 - - - 0.0%
TOTAL STORMWATER UTILITY FUND 1,466,764 1,635,968 1,741,600 1,495,036 1,494,000 -14.2%
Recreation In Lieu Fee Fund
Charges for Services:
Recreation In Lieu Fees - 712 - - - 0.0%
Total Charges for Services - 712 - - - 0.0%
Miscellaneous:
Miscellaneous 382 232 - 150 - 0.0%
Total Miscellaneous 382 232 - 150 - 0.0%
TOTAL REC IN LIEU FEE FUND 382 944 - 150 - 0.0%
TOTAL REVENUE - ALL FUNDS 93,544,895$ 97,612,952$ 130,084,925$ 136,030,302$ 101,988,663$ -21.6%
Note: Does not include interfund transfers or carry-forward balances
Town of Oro Valley FY 2022/23 Adopted Budget 76
Financial Overview | Revenue Sources
Revenue Sources
Local Sales Tax
Arizona cities and towns under state law have the authority to establish certain taxes for revenue purposes. The local
sales tax, as a means of financing municipal services, is the most important source of local revenue for most Arizona
cities and towns. The Town of Oro Valley levies a 2.5% tax on sales collected within the town boundaries, with the
exception of sales on utilities and construction activity, which are a 4% tax. The Town also levies an additional 6% tax
on lodging. The sales tax is collected by the state and remitted to the Town on a weekly basis.
Uses
Two percent of the 2.5% local sales tax, as well as the 4.0% utility sales tax, are used for any general governmental
purpose. The additional 0.5% local sales tax was implemented in March of 2015 and is dedicated to funding the Town’s
Community Center operations and the annual debt service on the parks & recreation related bonds. One quarter of the
6% tax on lodging is used to support economic development and tourism efforts. The Town’s adopted financial policies
dictate that a minimum of 5% of the Town’s excise tax collections fund capital improvements, asset repair and
maintenance needs.
Forecast
Projected commercial activity for the Town consists mostly of infill projects and several larger projects deemed one-time
in nature. Single family residential activity is expected to be stable in the near term and then decline in FY 26/27 due to
reduce land availability for development. The following assumptions were used in compiling the projections:
• Assumes modest economic growth with no major downturns in the 5-year forecast
• Near-term growth in construction related sales taxes then declines in outer years due to reduced available land area
for new development
• 3-5% growth in most local sales tax categories
• Conservative levels of one-time, non-specific commercial development
Category (in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
Construction 5.57 4.93 6.00 5.20 5.30 5.41 5.36 5.25
Utilities 2.97 3.26 3.65 3.50 3.68 3.77 3.85 3.93
Retail 9.08 9.97 11.13 11.28 11.95 12.45 12.91 13.39
Hotel/Motel 1.47 1.34 2.74 2.74 2.94 3.09 3.25 3.42
Restaurant & Bar 2.18 2.20 2.94 2.94 3.10 3.20 3.27 3.34
Other 1.16 2.22 2.29 2.33 2.48 2.59 2.69 2.80
Cable Franchise 0.66 0.72 0.75 0.77 0.79 0.80 0.80 0.79
Total 23.09 24.63 29.50 28.75 30.25 31.31 32.13 32.91
21.8 20.6
24.1
28.7 30.2 31.3 32.1 32.9
23.1 24.6
29.5*
-
5
10
15
20
25
30
35
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
77 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Sources
Fines, Licenses and Permits
Revenue from court fines comes from traffic violations and other fines paid for the violation of municipal ordinances.
License revenue includes fees charged for obtaining a business license to operate a business within town boundaries.
Permit fee revenue includes fees collected from building permits, both residential and commercial, zoning permits and
a variety of other programs.
Uses
The revenue received from fines, licenses and permit fees is placed in the General Fund and used for various general
governmental purposes.
Forecast
The FY 22/23 revenue budget of $2.37 million is $0.4 million higher than the FY 21/22 adopted budget due to higher
anticipated revenues from large development projects. Residential permitting revenues and activity are expected to slow
in outer years attributable to reduced available land area for new development. The following assumptions were used
when compiling the projections:
• Single family residential permits are budgeted at 171 for FY 22/23, projected at 232 for FY 23/24, 238 for FY 24/25,
210 for FY 25/26, and begin declining in FY 26/27 to 84
• Forecast for commercial building activity includes one-time projects subject to fluctuation
• Conservative commercial permitting activity forecast, with no specific permitting for the Oro Valley Marketplace
• Development-related permit and fee revenues, such as grading, fire, etc. mirror residential and commercial growth
and begin to decline in outer years
Category (in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
Residential Building Permits 1.41 2.11 1.20 1.02 1.39 1.46 1.37 0.89
Commercial Building Permits 0.54 0.72 0.64 0.82 0.57 0.58 0.59 0.61
Business Licenses, Fines, &
Other 0.55 0.69 0.52 0.53 0.54 0.55 0.56 0.57
Total 2.51 3.52 2.35 2.37 2.51 2.59 2.52 2.06
2.1
1.7 2.0
2.4 2.5 2.6 2.5
2.1
2.5
3.5
2.4*
-
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
Town of Oro Valley FY 2022/23 Adopted Budget 78
Financial Overview | Revenue Sources
State Shared Revenue
Cities and towns in the state receive a portion of the revenues collected by the state of Arizona. These sources consist
of the state sales tax, state income tax, and vehicle license tax. Oro Valley receives its share of the state sales and
income tax based on the relation of its population to the total population of all incorporated cities and towns in the state
based on U.S. Census population figures. Auto Lieu Tax, also known as vehicle license tax, is a part of the vehicle
license fees collected by Pima County and is distributed to Oro Valley based on the relation of its population to the total
population of all incorporated cities and towns in Pima County. New in FY 22/23 are Smart & Safe revenues, taxes
collected on the sale of marijuana, and settlement payments from various organizations involved with the distribution,
manufacturing, and marketing of opioids within the state. Shared income tax revenues reflect state collections from two
years prior. State shared revenue is a significant source of funding and represents 35% of General Fund budgeted
revenue for FY 22/23.
Uses
State Shared Revenue is collected in the General Fund and used for various general governmental purposes.
Forecast
State shared revenues are projected to increase 28.2% for FY 22/23 which is primarily attributable to a filing extension
in 2020. While we consequently would expect a decrease in State shared income tax in FY 23/24, we are expecting an
increase due to a statutory change in the state allocation rate from 15% to 18%. State shared income tax revenue growth
is expected to slow in FY 24/25 due to a statutory state income tax rate cap of 2.5%.Further budget and legislative tax
law changes made at the state level have the potential to impact this revenue source.
Category (in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
State Income Tax 5.87 6.58 6.17 9.08 10.69 9.68 9.87 10.07
State Sales Tax 4.69 5.46 5.64 5.78 6.55 6.85 7.16 7.45
Vehicle License Tax 2.07 2.39 2.20 2.32 2.53 2.58 2.63 2.69
Other -0.05 0.26 0.42 0.54 0.62 0.68 0.74
Total 12.64 14.48 14.27 17.61 20.32 19.73 20.35 20.94
12.5 13.2 13.7
17.6
20.3 19.7 20.3 20.9
12.6 14.5 14.3*
-
5
10
15
20
25
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
79 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Sources
Highway User Revenue (HURF)
HURF revenues are primarily generated from the state collected gasoline tax. Cities and towns receive 27.5% of highway
user revenues. One-half of the monies that Oro Valley receives is based on its population in relation to the population of
all cities and towns in the state. The remaining half is allocated on the basis of “county of origin” of gasoline sales and
the relation of Oro Valley’s population to the population of all cities and towns in Pima County. The intent of this
distribution formula is to spread a portion of the money across the state solely on the basis of population while the
remaining money flows to those areas with the highest gasoline sales.
Uses
There is a state constitutional restriction on the use of the highway user revenues which requires that these funds be
used solely for street and highway purposes. The Town has a separate fund – Highway Fund – where this revenue is
collected and distributed for such purposes.
Forecast
HURF revenue collections are a major source of funding for roadway improvements and account for nearly all of Highway
Fund budgeted revenue for FY 22/23. This revenue source is impacted by economic conditions, as well as any actions
taken by the state legislature. The following assumptions were used in compiling the projections:
• HURF revenues will grow about 4% over the next three years and reduce to about 3.8% thereafter in accordance
with Arizona Department of Transportation (ADOT) projections
• Growth slows in outer years as demand is projected to decline with electric vehicle usage increases
• Forecast assumes no changes in allocation or tax levy
Category (in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
HURF Revenue 3.69 3.71 3.87 4.13 4.30 4.47 4.65 4.82
Total 3.69 3.71 3.87 4.13 4.30 4.47 4.65 4.82
3.6 3.5 3.6
4.1 4.3 4.5 4.6 4.8
3.7 3.7 3.9*
-
1
2
3
4
5
6
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
Town of Oro Valley FY 2022/23 Adopted Budget 80
Financial Overview | Revenue Sources
Charges for Services
Charges for Services are fees charged for specific services provided by the Town. They include recreation user fees,
development services fees, stormwater fees, various water fees and fares received from transit services. Except for
development services fees and certain general services and water fees, the anticipated revenue generated from charges
for services is generally correlated to population change and can be expected to increase with population growth. New
or added recreation facilities and amenities would also cause these revenues to increase. Certain water fees and fees
for development services are tied to development activity and will increase/decrease accordingly based on development
activity within the town.
Uses
Revenues in this category cover many types of charges for services and therefore, the usage various depending on fee
type. Fee amounts are based upon either a partial or full cost-recovery methodology and are only increased where
absolutely necessary to cover costs.
Forecast
FY 21/22 saw greater than expected demand for recreation services likely due to pent up demand from COVID-19
closures and precautions in prior years. For FY 22/23 and beyond, it is assumed these revenues continue to grow. The
following assumptions were used in the projections:
• Revenue generated from development activity is tied to anticipated single family residential and commercial building
permits
• Operations assumed on 18 holes for six months of the year in FY 22/23 and FY 23/24; FY 24/25 and beyond
reflect play levels and revenues similar to FY 20/21 and FY 21/22
• 1-2% annual growth in recreation fees
• Transit farebox revenues begin collection again in FY 22/23 with no growth over the next five years
Category (in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
General Services 1.23 1.29 1.63 2.02 2.05 2.11 2.17 2.23
Development Services 0.19 0.15 0.12 0.12 0.12 0.12 0.13 0.13
Recreation Fees 4.50 5.09 6.23 5.65 5.87 5.93 6.62 6.75
Transit 0.11 0.00 - 0.08 0.08 0.08 0.08 0.08
Water 0.85 0.87 0.81 0.82 0.83 0.84 0.85 0.86
Stormwater 1.44 1.47 1.48 1.49 1.50 1.50 1.51 1.50
Total 8.34 8.87 10.26 10.18 10.46 10.59 11.35 11.55
8.1 8.0 9.1 10.2 10.5 10.6 11.3 11.6
8.3 8.9
10.2*
-
2
4
6
8
10
12
14
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
81 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Sources
Water Revenue
The Town’s Water Utility Fund is a self-sustaining fund with revenue generated from water sales, service fees and
miscellaneous charges. Annually, the Oro Valley Water Utility Commission reviews and develops recommendations for
water revenue requirements, water rates and fee structures.
Uses
The revenue collected from water sales is used for personnel, operations and maintenance, capital improvements to
existing systems, and debt service. Revenue collected from the groundwater preservation fee (GPF) is used for
renewable water capital infrastructure costs and related debt service.
Forecast
Revenue projections relating to water sales and preservation fees are based on growth of the population as well as
proposed rate increases. The following assumptions were used in compiling the projections:
• 5% potable water rate increase effective in FY 22/23
• 1% annual growth in fees, 6% annual growth in water sales
• Growth is estimated at 150 new connections annually through FY 26/27
• No groundwater preservation fee increases over the next five years
Category (in millions) FY 19/20
Actual
FY 20/21
Actual
FY 21/22
Est. Actual
FY 22/23
Adopted
FY 23/24
Forecast
FY 24/25
Forecast
FY 25/26
Forecast
FY 26/27
Forecast
Water Sales 13.76 14.68 13.91 15.38 16.31 17.28 18.32 18.87
Groundwater Preservation Fee 2.39 2.62 2.30 2.40 2.42 2.45 2.47 2.50
Total 16.15 17.30 16.22 17.78 18.73 19.73 20.79 21.37
16.7 15.3 16.4 17.8 18.7 19.7 20.8 21.4
16.2 17.3 16.2*
-
5
10
15
20
25
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
Town of Oro Valley FY 2022/23 Adopted Budget 82
Financial Overview | Revenue Sources
Development Impact Fees
Development Impact Fees are fees assessed by the Town on new development for the purpose of financing
infrastructure ultimately needed to support a growing community. State legislation has restricted the types of impact fees
collected with increased limitations placed on their use. Commercial impact fees are assessed to support roadways,
water facilities and police; residential impact fees are assessed to support roadways, water facilities, police, and parks
& recreation facilities.
Uses
As mandated by state law, development impact fee revenue can only be used to support new projects and expansion-
related capital infrastructure.
Forecast
Residential permitting revenues and activity are expected to slow in outer years attributable to reduced available land
area for new development. The following assumptions were used in compiling the projections:
• Single family residential permits are budgeted at 171 for FY 22/23, projected at 232 for FY 23/24, 238 for FY 24/25,
210 for FY 25/26, and begin declining in FY 26/27 to 84
• Conservative commercial building activity
Category (in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
Residential Fees 2.66 4.83 1.66 1.51 1.91 2.36 1.87 0.95
Commercial Fees 0.76 0.53 0.12 0.20 0.14 0.14 0.14 0.15
Total 3.42 5.36 1.78 1.71 2.05 2.50 2.02 1.10
2.8 2.6
1.7 1.7 2.0 2.5 2.0
1.1
3.4
5.4
1.8*
-
1
2
3
4
5
6
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
83 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Revenue Sources
Grants
The Town receives federal and state grant funding from various agencies and sources, mainly for roadway projects or
to support public safety. Specific restrictions exist on all grants in regards to how the funds may be used or what they
may be spent on. Grants provide the Town with critical funding for public infrastructure projects and Police Department
task force operations and equipment.
Uses
As mentioned above, historically the bulk of the Town’s grant funding is for roadway projects and public safety. Funding
from the Pima Association of Governments (PAG) and the Regional Transportation Authority (RTA) provides for roadway
expansion and improvement projects. The large amount of federal revenue is related to one-time funding from the federal
CARES Act and American Rescue Plan Act. This funding is designed to aid and support governments and businesses
impacted by the COVID-19 pandemic.
Forecast
Grant funding will fluctuate from year to year and grants are typically on-time in nature and awarded without advance
notice. Therefore, the Town will forecast very conservatively for grants. Funding for roadway projects fluctuates widely,
depending on current or planned projects and available funding. Funding beyond FY 2023 is not foreseen at this time.
The following assumptions were used in compiling the projections:
• Funding for roadway projects remains uncertain and is dependent on future regional voter approved plans
• No future federal funding is assumed
• Modest growth in police overtime and equipment grants
Category ( in millions) FY 19/20 Actual
FY 20/21 Actual
FY 21/22 Est. Actual
FY 22/23 Adopted
FY 23/24 Forecast
FY 24/25 Forecast
FY 25/26 Forecast
FY 26/27 Forecast
Roadway Projects 12.38 1.96 - 0.86 - 0.08 - 0.08
Public Safety 0.40 0.69 1.11 0.34 0.46 0.46 0.47 0.47
Stormwater - 0.15 0.02 - - - - -
Federal 0.16 9.62 5.57 5.76 - - - -
Other 0.24 0.16 0.03 4.97 0.66 0.65 0.63 0.63
Total 13.18 12.59 6.74 11.92 1.11 1.19 1.09 1.17
13.6
8.1 9.0
11.9
1.1 1.2 1.1 1.2
13.2 12.6
6.7*
-
2
4
6
8
10
12
14
16
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27Millions
Budget Actual/Estimate* Forecast
Town of Oro Valley FY 2022/23 Adopted Budget 84
Financial Overview | Expenditure Summary
Expenditure Summary
The expenditure budget for FY 22/23 totals $132,226,207 and represents a $21.5 million, or 14% decrease over the
prior fiscal year budgeted expenditures. The budget includes $85.8 million to support daily operations and services and
$46.5 million in capital projects. The chart below reflects all budgeted uses and their portion of the overall expenditure
budget.
A description of the changes in expenditure categories from budget year to budget year can be found on the following
page. Please reference the personnel section of the budget document for further explanations on personnel changes.
The capital budget for FY 22/23 is significant and addresses several areas of critical need, including roadway and street
improvements, water and stormwater system improvements, public safety facilities and equipment, parks and recreation
amenities and improvements, as well as fleet and technology replacements. Please reference the Capital Improvement
Program (CIP) section of the budget document for further details on capital improvement projects.
85 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Expenditure Summary
A brief description of the major changes in expenditure categories from budget year to budget year is as follows:
Personnel
+$4.1M
• $2.3M for employee step increases, 4.25% pay adjustments, classification and
compensation adjustments
• $890K increase for nine new positions and various position reclassifications
• $600K increase due to increased pension costs
• $155K increase in group insurance costs
• $227K increase in other fringe benefits costs
O&M
-$24.9M
• $27M decrease due to one-time payment to PSPRS which includes $10.0M from the
General Fund and $17.0M from bond proceeds in the prior year.
• Increases to department O&M budgets
Capital
-$0.6M
• $3.5M decrease in capital outlay on the NWRDDS project which was deferred to
future years
• $2.8M increase in road related capital improvements
Debt
Service
-$0.2M
• Decrease in payments due to the payoff of Series 2012 senior lien water bonds
FY 2021 FY 2022/23 Variance
Actual Budget Projected Budget to Budget %
Personnel 33,970,613 37,599,254 36,860,417 41,740,350 4,141,096 11.0%
O&M 27,386,557 59,564,610 58,538,348 34,705,814 (24,858,796) -41.7%
Capital 15,812,322 47,033,155 12,811,135 46,468,412 (564,743) -1.2%
Debt Service 6,577,579 9,507,723 6,809,430 9,311,631 (196,092) -2.1%
Total Expenditures 83,747,071$ 153,704,742$ 115,019,330$ 132,226,207$ (21,478,535)$ -14.0%
Does not include depreciation, amortization, interfund transfers or contingency amounts
Budgeted Uses
FY 2021/22
Town of Oro Valley FY 2022/23 Adopted Budget 86
Financial Overview | Expenditure Summary
Capital Improvement Program
The Capital Improvement Program (CIP) is a comprehensive, ten-year plan of capital projects that identifies priorities,
methods of financing, costs, 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 and Strategic Leadership Plan. It
allocates funds to meet goals and strategies specified in both plans and implements these plans as part of the project
evaluation criteria.
The FY 22/23 adopted budget includes $45.1 million in capital improvement projects, funded with a variety of sources.
Budgeted projects include street and roadway improvements, water and stormwater utility system improvements, parks
and recreation improvements and public safety facilities.
Further information on CIP projects and project descriptions can be found in the Capital Improvement section of the
budget document.
87 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Expenditure Schedule by Fund
Expenditure Schedule by Fund
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 %
Major Expenditure Accounts Actual Actual Budget Projected Budget to Budget
General Fund
Administrative Services 4,487,282 - - - - 0.0%
Clerk 364,676 400,344 383,833 380,230 422,705 10.1%
Community & Economic Development 2,724,032 2,696,251 3,044,614 2,974,807 3,280,764 7.8%
Council 186,159 161,901 188,720 188,109 199,145 5.5%
Finance - 836,613 979,655 944,743 1,111,460 13.5%
General Administration 2,704,081 5,008,788 14,459,559 14,079,934 4,077,234 -71.8%
Human Resources - 437,350 535,390 472,390 569,905 6.4%
Innovation & Technology - 3,578,668 4,346,583 4,273,811 4,797,809 10.4%
Legal 888,946 863,783 902,754 883,661 1,015,753 12.5%
Parks and Recreation 3,233,813 3,130,364 3,446,361 3,423,479 3,775,162 9.5%
Police 16,815,002 16,602,097 18,171,000 17,806,223 20,403,472 12.3%
Public Works 4,399,336 4,067,848 5,364,091 5,539,578 6,200,227 15.6%
Town Court 865,359 802,123 914,796 792,786 1,059,674 15.8%
Town Manager's Office 1,293,974 946,617 1,115,224 1,107,750 1,160,173 4.0%
Subtotal 37,962,660 39,532,747 53,852,580 52,867,501 48,073,483 -10.7%
Special Revenue Funds
Highway User Revenue Fund 4,111,686 3,352,817 4,090,525 4,069,678 4,652,189 13.7%
Grants & Contributions Fund - - 1,954,250 90,625 5,741,059 0.0%
Community Center Fund 5,919,442 5,615,181 5,920,609 5,705,510 9,085,892 53.5%
Seizures & Forfeitures Funds 64,713 77,778 98,000 123,460 100,000 2.0%
Subtotal 10,095,841 9,045,776 12,063,384 9,989,273 19,579,140 62.3%
Debt Service Funds
Municipal Debt Service Fund 1,198,384 1,221,882 21,225,445 19,498,236 4,341,059 -79.5%
Oracle Road Improvement District Fund 178,961 175,838 - 15 - 0.0%
Subtotal 1,377,345 1,397,720 21,225,445 19,498,251 4,341,059 -79.5%
Capital Project Funds
Parks and Recreation Impact Fee Fund 9,121 880,708 - - 7,000 100.0%
Police Impact Fee Fund 9,121 - - - 2,000 100.0%
Capital Fund 3,607,970 2,725,682 33,079,602 5,491,473 28,935,575 -12.5%
Alternative Water Resource Dev. Impact Fee 782,169 - - - - 0.0%
Potable Water System Dev. Impact Fee 164,363 - - - - 0.0%
Water Resources Dev. Impact Fee - 3,294,230 6,659,369 2,773,681 3,287,005 -50.6%
PAG/RTA Fund 13,219,405 1,338,628 1,475,000 354,425 1,308,574 -11.3%
Roadway Impact Fee Fund 1,033,482 1,647,354 200,000 46,905 765,000 282.5%
Subtotal 18,825,631 9,886,602 41,413,971 8,666,484 34,305,154 -17.2%
Enterprise Funds
Water Utility 18,465,426 19,125,991 18,994,638 18,886,488 20,055,870 5.6%
Stormwater Utility 1,644,647 1,197,222 2,160,407 1,318,337 2,107,024 -2.5%
Subtotal 20,110,073 20,323,213 21,155,045 20,204,825 22,162,894 4.8%
Internal Service Funds
Benefit Self Insurance 2,802,644 3,561,013 3,994,317 3,792,996 3,764,477 -5.8%
Subtotal 2,802,644 3,561,013 3,994,317 3,792,996 3,764,477 -5.8%
Total Expenditures - All Funds 91,174,194$ 83,747,071$ 153,704,742$ 115,019,330$ 132,226,207$ -14.0%
Note: Does not include depreciation, amortization, interfund transfers or contingency amounts
Town of Oro Valley FY 2022/23 Adopted Budget 88
Financial Overview | Expenditures by Program
Expenditures by Program
Department/Program FTE
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Project
Funds
Enterprise
Funds
Internal
Service
Funds Total
Finance 9.20 1,111,460 1,111,460
9.20 1,111,460 - - - - - 1,111,460
Human Resources 4.00 569,905 569,905
4.00 569,905 - - - - - 569,905
Innovation & Technology 16.80 4,797,809 4,797,809
16.80 4,797,809 - - - - - 4,797,809
Clerk 3.73 422,705 422,705
3.73 422,705 - - - - - 422,705
Community & Economic Dev.
Administration 2.00 226,290 226,290
Permitting 9.48 1,094,080 1,094,080
Planning 7.30 746,557 746,557
Inspection and Compliance 8.00 817,619 817,619
Economic Development 2.00 396,218 396,218
28.78 3,280,764 - - - - - 3,280,764
Council 7.00 199,145 199,145
7.00 199,145 - - - - - 199,145
General Administration - 4,077,234 5,271,000 10,000 - 3,764,477 13,122,711
- 4,077,234 5,271,000 10,000 - - 3,764,477 13,122,711
Legal 7.00 1,015,753 1,015,753
7.00 1,015,753 - - - - - 1,015,753
Town Court 8.98 1,059,674 1,059,674
8.98 1,059,674 - - - - - 1,059,674
Town Manager's Office 8.38 1,160,173 1,160,173
8.38 1,160,173 - - - - - 1,160,173
Parks and Recreation
Administration 3.00 475,921 475,921
Parks Maintenance 12.44 1,497,043 1,497,043
Recreation & Culture 6.70 576,241 40,000 616,241
Aquatics 22.17 1,225,957 7,000 1,232,957
Community Center 22.77 9,085,892 9,085,892
67.08 3,775,162 9,125,892 - 7,000 - - 12,908,054
(A)
(D)
(C)(B)
(A)
(L)
This table represents a summary of the adopted FY 2022/23 budget and is structured around major program areas
within departments which represent services and operations viable to the Town and to which resources are allocated
on a fiscal year basis. Footnotes are provided to delineate the specific fund(s) that support(s) each program. The
table also includes funding sources and full-time equivalent employees (FTEs) for each program. Further information
on a specific program can be found in the Department Budgets Section of the budget document.
89 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Expenditures by Program
Department/Program FTE
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Project
Funds
Enterprise
Funds
Internal
Service
Funds Total
Police
Administration 6.00 1,802,862 100,000 2,000 1,904,862
Support Services 63.25 8,366,785 353,750 8,720,535
Field Services 66.00 9,545,496 9,545,496
Professional Development & Training 2.00 454,986 454,986
Professional Standards 1.48 233,343 233,343
138.73 20,403,472 453,750 - 2,000 - - 20,859,222
Public Works
Administration 15.75 1,528,136 261,962 1,790,098
Transportation Engineering 12.00 4,192,089 4,192,089
Street Maintenance - 460,100 460,100
Facilities Maintenance 4.00 1,071,390 1,071,390
Fleet 5.00 2,116,673 2,116,673
Stormwater Utility 9.73 2,107,024 2,107,024
Transit Services 29.23 1,484,028 76,309 1,560,337
75.71 6,200,227 4,728,498 - 261,962 2,107,024 - 13,297,711
Water Utility
Administration 9.48 3,087,732 3,087,732
Engineering & Planning 6.00 6,508,288 6,508,288
Operations 25.00 5,816,595 5,816,595
Water Resource Development - 2,949,688 2,949,688
40.48 - - - 2,949,688 15,412,615 - 18,362,303
Debt Service 4,331,059 337,317 4,643,255 9,311,631
- - - 4,331,059 337,317 4,643,255 - 9,311,631
Capital Improvements 30,747,187 30,747,187
- - - - 30,747,187 - - 30,747,187
FY 2022/23 Adopted Budget 415.87 48,073,483 19,579,140 4,341,059 34,305,154 22,162,894 3,764,477 132,226,207
Note: Does not include depreciation, amortization, interfund transfers or contingency amounts
(A) Grants & Contributions Fund (G) Capital Fund
(B) Municipal Debt Service Fund (H) Stormwater Utility Fund
(C) Benefit Self Insurance Fund (I) Water Utility Fund
(D) Community Center Fund (J) Water Resource Development Impact Fee Fund
(E) Seizures & Forfeitures Funds (K) Capital Fund, Roadway Dev. Impact Fee Fund, PAG/RTA Fund
(F) Highway Fund (L) Parks & Rec Impact Fee Fund, Police Impact Fee Fund
(F)
(F)
(H)
(E)
(I)
(I)
(B)
(K)
(I)
(A)
(G)
(J)
(J)(I)
(L)
(A)
Town of Oro Valley FY 2022/23 Adopted Budget 90
Financial Overview | Personnel Summary
Personnel Summary
Personnel and Employee Compensation
Personnel service represents 45% of the total operating budget, which is common in a service-based organization. Even
so, since it is a significant portion of the budget, employee compensation, staffing levels and benefit costs are scrutinized
and closely managed.
The FY 22/23 budget includes $2.6 million for the implementation of the final pay plan resulting from a comprehensive
classification and compensation study that will adjust employee pay grades to remain competitive. The budget also
includes funds to continue normal step increases and merit adjustments for all eligible Town employees. Benefit costs
rose slightly due to merit and step increases as well as new FTEs in the budget. Based on the financial scenario laid out
for the next five years, the Town’s recurring revenues will need to be re-analyzed each year to confirm and determine
an affordable and feasible level of future increases in overall compensation and benefits.
Staffing Level Changes
The following table summarizes the changes in staffing levels for the new fiscal year.
FY 21/22
Budget
FY 22/23
Budget +/-
Clerk 4.73 3.73 -1.00
Town Court 8.50 8.98 +0.48
Community & Economic Dev. 27.78 28.78 +1.00
Finance 8.20 9.20 +1.00
Innovation & Technology 15.80 16.80 +1.00
Legal 6.00 7.00 +1.00
Parks & Recreation 41.55 44.31 +3.98
Police 134.73 138.73 +4.00
Public Works 59.37 63.71 +4.34
Total 400.07 415.87 +15.8
The FY 22/23 budget includes nine new full-time and four part-time positions, as well as various position reclassifications.
The Clerk’s office reclassified an office assistant to the Community and Economic Development department.
The Town Court added a new part-time probation compliance officer position to assist in addressing ongoing compliance-
related requirements.
In Community and Economic Development (CED), through reclassification processes, two positions that were previously
within the Police department and the Clerk’s office are now formally under Community and Economic Development.
Another position was reclassified from CED to the Innovation & Technology department.
In the Finance department, a procurement specialist position was added to assist the procurement team with the
considerable work required to support the large list of capital projects and more effectively search for vendors, shared
contracts and other sources in a challenging and competitive market.
Within the Innovation & Technology department a new IT Technician position was added to help support the growing
demands on software and other technology.
An additional prosecutor has been added to the Legal Services Department to ensure cases being referred by the Police
to Town Court can be prosecuted in a timely fashion.
In Parks and Recreation, two new part-time positions (lifeguard supervisor and fitness instructor) will support increased
hours and expanded fitness classes at the Aquatic Center. An additional parks maintenance worker has been added to
provide the capacity to supervise another Department of Corrections inmate crew to cost effectively address
91 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Personnel Summary
maintenance needs in outlying areas, the trail system and landscaped public rights-of-way. An additional park monitor
will help cover after hours and special events at Town parks as they continue to grow.
The Town’s Police department is adding two police officers and a civilian public information officer (PIO), which then
frees up a sergeant position that has been assigned to PIO duties to resume full-time policing work. An additional
telecommunicator position has also been added. These four positions will allow the Police Chief to keep up with increases
in calls for service in the community, help support the new Pima Regional Critical Incident Team and academy
counselors, reduce overtime use in telecommunications to reach minimum staffing levels, and maintain overall response
rates.
In Public Works, an additional fleet mechanic was added which will more effectively utilize the renovated third
maintenance bay, improving service and preventative maintenance on the Town’s fleet while reducing external contract
costs. Additionally, in the transit services, more hours were budgeted for transit dispatchers and transit drivers to
accommodate growing demand.
Refer to the Personnel Schedule document for a detailed listing of positions by department and/or program.
Benefit Rates and Costs
For employee coverage of medical premiums, the Town pays 85% of the premium and the employee pays 15%. For
employee coverage of dental premiums, the Town pays 100% of the premium. Premiums in FY 22/23 have no rate
increases.
The contribution rate for the Arizona State Retirement System (ASRS) will decrease slightly from 12.22% to 12.03%.
The rate for PSPRS is projected to decrease given the payment of the unfunded liability in FY 21/22. However, until a
new actuarial report is released, the Town is choosing to keep the rate flat to maintain a high funding ratio. The Correction
Officers Retirement Plan (CORP) rate will increase about 39.2%. The table below illustrates the changes to employee
benefit rates over the last several years.
Employer Matching Rates
FY 19/20 FY 20/21 FY 21/22 FY 22/23
Arizona State Retirement System (ASRS) 12.11% 12.22% 12.22% 12.03%
Public Safety Personnel Retirement System (PSPRS) 38.59% 41.65% 41.65% 41.65%
Correction Officers Retirement Plan (CORP) 59.94% 75.53% 79.23% 118.45%
Medical Premiums (per year)* $4,132 $4,132 $4,492 $4,492
Dental Premiums (per year)** $300 $300 $314 $314
* single (employee-only) PPO coverage
** single (employee-only) base plan coverage
Town of Oro Valley FY 2022/23 Adopted Budget 92
Financial Overview | Personnel Summary
Employees per Capita
During the last economic recession, the Town reduced staff considerably. With recovery, continued population growth,
as well as added facilities and amenities, the number of employees has grown gradually since that time. Looking at an
employee per capita trend, full-time equivalent positions (FTEs) have remained relatively flat since 2016. FTEs per capita
may increase gradually with the town’s continued population growth, subject to available funding sources.
93 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Personnel Summary by Fund
Personnel Summary by Fund
FY 2020 FY 2021 FY 2023 +/-
Actual Actual Budget Projected Budget to Budget
General Fund
Administrative Services 21.00 - - - - -
Clerk 4.73 4.73 4.73 4.73 3.73 (1.00)
Community & Economic Dev.27.78 27.78 27.78 28.78 28.78 1.00
Council 7.00 7.00 7.00 7.00 7.00 -
Finance - 7.20 8.20 8.20 9.20 1.00
Human Resources - 4.00 4.00 4.00 4.00 -
Innovation & Technology - 14.80 15.80 16.80 16.80 1.00
Legal 6.00 6.00 6.00 6.00 7.00 1.00
Magistrate Court 8.48 8.48 8.50 8.50 8.98 0.48
Town Manager's Office 10.38 8.38 8.38 8.38 8.38 -
Parks and Recreation 41.55 41.55 41.55 42.23 44.31 2.76
Police 137.13 135.13 134.73 132.73 138.73 4.00
Public Works 45.64 45.64 46.64 46.64 51.98 5.34
General Fund Personnel 309.69 310.69 313.31 313.99 328.89 15.58
Special Revenue Funds
Highway Fund 15.00 15.00 12.00 12.00 12.00 -
Community Center Fund 21.55 21.55 21.55 21.55 22.77 1.22
Seizure Funds 1.00 1.00 - - - -
Special Revenue Funds Personnel 37.55 37.55 33.55 33.55 34.77 1.22
Capital Project Funds
Capital Fund - - 2.00 2.00 2.00 -
Capital Projects Funds Personnel - - 2.00 2.00 2.00 -
Enterprise Funds
Water Utility 39.48 40.48 40.48 40.48 40.48 -
Stormwater Utility 10.25 10.25 10.73 10.73 9.73 (1.00)
Enterprise Funds Personnel 49.73 50.73 51.21 51.21 50.21 (1.00)
Total Town Personnel 396.97 398.97 400.07 400.75 415.87 15.80
FY 2022
Town of Oro Valley FY 2022/23 Adopted Budget 94
Financial Overview | Personnel Schedule
Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual Budget Projected Budget to Budget
Administrative Services
Admin. Svcs. Director/Chief Financial Officer 1.00 - - - - -
Chief Procurement Officer 1.00 - - - - -
Finance Manager 1.00 - - - - -
Senior Budget Analyst 1.00 - - - - -
Senior Accountant 1.00 - - - - -
Accounting Specialist 1.00 - - - - -
Human Resource Director 1.00 - - - - -
Human Resource Analyst 2.00 - - - - -
Chief Information Officer 1.00 - - - - -
Network Administrator 2.00 - - - - -
Systems Analyst 2.00 - - - - -
Data Base Analyst 1.00 - - - - -
Senior GIS Administrator 1.00 - - - - -
GIS Analyst 1.00 - - - - -
IT Analyst 1.00 - - - - -
Procurement Specialist 1.00 - - - - -
Senior Office Specialist 1.00 - - - - -
Human Resource Assistant 1.00 - - - - -
Total Administrative Services 21.00 - - - - -
Full-time employees:-
Part-time employees:-
Clerk
Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.48 1.48 1.48 1.48 0.73 (0.75)
Communications Intern 0.25 0.25 0.25 0.25 - (0.25)
Total Clerk 4.73 4.73 4.73 4.73 3.73 (1.00)
Full-time employees:3
Part-time employees:2
FY 2022
95 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual Budget Projected Budget to Budget
Community and Economic Development (CED)
CED Director 1.00 1.00 1.00 1.00 1.00 -
Division Manager, Permitting 1.00 1.00 1.00 1.00 1.00 -
Division Manager, Planning 1.00 1.00 1.00 1.00 1.00 -
Div Mgr, Inspect. & Comp./Bldg Official 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Principal Planner 2.00 2.00 2.00 2.00 2.00 -
Senior Planner 1.00 1.00 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 1.00 1.00 -
Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 -
Senior Planning Technician 1.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 1.00 1.00 -
Plans Examiner II 2.00 2.00 2.00 2.00 2.00 -
Building Inspector II 4.00 4.00 4.00 4.00 4.00 -
Building Inspector I 1.00 1.00 1.00 1.00 1.00 -
Plans Examiner I 1.00 1.00 1.00 1.00 1.00 -
Management Analyst - - - 1.00 1.00 1.00
Code Compliance Specialist 1.00 1.00 1.00 1.00 1.00 -
Zoning Technician 1.00 1.00 1.00 1.00 1.00 -
Building Permit Technician 2.00 2.00 2.00 2.00 2.00 -
Senior Office Specialist 1.00 1.00 2.00 1.00 1.00 (1.00)
Office Specialist 0.48 0.48 0.48 0.48 0.48 -
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.00 1.00 - 1.00 1.00 1.00
Intern 0.30 0.30 0.30 0.30 0.30 -
Total CED 27.78 27.78 27.78 28.78 28.78 1.00
Full-time employees:28
Part-time employees:2
Council
Mayor 1.00 1.00 1.00 1.00 1.00 -
Council Member 6.00 6.00 6.00 6.00 6.00 -
Total Council 7.00 7.00 7.00 7.00 7.00 -
Full-time employees:-
Part-time employees:7
Finance
Chief Financial Officer - 1.00 1.00 1.00 1.00 -
Finance and Budget Administrator - 1.00 1.00 1.00 1.00 -
Senior Budget Analyst - 1.00 1.00 1.00 1.00 -
Senior Accountant - 1.00 2.00 2.00 2.00 -
Chief Procurement Officer - 1.00 1.00 1.00 1.00 -
Contract Specialist - - 1.00 1.00 1.00 -
Procurement Specialist - 1.00 - - 1.00 1.00
Accounting Specialist - 1.00 1.00 1.00 1.00 -
Senior Office Specialist - 0.20 0.20 0.20 0.20 -
Total Finance - 7.20 8.20 8.20 9.20 1.00
Full-time employees:9
Part-time employees:-
FY 2022
Town of Oro Valley FY 2022/23 Adopted Budget 96
Financial Overview | Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual Budget Projected Budget to Budget
Human Resources
Human Resources Director - 1.00 1.00 1.00 1.00 -
Human Resources Analyst - 2.00 3.00 3.00 3.00 -
Human Resources Assistant - 1.00 - - - -
Total Human Resources - 4.00 4.00 4.00 4.00 -
Full-time employees:4
Part-time employees:-
Innovation & Technology
Chief Information Officer - 1.00 1.00 1.00 1.00 -
NetOps Supervisor - 1.00 1.00 1.00 1.00 -
Applications Supervisor - 1.00 1.00 1.00 1.00 -
Network Administrator - 1.00 1.00 2.00 2.00 1.00
Systems Analyst - 2.00 3.00 2.00 2.00 (1.00)
IT Analyst - 1.00 1.00 1.00 1.00 -
Database Analyst - 1.00 1.00 1.00 1.00 -
Senior GIS Administrator - 1.00 1.00 1.00 1.00 -
GIS Analyst - 1.00 1.00 1.00 1.00 -
IT Technican - 1.00 1.00 2.00 2.00 1.00
Strategic Initiatives Manager - 1.00 1.00 - - (1.00)
Management Analyst - - - 1.00 1.00 1.00
Constituent Services Coordinator - 1.00 1.00 1.00 1.00 -
Emergency Mgmt & Safety Coordinator - 1.00 1.00 1.00 1.00 -
Senior Office Specialist - 0.80 0.80 0.80 0.80 -
Total Innovation & Technology - 14.80 15.80 16.80 16.80 1.00
Full-time employees:17
Part-time employees:-
Legal
Legal Services Director 1.00 1.00 1.00 1.00 1.00 -
Chief Civil Deputy Attorney 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 1.00 1.00 2.00 1.00
Senior Paralegal 1.00 1.00 1.00 1.00 1.00 -
Paralegal I 1.00 1.00 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 1.00 1.00 -
Total Legal 6.00 6.00 6.00 6.00 7.00 1.00
Full-time employees:7
Part-time employees:-
Town Court
Magistrate Judge 1.00 1.00 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 2.00 2.00 1.00
Deputy Court Administrator - - 1.00 - - (1.00)
Courtroom Clerk 1.00 1.00 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 3.00 1.00 1.00 (2.00)
Court Clerk 1.48 1.48 1.00 3.00 3.00 2.00
Probation Compliance Officer - - - - 0.48 0.48
Court Security Officer - 1.00 - - - -
Court Security Coordinator - - 0.50 0.50 0.50 -
Bailiff 1.00 - - - - -
Total Town Court 8.48 8.48 8.50 8.50 8.98 0.48
Full-time employees:8
Part-time employees:2
FY 2022
97 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual Budget Projected Budget to Budget
Town Manager's Office
Town Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 1.00 1.00 -
Senior Office Specialist 1.00 - - - - -
Management Analyst - 1.00 1.00 1.00 1.00 -
Management Intern 0.38 0.38 0.38 0.38 0.38 -
Strategic Initiatives Manager 1.00 - - - - -
Communications & Marketing Administrator 1.00 1.00 1.00 1.00 1.00 -
New Media Developer 1.00 - - - - -
Digital Content Specialist - 1.00 1.00 1.00 1.00 -
Marketing & Communications Specialist 1.00 1.00 1.00 1.00 1.00 -
Constituent Services Coordinator 1.00 - - - - -
Public Information Officer 1.00 1.00 1.00 1.00 1.00 -
Total Town Manager's Office 10.38 8.38 8.38 8.38 8.38 -
Full-time employees:8
Part-time employees:1
Parks and Recreation
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 -
Deputy Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 -
Recreation & Culture Manager 1.00 1.00 1.00 1.00 1.00 -
Recreation Facility Manager 1.00 1.00 1.00 1.00 1.00 -
Multimodal Planner 1.00 - - - - -
Parks Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 -
Parks Maintenance Crew Leader 1.00 - - - - -
Parks Maintenance Worker III - 1.00 1.00 1.00 1.00 -
Parks Maintenance Worker II 1.00 2.00 2.00 2.00 2.00 -
Parks Maintenance Worker I 5.00 5.00 5.00 5.00 6.00 1.00
Park Monitor 0.96 0.96 0.96 0.96 1.44 0.48
Senior Office Specialist 2.00 2.00 2.00 2.00 2.00 -
Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Office Assistant 1.00 - - - - -
Assistant Recreation Manager 2.00 3.00 3.00 3.00 3.00 -
Recreation Leader 2.91 2.91 2.91 2.91 2.91 -
Aquatics Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Aquatics Manager 1.00 1.00 1.00 1.00 1.00 -
Lifeguard Supervisor - 2.25 2.25 2.25 3.00 0.75
Aquatics Facility Supervisor 2.25 - - - - -
Aquatics Shift Leader 2.54 2.54 2.54 2.54 2.54 -
Aquatics Facility Attendant 4.80 4.80 4.80 5.00 5.12 0.32
Custodian 0.48 0.48 0.48 0.48 0.48 -
Recreation Supervisor - 0.75 0.75 0.75 0.75 -
Facility Attendant 5.00 4.25 4.25 4.25 4.72 0.47
Recreation Aide 6.63 6.63 6.63 6.63 6.63 -
Fitness Instructor 2.00 2.00 2.00 2.48 2.96 0.96
Lifeguard/Swim Instructor 13.53 13.53 13.53 13.53 13.53 -
Total Parks and Recreation 63.10 63.10 63.10 63.78 67.08 3.98
Full-time employees:23
(not including seasonal employees)Part-time employees:37
FY 2022
Town of Oro Valley FY 2022/23 Adopted Budget 98
Financial Overview | Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual Budget Projected Budget to Budget
Police
Chief of Police 1.00 1.00 1.00 1.00 1.00 -
Deputy Chief of Police 1.00 1.00 1.00 1.00 1.00 -
Commander 2.00 2.00 2.00 2.00 2.00 -
Lieutenant 5.00 5.00 5.00 5.00 5.00 -
Sergeant 13.00 13.00 13.00 13.00 13.00 -
Public Relations Sergeant 1.00 1.00 1.00 - - (1.00)
Public Information Officer - - - 1.00 1.00 1.00
Detective 7.00 7.00 7.00 8.00 9.00 2.00
Patrol Officer 54.00 56.00 56.00 59.00 62.00 6.00
Traffic Investigator - 1.00 1.00 1.00 1.00 -
Motorcycle Officer 6.00 4.00 4.00 1.00 1.00 (3.00)
School Resource Officer 9.00 8.00 7.00 7.00 7.00 -
K-9 Officer 3.00 3.00 3.00 2.00 2.00 (1.00)
DUI Officer 2.00 2.00 2.00 1.00 1.00 (1.00)
Training Officer 1.00 1.00 1.00 1.00 1.00 -
Reserve Officer 2.88 2.88 - - - -
Systems Analyst 1.00 - - - - -
Police Telecommunications Manager 1.00 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor 2.00 2.00 2.00 2.00 2.00 -
Public Safety Telecommunicator 10.00 10.00 11.00 10.00 12.00 1.00
Police Workforce Specialist - - 0.48 0.48 0.48 -
Records Supervisor 1.00 1.00 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 5.00 5.00 -
Crime Scene Technician Supervisor 1.00 1.00 1.00 1.00 1.00 -
Crime Scene Technician 2.00 2.00 3.00 3.00 3.00 -
Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 -
Crime Analyst 1.00 1.00 1.00 1.00 1.00 -
Emergency Mgmt & Safety Coordinator 1.00 - - - - -
Senior Office Specialist 2.00 3.00 3.00 3.00 3.00 -
Office Specialist 1.00 - - - - -
Office Assistant 1.25 1.25 1.25 1.25 1.25 -
Total Police 138.13 136.13 134.73 132.73 138.73 4.00
Full-time employees:136
Part-time employees:3
FY 2022
99 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual B udget Projected Budget to Budget
Public Works
Public Works Director & Town Engineer 1.00 1.00 1.00 1.00 1.00 -
Assistant Public Works Director 1.00 1.00 1.00 1.00 1.00 -
Engineering Division Manager 1.00 1.00 1.00 1.00 1.00 -
Operations Division Manager 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Senior Stormwater Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
Civil Engineer 1.00 1.00 1.00 1.00 1.00 -
CIP Project Manager - - 2.00 2.00 2.00 -
Stormwater Utility Division Manager 1.00 1.00 1.00 1.00 1.00 -
Stormwater Utility Project Manager 1.00 1.00 1.00 1.00 - (1.00)
Streets and Drainage Operations Supervisor - 1.00 1.00 1.00 1.00 -
Stormwater Field Superintendent 1.00 - - - - -
GIS Stormwater Intern - - 0.48 0.48 0.48 -
Senior Transit Crew Leader 1.00 1.00 1.00 1.00 1.00 -
Transit Crew Leader 1.00 1.00 1.00 1.00 1.00 -
Civil Engineering Designer 1.00 1.00 1.00 1.00 1.00 -
Senior Civil Engineering Tech 3.00 3.00 3.00 3.00 3.00 -
Streets & Drainage Op. Superintendent - 1.00 1.00 1.00 1.00 -
Streets Maintenance Superintendent 1.00 - - - - -
Senior Traffic Technician 1.00 1.00 1.00 1.00 1.00 -
Construction Inspector 3.00 3.00 - - - -
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00 -
Stormwater Utility Analyst 1.00 1.00 1.00 1.00 1.00 -
Stormwater Inspector Designer 1.00 1.00 1.00 1.00 1.00 -
Fleet and Facility Manager - 1.00 1.00 1.00 1.00 -
Facilities Maintenance Crew Leader 1.00 - - - - -
Fleet Maintenance Supervisor - 1.00 1.00 1.00 1.00 -
Fleet Maintenance Mechanic III 1.00 1.00 1.00 2.00 3.00 2.00
Fleet Control Specialist 1.00 1.00 1.00 - - (1.00)
Fleet Attendant - - 1.00 1.00 1.00 -
Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 1.00 1.00 -
Traffic Signs/Markings Worker 1.00 1.00 1.00 1.00 1.00 -
Streets & Drainage Crew Leader 2.00 2.00 2.00 2.00 2.00 -
Traffic Technician 1.00 1.00 1.00 1.00 1.00 -
Facilities Maintenance Technician 3.00 3.00 3.00 3.00 3.00 -
Heavy Equipment Operator III 1.00 - - - - -
Heavy Equipment Operator II 7.00 8.00 8.00 8.00 8.00 -
Heavy Equipment Operator I 1.00 - - - - -
Senior Office Specialist 1.00 2.00 2.00 2.00 2.00 -
Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Project Manager - - - - 1.00 1.00
Transit Specialist 1.11 1.11 1.11 1.11 1.10 (0.01)
Transit Dispatcher 2.11 2.11 2.11 2.11 2.58 0.47
Office Assistant 1.96 0.96 0.96 0.96 0.95 (0.01)
Transit Driver 19.71 19.71 19.71 19.71 22.60 2.89
Total Public Works 70.89 70.89 71.37 71.37 75.71 4.34
Full-time employees:50
Part-time employees:61
FY 2022
Town of Oro Valley FY 2022/23 Adopted Budget 100
Financial Overview | Personnel Schedule
FY 2020 FY 2021 FY2023 +/-
Actual Actual Budget Projected Budget to Budget
Water Utility
Water Utility Director 1.00 1.00 1.00 1.00 1.00 -
Engineering & Planning Manager 1.00 1.00 1.00 1.00 1.00 -
Water Utility Administrator 1.00 1.00 1.00 1.00 1.00 -
Water Operations Manager 1.00 1.00 1.00 1.00 1.00 -
Water Distribution Superintendent 1.00 1.00 1.00 1.00 1.00 -
Water Engineer Project Manager 1.00 - - - - -
CIP Project Manager - - - 1.00 1.00 1.00
Water Production & Meter Ops. Superint.1.00 1.00 1.00 1.00 1.00 -
Senior Engineering Associate - 2.00 2.00 1.00 1.00 (1.00)
Meter Operations Supervisor 1.00 1.00 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 - - - - -
Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 -
Lead Water Utility Operator 3.00 3.00 3.00 3.00 3.00 -
Construction Inspector 2.00 2.00 2.00 2.00 2.00 -
Water Control Systems Supervisor - 1.00 1.00 1.00 1.00 -
Electric and Control Technician 1.00 - - - - -
Instrumentation & Control Technican - 1.00 1.00 1.00 1.00 -
Civil Engineer Tech 1.00 1.00 1.00 1.00 1.00 -
Water Utility Operator III 8.00 7.00 7.00 7.00 7.00 -
Water Utility Operator II 4.00 5.00 5.00 5.00 5.00 -
Senior Office Specialist 1.00 1.00 1.00 1.00 1.00 -
Water Utility Analyst - 1.00 1.00 1.00 1.00 -
Customer Service Supervisor 1.00 - - - - -
Water Utility Operator I 4.00 4.00 4.00 4.00 4.00 -
Customer Service Specialist 4.00 4.00 4.00 4.00 4.00 -
Customer Service Representative 0.48 0.48 0.48 0.48 0.48 -
Total Water Utility 39.48 40.48 40.48 40.48 40.48 -
Full-time employees:40
Part-time employees:1
Total Personnel 396.97 398.97 400.07 400.75 415.87 15.80
Full-time employees:333
Part-time employees:116
FY 2022
101 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Debt Service
Debt Service
The Town of Oro Valley occasionally issues debt to provide funding for the construction of capital projects. The Town
has adopted financial policies on debt capacity that set guidelines for issuing debt and provide guidance in the timing
and structuring of long-term debt commitments. The general policy of the Town is to fund capital projects with new,
dedicated streams of revenue or voter-approved debt. Non voter-approved debt may be utilized when a dedicated
revenue source other than general revenue can be identified to pay debt service expenditures. The Town currently uses
Excise Tax Revenue Bonds, Water Project Revenue Bonds, Improvement District Bonds, Clean Renewable Energy
Bonds, and programs offered by the state as funding mechanisms for capital projects.
The chart below represents the percentage each type of bonded debt contributes to the total outstanding debt of the
Town as of June 30, 2022.
Outstanding Principal = $66,647,127
The following chart depicts total annual principal and interest requirements on the Town’s current outstanding debt.
Town of Oro Valley FY 2022/23 Adopted Budget 102
Financial Overview | Debt Service
Financing Sources
Excise Tax Revenue Bonds
Excise Tax Revenue Bonds are issued by the Town for the purpose of financing the construction or acquisition of capital
improvement projects. These bonds may be issued without voter approval. The Town of Oro Valley has issued excise
tax revenue bonds for the construction and improvement of water facilities, parks and recreation amenities, the
acquisition of land and construction of buildings to support Town services. In 2021, the Town issued pension obligation
bonds to pay down an unfunded liability in the public safety pension retirement system (PSPRS). Repayment of the debt
is pledged with excise sales tax, state shared revenue and other permit and fee revenues.
Senior Lien Water Project Revenue Refunding Obligations
The Senior Lien Water Project Revenue
Refunding Obligations were issued by the Town
in 2012 for the purpose of refunding previously
issued water revenue obligations. This was then
again refunded in 2021 to take advantage of
favorable market rates. The previously issued
obligations financed improvements to the
Town’s reclaimed and potable water systems.
Water project revenue bonds may be issued
without voter approval. Repayment of the debt is
pledged with water system revenues.
Bond Rating
Standard & Poor’s AA+
103 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Debt Service
Water Infrastructure Finance Authority Loans (WIFA)
WIFA is a state agency with specific programs
that can improve a city or town’s ability to use
bonding as a revenue source. WIFA has the
ability to assist smaller to medium sized
communities in pooling their bond issues to help
lower the costs of issuing debt. They also have
monies set aside to help secure the debt and
allow the bonds to be issued at the lowest
interest rate possible. WIFA’s charge is
specifically with water and wastewater projects.
In 2007, the Town received a $4.6 million WIFA
loan for infrastructure expansion of the
reclaimed water system in the Town. In 2009,
the Town received a $2.3 million WIFA loan to
finance existing water system infrastructure
improvements. The 2007 and 2009 WIFA loans
were refunded with the issuance of the 2021
Senior Lien Water Refunding Series. In 2014, the Town received a $4.7 million WIFA to finance meter replacements.
Clean Renewable Energy Bonds (CREBs)
In 2010, the Town issued Clean Renewable
Energy Bonds in the amount of $2.4 million to
finance the construction of solar panel covered
parking structures in the parking lot of Town hall.
The bonds are secured by the Town’s excise tax
revenues. The debt service is paid through a
combination of energy savings, electricity
rebates from Tucson Electric Power Company,
and a 55% interest subsidy from the U.S.
Treasury Department.
Debt Limit
The Arizona Constitution limits the Town’s bonded debt capacity (outstanding principal) to a certain percentage of the
Town’s secondary assessed valuation for General Obligation (G.O.) bonds. The Constitution states that for general
municipal purposes, the Town cannot incur a debt exceeding 6% of the assessed valuation of taxable property. Additional
bonds amounting to 20% of the assessed valuation of taxable property can be issued for water, lighting and sewer
projects, and for the acquisition and development of land for open space preserves, parks, playgrounds and recreational
facilities. The Town’s current bond holdings do not include G.O. bonds and, therefore, are not subject to the debt
limitation
Town of Oro Valley FY 2022/23 Adopted Budget 104
Financial Overview | Debt Service
Impact of Debt Levels on Government Operations
The issuance of debt commits the Town to a significant, long-term recurring cost; therefore, each new debt issuance
must be heavily scrutinized to ensure the Town’s ability to repay the debt. Debt service payments are contractual
obligations that take legal precedence over most other Town expenditures. Heavy debt levels may consume a significant
portion of an entity’s ongoing revenues and could impact an entity’s ability to provide services to citizens and residents,
especially during economic downturns and revenue declines. When feasible, the Town may utilize cash reserves to fund
a project, versus the issuance of debt. The Town’s financial policies on debt issuance and management also emphasize
minimal borrowing costs and affordability of future debt service obligations.
Summary
The below information summarizes the total outstanding principal and interest on current Town debt obligations for the
next twenty years. A measure of a community’s financial soundness is its bond rating. The Town continues to maintain
very strong coverage of debt service which contributes to the favorable bond ratings received from Standard & Poor’s
and Fitch Investors Service.
FY
Excise Tax
Revenue Bonds
Water Project
Revenue Bonds WIFA Loans CREBs Total
2023 6,431,951 1,078,037 380,846 204,706 8,095,541
2024 6,138,094 805,194 380,846 195,721 7,519,855
2025 6,133,937 808,378 380,846 191,318 7,514,479
2026 6,130,017 810,423 380,846 186,370 7,507,655
2027 5,674,051 804,729 380,846 176,066 7,035,693
2028 3,885,912 498,734 380,846 170,437 4,935,929
2029 3,664,990 119,499 3,784,489
2030 3,657,261 3,657,261
2031 3,656,839 3,656,839
2032 3,656,891 3,656,891
2033 3,486,258 3,486,258
2034 3,489,206 3,489,206
2035 2,799,668 2,799,668
2036 2,795,896 2,795,896
2037 2,798,399 2,798,399
2038 2,796,957 2,796,957
2039 2,791,821 2,791,821
2040 1,535,600 1,535,600
2041 1,533,900 1,533,900
2042 1,530,000 1,530,000
74,587,649 4,924,993 2,285,078 1,124,616 82,922,337
105 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Debt Service Schedules
Debt Service Schedules
$2,445,000
Clean Renewable Energy Bonds – Direct Payment
Date: July 22, 2010
Interest: Payable semiannually commencing on January 1, 2011, and semiannually thereafter on July 1 and
January 1 of each year.
Purpose: The bonds were issued to finance the construction of solar panel covered parking structures in the
parking lot of Town Hall.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal * Interest * Total
2023 150,000 54,706 204,706
2024 150,000 45,721 195,721
2025 155,000 36,318 191,318
2026 160,000 26,370 186,370
2027 160,000 16,066 176,066
2028 165,000 5,437 170,437
Total $940,000 $184,616 $1,124,616
*Debt Service is subsidized by electricity rebates from Tucson Electric Power Co. and a 55% interest subsidy from the U.S. Treasury
Department
$2,580,000
Excise Tax Revenue Obligations, Series 2012
Date: April 5, 2012
Interest: Payable semiannually commencing on January 1, 2013, and semiannually thereafter on July 1 and
January 1 of each year.
Purpose: The bonds were issued to finance the construction of enhancements and upgrades to the Town’s
Aquatic Center.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 185,000 41,519 226,519
2024 190,000 34,019 224,019
2025 200,000 26,719 226,719
2026 205,000 19,631 224,631
2027 215,000 12,147 227,147
2028 220,000 4,125 224,125
Total $1,215,000 $138,159 $1,353,159
Town of Oro Valley FY 2022/23 Adopted Budget 106
Financial Overview | Debt Service Schedules
$5,000,000
Water Infrastructure Finance Authority Loan
Date: January 22, 2014
Interest: Payable semiannually commencing on July 1, 2014, and semiannually thereafter on January 1 and July
1 of each year.
Purpose: This loan was secured to finance the replacement of aging water meters with new technology electronic
water meters.
Security: Water Revenues
Debt Service:
Fiscal Year Principal Interest Total
2023 325,496 55,351 380,846
2024 334,128 46,718 380,846
2025 342,989 37,857 380,846
2026 352,085 28,761 380,846
2027 361,422 19,424 380,846
2028 371,007 9,839 380,846
Total $2,087,127 $197,951 $2,285,078
$3,775,000
Excise Tax Revenue Refunding Obligations, Series 2015
Date: November 2, 2015
Interest: Payable semiannually commencing on January 1, 2016, and semiannually thereafter on July 1 and
January 1 of each year.
Purpose: The bonds were issued to refund previously issued excise tax revenue bonds. The previously issued
obligations provided funding for the land acquisition, development costs and construction of a Municipal
Operations Center.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 425,000 29,481 454,481
2024 437,000 21,249 458,249
2025 444,000 12,835 456,835
2026 450,000 4,298 454,298
Total $1,756,000 $67,862 $1,823,862
107 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Debt Service Schedules
$2,000,000
Excise Tax Revenue Obligations, Series 2016
Date: December 15, 2016
Interest: Payable semiannually commencing on July 1, 2017, and thereafter on July 1 and January 1 of each
year.
Purpose: The bonds were issued to finance energy efficiency improvements at the Town’s Community Center.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 140,000 32,516 172,516
2024 143,000 29,403 172,403
2025 146,000 26,224 172,224
2026 150,000 22,968 172,968
2027 153,000 19,635 172,635
2028-2032 816,000 45,650 861,650
Total $1,548,000 $176,396 $1,724,396
$14,302,000
Excise Tax Revenue Refunding Obligations, Series 2017
Date: April 6, 2017
Interest: Payable semiannually commencing on January 1, 2018, and thereafter on July 1 and January 1 of each
year.
Purpose: The bonds were issued to refund previously issued excise tax revenue refunding bonds. The previously
issued obligations provided funding to refinance certain outstanding excise tax secured obligations.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 1,595,000 184,060 1,779,060
2024 1,634,000 144,828 1,778,828
2025 1,673,000 104,648 1,777,648
2026 1,714,000 63,496 1,777,496
2027 1,756,000 21,335 1,777,335
Total $8,372,000 $518,368 $8,890,368
Town of Oro Valley FY 2022/23 Adopted Budget 108
Financial Overview | Debt Service Schedules
$8,140,000
Excise Tax Revenue Obligations, Series 2018
Date: October 23, 2018
Interest: Payable semiannually commencing on July 1, 2019, and thereafter on January 1 and July 1 of each
year.
Purpose: The bonds were issued to finance Oro Valley Water Utility infrastructure improvements and the Town’s
new police evidence and substation facility.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 486,000 201,102 687,102
2024 500,000 186,213 686,213
2025 516,000 170,872 686,872
2026 531,000 155,062 686,062
2027 547,000 138,784 685,784
2028-2031 2,359,000 382,286 2,741,226
2032-2034 1,963,00 90,102 2,053,102
Total $6,902,000 $1,324,361 $8,226,361
$5,582,000
Senior Lien Water Project Revenue Refunding Obligations, Series 2021
Date: January 20, 2021
Interest: Payable semiannually commencing on July 1, 2021, and thereafter on January 1 and July 1 of each
year.
Purpose: The bonds were issued to refund previously issued bonds. The previously issued obligations financed
improvements to the Town’s reclaimed and potable water systems.
Security: Water Revenues
Debt Service:
Fiscal Year Principal Interest Total
2023 1,021,000 57,037 1,078,037
2024 760,000 45,194 805,194
2025 772,000 36,378 808,378
2026 783,000 27,423 810,423
2027 787,000 17,729 804,729
2028-2029 609,000 9,233 618,233
Total $4,732,000 $192,993 $4,924,993
109 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Debt Service Schedules
$17,975,000
Excise Tax Revenue Obligations, Series 2021
Date: July 6, 2021
Interest: Payable semiannually commencing on January 1, 2022, and thereafter on January 1 and July 1 of each
year.
Purpose: The bonds were issued to fund a portion of the Town’s legacy obligations to the Public Safety Personnel
Retirement System (PSPRS). At the same time, the Town is using $10 million of General Fund reserves
to reduce the PSPRS obligations. The combined contribution of the Town and the bond proceeds are
to fully fund PSPRS.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 940,000 316,724 1,256,724
2024 960,000 315,582 1,273,582
2025 960,000 308,715 1,268,715
2026 970,000 301,262 1,271,262
2027 975,000 291,350 1,266,350
2028-2032 5,090,000 1,228,322 6,318,322
2033-2037 5,630,000 675,720 6,305,720
2038-2039 2,450,000 66,179 2,516,179
Total $17,975,000 $3,501,853 $21,476,853
$21,120,000
Excise Tax Revenue Obligations, Series 2021
Date: November 4, 2021
Interest: Payable semiannually commencing on July 1, 2022, and thereafter on January 1 and July 1 of each
year.
Purpose: The bonds were issued to finance various park projects, including Community Center Property
improvements, amenities to Naranja Park and multiuse path connections throughout the Town’s park
system.
Security: Excise Taxes
Debt Service:
Fiscal Year Principal Interest Total
2023 950,000 905,550 1,855,550
2024 680,000 864,800 1,544,800
2025 715,000 829,925 1,544,925
2026 750,000 793,300 1,543,300
2027 790,000 754,800 1,544,800
2028-2032 4,565,000 3,126,875 7,691,875
2033-2037 5,715,000 1,980,300 7,695,300
2038-2042 6,955,000 717,100 7,672,100
Total $21,120,000 $9,972,650 $31,092,650
Town of Oro Valley FY 2022/23 Adopted Budget 110
Financial Overview | Long Term Forecast
Long Term Forecast
The Town's adopted financial policies provide as a part of the annual Town budget preparation cycle, the Finance
Department shall prepare a minimum five-year financial forecast of projected revenues and expenditures to measure the
financial sustainability of the Town's operations and service levels. The forecast serves as the basis to test the potential
impacts of proposed policy, operational modifications, and pending legislative changes all intended to avoid significant
or irregular fluctuations in rates/fees and service levels.
This type of long-term planning involves aligning our General and Strategic Leadership Plans to our long-term forecast,
which in turn, drives our budget. The five-year financial forecast provides the Town Council, Town management, and
residents with a long-term financial perspective of revenues, expenditures, cash transfers in/out, fund balances and
capital financing options.
The base forecast is developed using the current services offered by the Town. Assumptions relating to inflation and
growth rates are used to predict expenditure levels. Revenues are projected by trend or by specific information, when
available. This information is used in conjunction with the impact of new commercial and residential development, future
construction projects and economic conditions to develop a long-term forecast.
Finance staff works in tandem with the Community and Economic Development Department when compiling projections
for long range planning to ensure compatibility among all planning processes. When compiling the long-range forecast,
the focus is on four of the Town’s major funds: the General Fund, Highway Fund, Capital Fund, and Community Center
Fund.
Proactive management of the budget to actual expenditures allows staff the opportunity to promptly notify the Town
Council of potential budget concerns. Staff monitor the budget monthly and adjust the estimated annual revenues and
expenditures based on the latest trends and economic information. Budget to actual amounts are reported to the Town
Council monthly and the CIP budget status is reported quarterly. Staff monitor and identify changes in the financial and
economic climates and considers solutions to negative trends.
Economic and Financial Environment
Oro Valley relies primarily on local sales tax and state shared revenues to fund ongoing operations. Costs that come
along with growth, such as road maintenance and water infrastructure, are offset by residential and commercial
development through construction sales tax, permit fees, and impact fees. The Town follows closely the trend of single-
family residential permits issued as an indicator for development. With a recent surge in homebuilding across the region
and much of the country, the Town issued 498 SFR permits in fiscal year 20/21, the most in nearly two decades. The
following graph depicts historical SFR permit totals, as well as projected totals through FY 25/26.
Community Feedback
(Surveys, Citizen Based
Commitees, Meetings)
Monitor and Adjust
(Monthly financial reports,
financial analysis)
General Plan
Strategic Leadership Plan
Resource Allocation
(Budget & CIP)
Business Plan
(Long-term Forecast)
111 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Long Term Forecast
Development and growth-related revenues such as these, as well as sales taxes and state shared revenues, are
economically volatile and may experience steep declines during economic downturns, as was the case with the last
economic recession. The Town does not levy a property tax and is therefore vulnerable to shifts in economic conditions.
Furthermore, changes in state legislation can impact local tax collection and state shared revenues.
The Town’s population growth has slowed
considerably from its historical trend and since the
last economic recession and is projected to
increase gradually over the next five years due in
part to the limited amount of developable land
within the incorporated boundaries of the town.
All this being said, prior to the COVID-19
pandemic, the Town had been experiencing
healthy economic growth, both at the local and
state levels, since recovering from the great
recession.
Impacts of Future Capital Needs
In additional to personnel costs, the Capital Improvement Program makes up a significant portion of the Town’s
expenditure forecast, for both the one-time cost of the capital and the continued operational impacts of the new facilities
or equipment. New or expanded parks and police facilities, for example, may require additional personnel and increased
operations & maintenance (O&M) costs. Capital projects will continue to demand much of the Town’s resources. Costs
to support these projects, as well as any identified recurring costs, have been incorporated in the long-term forecast.
Budget Impact
The Town’s General and Strategic Leadership Plans, its financial policies and the long term forecast all have dramatic
impact on the budget. The development of the budget is a process of resource allocation, and the resources available
to be allocated are a direct output of the long term forecast. The long term forecast influences the Town’s decision-
making by projecting the effect that current spending decisions will have on the future and whether resources will be
available to fund them. Financial policies, such as fund balance reserve policies, can have a visible impact on the budget,
particularly during economic downturns and revenue declines, when resources become strained.
Fund Forecasts
General Fund
The General Fund forecast demonstrates modest and reasonable growth in revenues over the next five years and is
balanced with expenditure levels that sustain current levels of programs and services, continued capital investments,
and continue the commitment to reasonable employee compensation and benefits.
The forecast for the General Fund assumes continued, conservative growth with no major economic downturns. The
forecast models local sales tax growth using several datapoints. Figures are provided by JLBC, the University of Arizona,
285
120 65 47 56
217
124 143
220
338 325 296 275
498
198 171
232
328
210
84 78
0
100
200
300
400
500
600
Permits IssuedSingle Family Residential Permits
Actual Budget Forecast
6,670
29,700
41,011
47,070 51,758
-
10,000
20,000
30,000
40,000
50,000
60,000
1990 2000 2010 2020 2030
Projected
Oro Valley Population
Town of Oro Valley FY 2022/23 Adopted Budget 112
Financial Overview | Long Term Forecast
and the Arizona Department of Revenue. These are then combined with the Town’s analysis and trend data to form the
baseline forecast.
Continued growth of 3-5% in most local sales tax categories is anticipated. Construction sales tax is estimated to remain
flat in the near term, then decline slightly in outer years due to reduced available land area for new development.
State shared revenues will see an increase in FY 2022/23 due to the 2020 state income tax filing deadline extension. A
statutory increase in Urban Revenue Sharing (URS; income taxes) from 15% to 18% will result in a sharp increase in
FY 2023/24. Beginning FY 2024/25, statutory income tax rate reductions and a cap of 2.5% will reduce URS growth to
about 2% per year.
The forecast assumes robust residential development continues through FY 2024/25, with a decline thereafter. Single
family residential permits are forecasted to fall below 100 per year by FY 2026/27.
Forecasted personnel expenditures in the General Fund reflect merit and step increases for employees, as well as
historical increases for insurance coverage and other employee related costs. The General Fund forecast also includes
modest capacity for new positions. The forecast assumes the Town will continue to make PSPRS contributions at a rate
of 41.65% through FY 2023/24, with a significant reduction expected thereafter due to funded status.
The forecast assumes operations and maintenance (O&M) costs increase 5% per year through FY 2025/26 before
gradually reducing to 1.5% growth by FY 2027/28. No changes to service levels are assumed. Annual transfers to the
Capital Fund for CIP projects are assumed at 5% of sales tax collections plus any remaining fund balance over the 25%
reserve policy.
The fund balance in the General Fund is maintained at or above the Town’s adopted policy requirement of 25% of
expenditures each year, ranging from approximately $12 million to $13 million each year.
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
$70,000,000
FY 21/22
Estimated
FY 22/23
Adopted
FY 23/24
Projected
FY 24/25
Projected
FY 25/26
Projected
FY 26/27
Projected
FY 27/28
Projected
General Fund
Sources, Uses and Fund Balance
USES
SOURCES
FUND BALANCE
113 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Long Term Forecast
Highway Fund
Highway Fund revenues are composed primarily of State-shared highway user (gas tax) revenues. The State-shared
highway user revenue projections are provided by the Arizona Department of Transportation and are projected to grow
an average of 3.9% per year, with growth slowing to 3.7% in the outer years.
Highway Fund expenditures reflect similar assumptions as those included in the General Fund forecast for personnel
and O&M costs. Funding for the pavement preservation program is included in the forecast at $1.9-$2.4 million each
year. To fund needed roadway CIP projects, the forecast assumes annual transfers of $1-2 million from the Capital Fund
in FYs 2023/24 through 2026/27.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY 21/22
Estimated
FY 22/23
Adopted
FY 23/24
Projected
FY 24/25
Projected
FY 25/26
Projected
FY 26/27
Projected
FY 27/28
Projected
Highway Fund
Sources, Uses and Fund Balance
USES
SOURCES
FUND BALANCE
Town of Oro Valley FY 2022/23 Adopted Budget 114
Financial Overview | Long Term Forecast
Capital Fund
The Capital Fund is primarily supported by transfers from the General Fund, with supplemental sources from annual
vehicle reserves, CIP-related bond proceeds, and grant-funded CIP projects.
Capital Fund expenditures consist primarily of the Town’s projected CIP projects, as well as personnel costs for two
temporary CIP managers. The forecast excludes the cost of a new police station, as a revenue source has not yet been
identified. Vehicle replacement costs are projected to grow 5-6% annually due to inflation.
As noted above, to fund needed roadway CIP projects, the forecast assumes annual transfers of $1-2 million from the
Capital Fund into the Highway Fund in FYs 2023/24 through FY 2026/27.
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
FY 21/22
Estimated
FY 22/23
Adopted
FY 23/24
Projected
FY 24/25
Projected
FY 25/26
Projected
FY 26/27
Projected
FY 27/28
Projected
Capital Fund
Sources, Uses and Fund Balance
USES
SOURCES
FUND BALANCE
115 Town of Oro Valley FY 2022/23 Adopted Budget
Financial Overview | Long Term Forecast
Community Center Fund
Community Center Fund revenue consists of local sales tax, contracted golf revenues, HOA golf contributions, Parks
and Rec. program revenue, and fitness memberships. Local sales tax estimates follow the same growth projections as
the General Fund for relevant categories. Contracted golf revenues are reduced in FY 2022/23 and flat in FY 2023/24
due to course closures for irrigation construction. The remaining recreation charges are conservatively forecasted to
grow 1% annually, accounting for the potential impact high inflation may have on discretionary spending.
Forecasted Town personnel and O&M figures reflect similar assumptions to the General Fund. Contracted expenditures
related to golf operations, including the Pusch 9-hole course, assume annual cost increases of 1%. Upon completion of
irrigation construction, it is assumed that contractor operations, play levels and revenues are consistent with FY 2020/21
and FY 2021/22.
Capital outlay in the Community Center Fund reflects the 10-year CIP, with additional costs of $100,000-250,000
assumed annually for other operating capital needs and maintenance. Transfers out reflects debt service on the Parks
and Recreation bonds and the 2016 Community Center energy efficiency bonds.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY 21/22
Estimated
FY 22/23
Adopted
FY 23/24
Projected
FY 24/25
Projected
FY 25/26
Projected
FY 26/27
Projected
FY 27/28
Projected
Community Center Fund
Sources, Uses and Fund Balance
USES
SOURCES
FUND BALANCE
Town of Oro Valley FY 2022/23 Adopted Budget 116
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020‐2021
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117 Town of Oro Valley FY 2022/23 Adopted Budget
DEPARTMENT BUDGETS
Clerk
Community and Economic Development
Council
Town Court
Finance
Human Resources
Innovation & Technology
Legal
Town Manager’s Office
Parks and Recreation
Police
Public Works
Water Utility
Town of Oro Valley FY 2022/23 Adopted Budget 118
Department Budgets | Clerk
CLERK
Overview
The Clerk's Office is the centralized information distribution point for our citizens, Town Council and staff.
Responsibilities include preserving the legislative history of the Town, maintaining public records of the Town
and conducting fair and impartial elections. The Clerk's Office provides staff support to Town Council; public
records and information; business licensing; records management; elections; voter registration; and notary
services. Functions of the Clerk's Office are performed in accordance with Arizona Revised Statutes, Oro
Valley Town Code and the administrative policies and objectives of the Town.
2021/22 Accomplishments
•Implemented a solution to obtain electronic signatures on oaths of office resulting in reduced processing
times and a reduction in paper costs.
•Added 3,427 documents consisting of 5,874 pages to the Town’s electronic document database.
•Transitioned public meetings back to in-person and implemented a new Administrative Directive to allow
for public participation of Public Hearings via Zoom for meetings held in the Council Chambers.
•Received and processed 456 public record requests from 7/1/21 to 6/30/22, resulting in a total of 457
staff hours to process.
•Analyzed and assisted in transitioning the business licensing function to the Community and Economic
Development Department to capitalize on efficiencies in the department’s new permitting software system
and connect businesses to the Town’s economic development professionals.
Council Focus Area(s)
•Effective & Efficient Government
2022/23 Objectives
•Analyze the current contract management and tracking process to identify possible efficiencies and
improvements. Implement any identified efficiencies and/or improvements by March 31, 2023.
119 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Clerk
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Percentage of business license renewals
issued within 30 days 100%
100%
within 20
days
100%
within 20
days N/A
Percentage of new business license
requests issued within 3-5 days of
application
100% 100% 100%
N/A
Percentage of public record requests
initiated within 24 business hours of receipt 100% 100% 100% 100%
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 120
Department Budgets | Clerk
Significant Changes
• The decrease of 1.0 FTE is due to the transfer of an office assistant position to the Community and Economic
Development Department.
• The increase in O&M is due to costs related to primary and general elections.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Town Clerk 1.00 1.00 1.00 -
Deputy Town Clerk 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 -
Office Assistant 1.48 1.48 0.73 (0.75)
Communications Intern 0.25 0.25 - (0.25)
Total FTEs 4.73 4.73 3.73 (1.00)
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 340,492 358,733 324,487 (34,246)
Operations & Maintenance 59,853 25,100 95,600 70,500
Total Expenditures 400,345 383,833 420,087 36,254
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Business Licenses & Permits 201,157 202,500 202,500 -
Public Record Request Fees 1,412 2,500 1,500 (1,000)
Total Revenues 202,569 205,000 204,000 (1,000)
121 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Community & Economic Development (CED)
COMMUNITY & ECONOMIC DEVELOPMENT (CED)
Overview
The Community and Economic Development (CED) Department supports and welcomes new and expanded
business and residential development in the Town of Oro Valley. The department provides excellent customer
service in coordinating all facets of economic development, planning, permitting, and inspection and
compliance related to horizontal and vertical construction within the community. The team is dedicated to
ensuring that development proceeds in a safe and efficient manner that meets today’s business needs. The
department encourages the use of best practices in both community and economic development, including
planning for growth and development that supports a sustainable economy, diverse employment and housing
opportunities, and expanded education and cultural experiences for local residents.
2021/22 Accomplishments
ADMINISTRATION
• Completed work plans aligned with the Town Council Strategic Leadership Plan and the comprehensive
economic development strategy.
• Continued to implement remote work strategies that maintained a high level of customer service for all
divisions, including remote pre-application and pre-construction meetings and remote customer service
front desk options.
PERMITTING
• Issued 2,455 permits, including 202 single family residential permits, 27 grading permits, 36 commercial
building permits, 513 photovoltaic permits and 213 pool permits.
• Issued permits representing over $1.7 million in plan review and permit fees representing more than $110
million in work valuation for new private construction.
• Issued commercial building permits for projects such as Icon Golf Superstore, Crumbl Cookies, AZ
MediQuip, Oncology Institute of Hope & Innovation, Sherwin Williams, Mali Thai, Hoppy Vine, Snooze AM
Eatery. Issued Type 2 grading permits for Linda Vista Luxury Rentals, Stone Canyon VIII (Phase V) and
Victory Church parking lot expansion/Como Drive improvements (phase 1).
• Went live with the new SmartGov permitting system on June 21, 2022.
PLANNING
• Staff completed 14 neighborhood meetings and reviewed 30 pre-application proposals and 60 formal
applications.
• Completed zoning code amendments for parking and signs
CED Director
ADMINISTRATION PERMITTING PLANNING INSPECTION AND
COMPLIANCE
ECONOMIC
DEVELOPMENT
Town of Oro Valley FY 2022/23 Adopted Budget 122
Department Budgets | Community & Economic Development (CED)
2021/22 Accomplishments (continued)
• Drafted zoning code amendments for private recreation areas, site plan review procedures and multi-
family requirements. Completed Planning & Zoning Commission study sessions for each.
• Completed spring version of Community Academy prepared for a new academy in fall.
• Improved neighborhood meetings by offering in-person and Zoom participation opportunities
• Recognized by the Arizona Planning Association with an award for developing model Saguaro
conservation methods and practices
• Initiated preparation for upcoming community effort for 2026 General Plan
• Completed planning review comments within time standards for all development applications.
• Comprehensively evaluated Your Voice, Our Future general plan action item implementation and updated
the Planning work plan accordingly.
• Implemented OVprojects.com website customer improvements.
• Updated customer process guides published on Town website.
• Instituted internal efficiency improvements including refined review checklists and technological
enhancements
INSPECTION & COMPLIANCE
• As of May 1, 2022 Performed 26,754 inspections at approximately 10,579 locations. Some high-profile
projects include Roche Tissue Diagnostics building expansions, F45 Fitness, TMC One and OV Self
Storage and Business Center.
• As of May 1, 2022, staff investigated a total of 273 violations/complaints recorded. Of those recorded,
nearly all were resolved in a timely manner without use of violation penalties.
• Worked with several businesses and property owners to achieve voluntary compliance related to zoning
violations.
ECONOMIC DEVELOPMENT
• Created a startup business curriculum based on the results of the entrepreneurial needs study to
determine how to support start up and small businesses.
• Transitioned OVSafeSteps to OVNextSteps, which includes enhanced business retention and expansion
efforts, semi-annual surveys to determine business needs, continued direct visits with businesses, and
additional small business support programming.
• Regularly added net new primary employer business projects into the active business expansion and
attraction pipeline.
• Leonardo Electronics USA has progressed with plans to build a new state-of-the-art semiconductor laser
manufacturing facility in Innovation Park and will move their existing operations that currently employ 200
and add an additional 170 jobs over five years. The total capital investment will be approximately $100
million, resulting in a total economic impact of $374 million over the next 10 years.
• Partnered with the Communications Division to develop and complete a new economic development
website that went live April 27, 2022.
• Partnered with the Oro Valley Chamber and hosted the first annual business summit at the Westward
Look with 90 participants.
• Business visits resumed in June 2021 after being discontinued during the height of the pandemic.
• Forged Town agreements for the new fiscal year with Visit Tucson, Tohono Chul, and SACCA.
• Held quarterly meetings with the leadership from the two resorts and the Town’s tourism team.
• Developed partnerships with Tucson Audubon and Tohono Chul for the development of an OV birding
experience utilizing Vistoso Trails Nature Preserve, Catalina Park, and Tohono Chul as the birding sites.
123 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Community & Economic Development (CED)
Created quarterly Tourism Newsletter focusing on cross-selling opportunities for town related tourism
businesses.
• Completed tourism forum survey
• Fostered partnerships with USA Cycling, El Tour De Tucson and Tucson Bike Classic to establish cycling
activities and events in Oro Valley.
Council Focus Area(s)
• Land Use
• Economic Vitality
2022/23 Objectives
• Conduct an assessment to determine the types of residential opportunities necessary to successfully
promote a thriving and diverse economic base.
• Conduct an analysis of Town codes and ordinances to ensure the design standards maintain the unique
character of Oro Valley while also providing for a variety of architectural concepts that integrate with and
enhance the community.
• Continue the OVSafeSteps initiative with ongoing business support programs designed to help with
post-pandemic recovery.
• Review and propose changes to Town codes that assist local businesses in adapting to emerging
consumer buying habits
• Prioritize actions that identify and recruit high-quality primary, employer prospects for the Town of Oro
Valley consistent with the Council-adopted Comprehensive Economic Development Strategy.
• Develop strategies to incentivize entrepreneurial opportunities for start-up and home-based businesses,
business expansion opportunities and adaptive reuse of vacant buildings.
• Evaluate the effectiveness of the 2019-2020 economic development business attraction efforts and
recommend any improvements.
• Conduct an external retail market assessment by a qualified firm to provide targeted data designed to
assist the Town in attracting and retaining restaurant and retail establishments.
• Partner with the Oro Valley Chamber of Commerce to convene an annual business summit focused on
increasing the Town and community’s understanding of the challenges and opportunities associated
with operating a thriving business.
• Work with the owner of the Oro Valley Village Center to develop a multi-faceted, mutually agreeable
approach to attract and retain new investment and an expanded customer base to that complex.
• Leverage the growing positive relationships with local businesses to develop enhanced strategies that
make Oro Valley more business friendly.
Town of Oro Valley FY 2022/23 Adopted Budget 124
Department Budgets | Community & Economic Development (CED)
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Percentage of zoning or building code
violation complaints investigated within 72
hours
100% 100% 100% 100%
Percentage of zoning or building code
violations resolved through voluntary
compliance
95% 95% 95% 95%
Percentage of inspections completed by
end of next business day 98% 95% 98% 98%
Startup businesses established N/A N/A N/A 3
New jobs created related to tourism
initiatives N/A N/A N/A 10
Target Met Target Not Met Informational Only N/A – New/Previous Measure
125 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Community & Economic Development (CED)
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
27.78 27.78 28.78 1.00
FY 2021 FY 2022 FY 2023
Expenditures by Division Actual Budget Budget Change
Administration 191,781 297,878 226,290 (71,588)
Permitting 1,004,137 1,064,595 1,094,080 29,485
Planning 557,259 661,959 746,557 84,598
Inspection and Compliance 860,442 865,853 817,619 (48,234)
Economic Development 82,631 154,329 396,218 241,889
Total 2,696,250 3,044,614 3,280,764 236,150
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Residential Building Permits 2,110,300 1,222,500 1,023,494 (199,006)
Commercial Building Permits 715,612 242,500 816,330 573,830
Special Inspection Fees 5,460 8,000 8,000 -
Zoning and Subdivision Fees 121,973 135,000 65,000 (70,000)
Sign Permits 20,995 20,000 20,000 -
Grading Permit Fees 183,924 84,500 84,500 -
Engineer Plan Review Fees 24,800 51,000 51,000 -
Fire Permits and Fees 84,628 65,000 65,000 -
Total 3,267,692 1,828,500 2,133,324 304,824
Total FTEs
Town of Oro Valley FY 2022/23 Adopted Budget 126
Department Budgets | Community & Economic Development (CED)
CED - Administration
Overview
The primary function of the Community and Economic Development Director is to ensure harmonious growth as well as
the health, safety and welfare of the public in the built environment. The director, with support of the division managers
and administrators, provides leadership, direction and support to the department's staff. Responsibilities include
establishing departmental policy; leadership direction and support of the department's staff; preparation and
management of the department's operating and capital budget; code interpretation and enforcement; revisions to the
Town Code; Council support; Town Manager's Executive Leadership Team; customer service including effective public
outreach and communication; and resolution of personnel and legal issues.
Significant Changes
• One Office Assistant position was transferred from the Clerk’s Office and a Senior Office Specialist position
was transferred to the Innovation and Technology Department. The decrease in personnel costs is due
primarily to the cost difference of the transferred positions.
• The decrease in O&M is due to one-time consulting costs related to consultant for property donation in the
prior year.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
CED Director 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 - (1.00)
Office Assistant - - 1.00 1.00
Total FTEs 2.00 2.00 2.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 174,989 237,478 210,890 (26,588)
Operations & Maintenance 16,792 60,400 15,400 (45,000)
Total Expenditures 191,781 297,878 226,290 (71,588)
127 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Community & Economic Development (CED)
CED - Permitting
Overview
The Permitting division coordinates all facets of plan review for permitting and development by assessing compliance
with the codes and ordinances adopted by the Town. Plan review and coordination of projects include conceptual and
final site plans, improvement plans, grading, building, walls, pools, spas, signs, equipment and miscellaneous projects
for both residential and commercial development.
Significant Changes
• The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2022/23.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Division Mgr, Permitting 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 -
Engineering Design Reviewer 1.00 1.00 1.00 -
Plans Examiner II 2.00 2.00 2.00 -
Plans Examiner I 1.00 1.00 1.00 -
Senior Planning Technician 1.00 1.00 1.00 -
Building Permit Tech 2.00 2.00 2.00 -
Office Specialist 0.48 0.48 0.48 -
Total FTEs 9.48 9.48 9.48 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 925,626 951,170 978,205 27,035
Operations & Maintenance 78,511 113,425 115,875 2,450
Total Expenditures 1,004,137 1,064,595 1,094,080 29,485
Town of Oro Valley FY 2022/23 Adopted Budget 128
Department Budgets | Community & Economic Development (CED)
CED - Planning
Overview
The Planning division administers the General Plan and Zoning Code for the harmonious growth of the town. The division
is responsible for providing planning and zoning services to the community, Town Council, Planning and Zoning
Commission, Board of Adjustment and project teams. The division's current work plan focuses on updates to the sign
code, zoning code, general plan and associated guidelines and standards.
Significant Changes
• The increase of 1.0 FTE is due to the transfer of a Code Compliance Specialist from the CED – Inspection
and Compliance Division to align with the workload and needs of the planning division. The increase in
personnel costs is related to: 1) a mid-year transfer of the Code Compliance Specialist from the department’s
Inspection & Compliance Division; 2) a market pay adjustment for eligible employees in FY 2022/23.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Division Mgr, Planning 1.00 1.00 1.00 -
Principal Planner 2.00 2.00 2.00 -
Senior Planner 1.00 1.00 1.00 -
Planner 1.00 1.00 1.00 -
Code Compliance Specialist - - 1.00 1.00
Senior Office Specialist 1.00 1.00 1.00 -
Intern 0.30 0.30 0.30 -
Total FTEs 6.30 6.30 7.30 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 533,781 576,049 660,492 84,443
Operations & Maintenance 23,478 85,910 86,065 155
Total Expenditures 557,259 661,959 746,557 84,598
129 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Community & Economic Development (CED)
CED – Inspection & Compliance
Overview
The Inspection and Compliance division is responsible for inspecting all new and altered, commercial and residential,
vertical and horizontal construction within the town to assess their compliance with the codes and ordinances adopted
by the Town. The division is also responsible for the monitoring and enforcement of the zoning, building and Town codes
and ordinances, including all construction, plant salvage, landscape, signage and development performance standards.
Significant Changes
• The decrease of 1.0 FTE is due to the transfer of a Code Compliance Specialist to the CED – Planning
Division to align with the workload and needs of the planning division. The decrease in personnel costs is
related to a mid-year transfer of the Code Compliance Specialist to the department’s Planning Division. The
decrease was partially offset by a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is related to training costs for building inspectors.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Division Mgr, Insp. & Comp.1.00 1.00 1.00 -
Building Inspector II 4.00 4.00 4.00 -
Building Inspector I 1.00 1.00 1.00 -
Code Compliance Specialist 1.00 1.00 - (1.00)
Zoning Technician 1.00 1.00 1.00 -
Senior Office Assistant 1.00 1.00 1.00 -
Total FTEs 9.00 9.00 8.00 (1.00)
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 857,325 854,008 799,799 (54,209)
Operations & Maintenance 3,117 11,845 17,820 5,975
Total Expenditures 860,442 865,853 817,619 (48,234)
Town of Oro Valley FY 2022/23 Adopted Budget 130
Department Budgets | Community & Economic Development (CED)
CED – Economic Development
Overview
Beginning FY 2019, Economic Development was a new General Fund division within the Community and Economic
Development Department. These costs were previously budgeted in the Bed Tax Fund. Economic Development is
responsible for business recruitment, retention, and expansion.
Significant Changes
•The increase in 1.0 FTE is due to a mid-year transfer of a Management Analyst position to the department.
Personnel costs increased due to the transfer of a Management Analyst and a market pay adjustment for
eligible employees in FY 2022/23
•The increase in O&M is due to costs related to tourism transferred from General Administration (General
Fund)
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Economic Dev. Specialist 1.00 1.00 1.00 -
Management Analyst - - 1.00 1.00
Total FTEs 1.00 1.00 2.00 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 80,138 83,478 192,862 109,384
Operations & Maintenance 2,493 70,851 203,356 132,505
Total Expenditures 82,631 154,329 396,218 241,889
131 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgeted | Council
COUNCIL
Overview
Town Council consists of seven officials elected by residents of the Town. The Mayor is directly elected by
the citizens while the Vice Mayor is selected by the Council annually. Councilmembers serve four-year
overlapping terms in the manner prescribed by state law. The Mayor and Councilmembers of Oro Valley are
committed to high quality municipal services and responsible development. Through the Town Manager, the
Town Council provides policy direction by adopting rules, regulations and procedures to meet community
needs. The Mayor and Councilmembers remain accountable and accessible to the residents through their
commitment to full, honest and timely communication and exchange promoting responsive, accountable
governance.
2021/22 Accomplishments
• Provided direction to the Town Manager and Town Attorney to finalize a settlement agreement that led
to the purchase of the former Vistoso Golf Course by The Conservation Fund and the transfer of the 202
acres to the Town in July 2022.
• Approved the issuance of $25 million in parks and recreation bonds to fund priority amenities identified
in the Parks and Recreation Master Plan, including fields, splash pad, pickleball and basketball courts at
Naranja Park; multi use paths; reconstructed tennis and pickleball courts at the Community Center; and
replacement irrigation systems for the El Conquistador and Cañada golf courses.
• Approved an amendment to the Purchase and Sales Agreement with HSL that removed a provision
providing for the potential private operation of the Cañada golf course should the Town cease to operate
it in the future.
• Completed and reopened the renovated Town Council chambers that allows for greater in person
attendance, improved sound and presentation technology, upgraded ADA access and the ability to hold
dual in-person/Zoom meetings.
• Collaborated with staff to launch Keep OV Beautiful, a community beautification program that brings all
of the Town’s beautification programs and opportunities under one umbrella, making it easier than ever
for residents to participate in the Town’s collective efforts to keep roads, trails and paths clean and
beautiful.
Council Focus Areas and Goals
• Economic Vitality
Implement actions to support and assist local businesses in navigating the current and projected
economic conditions.
Implement strategies to attract, grow and retain primary employers and expand local job opportunities.
Implement strategies to attract and retain retail, restaurant and hospitality investment and expansion
in commercial centers.
Identify strategies to entice area residents and visitors to choose Oro Valley as a premier place to
dine, shop, play and stay.
• Culture and Recreation
Invest in and maintain a high-quality parks, recreation and trail system that is accessible,
comprehensive, connected and serves the community’s needs.
Support recreational, cultural and arts programs that provide opportunities for residents to connect
with their community.
Town of Oro Valley FY 2022/23 Adopted Budget 132
Department Budgeted | Council
Council Focus Areas and Goals (continued)
• Public Safety
Support strategies that continue to ensure Oro Valley’s standing as one of the safest communities in
Arizona.
Support actions that maintain and enhance the community’s trust in the Oro Valley Police Department.
• Roads, Water and Town Assets
Support investments and strategies that result in a quality transportation network throughout the
community.
Deliver a safe, reliable and sustainable water supply that meets the long-term needs of the community.
Support investments and strategies that ensure the effective utilization of Town resources in
maintaining properties and equipment.
• Land Use and Design
Ensure quality development with integrated architecture and natural open space while maintaining
and enhancing the character of the community
• Effective and Efficient Government
Continue strengthening community outreach, engagement, and transparency.
Maintain and strengthen our culture of continuous improvement to affect an efficient and high-
performing organization.
Attract and retain talented employees to effectively carry out the Town’s mission.
• Town Finances
Ensure the Town can financially sustain expected levels of service for current and future residents.
Significant Changes
• The increase in O&M is related to: 1) increased travel and training; 2) an increase in volunteer recognition
costs.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Mayor 1.00 1.00 1.00 -
Councilmember 6.00 6.00 6.00 -
Total FTEs 7.00 7.00 7.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 78,862 78,820 78,822 2
Operations & Maintenance 83,039 109,900 120,323 10,423
Total Expenditures 161,901 188,720 199,145 10,425
133 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Town Court
TOWN COURT
Overview
Oro Valley Town Court is charged with the processing and adjudication of all cases filed with the court. This
includes misdemeanor criminal and traffic cases, civil traffic cases and Town Code violations. The court also
collects fines, surcharges, restitution, and other fees associated with these cases. Oro Valley Town Court
also issues domestic violence orders of protection and injunctions against harassment, and issues marriage
licenses. Services rendered by the Court are governed by rules set by the Arizona Supreme Court, statutes
and/or ordinances enacted by the Arizona Legislature and/or the Oro Valley Town Council.
2021/22 Accomplishments
• Completed a conversion to an entirely paperless environment, and in doing so, made court information
more accessible to Court users and reduced office supply costs.
• Proposed revisions to the Town Code which were approved by Council that updated the ordinances
governing the operation of the Court.
• Reviewed hundreds of outstanding cases and completed final disposition with the assistance of the
Town Prosecutor.
• Resumed normal Court operations, including in-person hearings and jury trials.
• Worked with Police Department and Prosecutor’s Office to establish a consistent court calendar.
• Initiated and oversaw the purchase and installation of a digital fingerprint machine at the police station
that instantly reports criminal history to AZ Department of Public Safety.
• Completed a remodel of existing Court office space, including the removal of all physical files which
created more staff area to allow for the installation of cubicles.
• Trained all staff to function as a Courtroom Clerk, improving efficiency in the event of a staff absence.
• Updated internal procedures to reflect changes in legislation, which included Proposition 207 and the
new process of expunging records.
Council Focus Area(s)
• Public Safety
2022/23 Objectives
• Uphold the law and administer justice fairly, timely, and efficiently.
• Ensure that all citizens have equal access to justice
• Complete design phase of the court remodel in Capital Improvement Program (CIP)
Town of Oro Valley FY 2022/23 Adopted Budget 134
Department Budgets | Town Court
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Resolve non-DUI misdemeanor cases
within 180 days (98% resolution standard
required by the Arizona Supreme Court)
N/A N/A N/A 98%
Resolve DUI misdemeanors within 180
days (93% resolution standard required by
the Arizona Supreme Court)
N/A N/A N/A 93%
Resolve ex parte protective orders within 24
hours of filing (99% resolution standard
required by the Arizona Supreme Court)
N/A N/A N/A 99%
Resolve civil traffic cases within 90 days
(98% resolution standard required by the
Arizona Supreme Court)
N/A N/A N/A 98%
Target Met Target Not Met Informational Only N/A – New/Previous Measure
135 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Town Court
Significant Changes
• The increase in 0.48 FTE is due to a new part-time probation compliance officer position to assist in
addressing ongoing compliance-related requirements.
• The increase in O&M is related to court appointed attorney fees for an increasing workload of complex cases
and appeals.
• Capital outlay is related to equipment replacement
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Magistrate Judge 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 2.00 1.00
Deputy Court Administrator - 1.00 - (1.00)
Courtroom Clerk 1.00 1.00 1.00 -
Senior Court Clerk 3.00 3.00 1.00 (2.00)
Court Clerk 1.48 1.00 3.00 2.00
Probation Compliance Officer - - 0.48 0.48
Court Security Officer 1.00 - - -
Court Security Coordinator - 0.50 0.50 -
Total FTEs 8.48 8.50 8.98 0.48
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 677,617 748,880 759,950 11,070
Operations & Maintenance 124,506 165,916 254,131 88,215
Capital Outlay - - 39,000 39,000
Total Expenditures 802,123 914,796 1,053,081 138,285
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Court Costs 140,218 135,000 135,000 -
Court Security Fee 20,000 20,000 57,000 37,000
Public Defender Fees 2,416 2,400 2,400 -
Fines 153,547 125,000 125,000 -
Total Revenues 316,181 282,400 319,400 37,000
Town of Oro Valley FY 2022/23 Adopted Budget 136
Department Budgets | Finance
FINANCE
Overview
Finance is responsible for Town financial activities, including accounting, payroll and accounts payable
processing, budget development, coordination and analysis, financial statement preparation, audit
coordination, debt management, managerial reporting, sales tax compliance and participation in a variety of
other administrative and special projects. Finance also coordinates the development of the Town’s Capital
Improvement Program and provides procurement administration for the Town.
2021/22 Accomplishments
•Received the Distinguished Budget Presentation award from the Government Finance Officers
Association (GFOA) for the 14th consecutive year, with special performance measures recognition.
•Received the Certificate of Achievement for Financial Reporting Excellence from GFOA for the 29th
consecutive year.
•Received the Popular Annual Financial Reporting award from GFOA for the 11th consecutive year.
•Received an unmodified “clean” audit opinion for the Town’s annual financial statements.
•Facilitated the contribution of $27.6 million toward the Town’s outstanding liability in the Public Safety
Pension Retirement System, through a combination of $10 million in Town reserve funds and $17.6 million
in pension obligation bonds.
•Issued excise tax bonds to provide $25 million in funding for parks and recreation amenities and
improvements, including Naranja Park improvements, Community Center and golf course irrigation
improvements, and multi-use paths.
•Successfully contracted for a number of significant Town infrastructure and capital improvements,
including the Naranja Park expansion and golf course irrigation improvements.
•Successfully contracted for a new employee deferred compensation services provider, intended to
improve employee planning and return on retirement investment options.
•Due to conservative budgeting practices and prudent fiscal management, the Town is expected to
significantly outperform financial expectations in the General Fund and across nearly all funds for the
fiscal year.
•Adopted and implemented a long-term strategy to adequately fund the Town’s Public Safety Pension
Retirement System (PSPRS) liability
Council Focus Area(s)
•Town Finances
•Effective and efficient government
2022/23 Objectives
•Explore opportunities to broaden revenue diversity to improve the Town’s long-term financial stability
•Leverage technology to broaden electronic access to information and data on Town’s finances and
contracts
•Collaborate between Procurement, IT and Clerk’s Office to seek, source and implement best solution for
public access to Town procurement contracts
•Assist in update of Town-wide development impact fees and increase cost recovery of Town services
through update of development review, permitting, and parks & recreation fees
137 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Finance
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Maintain excise tax revenue bond ratings
of AA+ from Fitch and/or Standard &
Poor’s (S&P)
Fitch AA+
S&P AA+
Fitch AA+
S&P AA+ S&P AA+* S&P AA+
Maintain minimum General Fund reserve
balance of 25% of General Fund
expenditures
82.1% >25% 51.3%
(projected) >25%
Percentage variance between mid-year
revenue forecast and actual fiscal year-end
revenue for General Fund
+6.7% <5% +11.3% <5%
*Fitch rating were related to the sr. lien series 2012 water bonds which were prefunded in FY 2022
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Significant Changes
• The increase in 1.0 FTE is due to a new procurement specialist position in FY 2022/23 to accommodate the
increasing workload of procurement for the Town. The increase in personnel costs is related to: 1) a new
procurement specialist position; 2) a market pay adjustment for eligible employees in FY 2022/23.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Chief Financial Officer 1.00 1.00 1.00 -
Finance & Budget Administrator 1.00 1.00 1.00 -
Chief Procurement Officer 1.00 1.00 1.00 -
Contract Specialist - 1.00 1.00 -
Procurement Specialist 1.00 - 1.00 1.00
Senior Budget Analyst 1.00 1.00 1.00 -
Senior Accountant 1.00 2.00 2.00 -
Accounting Specialist 1.00 1.00 1.00 -
Senior Office Specialist 0.20 0.20 0.20 -
Total FTEs 7.20 8.20 9.20 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 757,682 881,824 1,017,379 135,555
Operations & Maintenance 78,931 97,831 94,081 (3,750)
Total Expenditures 836,613 979,655 1,111,460 131,805
Town of Oro Valley FY 2022/23 Adopted Budget 138
Department Budgets | Human Resources
HUMAN RESOURCES
Overview
Human Resources (HR) provides services and support in the following areas: policy and procedure;
administration and compliance; compensation and benefits; hiring, development and retention; employee and
labor relations; and performance management.
2021/22 Accomplishments
• Developed and distributed an employee survey to 240 benefit-eligible employees to determine
satisfaction of Town benefit offerings and well-being programs, as well as work environment and
organizational issues, obtaining a 73% participation rate. Key finding that 84% of employees would
recommend the Town of Oro Valley as a place of employment to family and friends.
• Completed a comprehensive classification and compensation study using an experienced consultant
which survey as the basis for an upgrade of the 2022/2023 General Pay Plan.
• Created and made available streamlined templates on a variety of employee relations and performance
management issues for supervisors and managers to easily access.
• Re-constituted the quarterly employee recognition program to include opportunities to recognize recently
promoted and welcome recently hired employees.
• Broadened and customized recruitment outreach efforts to ensure Town departments received quality
candidates. In the first nine months of the fiscal year, recruited for and hired 82 positions, processing
over 1,000 applications.
• Conducted annual employee recognition where 54 employees who reached the 5, 10, 15, 20, 25, and
30-year marks were honored for over 695 combined years of service.
Council Focus Area(s)
• Effective & Efficient Government
2022/23 Objectives
• Benchmark workforce policies and practices and recommend and implement sustainable changes to the
Town’s Personnel Policies and internal procedures as appropriate
• Implement a robust on-going supervisory training program that supports delivery of quality services,
strengthens employee engagement, and builds leadership skills.
• Invest in education and training programs to develop current employees for promotional opportunities
• Develop an enhanced performance management system to strengthen employee engagement and
retention
139 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Human Resources
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Employee Investment: # of Supervisory
Training Hours Attended N/A N/A N/A 248
Employee Investment: # of Tuition
Reimbursement Recipients 8 8 8 10
Employee Investment: # of Promotions 7 N/A 17 15
Full Time Employee Turnover Rate N/A N/A 17.4% 15%
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Significant Changes
• The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2022/23.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Human Resource Director 1.00 1.00 1.00 -
Human Resource Analyst 2.00 3.00 3.00 -
Human Resource Assistant 1.00 - - -
Total FTEs 4.00 4.00 4.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 383,866 401,410 427,780 26,370
Operations & Maintenance 53,484 133,980 142,125 8,145
Total Expenditures 437,350 535,390 569,905 34,515
Town of Oro Valley FY 2022/23 Adopted Budget 140
Department Budgets | Innovation & Technology
INNOVATION & TECHNOLOGY
Overview
The Innovation & Technology Department (I&T) is committed to providing secure, proven, innovative
technologies that enhance operational efficiencies while providing convenient access to government
information and services for employees, citizens, visitors and businesses. I&T is comprised of two divisions:
Innovation and Strategy, and Information Technology.
The Innovation and Strategy division manages the Council Strategic Leadership Plan, OV Peak Performance
(continuous improvement activities dedicated to delivering better value to customers, internally and externally,
by eliminating waste), emergency management, safety, and constituent services. Emergency Management
programs ensure disaster preparedness, education and information is made available to staff and to
community stakeholders. Constituent Services, through phone calls and AskOV, addresses concerns,
complaints, inquiries and referrals with excellent customer service and a commonsense approach.
The Information Technology Division (ITD) identifies, implements, and supports technology for all Town
departments to support their business needs. Responsibilities include management and security of the Town's
computer and telephony networks, Geographic Information System (GIS), technology acquisition, application,
and database support. ITD strategizes its work through five focus areas: service delivery Improvement; cyber
security; application lifecycles; business continuity; and ITD as a strategic partner.
2021/22 Accomplishments
• Upgraded enterprise ERP system to latest version and implemented their latest forms engine for better
control of key forms like purchase orders and business licenses.
• Continued implementation of electronic forms for various processes throughout the Town.
• Coordinated updated cybersecurity training courses for employees twice per year along with ongoing
phishing testing campaign with remedial training to help mitigate against potential breaches.
• Updated audio and video equipment and services in the new council chambers. This included the ability
to support simultaneous virtual and in-person meetings.
• Updated mobile device management solution for better asset tracking, security, and management.
• Updated multifactor authentication platform within the Town.
• Refreshed all police department body cameras.
• Won an award from Arizona Geographic Information Council for best application with the consolidated
Adopt-a-road/trail website that is integrated with the Town’s asset management system.
• Continued Peak Performance training to all full-time employees and expanded Lean Green Belt training
to 45 employees, broadening the use of process improvement across the organization.
• In FY 21/22, 29 Peak Improvement projects were completed, resulting in an estimated savings of $119,224 in
ongoing time and materials.
• Revised Town safety program to reflect current practices and regulations.
• Participated with Pima County in updating the multi-jurisdictional hazard mitigation plan.
• Worked with Pima County on training the Town senior management team in emergency operations and
conducted an emergency management exercise.
Council Focus Area(s)
• Economic Vitality
• Roads, Water and Town Assets
• Effective and Efficient Government
141 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Innovation & Technology
2022/23 Objectives
• Explore feasibility of a Town-owned fiber optic network to minimize reliance on third party carriers and
increase technology capabilities at Town facilities
• Develop strategies to expand broadband services throughout the town
• Foster a culture of continuous improvement through actions that support, challenge, and engage the
employee at all levels.
• Continue to provide regular training to Town staff to enhance process improvement proficiencies.
• Identify and implement ways in which Peak Performance teams share their journey and successes
within the organization.
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Ensure all systems are updated and
patched within 30 days of patch release. N/A N/A N/A 95%
Implement Helpdesk satisfaction survey N/A N/A N/A 80%
Quarterly Peak Improvement events added N/A N/A N/A 4
Add storyboards to InsideOV as projects
complete N/A N/A N/A 5
Peak Performance initiative cost savings $227,397 $75,000 $119,224 $100,000
Peak Performance initiatives implemented 29 20 24 30
Employees Lean Six Sigma Green Belt new
certifications 16 15 29 15
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 142
Department Budgets | Innovation & Technology
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Chief Information Officer (CIO)1.00 1.00 1.00 -
NetOps Supervisor 1.00 1.00 1.00 -
Applications Supervisor 1.00 1.00 1.00 -
Network Administrator 1.00 1.00 2.00 1.00
Systems Analyst 2.00 3.00 2.00 (1.00)
Database Analyst 1.00 1.00 1.00 -
Senior GIS Administrator 1.00 1.00 1.00 -
GIS Analyst 1.00 1.00 1.00 -
IT Analyst 1.00 1.00 1.00 -
IT Technician 1.00 1.00 2.00 1.00
Strategic Initatives Manager 1.00 1.00 - (1.00)
Management Analyst - - 1.00 1.00
Constituent Services Coord.1.00 1.00 1.00 -
Emergency Mgmt & Safety 1.00 1.00 1.00 -
Senior Office Specialist 0.80 0.80 0.80 -
Total FTEs 14.80 15.80 16.80 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 1,497,005 1,665,903 1,742,909 77,006
Operations & Maintenance 1,812,141 2,412,880 2,705,600 292,720
Capital Outlay 269,522 267,800 349,300 81,500
Total Expenditures 3,578,668 4,346,583 4,797,809 451,226
Significant Changes
• The increase of 1.0 FTE is due a new IT Technician position was added, a transfer from CED, to help support
the growing demands on software and other technology. The increase in personnel costs is related to: 1) a
transfer of 1.0 FTE from CED; 2) a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is related to software maintenance costs and licensing.
• The increase in capital outlay is related to costs for virtual hosting and police mobile computer (MDC)
replacements.
143 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Legal
LEGAL
Overview
The Legal Services Department is managed by the Legal Services Director. A contract attorney is hired by
the Mayor and Council to act as their chief legal advisor. The Legal Services Department is committed to
providing the highest quality representation possible to meet the present and future needs of the Town in an
efficient and effective manner.
2021/22 Accomplishments
• Continued to hold court cases telephonically throughout the COVID-19 pandemic, switching to in-person.
• Provided statewide training on Ethics, Advanced DUI, Drugged Driving and Criminal Year Updates to
police officers and prosecutors.
• Provided support staff for various Boards and Commission meetings.
• Responded to legal claims against the Town.
• Reviewed contracts, policies and ordinances; and provided legal advice
• Provided support for Town acquisition of Vistoso Trails Nature Preserve
• Tried the State v. Bell case, a case with national attention, and obtained a conviction.
Council Focus Area(s)
• Public Safety
2022/23 Objectives
• Provide the highest quality representation in order to meet the present and future needs of the Town in
an efficient and effective manner
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Percentage of all legal requests fulfilled
within 14 days 100% 100% 100% 100%
Number of criminal cases handled by
prosecution staff (calendar year) 700 700 1287
Local or statewide officer trainings provided 2 2 3 2
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 144
Department Budgets | Legal
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Legal Services Director 1.00 1.00 1.00 -
Chief Civil Deputy Attorney 1.00 1.00 1.00 -
Assistant Town Prosecutor 1.00 1.00 2.00 1.00
Senior Paralegal 1.00 1.00 1.00 -
Paralegal I 1.00 1.00 1.00 -
Legal Secretary 1.00 1.00 1.00 -
Total FTEs 6.00 6.00 7.00 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 723,286 751,078 840,808 89,730
Operations & Maintenance 140,497 151,676 162,945 11,269
Capital Outlay - - 12,000 12,000
Total Expenditures 863,783 902,754 1,015,753 112,999
Significant Changes
• Personnel costs increased due to a new assistant Town prosecutor position and a market pay adjustment
for eligible employees in FY 2022/23.
• The increase in O&M is primarily related to increases for memberships and subscriptions.
• Capital outlay is related to office remodeling and furniture needs to accommodate the new position.
145 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Town Manager’s Office
TOWN MANAGER’S OFFICE
Overview
The Town Manager is responsible for the proper management and administration of the Town and serves as
the Chief Administrative Officer of the government under the direction of the Town Council. The Town
Manager’s office advises the Town Council on policy matters and manages the operations of the Town. This
includes directing and supervising the administrative Town departments, recommending the annual budget;
carrying out the policy direction of the Town Council; monitoring legislation; and representing the Town at the
local, state and national level. The Town of Oro Valley is made up of the following departments and/or offices:
Town Manager; Town Clerk; Finance; Human Resources; Information Technology; Legal Services; Police;
Water Utility; Community and Economic Development; Public Works; Parks and Recreation; and Town Court.
2021/22 Accomplishments
• Negotiated and finalized a settlement agreement with the owner of the former Vistoso golf course, The
Conservation Fund, and a local developer that led to the purchase of 202 acres of the property for
permanent open space and passive recreation.
• Maintained a AA+ bond rating from Standard and Poor’s in advance of the issuance of $25 million in
park and recreation bonds.
• Led the review and subsequent solicitation process to evaluate and select a new 457 deferred
compensation provider for a voluntary supplemental retirement savings program that enhances financial
well-being opportunities for employees.
• Collaborated with the Friends of Pusch Ridge Golf for the successful reopening of the Pusch 9 Course
in November.
• Created and hosted 13 “This is Oro Valley” podcasts to highlight Town and community operations,
including topics such as Police school resource officers and K-9s, public art, Golder Ranch Fire District,
Steam Pump Ranch and more, with increasing interest from the community as demonstrated by the
250% increase in downloads for the most recent podcast compared to the feature’s initial launch.
• Negotiated an economic development agreement that contributed to Leonardo Electronics US Inc. to
choose Oro Valley for its future relocation and estimated $100 million investment, 170 net new jobs and
regional economic impact of $374 million over the next 10 years.
• In response to the continuing pandemic, successfully adapted operations and created and implemented
a variety of new protocols and policies that resulted in limited impacts on Town services to the
community and a safe working environment.
Town Manager
ADMINISTRATION COMMUNICATIONS
Town of Oro Valley FY 2022/23 Adopted Budget 146
Department Budgets | Town Manager’s Office
2021/22 Accomplishments (continued)
•The Communications & Marketing Division led the development of two new micro websites within the
orovalleyaz.gov website to meet the organization’s growing needs/challenges: a more interactive and
content-rich site to better support site selectors, major employers and other economic development
needs; and a Police recruitment site that better aligns with the process and clearly conveys the unique
culture at OVPD.
•Developed and presented a tourism strategy to the Town Council that provides the foundation for
additional creative attraction strategies, including the development of a six-part tourism video series with
CGI Communications to highlight Oro Valley attractions and amenities.
Council Focus Area(s)
•Effective and Efficient Government
2022/23 Objectives
•Utilize creative methods to increase resident knowledge and understanding of Town services, programs
and facilities.
•Broaden the use of web-based tools and technologies to increase community engagement and
transparency.
•Foster a culture of continuous improvement through actions that support, challenge and engage the
employee at all levels.
•Review and modify Town policies to incorporate innovative and effective workforce practices that remain
viable post-pandemic.
•Ensure wellness and benefit programs are valuable, cost effective and desired by employees and
families to support wellness and productivity.
•Conduct a comprehensive compensation evaluation to ensure the Town remains competitive in
recruiting and retaining employees.
147 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Town Manager’s Office
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Website: annual number of page views 950,139 1,045,152 1,463,204 1,609,524
Website: annual number of users*
See note below 273,529 300,881 726,933*
799,626
Website: annual number of new users** 268,249 295,073 N/A** N/A
Podcast: annual downloads
1045 1,149 1,080 1,188
Facebook: average monthly post reach 1,708 1,800 2,040 2,125
Facebook: average monthly post
engagement 134 150 170 190
Facebook: post engagement rate (Most
useful metric) 7.22% 8% 8.37% 9%
Facebook: total followers 7,720 8,000 8,217 8,500
*The dramatic increase to 726,933 users in FY 21-22 is a result of the new Transit drivers portal/kiosk, which has
inflated the analytics for this metric.
**Metric has been discontinued because Google analytics counts any device as a “New” user. This means one person
with three devices would be counted as three “new” users, which is not an accurate metric. Instead, we will continue
measuring total annual number of users as a more meaningful, year over year metric.
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 148
Department Budgets | Town Manager’s Office
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
8.38 8.38 8.38 -
FY 2021 FY 2022 FY 2023
Expenditures by Division Actual Budget Budget Change
Administration 517,377 611,135 657,306 46,171
Communications 429,240 504,089 502,867 (1,222)
Total 946,617 1,115,224 1,160,173 44,949
Total FTEs
149 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Town Manager’s Office
TOWN MANAGER’S OFFICE - ADMINISTRATION
Overview
The Town Manager’s office is responsible for the fiscal health of the Town government, and for direction and
coordination of the administrative functions of the various departments, divisions, boards and services of the
Town Government. The Town Manager’s office provides staff support to the Town Council, promotes the
Town’s legislative agenda through intergovernmental programs, seeks opportunities for partnerships and
financial assistance at the county, state and federal levels through grants, legislation and federal appropriation
requests, represents the Town at the regional, state and national level, and oversees the operations of Town
departments and offices.
Significant Changes
• The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is due to budgeting for a bi-annual Council strategic planning consultant in outside
professional services and travel & training increases.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Town Manager 1.00 1.00 1.00 -
Assistant Town Manager 1.00 1.00 1.00 -
Management Analyst 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 -
Management Intern 0.38 0.38 0.38 -
Total FTEs 4.38 4.38 4.38 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 492,852 588,109 612,939 24,830
Operations & Maintenance 24,525 23,026 44,367 21,341
Total Expenditures 517,377 611,135 657,306 46,171
Town of Oro Valley FY 2022/23 Adopted Budget 150
Department Budgets | Town Manager’s Office
TOWN MANAGER’S OFFICE - COMMUNICATIONS
Overview
The Communications & Marketing Division is responsible for managing and facilitating all media relations on
behalf of the Town (with the exception of the Police Department, which has a designated public information
officer). The Division is responsible for internal and external communications, marketing and publications;
the Town’s multiple websites; oversight of the Town’s social media accounts; graphic design and maintenance
of Town graphic standards; videography and photography. Additionally, the Communications & Marketing
Division, in partnership with Economic Development, manages and facilitates the Town’s marketing and
advertising efforts. The division also partners with the various departments to plan, develop and produce
publications and initiatives designed to facilitate communication between Town leadership and residents to
keep residents informed about Town services, activities and programs.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Communications Administrator 1.00 1.00 1.00 -
New Media Developer 1.00 1.00 1.00 -
Marketing & Comm. Specialist 1.00 1.00 1.00 -
Public Information Officer 1.00 1.00 1.00 -
Total FTEs 4.00 4.00 4.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 331,743 379,619 384,280 4,661
Operations & Maintenance 95,297 124,470 118,587 (5,883)
Capital Outlay 2,200 - - -
Total Expenditures 429,240 504,089 502,867 (1,222)
151 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Parks and Recreation
PARKS and RECREATION
Overview
The Parks and Recreation Department is comprised of the following divisions: Administration, Parks
Management, Recreation and Culture, Aquatics and Community Center/Golf Fund. The department is further
responsible for providing staff support to the Parks and Recreation Advisory Board and the Historic
Preservation Commission.
The Mission of the Department is Inspire Connection through Recreation
2021/22 Accomplishments
ADMINISTRATION
• Began implementation of the Parks & Recreation Master Plan through the Town Council approved parks
bond that included securing design/construction teams for Naranja Park. Started construction at Naranja
Park, Community Center tennis courts and the golf course irrigation projects.
• Worked with the Sonoran Desert Flyer (remote control aircraft organization) to identify a permanent
airfield location.
• Managed the Indigo Sports golf contract resulting in year-over-year improved financials for golf and food
& beverage; successfully opened the Pusch Ridge Golf Course and worked with the disc golf community
to identify a brand-new recreation program that will launch in fall 2022.
PARKS MANAGEMENT
• Installed new pedestrian lighting around the walking path at Riverfront Park
• Installed new (lifecycle replacement) playground structures at James D. Kriegh Park
• Installed a third dog park area at Naranja Park for vulnerable dogs to use
RECREATION & CULTURE
• Through the Oro Valley Historic Preservation Commission, the first Historic Home was recognized in Oro
Valley and a process was established to review and designate future homes for this recognition.
Assistance was provided by University of Arizona graduate students.
• Construction began on the garage building at Steam Pump Ranch, upon its completion it will house the
Recreation and Culture Division and provide a staff presence and programming on site six days a week.
• Completed MOU with Oro Valley Historical Society identifying uses and future planning of use at the
Steam Pump Ranch property.
Parks and Recreation
Department Director
ADMINISTRATION PARKS
MANAGEMENT
RECREATION &
CULTURE AQUATICS COMMUNITY
CENTER
Town of Oro Valley FY 2022/23 Adopted Budget 152
Department Budgets | Parks and Recreation
2021/22 Accomplishments (continued)
AQUATICS
•Oversaw membership increase from 252 pre-pandemic membership to over 420 currently, a 66%
increase.
•Installed a new secondary sanitization system and oxygen system on the Olympic pool body of water.
This will provide increased water quality for users as well as decrease the amount of chemicals needed,
thus decreasing costs as well.
•Increased lifeguard certification offerings to attract more staff to the Town to assist with operations, as
well as classes for swim coach education.
•Added aqua aerobics classes to facility programming, increasing offerings to the public.
COMMUNITY CENTER
•Oversaw membership return to pre-pandemic levels
•Purchased new treadmills to replace old, outdated models. New treadmills include individual screens
and personalized settings and access to make the experience specific for each user.
•Increased pickleball programs and courts through use of temporary tape and volunteer assistance. This
program was non-existent two years ago and now provides opportunities seven days a week to an
active user group of over 200 participants.
•Added additional security cameras to the recreation facility to ensure safety at the facility.
•Offered a new December event, SnOV, to the community that was well received (2,000 participants) and
will become an annual holiday event.
Council Focus Area(s)
•Culture and recreation
2022/23 Objectives
•Continue implementation of Council bond funded projects to include Naranja Park build out and Steam
Pump Ranch projects and multi-use path projects.
•Finish partnership between the Town and Amphitheater School District for joint use of sports facilities.
•Increase programming to diversify and expand wellness opportunities to better serve Oro Valley
residents of all ages.
•Evaluate current department fees and create proposal to correspond with next fiscal year budget
•Complete work with Senior Task Force designed to create new opportunities for seniors in Oro Valley,
including possible new programs or changes to facility use
153 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Parks and Recreation
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Community and Recreation Center
Members 1,408 1,600 1,870 2,000
Oro Valley Aquatic Center Members 486 500 643
700
Rounds of Golf Played 86,706 75,850 97,111 79,875
Number of sport field reservations 4,424 N/A 4,649 N/A
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 154
Department Budgets | Parks and Recreation
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
63.10 63.10 67.08 3.98
FY 2021 FY 2022 FY 2023
Expenditures by Fund Actual Budget Budget Change
General Fund 2,052,575 3,446,361 3,815,162 368,801
Community Center Fund 5,725,830 7,789,128 13,171,272 5,382,144
Total 7,778,405 11,235,489 16,986,434 5,750,945
FY 2021 FY 2022 FY 2023
Revenues by Fund Actual Budget Budget Change
General Fund 586,496 558,525 817,032 258,507
Community Center Fund 7,583,861 7,398,265 8,505,335 1,107,070
Total 8,170,357 7,956,790 9,322,367 1,365,577
Total FTEs
155 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Parks and Recreation – General Fund
PARKS and RECREATION – GENERAL FUND
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
41.55 41.55 44.31 2.76
FY 2021 FY 2022 FY 2023
Expenditures by Division Actual Budget Budget Change
Administration 395,441 441,380 475,921 34,541
Parks Management 1,268,364 1,369,531 1,497,043 127,512
Recreation and Culture 388,770 498,834 616,241 117,407
Aquatics 1,136,616 1,225,957 89,341
Total 2,052,575 3,446,361 3,815,162 368,801
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Aquatics User Fees 405,834 395,000 496,000 101,000
Concession Sales 82 5,000 - (5,000)
Fields & Courts User Fees 109,137 66,125 122,032 55,907
Miscellaneous User Fees 71,443 92,400 159,000 66,600
State Grants - 40,000 40,000
Total 586,496 558,525 817,032 258,507
Total FTEs
Town of Oro Valley FY 2022/23 Adopted Budget 156
Department Budgets | Parks and Recreation – General Fund
PARKS and RECREATION – ADMINISTRATION
(GENERAL FUND)
Overview
The Parks and Recreation Administration Division is responsible for program registrations, processing fees
and making deposits, coordinating facility reservations, grant writing and management for the department,
responding to all phone, walk-in and email inquiries, and clerical and organizational support to the entire
department. Additionally, this division provides administrative support to the Parks and Recreation Advisory
Board.
Significant Changes
•The increase in O&M is related to general liability costs, and travel & training.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Parks & Recreation Director 1.00 1.00 1.00 -
Deputy Parks & Rec. Director 1.00 1.00 1.00 -
Office Specialist 1.00 1.00 1.00 -
Total FTEs 3.00 3.00 3.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 330,107 347,834 344,730 (3,104)
Operations & Maintenance 65,334 93,546 131,191 37,645
Total Expenditures 395,441 441,380 475,921 34,541
157 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Parks and Recreation – General Fund
PARKS and RECREATION – PARKS MANAGEMENT
(GENERAL FUND)
Overview
The Parks Maintenance Division is responsible for janitorial services, turf management, landscape
maintenance and property upkeep for all parks, natural trails, and bicycle/pedestrian oasis facilities. Parks
Maintenance is also responsible for the landscape maintenance at the Town Hall campus.
Significant Changes
• The increase in personnel is related to: 1) a new parks maintenance worker I (1.0 FTE) and a new part-time
park monitor (0.48 FTE) in FY 2023; 2) a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is related to cost increases for field supplies and increased grounds maintenance
needs.
• The increase in capital outlay is due to new one-time equipment purchases and restroom renovations at
Honey Bee Canyon and JDK park.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Parks Maint Superintendent 1.00 1.00 1.00 -
Parks Maintenance Supervisor 1.00 1.00 1.00 -
Parks Maintenance Worker III 1.00 1.00 1.00 -
Parks Maintenance Worker II 2.00 2.00 2.00 -
Parks Maintenance Worker I 5.00 5.00 6.00 1.00
Park Monitor 0.96 0.96 1.44 0.48
Total FTEs 10.96 10.96 12.44 1.48
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 519,602 630,281 699,493 69,212
Operations & Maintenance 607,995 633,750 665,550 31,800
Capital Outlay 140,767 105,500 132,000 26,500
Total Expenditures 1,268,364 1,369,531 1,497,043 127,512
Town of Oro Valley FY 2022/23 Adopted Budget 158
Department Budgets | Parks and Recreation – General Fund
PARKS and RECREATION – RECREATION & CULTURE
(GENERAL FUND)
Overview
The Recreation and Culture Division is a consolidation of the previous Recreation and Cultural Resources
Divisions. The Recreation and Culture Division is responsible for providing recreational programs, activities,
classes, hikes, and special events for all ages, as well as ball field management and contracts. It is also
responsible for management of all town historic and cultural properties, such as Steam Pump Ranch.
Additionally, this division is responsible for implementation and follow-through of master plans for town historic
sites and cultural resources.
Significant Changes
• Operations & Maintenance increased due to increase in contract programming and instructors, grant funded
outside professional services, and special event expenditures.
• The capital outlay is related to office equipment and furniture.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Recreation & Culture Manager 1.00 1.00 1.00 -
Assistant Recreation Manager 2.00 2.00 2.00 -
Recreation Leader 1.95 1.95 1.95 -
Recreation Aide 1.75 1.75 1.75 -
Total FTEs 6.70 6.70 6.70 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 338,240 389,684 390,091 407
Operations & Maintenance 47,029 109,150 211,150 102,000
Capital 3,501 - 15,000 15,000
Total Expenditures 388,770 498,834 616,241 117,407
159 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Parks and Recreation – General Fund
PARKS and RECREATION – AQUATICS
(GENERAL FUND)
Overview
The Aquatics Division is responsible for the safe operation, maintenance, and management of the Oro Valley
Aquatic Center. This facility includes an Olympic-sized swimming pool, a 25-yard pool, a splash pad for
children and other family-friendly amenities. The facility serves as one of Southern Arizona's premier,
competition-level facilities.
Significant Changes
• The increase in personnel is related to: 1) new part-time facility attendants and fitness instructors; 2) a market
pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is related to utilities, supplies, and increased contracted programs.
• Capital outlay is related to the replacement of a Co2 tank.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Aquatics Manager 1.00 1.00 1.00 -
Assistant Aquatics Manager 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 -
Facility Supervisor 2.25 2.25 2.25 -
Shift Leader 0.96 0.96 0.96 -
Facility Attendant 4.80 4.80 5.12 0.32
Fitness Instructor - - 0.96 0.96
Lifeguard/Swim Instructor 9.88 9.88 9.88 -
Total FTEs 20.89 20.89 22.17 1.28
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 716,851 821,566 884,957 63,391
Operations & Maintenance 355,412 280,050 332,000 51,950
Capital Outlay 5,526 35,000 9,000 (26,000)
Total Expenditures 1,077,789 1,136,616 1,225,957 89,341
Town of Oro Valley FY 2022/23 Adopted Budget 160
Department Budgets | Parks and Recreation - Community Center Fund
COMMUNITY CENTER FUND
Overview
This fund is used to manage the operations of the Town’s Community Center, golf, food & beverage, and
tennis facilities. Revenues include a dedicated 0.5% sales tax, as well as revenues from golf, tennis, food and
beverage, fitness, and recreation activities. Expenditures include personnel, operating and capital
improvement costs for the facilities. Golf, as well as food and beverage, are managed by an outside
contractor.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Recreation Facility Manager 1.00 1.00 1.00 -
Assistant Recreation Manager 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 -
Facility Supervisor 0.75 0.75 0.75 -
Custodian 0.48 0.48 0.48 -
Facility Attendant 4.25 4.25 4.72 0.47
Aquatics Shift Leader 1.58 1.58 1.58 -
Lifeguard Supervisor - - 0.75 0.75
Lifeguard 3.65 3.65 3.65 -
Recreation Leader 0.96 0.96 0.96 -
Recreation Aide 4.88 4.88 4.88 -
Fitness Instructor 2.00 2.00 2.00 -
Total FTEs 21.55 21.55 22.77 1.22
FY 2021 FY 2022 FY 2023
Expenditures and Other Financing Uses Actual Budget Budget Change
Personnel 711,610 875,291 920,274 44,983
Operations & Maintenance 4,671,485 4,912,818 5,498,918 586,100
Capital Outlay 193,529 132,500 2,666,700 2,534,200
Other Financing Uses 149,206 1,868,519 4,085,380 2,216,861
Total Expenditures 5,725,830 7,789,128 13,171,272 5,382,144
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Local Sales Taxes 2,947,420 2,932,798 3,477,236 544,438
Charges for Services 4,499,727 4,339,467 4,866,049 526,582
Miscellaneous 136,715 126,000 162,050 36,050
Total Revenues 7,583,861 7,398,265 8,505,335 1,107,070
161 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Parks and Recreation - Community Center Fund
Significant Changes
• The increase in personnel costs is related to: 1) more hours for facility attendants and lifeguard supervisors;
2) a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is related to the planned maintenance of the former Vistoso golf course and necessary
building repair and maintenance to the Community Center and La Cañada golf facility.
• Capital Outlay is related to various improvements to the Community Center and capital projects such as the
elevator and ADA improvements, the golf cart path repaving project and the former Vistoso golf course safety
improvements.
Town of Oro Valley FY 2022/23 Adopted Budget 162
Department Budgets | Police
POLICE
Overview
The Oro Valley Police Department is dedicated to courageous and selfless service in preventing crime,
building trust and enhancing quality of life for our community.
Chief of Police
Deputy Chief of Police
COMMUNITY
SERVICES
PROPERTY/ID
RECORDS
INVESTIGATIVE
SERVICES
SCHOOL
RESOURCE
OFFICERS
COMMUNICATIONS
CRIMINAL
INVESTIGATIONS
TASK FORCE
COMMUNITY
RESOURCES
PATROL SERVICES TRAFFIC &
SPECIAL OPS.
SUPPORT SERVICES FIELD SERVICES
PATROL MOTOR/TRAFFICCOMMUNITY
ACTION TEAM
K-9 UNIT
DUI
REGIONAL SWAT
Professional
Development & Training
Office of
Professional Standards
163 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Police
2021/22 Accomplishments
• Multiple vendors use various matrix criteria to identify “The Safest Cities in Arizona.” Oro Valley was
identified as: #2 by Homesnacks.com, #4 by Safewise.com, #7 by Safeatlast.co
• OVPD successfully met all 174 standard requirements for the Arizona Law Enforcement Accreditation
Program (ALEAP). It is the mission of the ALEAP to ensure compliance with established standards and a
clear statement of professional objectives, which represent current and professional industry-best-
practices in the safe, effective, efficient and non-discriminatory delivery of law enforcement services in the
state of Arizona.
• Participated with the Pima Regional Critical Incident Team (PRCIT) consisting of Tucson Police, Pima
County Sheriff’s, Marana Police, Sahuarita Police, University of Arizona Police, Tucson Airport Authority,
South Tucson Police, Pima Community College Police and Pasqua Yaqui Police Department. PRCIT is
an investigative team made up of law enforcement agencies in Pima County that will respond to conduct
criminal investigations related to officer-involved shootings, in-custody deaths, and other critical incidents.
• Continued to promote traffic safety through various strategies to include Oro Valley’s High Visibility
Enforcement (HiVE) deployments and participating in the Southern Arizona DUI Taskforce operations.
• Awarded funding in the amount of $133,948 from the Governor’s Office of Highway Safety for overtime
and equipment, to include the purchase of a Ford Explorer to support DUI enforcement, hazardous moving
violation enforcement and participation during Southern Arizona DUI Taskforce Operations.
• Awarded funding in the amount of $159,070 from Operation Stonegarden for equipment, overtime, and
mileage to combat illegal contraband / human smuggling and apprehend terrorists entering the country.
• AZ CART invited the Town of Oro Valley to participate in the Arizona Child Abduction Response Team
Intergovernmental Agreement. AZ CART provides a pool of specialized investigators which are available
to focus dedicated and intensive investigative, and general law enforcement efforts primarily with regard
to cases involving abducted children. OVPD serves as the southern AZ CART coordinator.
• Maintained consistent level of service to the community in the midst of challenging Covid-19
circumstances and impacts
• Implemented a three-prong approach (mental, physical, and nutrition) to the department’s health &
wellness program. The program allows working out on duty, education on nutrition and Blue Key project,
which is anonymous counseling.
• Completed 1,000 hours of supervisor management training to strengthen succession planning in the
department.
• Completed more than 3300 hours of advanced officer training. Officers were trained on CPR, firearms,
drivers training, defensive tactics, Red Dot System, fire extinguisher and building searches.
• OVPD members have instructed 11 active shooter trainings to the community.
• Implemented “OV Safe Return” program to assist with the safe return of the population subject to
additional hazards associated with Alzheimer’s and dementia.
Council Focus Area(s)
• Public Safety
2022/23 Objectives
• Deploy High Visibility Enforcement (HiVE) in high collision areas to address the increasing volume of
traffic and associated issues in and around Oro Valley roadways.
• Analyze Police call, response and service trends/data and develop a responsible short and long-term
plan to ensure the community continues to receive high quality public safety services.
Town of Oro Valley FY 2022/23 Adopted Budget 164
Department Budgets | Police
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
HiVE deployments conducted 27
1 per
month for
total of 12
19
2 per
month for
total of 24
Priority 1 calls for service average response
time N/A <5 minutes 3:55 <5 minutes
Priority 2 calls for service average response
time N/A <8 minutes 4:41 <8 minutes
Target Met Target Not Met Informational Only N/A – New/Previous Measure
165 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Police
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
136.13 134.73 138.73 4.00
FY 2021 FY 2022 FY 2023
Expenditures by Division Actual Budget Budget Change
Administration 1,717,569 2,228,353 2,591,191 362,838
Support Services 6,976,312 7,700,796 8,720,535 1,019,739
Field Services 7,908,215 8,696,101 9,545,496 849,395
Total 16,602,096 18,625,250 20,857,222 2,231,972
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Federal Grants 476,409 496,895 380,000 (116,895)
Intergovernmental 65,000 65,000 65,000 -
State Grants 214,154 75,000 75,000 -
Seizures & Forfeitures 100,394 327,000 102,000 (225,000)
Fingerprinting 1,650 4,000 9,000 5,000
Report Copying 5,652 6,500 6,500 -
Impound Processing 22,950 15,000 19,000 4,000
Other 15,071 8,000 5,000 (3,000)
Total 901,280 997,395 661,500 (335,895)
Total FTEs
Town of Oro Valley FY 2022/23 Adopted Budget 166
Department Budgets | Police
POLICE – ADMINISTRATION
Overview
The Oro Valley Police Department (OVPD) embodies a community policing philosophy and guides all staff
toward embracing this throughout the entire organization. Personnel are trained to deliver a high level of
service that meet our community’s expectations. OVPD allows our staff to uphold professional certifications
and focuses on developing the skills, abilities, knowledge, and talents to maintain exceptional services. OVPD
thoroughly investigates all complaints against its employees in order to preserve public confidence in our
willingness to oversee and control the actions of our employees. In Oro Valley, community policing is
considered one of our pillars that underlies all programs and initiatives.
Significant Changes
• The increase in personnel costs is related to: 1) a market pay adjustment for eligible employees in FY
2022/23; 2) a transfer of a senior office specialist position in FY 2023.
• The increase in O&M is due to insurance costs and department wide training.
• The capital outlay is related to furniture needs.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Police Chief 1.00 1.00 1.00 -
Deputy Police Chief 1.00 1.00 1.00 -
Lieutenant 1.00 1.00 1.00 -
Sergeant 2.00 2.00 2.00 -
Public Info. Officer - Sergeant 1.00 1.00 - (1.00)
Public Information Officer - - 1.00 1.00
Training Officer 1.00 1.00 1.00 -
Police Workforce Specialist - 0.48 0.48 -
Reserve Officer 0.48 - - -
Administrative Services Manager 1.00 1.00 1.00 -
Senior Office Specialist - - 1.00 1.00
Total FTEs 8.48 8.48 9.48 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 1,330,566 1,433,966 1,560,604 126,638
Operations & Maintenance 387,003 794,387 1,015,587 221,200
Capital Outlay - - 15,000 15,000
Total Expenditures 1,717,569 2,228,353 2,591,191 362,838
167 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Police
POLICE – SUPPORT SERVICES
Overview
The Support Services Division is comprised of Criminal Investigations Unit, Community Action Team, Crime
Analyst, Task Force Operations, Property and I.D., School Resource Officers, Community Resources, Citizen
Volunteer Assistants Program, Records, and the Communications Bureau. Support Services focuses on and
analyzes crime trends, efficient resource allocation and technological solutions.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Commander 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 -
Sergeant 3.00 4.00 4.00 -
School Resource Officer 9.00 7.00 7.00 -
Detective 7.00 7.00 9.00 2.00
Lead Officer - 1.00 1.00 -
Officer 6.00 5.00 11.00 6.00
Officer/Special Events Coord.1.00 1.00 - (1.00)
Telecommunications Manager 1.00 1.00 1.00 -
Telecommunications Supervisor 2.00 2.00 2.00 -
Telecommunicator 10.00 11.00 12.00 1.00
Records Supervisor 1.00 1.00 1.00 -
Records Specialist 5.00 5.00 5.00 -
Office Assistant 1.25 1.25 1.25 -
Crime Analyst 1.00 1.00 1.00 -
Crime Scene Tech Supervisor 1.00 1.00 1.00 -
Crime Scene Technician 2.00 3.00 3.00 -
Senior Office Specialist 1.00 1.00 1.00 -
Reserve Officer 0.96 - - -
Total FTEs 55.21 55.25 63.25 8.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 6,419,930 6,940,805 7,973,478 1,032,673
Operations & Maintenance 338,875 377,991 527,057 149,066
Capital Outlay 217,507 382,000 220,000 (162,000)
Total Expenditures 6,976,312 7,700,796 8,720,535 1,019,739
Town of Oro Valley FY 2022/23 Adopted Budget 168
Department Budgets | Police
Significant Changes
• The increase in personnel is related to; 1) a new telecommunicator position in FY 2023 as well as six positions
shifted from Field Services and one from Administration; 2) a market pay adjustment for eligible employees in
FY 2022/23.
• O&M increased due to increased equipment needs
• The decrease in capital outlay is from less grant funded vehicle purchases in FY 2022/23 than the prior year.
169 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Police
POLICE – FIELD SERVICES
Overview
The Field Services Division is comprised of Patrol, Traffic Unit, K-9 and Pima Regional assignments. Field
Services is responsible for the uniformed patrol functions of the Department, including 24-hour response to
the initial investigation of crimes and incidents, traffic enforcement and control, crash investigations,
community policing programs and specialized operations such as SWAT and K-9.
Significant Changes
• The increase in personnel is related to two new police officers and a market pay adjustment for eligible
employees in FY 2022/23. The increase was offset by various position transfers to other divisions/units within
the department.
• The increase in O&M is related to uniform and safety equipment costs.
• The capital outlay is related to K9 equipment.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Commander 1.00 1.00 1.00 -
Lieutenant 2.00 2.00 2.00 -
Sergeant 8.00 7.00 7.00 -
Lead Officer 9.00 7.00 6.00 (1.00)
K-9 Officer 2.00 2.00 2.00 -
Traffic Investigator 1.00 1.00 1.00 -
DUI Officer 2.00 2.00 1.00 (1.00)
Motorcycle Officer 3.00 4.00 1.00 (3.00)
Officer 41.00 43.00 44.00 1.00
Reserve Officer 1.44 - - -
Senior Office Specialist 2.00 2.00 1.00 (1.00)
Total FTEs 72.44 71.00 66.00 (5.00)
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 7,882,198 8,627,421 9,452,596 825,175
Operations & Maintenance 24,538 68,680 82,900 14,220
Capital Outlay 1,479 - 10,000 10,000
Total Expenditures 7,908,215 8,696,101 9,545,496 849,395
Town of Oro Valley FY 2022/23 Adopted Budget 170
Department Budgets | Public Works
PUBLIC WORKS
Overview
The Public Works Department is organized into five functional areas: Administration, Highway Fund, Fleet
and Facility Management, Stormwater, and Transit. Administration manages all the department’s activities,
non-fund specific capital projects and capital project management/support to other departments as needed.
Highway Fund, which includes Transportation Engineering and Street Maintenance divisions, are responsible
for road related construction projects as well as routine maintenance. Fleet and Facility Management is
responsible for Town facility maintenance, including repairs and minor renovations, and fleet maintenance for
vehicles and equipment. Stormwater is responsible for management and operation of the Town's Stormwater
Utility. Transit is responsible for management and operation of the Sun Shuttle Dial-a-Ride public transit
service under contract with the Regional Transportation Authority (RTA).
Public Works Director
Assistant Director
ADMINISTRATION HIGHWAY FUND STORMWATER
UTILITY
STREET
MAINTENANCE
TRANSPORTATION
ENGINEERING
TRANSITFLEET AND
FACILITY
171 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
70.89 71.37 75.71 4.34
FY 2021 FY 2022 FY 2023
Expenditures by Fund *Actual Budget Budget Change
General/Capital Fund 2,802,585 5,579,237 6,599,498 1,020,261
Highway Fund 3,352,816 4,090,525 4,652,189 561,664
Stormwater Utility Fund 1,411,409 2,160,407 2,107,024 (53,383)
Total 7,566,810 11,830,169 13,358,711 1,528,542
* Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund
FY 2021 FY 2022 FY 2023
Revenues by Fund*Actual Budget Budget Change
General Fund 1,260,543 1,238,910 1,747,309 508,399
Highway Fund 3,776,832 3,647,922 4,163,100 515,178
Stormwater Utility Fund 1,635,969 1,741,600 1,494,000 (247,600)
Total 6,673,344 6,628,432 7,404,409 775,977
* Does not include the PAG/RTA Fund or the Roadway Impact Fee Fund
Total FTEs
Divisions/programs supported by the General Fund include Fleet Maintenance, Facilities Maintenance, Transit and
Administration. Capital Fund supports capacity for two temporary CIP Project Manager positions.
Town of Oro Valley FY 2022/23 Adopted Budget 172
Department Budgets | Public Works - Administration
PUBLIC WORKS - ADMINISTRATION
Overview
Administration is responsible for department management and oversight, funding and program
implementation, contract management, and obtaining reimbursement of outside funding for projects from
Pima Association of Governments, the Arizona Department of Transportation and the Federal Emergency
Management Agency. Administrative staff responsibilities include clerical duties, maintaining the public works
department website, records management, and logistical support. In addition, streets maintenance operations
staff are located within Administration and funded by the General Fund to provide working flexibility for
involvement with non-highway related projects.
2021/22 Accomplishments
•Provided oversight, project management and administration to over 80 projects and 12,567 service tasks
and plans. This includes project management of physical building projects such as the renovation of the
680 Calle Concordia office administration building and garage expansion. It also includes managing the
$25M parks bond projects and the Steam Pump Ranch historic renovation construction.
•Standard operating procedures (SOP) analysis and updates
o Developed and implemented SOP 01-13 for standardization of public work files and naming
conventions
o Development and implementation of SOP 01-15 for implementation of service request procedures
within our Operating Management System
o Updated and improved our SOP 30-01 on-call facilities to improve process and deliver of service
during non-regular work hours
o Updated and implemented 80-14 SOP for time off request within our transit division to improve Town
wide notification of related time off events
Council Focus Area(s)
•Effective and Efficient Government
2022/23 Objectives
•Expand use of process improvement tools through the Town’s internal OV Peak Performance initiative
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Standard operating procedures developed
(looking for opportunities to improve
processes)
3 2 4 2
Target Met Target Not Met Informational Only N/A – New/Previous Measure
173 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works - Administration
Significant Changes
• The increase in personnel costs is related to: 1) a mid-year transfer of a project manager position from
Stormwater to allow flexibility to manage non-Stormwater projects; 2) a market pay adjustment for eligible
employees in FY 2022/23.
• The increase in O&M is related to insurance costs.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
PW Director & Town Engineer 1.00 1.00 1.00 -
Assistant Public Works Director 0.75 0.75 0.75 -
Fllet & Facilities Manager 1.00 1.00 1.00
Streets & Drainage Op. Super.1.00 1.00 1.00 -
Streets & Drainage Crew Leader 2.00 2.00 2.00 -
CIP Project Manager - 2.00 2.00 -
Project Manager - - 1.00 1.00
Heavy Equipment Operator II 5.00 5.00 5.00 -
Administrative Coordinator 1.00 1.00 1.00 -
Office Specialist 1.00 1.00 1.00 -
Total FTEs 12.75 14.75 15.75 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 1,152,453 1,431,879 1,583,756 151,877
Operations & Maintenance 112,810 185,456 206,342 20,886
Total Expenditures 1,265,263 1,617,335 1,790,098 172,763
Town of Oro Valley FY 2022/23 Adopted Budget 174
Department Budgets | Public Works – Fleet & Facility Management
PUBLIC WORKS – FLEET & FACILITY MANAGEMENT
Overview
Fleet & Facility Maintenance are programs within the Fleet & Facilities Management Division of the Public
Works Department. Facility Maintenance is responsible for building maintenance repairs, energy
management, heating, ventilation and air conditioning services, minor renovations, project management, and
contract administration for all the Town’s buildings and facilities.
Fleet Maintenance is responsible for preventative maintenance and repair of the Town's fleet of vehicles and
heavy equipment. This is accomplished through the combination of service contracts and staff. Fleet costs
for the Town's Water Utility and Stormwater Utility are budgeted in the Enterprise Funds.
2021/22 Accomplishments
Fleet and Facilities expects to have completed over 5,000 tasks and projects by the end of the fiscal year.
Notable tasks completed include:
500 Magee Police Substation
• Addition of automation and remote monitoring hardware and connections for the HVAC system
680 Calle Concordia
• Design and construction of the maintenance facility 3rd bay and offices and the office building interior
remodel
• Exterior Paint and stucco repair
• Replacement of ¾” steel water line with 2” PEX, from Calle Concordia to the office building
Aquatic Center (OVAC)
• Installed an entry gate lockdown button for front desk staff to secure the facility
Community and Recreation Center (CRC)
• Replaced two deep fryer units in the Overlook restaurant kitchen
• Installed temporary flooring to support kitchen operations until the floor can be replaced in FY 22/23
• Upgraded an existing walk-in cooler with modern refrigeration components
• Replaced two water fountains in the fitness area with newer fountains that have a bottle filler station
• Replaced the rear entrance doors of the fitness facility and added badge reader access control
• Replaced the lighting control module in the overlook restaurant
• Replacement of the heater booster for the dishwasher
• Repaired the vandalized Men’s sauna and rebuilt the heating unit
Municipal Operations Center (MOC)
• Exterior painting and stucco repair
• Shoring and leveling of Water Utility modular building floors and adjustment of interior walls and doors
• Install of ice machine for transit division
Pusch Ridge Tennis/Golf Facility
• Replaced the rear entrance door of the tennis shop and repaired the rear deck and skirting
• Renovated the golf shop interior to support reopening of the facility
Tangerine Police Substation
• Replaced carpeting in two offices and painted interior walls throughout
Town Hall
• Exterior window and door security screen install
• Converted parking area exterior lighting timers to photo electric cells
• Addition of an HVAC balancing thermostat to refine control of temperatures in the administrative offices
175 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works – Fleet & Facility Management
2021/22 Accomplishments (continued)
• Exterior painting and stucco repair at the Water Utility building, CED/Public Works building and the Courts
building
• Interior lighting upgraded to LED, interior painting of doors and frames on the west side of the facility
• Interior painting, booking area flooring to match the rest of the facility, north lobby flooring changed to
polished cement, front lobby ADA improvements, front lobby restrooms renovation, replacement and
expansion of kitchenette/breakroom cabinetry at the Police headquarters
Water Reclamation Facility
• Replaced two pumps in the sanitary sewer lift station
Fleet Division
• Establishment of Fleet Division priorities for fleet vehicle maintenance: safety and compliance, operational
readiness, reliability, efficiency, appearance
Council Focus Area(s)
• Roads, Water and Town Assets
2022/23 Objectives
• Develop a comprehensive, organization-wide facility space plan concept that maximizes efficiencies and
reflects the best use of Town properties for the future
• Increase cost effectiveness by maintaining, repairing, and improving aging Town facilities
• Complete necessary routine maintenance tasks to Town equipment and vehicles
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Percentage of scheduled routine
preventative maintenance tasks completed Completed 100% 100% 100%
Number of facility tasks completed 2,355 2,300 2,287 NA*
Total cost per mile for vehicle repair and
maintenance $0.24 $0.68 $0.29 $0.65
Operations & maintenance expenditures
per square foot of buildings maintained $4.76 $6.96 $6.29 $7.00
Number of fleet tasks completed 1,858 2,000 2,565 NA*
Cost per mile to maintain transit vehicles
(repair & fuel only) $0.48 $0.50 $0.17
$0.50
*There is no target. Number of tasks completed is determined via service requests and may vary based on demand.
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 176
Department Budgets | Public Works – Fleet & Facility Management
Significant Changes
• The increase in personnel costs is related to: 1) a new Fleet Maintenance Mechanic III position for FY
2022/23; 2) a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is primarily related higher projected gasoline prices in FY 2022/23.
• Capital outlay reflects projects associated with the Town’s facility maintenance program.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Facilities Maintenance Super.1.00 1.00 1.00 -
Facilities Maint Technician 3.00 3.00 3.00 -
Fllet Maint Supvervisor 1.00 1.00 1.00 -
Fleet Maint Mechanic III 1.00 1.00 3.00 2.00
Fleet Control Specialist 1.00 1.00 - (1.00)
Fleet Attendant - 1.00 1.00 -
Total FTEs 7.00 8.00 9.00 1.00
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 389,767 626,397 674,363 47,966
Operations & Maintenance 1,478,396 2,048,750 2,343,700 294,950
Capital Outlay 3,313 - 170,000 170,000
Total Expenditures 1,871,476 2,675,147 3,188,063 512,916
177 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works – Highway Fund
PUBLIC WORKS – HIGHWAY FUND
Overview
Within the Highway Fund, Public Works is responsible for managing the design and construction of roadway
projects, issuing right-of-way permits, developing annual and long-term schedules for surface treatments on
town streets, as well as maintaining and operating the Town's traffic signs, striping, intersection signals and
lights. In addition, Public Works is responsible for street maintenance, including landscape maintenance,
pavement repair, all street signs, pavement markings, storm readiness, and clean-up. Some operational
personnel for this work responsibility are located within Administration, however all materials, equipment and
consumables are located within this fund/area.
2021/22 Accomplishments
Between transportation and streets maintenance, over 3,557 tasks were completed, including:
• Lambert Lane paved shoulders, multi-use paths, and overlay from West Lambert Park to La Cholla Blvd.
• La Cholla Blvd final pavement preservation surface treatment
• Moore Road Overlay & Paved Shoulders - La Cañada Drive to La Cholla Blvd
• Mercado Del Rio sidewalk connectivity between Trail Head Parking Lot and CDO lineal path
• Annual main line striping.
• Pavement Management: applied various pavement preservation treatments to 79 lane miles
• Annual neighborhood and arterial sweeping
• Completion of more than 35 pavement repairs
• Completion of more than 50 sidewalk repairs
• Maintained essential service levels for street repair through the continued COVID-19 pandemic with loss
of two Arizona Department of Corrections crews, equivalent to 8 full-time employees
• Addressed all non-ADA compliant parking signs within the Town’s parking lots
Council Focus Area(s)
• Roads, Water and Town Assets
2022/23 Objectives
• Maintain an Overall Condition Index (OCI) rating of 76 for all arterial paved streets
• Participate in and support the Regional Transportation Authority’s (RTA) effort to facilitate voter
reauthorization of RTA Next by ensuring Oro Valley’s long-term transportation needs are fairly
represented.
Town of Oro Valley FY 2022/23 Adopted Budget 178
Department Budgets | Public Works – Highway Fund
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Overall Condition Index rating for all paved
streets 79.05 76 77.76 76
Percent of pavement crack sealed annually
throughout town 9.43% 20% 7.54% 20%
Road rehabilitation expenditures per paved
lane mile $28,836 >$18,000 $20,000 $25,000
Percentage of crosswalks, legends and
symbols restriped throughout town 30% 50% 31%* 50%
Percentage of roads restriped throughout
town 49% 50% 38%* 50%
*Both lack of ADC crews and material cost negatively impacted the department’s ability to meet this target.
Target Met Target Not Met Informational Only N/A – New/Previous Measure
179 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works – Highway Fund
FY 2021 FY 2022 FY 2023
A ctual Budget Budget Change
27.75 12.00 12.00 -
FY 2021 FY 2022 FY 2023
Expenditures by Program Actual Budget Budget Change
Transportation Engineering 3,046,525 3,766,525 4,192,089 425,564
Street Maintenance 306,291 324,000 460,100 136,100
Total 3,352,816 4,090,525 4,652,189 561,664
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
HURF Gas Taxes 3,714,572 3,614,922 4,127,100 512,178
Licenses and Permits 37,108 25,000 25,000 -
State Grants 16,588 - - -
Interest Income 1,022 6,000 8,000 2,000
Miscellaneous 7,542 2,000 3,000 1,000
Total 3,776,832 3,647,922 4,163,100 515,178
Total FTEs
Town of Oro Valley FY 2022/23 Adopted Budget 180
Department Budgets | Public Works – Highway Fund
PUBLIC WORKS – TRANSPORTATION ENGINEERING
(HIGHWAY FUND)
Overview
Transportation Engineering is responsible for managing the design and construction of roadway projects.
While most large projects are designed by consultants, Public Works has a small, in-house design team for
smaller projects. Transportation Engineering also issues permits for all activity within the Town's right-of-way,
develops annual and long-term schedules for surface treatments on Town streets, and maintains and
operates the Town's traffic signals, roadway signs and pavement markings.
Significant Changes
• The increase in O&M costs is related to field supplies and street striping.
• The increase in capital costs is related to the pavement preservation program.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Engineering Division Manager 1.00 1.00 1.00 -
Senior Civil Engineer 1.00 1.00 1.00 -
Senior Civil Engineer Tech 3.00 3.00 3.00 -
Civil Engineer/Project Manager 1.00 1.00 1.00 -
Civil Engineer Designer 1.00 1.00 1.00 -
Senior Traffic Technician 1.00 1.00 1.00 -
Traffic Technician 1.00 1.00 1.00 -
Traffic Signs/Markings Crew Leader 1.00 1.00 1.00 -
Traffic Signs/Markings Worker 1.00 1.00 1.00 -
Construction Inspector 3.00 - - -
Senior Office Specialist 1.00 1.00 1.00 -
Total FTEs 15.00 12.00 12.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 1,203,687 1,208,870 1,202,574 (6,296)
Operations & Maintenance 293,486 292,655 370,515 77,860
Capital Outlay 1,549,352 2,265,000 2,619,000 354,000
Total Expenditures 3,046,525 3,766,525 4,192,089 425,564
181 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works – Highway Fund
PUBLIC WORKS – STREET MAINTENENACE
(HIGHWAY FUND)
Overview
Street maintenance is responsible for maintaining the Town's streets and drainage ways. Personnel
associated with this division are budgeted in administration.
Significant Changes
• The increase in O&M is related to street maintenance materials costs.
• The capital outlay is to install lockers for heavy equipment operators.
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Operations & Maintenance 298,030 324,000 453,100 129,100
Capital Outlay 8,261 - 7,000 7,000
Total Expenditures 306,291 324,000 460,100 136,100
Town of Oro Valley FY 2022/23 Adopted Budget 182
Department Budgets | Public Works – Stormwater Utility
PUBLIC WORKS – STORMWATER UTILITY
Overview
The Stormwater Utility enterprise is a division within the Public Works Department. The Stormwater Utility is
responsible for federally mandated compliance with the Clean Water Act, meeting all surface water flow
quality and quantity issues, including the Town's stormwater management plan, floodplain and erosion hazard
management and support of all other Town programs that are impacted by storm events. The Stormwater
Utility also coordinates with federal, state and local government agencies with regard to floodplain issues and
storm preparedness of this community.
2021/22 Accomplishments
• Filed Notice of Intent from the Arizona Department of Environmental Quality for new five-year Phase 2
Municipal Separate Storm Sewer System (MS4) permit for the Town of Oro Valley. Modifications to the
Oro Valley Stormwater Management Plan to meet the new permit requirements are underway.
• Updated Town Code Chapter 17, Floodplain and Erosion Hazard Management to reflect changes to the
Arizona State Floodplain Model Ordinance and changes to the Oro Valley Drainage Criteria Manual.
• Launched updates to the 2010 Oro Valley Drainage Criteria Manual to reflect modeling and techniques
used in the Tucson Region, providing a level of consistency for our customers.
Council Focus Area(s)
• Roads, Water and Town Assets
• Town Finances
2022/23 Objectives
• High-quality and well-maintained Town assets, including streets, infrastructure, and facilities
• Identify and implement strategies to reduce downstream watershed pollution emanating from Town
washes.
• Continue to align the annual budget and associated work plans with conservatively forecasted revenues
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Percentage of Stormwater assets inspected
annually (20% required by law) 24.7% 20% 25.6% 20%
Maintain cash reserves in the Stormwater
Utility Fund of at least 15% of the collected
annual stormwater fees *
56.8% 15% 49.8% 15%
Conduct annual rate review by October 30 Sept. 18,
2020
Oct. 30,
2021
Sep 16,
2021
Oct. 30,
2022
*Calculations do not include cash reserves balance dedicated to future vehicle equipment replacement.
Target Met Target Not Met Informational Only N/A – New/Previous Measure
183 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works – Stormwater Utility
Significant Changes
• The decrease in personnel costs is related to a transfer of the Stormwater Utility Project Manager to Public
Works – Administration to allow flexibility to manage non-Stormwater projects. The decrease was partially
offset by a market pay adjustment for eligible employees in FY 2022/23.
• The decrease in O&M is related to less outside professional services in FY 2022/23
• Capital outlay relates to culvert cleaning and maintenance and capital improvement projects.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Assistant Public Works Director 0.25 0.25 0.25 -
Stormwater Utility Division Mgr 1.00 1.00 1.00 -
Senior Stormwater Engineer 1.00 1.00 1.00 -
Streets & Drainage Op. Supervisor 1.00 1.00 1.00 -
Stormwater Utility Project Manager 1.00 1.00 - (1.00)
Stormwater Inspector Designer 1.00 1.00 1.00 -
Stormwater Utility Analyst 1.00 1.00 1.00 -
Heavy Equipment Operator II 3.00 3.00 3.00 -
Senior Office Specialist 1.00 1.00 1.00 -
Stormwater Intern - 0.48 0.48 -
Total FTEs 10.25 10.73 9.73 (1.00)
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 809,684 862,098 826,266 (35,832)
Operations & Maintenance 385,949 440,935 396,245 (44,690)
Capital Outlay 215,776 857,374 884,513 27,139
Total Expenditures 1,411,409 2,160,407 2,107,024 (53,383)
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Charges for Services 1,473,813 1,440,100 1,492,500 52,400
State Grants 152,152 300,000 - (300,000)
Miscellaneous 8,734 - - -
Interest Income 1,270 1,500 1,500 -
Total Revenues 1,635,969 1,741,600 1,494,000 (247,600)
Town of Oro Valley FY 2022/23 Adopted Budget 184
Department Budgets | Public Works – Transit Services
PUBLIC WORKS – TRANSIT SERVICES
Overview
Transit Services facilitates partnerships and coordinates transportation services among public and private
agencies, serving Oro Valley to improve mobility for community residents. Transit Services has developed a
long-term partnership with the Regional Transportation Authority (RTA) to improve the transportation network
and maximize transportation options available to the community at the lowest possible cost. Transit Services
is proud to operate the regional Sun Shuttle Dial-a-Ride service under contract with the RTA and is committed
to providing high quality transit alternatives and planning for the future.
2021/22 Accomplishments
• 56,001 ridership trips setting a new annual record.
• Successfully increased transit service ridership to pre COVID-19 levels.
• Developed and implemented service plans to deal with operator shortages and continued impacts of
COVID on staffing levels.
• Renegotiated new intergovernmental Agreement with the Regional Transportation Authority to cover
increasing costs and driver wages. New agreement will last through 6/30/2026, the expiration date of the
current RTA plan.
• The Town of Oro Valley’s Transit division presented their “accident prevention training” to the Arizona
Transit Association & Arizona Department of Transportation Conference in April.
• With the support of the Innovation & Technology Department, began the plan to improve passenger on-
line capabilities with the scheduled acquisition of the Passenger Portal module of TripSpark.
Council Focus Area(s)
• Roads, Water and Town Assets
• Town Finances
2022/23 Objectives
• Partner with the Regional Transportation Authority (RTA) in evaluating long-term transportation needs
for future RTA continuation, ensuring Oro Valley’s needs are fairly represented
• Continue to align the annual budget and associated work plans with conservatively forecasted revenues
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Percentage of requested reservations
fulfilled 100% 80% 90%
90%
Total cost per passenger trip $35.00* <$35.00 $31.82 <$35.00
Farebox recovery rate 1.4%* >1.5% 0.0%* NA*
*COVID-19 ridership drop and impact. RTA stopped the collection of fares. The farebox recovery ratio (also called fare recovery
ratio, fare recovery rate or other terms) of a passenger transportation system is the fraction of operating expenses which are met
by the fares paid by passengers.
Target Met Target Not Met Informational Only N/A – New/Previous Measure
185 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Public Works – Transit Services
Significant Changes
• The increase in personnel costs is related to: 1) more hours and wage rate increases for transit drivers per
the intergovernmental agreement (IGA) with the RTA; 2) a market pay adjustment for eligible employees in
FY 2022/23.
• The increase in O&M is related to various operating and equipment costs funded by a reimbursable state
grant.
• Capital outlay relates to bus wrapping and grant funded TripSpark passenger portal enhancement.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Senior Transit Crew Leader 1.00 1.00 1.00 -
Transit Crew Leader 1.00 1.00 1.00 -
Transit Specialist 1.11 1.11 1.10 (0.01)
Dispatcher 2.11 2.11 2.58 0.47
Driver 19.71 19.71 22.60 2.89
Office Assistant 0.96 0.96 0.95 (0.01)
Total FTEs 25.89 25.89 29.23 3.34
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 900,015 1,184,386 1,383,972 199,586
Operations & Maintenance 30,672 75,569 139,256 63,687
Capital Outlay 422 26,800 98,109 71,309
Total Expenditures 931,109 1,286,755 1,621,337 334,582
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
RTA Reimbursement 1,150,233 1,166,500 1,530,000 363,500
State Grants - - 137,309 137,309
Farebox 110,310 72,410 80,000 7,590
Total Revenues 1,260,543 1,238,910 1,747,309 508,399
Town of Oro Valley FY 2022/23 Adopted Budget 186
Department Budgets | Water Utility
WATER UTILITY
Overview
The primary function of the Water Utility is the protection of public health and safety through the production
and efficient delivery of water that meets and/or exceeds water quality standards. Responsibilities include:
regulatory compliance, customer service, promoting water conservation, generating customer billings,
collection of utility revenues, efficient use of available water resources, planning for future water resource
requirements, and coordination with the development community.
2021/22 Accomplishments
• Delivered a combined total of 3.13 billion gallons of water to customers.
• 48% of the total deliveries were water supplies other than groundwater, including:
o 870 million gallons of CAP water
o 628 million gallons of reclaimed water
o 1.63 billion gallons of groundwater
• Utilized full allocation of 10,305 acre feet of CAP water for potable use and recharge.
• Took 2,704 water quality samples with all results meeting regulatory requirements.
• Added 148 new metered connections for an estimated total customer base of 21,116 connections.
• Developed and delivered four quarterly customer newsletters titled Behind the Meter.
• Completed the Potable Water Advanced Metering Infrastructure Data Analytics Evaluation Model which
will allow the utility to better measure and monitor conservation initiatives to improve outcomes in the
future.
• The WaterSmart customer portal has 6,700 registered users and has provided over 8,000 leak alerts
directly to our customers.
• Rehabilitated three groundwater production wells.
• Implemented a new Customer Information System.
• Began construction of the independent portion of the Northwest Recharge Recovery and Delivery System
(NWRRDS)
• Completed self-performed design, permitting and construction of water system improvements for Steam
Pump Ranch and Naranja Park.
Council Focus Area(s)
• Roads, Water and Town Assets
Water Utility Director
ADMINISTRATION ENGINEERING &
PLANNING OPERATIONS
187 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Water Utility
2022/23 Objectives
• Reduce groundwater pumping to further preserve groundwater supplies by maximizing Central Arizona
Project (CAP) water deliveries and existing infrastructure
• Development of formal water conservation plan in effort to reduce gallons used per capita per day
• Expand education and outreach programs to communicate with residents and businesses about
incorporating effective water conservation strategies at home and at work
• Align the Town of Oro Valley’s water code with regional and state drought contingency plans and other
best management practices and present to the Town Council for adoption
• Comply with all Arizona Department of Environmental Quality and Arizona Department of Water
Resources regulations
Performance Measures
FY 2021
Actual
FY 2022
Target
FY 2022
Result
FY 2022
Status
FY 2023
Target
Groundwater pumped 5,176 AF ≤ 5,500 AF 4,997 AF < 5,500 AF
CAP water delivered 2,616 AF ≥ 2,500 AF 2,670 AF
> 2,500 AF
Total customer contacts in WaterSmart
portal 6,300 7,000 6,700 7,000
Years’ worth of long-term storage credit
reserves (at 100% utilization) 2.85 3.10 3.10 3.35
Cash reserves in the Water Utility operating
fund as % of combined budget for
personnel, O&M and debt service
75.8% 58.0% 52% 50%
Debt service coverage (annual net
operating revenue divided by annual debt
service) for water revenue bonds
3.87%
2.92%
2.24% 2.46%
Target Met Target Not Met Informational Only N/A – New/Previous Measure
Town of Oro Valley FY 2022/23 Adopted Budget 188
Department Budgets | Water Utility
FY 2021 FY 2022 FY 2023
Actual Budget Budget Change
40.48 40.48 40.48 -
FY 2021 FY 2022 FY 2023
Expenditures by Division Actual Budget Budget Change
Administration 8,486,145 9,483,679 8,393,427 (1,090,252)
Engineering and Planning 6,704,728 6,087,737 6,508,288 420,551
Operations 4,853,937 5,185,624 5,816,595 630,971
Total 20,044,810 20,757,040 20,718,310 (38,730)
FY 2021 FY 2022 FY 2023
Revenue Sources Actual Budget Budget Change
Charges for Services 3,489,921 3,255,000 3,224,000 (31,000)
Interest Income (14,911) 100,000 100,000 -
Miscellaneous 44,328 - - -
Water Sales 14,679,073 13,974,000 15,383,000 1,409,000
Total 18,198,411 17,329,000 18,707,000 1,378,000
Total FTEs
189 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Water Utility
WATER UTILITY – ADMINISTRATION
Overview
The Administration Division is responsible for the overall management of the Utility, including customer
service, water utility billings, collection of water revenues, administration of the department's budget,
implementation of water rates, fees and charges, water conservation, water resource planning and strategic
planning.
Significant Changes
• The increase in personnel costs is related to a market pay adjustment for eligible employees in FY 2022/23.
• O&M costs increased primarily due to Town-wide indirect cost allocations of supporting services.
• The capital outlay is related to the utility billing software CIP project which was carried forward into FY
2022/23.
• The decrease in debt service is due to the payoff of the series 2012 senior lien.
• The decrease in other financing uses is related to the transfers out to the water impact fee fund for the
Northwest Recharge, Recovery, and Delivery System (NWRRDS) partnered CIP projects which were delayed
to future years.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Water Utility Director 1.00 1.00 1.00 -
Water Utility Administrator 1.00 1.00 1.00 -
Senior Office Specialist 1.00 1.00 1.00 -
Water Utility Analyst 1.00 1.00 1.00 -
Customer Service Specialist 4.00 4.00 4.00 -
Customer Service Representative 0.48 0.48 0.48 -
Water Conservation Specialist 1.00 1.00 1.00 -
Total FTEs 9.48 9.48 9.48 -
FY 2021 FY 2022 FY 2023
Expenditures and Other Financing Uses Actual Budget Budget Change
Personnel 844,638 866,369 887,740 21,371
Operations & Maintenance 1,552,260 1,771,999 2,181,352 409,353
Capital Outlay 141,895 150,000 18,640 (131,360)
Debt Service 4,814,336 4,932,909 4,643,255 (289,654)
Other Financing Uses 1,133,016 1,762,402 662,440 (1,099,962)
Total Expenditures 8,486,145 9,483,679 8,393,427 (1,090,252)
Town of Oro Valley FY 2022/23 Adopted Budget 190
Department Budgets | Water Utility
WATER UTILITY – ENGINEERING and PLANNING
Overview
The Engineering and Planning Division is responsible for providing engineering support for the Operations
Division as well as managing the capital improvement program. Additional responsibilities include new
development plan review, construction inspection and regulatory compliance, and the maintenance and
updating of GIS.
Significant Changes
• The increase in personnel costs is related to: 1) the reallocation of a senior engineering associate position to
a project manager position; 2) a market pay adjustment for eligible employees in FY 2022/23.
• The increase in O&M is related to CAP water wheeling and CAP water delivery charges.
• Capital outlay is related to planned CIP projects for FY 2022/23.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Engineering & Planning Manager 1.00 1.00 1.00 -
Project Manager 1.00 - 1.00 1.00
Senior Engineering Associate - 2.00 1.00 (1.00)
Engineering Design Reviewer 1.00 - - -
Construction Inspector 2.00 2.00 2.00 -
Civil Engineering Technician 1.00 1.00 1.00 -
Total FTEs 6.00 6.00 6.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 502,959 615,286 651,291 36,005
Operations & Maintenance 3,840,956 4,422,451 4,706,997 284,546
Capital Outlay 2,360,813 1,050,000 1,150,000 100,000
Total Expenditures 6,704,728 6,087,737 6,508,288 420,551
191 Town of Oro Valley FY 2022/23 Adopted Budget
Department Budgets | Water Utility
WATER UTILITY – OPERATIONS
Overview
The Operations Division oversees the operation and maintenance of all potable and reclaimed water
production and distribution facilities, to include wells, boosters, reservoirs, metering stations, water mains, fire
hydrants and valves. Additional responsibilities include meter installations, commercial meter testing, water
quality testing, backflow prevention, construction of minor water main projects and oversight of the Advanced
Metering Infrastructure system, disinfection systems and security systems.
Significant Changes
• The decrease in personnel costs is due to turnover of the lead water utility operator position.
• The increase in O&M is primarily related to equipment repair and maintenance and power purchased for
pumping.
• The increase in capital outlay is related to meter purchases.
FY 2021 FY 2022 FY 2023
Personnel Actual Budget Budget Change
Water Operations Manager 1.00 1.00 1.00 -
Water Distribution Superintendent 1.00 1.00 1.00 -
Water Control Systems Super.1.00 1.00 1.00 -
Prod. & Meter Ops. Superint.1.00 1.00 1.00 -
Lead Water Utility Operator 3.00 3.00 3.00 -
Instrumentation & Control Tech.1.00 1.00 1.00 -
Meter Operations Supervisor 1.00 1.00 1.00 -
Water Utility Operator III 7.00 7.00 7.00 -
Water Utility Operator II 5.00 5.00 5.00 -
Water Utility Operator I 4.00 4.00 4.00 -
Total FTEs 25.00 25.00 25.00 -
FY 2021 FY 2022 FY 2023
Expenditures Actual Budget Budget Change
Personnel 2,063,033 2,180,562 2,114,033 (66,529)
Operations & Maintenance 2,357,909 2,453,412 2,796,912 343,500
Capital Outlay 432,995 551,650 905,650 354,000
Total Expenditures 4,853,937 5,185,624 5,816,595 630,971
Town of Oro Valley FY 2022/23 Adopted Budget 192
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020‐2021
THIS PAGE INTENTIONALLY LEFT BLANK
193 Town of Oro Valley FY 2022/23 Adopted Budget
CAPITAL IMPROVEMENT PROGRAM
Program Overview
Projects by Category
Project Descriptions
Town of Oro Valley FY 2022/23 Adopted Budget 194
Capital Improvement Program | Program Overview
Capital Improvement Program (CIP)
Overview
Providing infrastructure is a primary function of a local government. Maintaining public safety, town services, parks and
recreation facilities, adequate transportation systems, and the community’s quality of life are all heavily dependent on
how the Town plans for future infrastructure needs.
The Capital Improvement Program (CIP) is a comprehensive, ten-year plan of capital projects that will support the
continued growth and development of the town. The CIP is used in implementing the General Plan and supporting the
Town’s adopted Strategic Leadership 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 Town uses the CIP as its method in determining future infrastructure requirements and
planning the financing of facilities and equipment to maintain the service levels provided to town citizens.
The Town identifies capital projects as those which:
•Cost $50,000 or more;
•Have an expected useful life of five or more years; and
•Becomes, or preserves, an asset of the Town
Although fleet replacements do not meet the definition of a capital project, they are a significant expense for the Town,
and thus are included in the CIP for planning purposes.
The Town uses the CIP as an avenue of communication to the public. Through the CIP document, residents and
businesses are provided with an accurate and concise view of the Town’s long term direction for capital investment and
the Town’s need for stable revenue sources to fund large multi-year capital projects.
CIP Process and Timeline
The CIP process began in December. Project requests were submitted, reviewed and analyzed by Finance staff and the
Town Manager’s Office. An internal, cross-departmental review and prioritizing of all project requests was completed in
order to prepare the proposed ten-year CIP. Meetings convened in February for project presentation and evaluation.
The ten-year recommendation was submitted to Council for approval and adoption with the Town’s budget in June. A
summary of the process and timeline is provided below:
December: CIP request forms provided to department directors
February: Department requests due
Forms reviewed, cost analysis performed
CIP packets distributed
Meeting scheduled to present and evaluate project requests
February: Meeting scheduled to prioritize projects
CIP recommendations finalized
May: Budget study sessions to present budget and CIP to Mayor and Council
June: Adoption of Tentative Budget and CIP
June: Adoption of Final Budget and CIP
Project Evaluation Criteria
Critical to the selection of the CIP projects are the criteria by which projects are assessed and evaluated. The evaluation
criteria guide the review and selection of the projects to be funded. The evaluation criteria areas are as follows:
•Public Health, Safety and Welfare – improves or addresses pressing public health, safety, or welfare need
195 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Program Overview
• Supports Stated Community Goals – implements or furthers the policies, goals and objectives of the Town’s
General Plan, Strategic Leadership Plan, or other adopted plan
• Fiscal Impact – economic development impact, efficiency improvement, outside or dedicated funding sources,
ongoing operating impact
• Service Level Impact – improves service levels or brings the Town up to a desired service level
• Legal Ramifications – exposure to liability actions, applicable regulations
• Relationship to Other Projects – coordination with and/or impacts on other ongoing or prospective projects
The Capital Improvement Plan is comprised of 6 major categories: Parks & Recreation, public facilities, vehicles &
equipment, public safety, stormwater, streets/roads, and water system.
Parks & Recreation pertains to projects that construct, maintain, or enhance recreation facilities, parks, multiuse
paths, trails, sports fields, the Community Center, and golf courses
Public Facilities, Vehicles & Equipment pertains to the renovation of current facilities, construction of new facilities,
equipment, and technology needs necessary for the efficient and effective operations of the Town.
Public Safety pertains to police stations, training and communication systems related to police operations.
Stormwater is related to drainage improvements and flood control projects. Stormwater requirements are mandated
by the Federal government in the Clean Water Act and by the Federal Emergency Management Agency. These
projects are funded from Stormwater Utility rates, fees, and charges.
Streets/Roads pertains to projects that maintain and enhance the transportation infrastructure within the Town. These
include streets, roads, crosswalks, traffic signals, and right-of-way projects. These projects are funded by the General
Fund, Highway User revenues, impact fees, and regional funding such as the Regional Transportation Authority (RTA)
and Pima Association of Governments (PAG).
Water System pertains to projects that maintain or enhance to Town’s water infrastructure with the goal of delivering
safe, reliable water. Water system projects are primarily funded by water utility rates, fees, and charges, water impact
fees.
Capital Improvement Program Summary
The cumulative ten-year CIP for the Town of Oro Valley totals $308,155,896 for fiscal years 2022/23 through 2031/32.
The graph below shows the allocations by category for the given years:
Town of Oro Valley FY 2022/23 Adopted Budget 196
Capital Improvement Program | Program Overview
The amount allocated for CIP projects in the FY 22/23 budget is $45,081,812. Expenditures are presented on a
budgetary basis rather than cash flow basis. Governmental budgeting procedures require that the Town budget for the
entire contract to be available and appropriated in the same period in which it is entered into. However, the actual cash
outflows generally take place over more than one year. The graph below shows the budget allocations by category. The
projects included in the FY 22/23 CIP reflect the needs of the Town based on goals established in both the General Plan
and Strategic Leadership Plan. The projects represent a significant investment in the infrastructure of the Town and
attempt to meet the needs of the community.
Parks & Recreation
$62.4M, 20.2%
Public Facilities,
Vehicles & Equipment
$31.5M, 10.2%
Public Safety
$40.1M, 13%
Stormwater
$1.4M, 0.5%
Streets/Roads
$123.1M, 39.9%
Water System
$49.7M, 16.1%
FY 2022/23 -2031/32 CIP by Category
$308.2 Million
197 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Program Overview
Financing the Capital Improvement Program
Over the years, the Town of Oro Valley has financed a substantial portion of capital improvements through operating
revenue and use of cash reserves. The “pay-as-you-go” financing method has been the main method for funding CIP
projects in the past. Revenues deemed one-time in nature, such as large commercial and residential permitting and
associated construction sales taxes, are dedicated towards one-time capital projects. Given the current economic
conditions and record low interest rates, bond financing has also recently been used to advance certain CIP projects.
This process allows projects to be built sooner than traditional “pay-as-you-go”. The following options may be considered
when analyzing potential funding sources for CIP projects:
• Pay-as-you-go financing
• Bonds
• Loans
• Certificates of participation
• Lease-purchase agreements
• Improvement districts
• Development impact fee ordinances
• Federal and state grants
• Donations and intergovernmental agreements
• User fees
Funding for the FY 22/23 CIP is derived from a variety of sources as depicted in the chart below:
Parks & Recreation
$25.8M, 57.2%
Public Facilities,
Vehicles &
Equipment
$8M, 17.8%
Stormwater
$0.7M, 1.5%
Streets/Roads
$5.8M, 12.9%
Water System
$4.8M, 10.6%
FY 2022/23 CIP by Category
$45.1 Million
Town of Oro Valley FY 2022/23 Adopted Budget 198
Capital Improvement Program | Program Overview
The Town has relied heavily on growth-related income, including construction sales taxes and development fees, to fund
capital projects. A continuing challenge for the Town is the development of funding sources to supplement this income
as the town’s growth slows.
Impact on the Operating Budget
The Town of Oro Valley’s operating budget is directly affected by the CIP. When certain types of capital projects are
developed and completed, they also have ongoing financial impacts on the Town’s operating budgets. For example, if
the Town were to construct a new park or ball field, the operating budget for the Parks and Recreation Department would
increase to include capacity for any new staff, equipment, utilities, supplies, etc. that would be necessary to maintain
and operate the new facility.
In the FY 2023-2032 CIP, the individual projects include an estimated future operating budget impact if it is possible to
identify the cost at this time in the project’s lifecycle. These costs are estimates provided by the professionals in each
department that are responsible for the completion of the project.
The Town carefully considers these operating costs when deciding which projects move forward in the CIP, as it may
not be sustainable for the Town to fund concurrently several large-scale projects that have significant operating budget
impacts. Emphasis is placed on the desire for self-sustaining projects with neutral operating impacts.
$0.7M, 1.5%
$1.6M, 3.7%
$2.1M, 4.6%
$2.6M, 5.7%
$3.5M, 7.7%
$4.4M, 9.9%
$6.4M, 14.1%
$8.9M, 19.7%
$15M, 33.2%
Stormwater Fund
Vehicle Reserves
Water Utility Funds
HURF Gas Taxes
Impact Fees
Dedicated Sales Taxes
Grants & Regional Funds
General Fund
Bond Financing
FY 2022/23 CIP Funding Sources
$45.1 Million
199 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Program Overview
The table below summarizes the projected annual impact of the FY 22/23 CIP on the Town’s overall operating budget:
Project Impact Impact
$ Annually
Golf Course Irrigation Water and utility savings ($25,000)
James D. Kreigh Park Landscape maintenance costs $500
Permitting Software Replacement Increased annual maintenance cost $15,000
Steam Pump Ranch Garage Increased annual operating costs $2,500
Utility Billing Software Increased annual maintenance cost $67,000
Vistoso Trails Nature Preserve Safety Improvements Increased annual operating costs $100,000
Hydropneumatic Tank Replacements at Boosters Annual maintenance cost savings ($500)
Hydropneumatic Tank Replacements at Wells Annual maintenance cost savings ($500)
Total $159,000
Note: This list represents projects that were approved for funding in FY 22/23 that have a known and quantifiable impact on the
Town’s operating budget. For a complete list of funded projects, please see the Project Descriptions section of this document.
Capital Improvement Program Summary
Projects included in the FY 2022/23 CIP reflect the combined efforts of all Town departments as well as the Town Council
and Oro Valley residents. The plan recognizes the added benefits the projects will bring to the Town, while understanding
the fiscal requirements and obligations each of these projects will entail. The CIP is updated annually, and new projects
may be included should additional funding sources be identified.
The FY 2022/23 CIP attempts to meet the priority needs of the community, at the same time maintaining financial
sustainability in future years. The plan as submitted is financially feasible and many of the projects included can be
expected to be complete before the end of the fiscal year. As Town priorities and policies change, it is imperative that
the CIP remain fluid and undergo continual evaluation to ensure the projects and funding sources are in accordance with
the Town Council priorities and policies.
The tables and documents provided on the following pages offer an in-depth view into the CIP budget and provide
detailed information on the projects and the impact they have on the operating budget.
Fund 2022/23 2023/24 2024/25 2025/26 2026/27
2027/28-
2031/32 Total
General Fund 1,002,625$ 450,000$ 491,197$ 476,890$ 213,138$ 1,077,256$ 3,711,106$
Highway Fund 2,562,000 2,880,000 4,775,000 4,323,000 4,684,000 11,406,000 30,630,000
Community Center Fund 2,426,200 1,364,500 345,000 511,500 100,000 9,470,000 14,217,200
Capital Fund 28,395,113 14,140,417 9,984,030 20,140,330 21,948,355 19,359,924 113,968,170
PAG/RTA 1,096,574 - 2,000,000 - 2,700,000 60,136,000 65,932,574
Impact Fee/ GPF 2,735,688 4,600,000 11,700,000 7,450,000 3,000,000 1,200,000 30,685,688
Roadway Impact Fee Fund 750,000 - - - 23,130,000 23,880,000
Water Utility Fund 2,066,790 1,566,050 1,817,132 1,558,245 1,679,393 11,340,416 20,028,026
Stormwater Utility Fund 660,513 - 569,865 386,445 100,000 1,716,823
Grants Fund 3,386,309 - - - - 3,386,309
Total 45,081,812$ 25,000,967$ 31,682,223$ 34,846,411$ 34,324,886$ 137,219,596$ 308,155,896$
Town of Oro Valley FY 2022/23 Adopted Budget 200
Capital Improvement Program | Program Overview
$0.7M, 1.5%
$0.8M, 1.7%
$1M, 2.2%
$1.1M, 2.4%
$2.1M, 4.6%
$2.4M, 5.4%
$2.6M, 5.7%
$2.7M, 6.1%
$3.4M, 7.5%
$28.4M, 63%
Stormwater Utility Fund
Roadway Impact Fee Fund
General Fund
PAG/RTA Fund
Water Utility Fund
Community Center Fund
Highway Fund
Impact Fee/ GPF
Grants Fund
Capital Fund
FY 2022/23 by Fund
$45.1 Million
201 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Plan | Projects by Category
CIP Project Listing by Category
*Denotes a project with caryforward funding from the prior year FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Grand Total
Parks & Recreation 25,787,717 10,759,500 4,231,000 961,500 2,235,000 4,372,800 985,000 5,100,000 6,304,000 1,656,000 62,392,517
Artificial Turf Installation at Community Center Entrance 82,500 82,500
Canada Golf Course Cart Path Repaving 300,000 300,000
CC Men's Jacuzzi to Outdoor Accessed Restroom 30,000 150,000 180,000
CC Parking Lot Reconstruction & Expansion 200,000 1,200,000 1,400,000
Community Center Elevator 750,000 750,000
Community Center Fire Alarm System Upgrade 25,000 270,000 295,000
Community Center flat roof surface replacement 1,600,000 1,600,000
Community Center Tennis / Pickleball Court Improvements 2,200,000 2,200,000
Conquistador Golf Course Cart Path Repaving 276,000 276,000
Conquistador Greens and Driving Range Floor Re-Grassing 95,000 95,000
CRC ADA Improvements 750,000 750,000
CRC Pool Deck and Equipment Renovation 100,000 100,000
CRC Renovation and Construction 600,000 3,000,000 3,000,000 6,600,000
Equipment Replacement (Golf Maintenance)159,000 192,000 145,000 81,500 577,500
Golf Course Irrigation Phase 1 (Conquistador Course)4,055,525 4,055,525
Golf Course Irrigation Phase 2 (La Cañada Course)2,350,000 2,000,000 4,350,000
Greenock Trail Improvements 56,000 56,000
Improved Landscape and Gathering Area at Aquatic Center 330,000 330,000
James D Kreigh Park Improvements*21,500 21,500
James D Kriegh Park - Egleston Road Connection Parking lot 60,000 750,000 810,000
James D Kriegh Park - Field Lighting Replacement 1,000,000 1,000,000
James D Kriegh Park - North Area Improvements 78,000 975,000 1,053,000
James D Kriegh Park - North Parking Lot Improvements 375,000 375,000
James D Kriegh Park - Racquetball/Basketball Court Conversion 22,800 285,000 250,000 557,800
Life Cycle Equipment Replacement CRC 150,000 150,000
Life Cycle Replacement (Bunkers and Turf Reduction)105,000 105,000 210,000
MUP – Phase I - La Cañada Dr. (Lambert Lane to Naranja Dr)1,300,000 1,300,000
MUP – Phase II - Naranja Dr. (La Cañada Dr to Naranja Park entrance)50,000 950,000 1,000,000
MUP - Phase III – Alignment (CDO wash to James D. Kriegh Park)1,500,000 1,500,000
MUP Big Wash Trailhead Improvements 250,000 250,000
Naranja Park Archery Range - Paved Parking, Lights, Landscape 44,000 550,000 594,000
Naranja Park Entry Site Improvements 36,000 450,000 486,000
Naranja Park Master Plan Implementation 10,000,000 5,000,000 15,000,000
OVAC Competition Equipment Replacement 136,000 136,000
OVAC Diving Board and Dive Block Replacement 136,000 136,000
OVAC Olympic Pool Heater Replacement 500,000 500,000
OVAC Pool Replastering 200,000 200,000
OVAC Pump Room Upgrades 710,000 710,000
Park system sidewalk repair and ADA required improvements 100,000 100,000
Proctor/Lieber House Renovation 1,500,000 1,500,000
Pusch Ridge Course Investments 75,000 75,000
Pusch Ridge Facility ADA and Code Compliance 252,000 140,000 392,000
Town of Oro Valley FY 2022/23 Adopted Budget 202
Capital Improvement Plan | Projects by Category
CIP Project Listing by Category
*Denotes a project with caryforward funding from the prior year FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Grand Total
Parks & Recreation (continued)
Pusch Ridge Golf Cart Path Resurfacing 75,000 75,000
Pusch Ridge Tennis Court Lighting Replacement 300,000 300,000
Pusch Ridge Tennis Court Resurfacing 120,000 120,000 240,000
Pusch Ridge Tennis Landscape Improvements 250,000 250,000
Pusch Ridge Tennis Renovations Bleachers/Pad/Storage 100,000 100,000
Riverfront Park - Field Lighting Replacement 1,000,000 1,000,000
Riverfront Park - Parking Lot Expansion 60,000 750,000 810,000
Riverfront Park - Playground Renovation 500,000 500,000
Riverfront Park - ramada over sports courts 22,000 275,000 297,000
Riverfront Park - Sports Lighting 1,000,000 1,000,000
Steam Pump Ranch - New Northern Entry by Panhandle Stables/Event Space 1,500,000 1,500,000
Steam Pump Ranch - Tack Building 50,000 500,000 550,000
Steam Pump Ranch ADA Walkways and Patio 120,000 120,000
Steam Pump Ranch BBQ & Bunk House Renovations*512,500 512,500
Steam Pump Ranch Garage*909,192 909,192
Steam Pump Ranch Park Site Lighting 75,000 750,000 825,000
Steam Pump Ranch Pool Demo and landscape Restoration 50,000 50,000
Upgrade of the Existing Farmer's Market Structure 100,000 100,000
Vistoso Trails Nature Preserve Safety Improvements 350,000 50,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,200,000
Public Facilities, Vehicles & Equipment 8,029,905 5,211,557 2,473,450 2,179,471 2,056,712 2,369,196 2,456,097 2,248,447 2,278,777 2,155,269 31,458,882
680 Admin Building Remodel*121,752 121,752
680 Maintenance Yard Back-up Generator 155,000 155,000
680 Renovation for removal of Fleet and Ops - adding P&R 220,000 220,000
ABDG Fiber Project 3,310,000 3,310,000
Admin Restroom ADA Remodel 170,000 170,000
Administration Building Efficiency Renovation 500,000 500,000
Coronado K-8 Restroom Amphi Partnership 150,000 150,000
Equipment Replacement Program 175,000 255,000 648,000 289,500 260,500 368,000 418,500 403,000 204,000 178,500 3,200,000
Facility Maintenance Program 463,000 450,000 491,197 476,890 213,138 206,930 200,903 195,052 189,371 285,000 3,171,481
MOC Decommissioning 50,000 50,000
MOC Water and Transit flat roof surface replacement 70,000 70,000
Network Storage 50,000 50,000 50,000 150,000
Permitting Software Replacement*111,787 111,787
Phone System Refresh 300,000 300,000 600,000
Public Works Operations Laydown Yard 325,000 325,000
Server OS Refresh 60,000 60,000 120,000
Staff Learning Management System (LMS)100,000 100,000
Town Court Expansion 200,000 2,200,000 2,400,000
Town Hall Data Center Migration*180,631 180,631
Town Hall Emergency Generator Replacements*569,900 569,900
Town-Wide Drainage Study 100,000 100,000
Townwide IT Security Enhancements 50,000 50,000 100,000
Traffic Camera Video Recording System 60,000 60,000
TripSpark Passenger Portal Enhancement 76,309 76,309
Upgrade Desktop Operating Systems 200,000 200,000 400,000
Vehicle Replacement Program*1,681,526 1,336,557 1,334,254 1,413,081 1,473,074 1,454,266 1,536,694 1,600,395 1,585,407 1,631,769 15,047,022
203 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Plan | Projects by Category
CIP Project Listing by Category
* Denotes a project with caryforward funding from the prior year FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Grand Total
Public Safety 4,090,000 18,000,000 18,000,000 40,090,000
Future Police Station 4,000,000 18,000,000 18,000,000 40,000,000
PD Full Spectrum Imaging System (FSIS)90,000 90,000
Stormwater 660,513 386,445 386,445 1,433,403
Catalina Ridge Drainage Improvements 149,513 149,513
Sierra Wash @ Glover Road Culvert and Apron Rehabilitation 386,445 386,445
Sierra Wash @ Via Mandarina Culvert and Apron Rehabilitation 386,445 386,445
Sierra Wash Drainage Improvements*511,000 511,000
Streets/Roads 5,836,199 2,979,910 7,061,327 4,428,995 7,493,174 26,931,450 36,853,823 3,149,298 17,773,877 10,560,563 123,068,615
First Avenue Bridge Deck Repair 2,000,000 2,000,000
First Avenue Mill /Overlay (CDO Bridge to Tangerine Rd.)1,695,000 1,695,000
HAWK Signalized Crossing from Naranja Drive at IRHS 400,000 400,000
Illuminated Street Signs 60,500 60,500
La Cañada Mill/Overlay (Tangerine Rd to Moore Rd)712,000 712,000
La Cañada Bridge Deck Repair 2,300,000 2,300,000
La Cañada Drive (CDO Bridge to Lambert Lane)526,000 526,000
La Cañada Drive Phase III (Naranja Dr. to Tangerine Rd.)678,000 678,000
Lambert Lane Reconstruction (La Cholla to west Town Limits)388,000 388,000
Lambert Lane Widening ( Shannon Rd to Rancho Sonora Dr)17,246,000 17,246,000
Lambert Ln, 0.5 mi. E of Shannon-Rancho Sonora 17,280,000 17,280,000
Linda Vista Blvd Safety (Calle Buena Vista to Oracle Rd)3,121,000 3,121,000
Moore Rd La Cholla Blvd Intersection 900,000 900,000
Moore Road Widen (La Cholla Blvd to La Cañada Drive)9,417,000 9,417,000
Naranja Dr. Widening ( La Cholla Bl. to 1st Ave.)3,394,000 3,394,000
Naranja Drive II Widening (Shannon Rd to Ironwood Ridge High School)6,788,000 6,788,000
Oracle Rd & Rams Field Intersection 750,000 750,000
Palisades Road Widening (1st Ave to 1 mile east)5,886,000 5,886,000
Pavement Preservation - Non Roadways 97,000 99,910 102,907 105,995 109,174 112,450 115,823 119,298 122,877 126,563 1,111,996
Pavement Preservation - Roadways 1,850,000 1,905,500 1,964,000 2,023,000 2,084,000 2,147,000 2,212,000 2,280,000 2,348,000 2,419,000 21,232,500
Pomegranate Drive - Drainage Improvement and Roadway Stabilization 183,420 183,420
Rancho Vistoso & Woodburne Intersection 750,000 750,000
Rancho Vistoso Blvd Bridge Deck Repair 2,700,000 2,700,000
Rancho Vistoso Blvd Mill/Overlay (Moore Rd to Tangerine Rd)1,500,000 1,500,000
RTA Wildlife Fencing*621,574 621,574
Shannon Rd, Tangerine Rd-Naranja Dr 4,200,000 4,200,000
Shannon Road Pavement Reconstruct and Overlay 791,000 791,000
Shannon Road Widening - Lambert Lane to Tangerine Road 12,784,000 12,784,000
Sun City Light Circuit (last circuit)438,000 438,000
Tangerine Road Mill/Overlay (La Cañada Dr. to Oracle Rd.)2,600,000 2,600,000
Transportation Art by Youth (TABY) Grant*75,000 75,000
Westward Look Drive Improvements*539,625 539,625
Town of Oro Valley FY 2022/23 Adopted Budget 204
Capital Improvement Plan | Projects by Category
CIP Project Listing by Category
*Denotes a project with caryforward funding from the prior year FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Grand Total
Water System 4,767,478 6,050,000 13,440,000 8,890,000 4,540,000 2,565,000 3,365,000 2,365,000 1,865,000 1,865,000 49,712,478
ADC Truck and Trailer 85,000 85,000
Booster Station HP Tank Replacement 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,500,000
Booster Station Rehabilitation 200,000 200,000 400,000 50,000 50,000 250,000 250,000 250,000 250,000 250,000 2,150,000
El Con/El Camino Diestro main and valve replacement*250,000 250,000
Forebay reservoir at Shannon & Naranja 775,000 725,000 1,500,000
Instrumentation Replacement 200,000 200,000 200,000 500,000 500,000 700,000 700,000 700,000 700,000 700,000 5,100,000
La Canada Booster Station Expansion*200,000 2,000,000 2,200,000
La Posada Replacement Well*585,688 585,688
NWRRDS Booster Station Construction (2,500 gpm = 4000 acft / year)775,000 775,000 1,550,000
NWRRDS D-Zone Blending Water Interconnection to Shannon 50,000 200,000 250,000
NWRRDS E-Zone interconnect to Tangerine 500,000 300,000 800,000
NWRRDS E-Zone interconnection to Naranja 400,000 100,000 500,000
NWRRDS Forebay, reservoir construction 3,000,000 1,000,000 4,000,000
NWRRDS Pipeline construction (recovered water & Transmission)2,100,000 1,050,000 1,000,000 4,150,000
Palisades Area Supply Redundancy 50,000 250,000 250,000 550,000
Pipeline Construction (NWRRDS Booster Station to La Canada Reservoir)4,000,000 4,000,000 2,000,000 10,000,000
Reservoir Relining 200,000 200,000 200,000 200,000 200,000 225,000 225,000 225,000 225,000 225,000 2,125,000
SCADA Equipment IT 300,000 300,000
Shannon Road Boosters NWRRDS OVWU 50,000 1,000,000 1,000,000 2,050,000
Steam Pump Well Drill and Construction*300,000 300,000
Utility Billing Software*18,640 18,640
Water Control System Operations New Vehicle 70,000 70,000
Water Meters- New Connections (based on 210 meters per year)208,150 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,558,150
Water Plant 14 Booster Capacity Expansion (Design/Construction)200,000 1,000,000 1,200,000
Well D-8 Replacement (Design/Permit/Construction/ Equipping)100,000 500,000 500,000 500,000 1,600,000
Well Equipping, TRICO power to sites and associated tasks 1,200,000 400,000 1,600,000
Well HP Tank Replacement (1 Tank per year)150,000 150,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 1,660,000
Well Rehabilitation (2 wells per year)150,000 150,000 220,000 220,000 220,000 220,000 220,000 220,000 220,000 220,000 2,060,000
Total 45,081,812 25,000,967 31,682,223 34,846,411 34,324,886 36,238,446 43,659,920 12,862,744 28,221,654 16,236,832 308,155,896
205 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Parks & Recreation
CC Men's Jacuzzi to Outdoor Accessed Restroom
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 30,000 150,000 - - - - 180,000
Total:- 30,000 150,000 - - - - 180,000
CC Parking Lot Reconstruction & Expansion
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Bond Financing 10,288 200,000 1,200,000 - - - - 1,410,288
Total:10,288 200,000 1,200,000 - - - - 1,410,288
Community Center Elevator
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 750,000 - - - - - 750,000
Total:- 750,000 - - - - - 750,000
Two year design/construction project for outdoor
restroom. Converting unused and boarded up Men's
locker room jacuzzi into an outdoor restroom will
benefit community center users.
None anticipated
Unknown until final designs are complete
Design and construction of an elevator at the Town's
Community Center increase accessibility to the
facility.
None anticipated
Resurface and redesign of the Community Center
parking lot for increased capacity. This project will
maintain the parking and increase parking capacity to
ac commodate more visitors.
Town of Oro Valley FY 2022/23 Adopted Budget 206
Capital Improvement Program | Project Descriptions – Parks & Recreation
Community Center Fire Alarm System Upgrade
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 25,000 270,000 - - - - 295,000
Total:- 25,000 270,000 - - - - 295,000
Community Center Tennis / Pickleball Court Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Bond Financing 553,898 1,446,102 - - - - - 2,000,000
General Fund - 753,898 - - - - - 753,898
Total:553,898 2,200,000 - - - - - 2,753,898
Conquistador Golf Course Cart Path Repaving
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 276,000 - - - - - 276,000
Total:- 276,000 - - - - - 276,000
None anticipated
None anticipated
Crack repair and repaving of the Conquistador Golf
Course cart path.
Anticipate savings on annual resurfacing costs
Upgrade the fire alarm system at the Community and
Recreation Center. The current fire alarm system is
obsolete and requires replacement
Reconstruction of tennis and pickleball courts using
post-tension concrete. This project will provide more
durable, long-lasting play surfaces.
207 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Parks & Recreation
Conquistador Greens and Driving Range Floor Re-Grassing
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 95,000 - - - - - 95,000
Total:- 95,000 - - - - - 95,000
CRC ADA Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 750,000 - - - - - 750,000
Total:- 750,000 - - - - - 750,000
Equipment Replacement (Golf Maintenance)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 159,000 192,000 145,000 81,500 - - 577,500
Total:- 159,000 192,000 145,000 81,500 - - 577,500
Reduced maintenance costs of golf maintenance
equipment
Replace eight workman vehicles. The workman vehicles
currently used to transport materials throughout the golf
c ourse have reached the end of their useful lives.
None anticipated
Various accessibility modifications and improvements
to the community center. This will comply with the
Americans with Disabilities Act (ADA) by making the
center more accessible to individuals with disabilities.
None anticipated
The existing bent-grass greens will be removed and
replaced with bermuda grass. Bermuda grass uses
less water and fertilizer than. Bermuda grass on the
driving range will also reduce dust levels
Town of Oro Valley FY 2022/23 Adopted Budget 208
Capital Improvement Program | Project Descriptions – Parks & Recreation
Golf Course Irrigation Phase 1 (Conquistador Course)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Bond Financing 574,475 1,998,211 - - - - - 2,572,686
Community Center Fund
Balance - 2,057,314 - - - - - 2,057,314
Total:574,475 4,055,525 - - - - - 4,630,000
Golf Course Irrigation Phase 2 (Cañada Course)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
ARPA - 2,350,000 2,000,000 - - - - 4,350,000
Total:- 2,350,000 2,000,000 - - - - 4,350,000
Greenock Trail Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 3,800 56,000 - - - - - 59,800
Total:3,800 56,000 - - - - - 59,800
Create a trail connection from the Canada del Oro
pedestrian bridge to Greenock Drive
$25,000 estimated yearly water and utility savings
(Phase 1 and 2 combined)
Irrigation system improvements to the 18-hole La
Canada golf course. Construction to take place over
two fiscal years.
$25,000 Estimated yearly water and utility savings
(Phase 1 and 2 combined)
Irrigation system improvements to the 18-hole
Conquistador golf course.
None anticipated
209 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Parks & Recreation
James D Kreigh Park Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 407,335 21,500 - - - - - 428,835
Total:407,335 21,500 - - - - - 428,835
Life Cycle Equipment Replacement CRC
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 150,000 - - - - - 150,000
Total:- 150,000 - - - - - 150,000
Life Cycle Replacement (Bunkers and Turf Reduction)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Community Center Fund - 105,000 105,000 - - - - 210,000
Total:- 105,000 105,000 - - - - 210,000
Reduced water costs
Will remove existing turf around tee boxes and some
fairways and replace with native grass/hydroseed.
Bunker sand will be added to existing bunkers. Adding
bunker sand will increase playability.
Reduced maintence costs
Replace current out-of-date circuit strength equipment
with new, modern equipment. Updating the center's
circuit strength training equipment would help retain
current members and attract prospective new
members.
$500 increased maintenance costs
Improves and updates existing an existing playground
at the park, adds water fountains, and replaces
benches and tables. Current structures are over 20
years old and new structures will improve safety and
accessibility
Town of Oro Valley FY 2022/23 Adopted Budget 210
Capital Improvement Program | Project Descriptions – Parks & Recreation
MUP – Phase I - La Cañada Dr. (Lambert Lane to Naranja Dr)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Bond Financing - 1,280,000 - - - - - 1,280,000
General Fund - 20,000 - - - - - 20,000
Total:- 1,300,000 - - - - - 1,300,000
MUP – Phase II - Naranja Dr. (La Cañada Dr to Naranja Park entrance)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Bond Financing - 50,000 950,000 - - - - 1,000,000
Total:- 50,000 950,000 - - - - 1,000,000
Naranja Park Master Plan Implementation
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Bond Financing 1,905,519 10,000,000 3,094,481 - - - - 15,000,000
General Fund - - 1,905,519 - - - - 1,905,519
Total:1,905,519 10,000,000 5,000,000 - - - - 16,905,519
Unknown at this time
Multi-year project covering earthwork, two oversized
multi-use fields, splash pad, basketball courts,
pickleball courts, restrooms, parking, entry road, paths
and landscape.
Construct approx. 1 mile of multi-use path along La
Canada Drive from Lambert Lane to Naranja Drive.
Council direction regarding bond funded projects
None anticipated
Construct approx. 0.7 mile of multi-use path along W.
Naranja Drive from La Canada to the Naranja Park
entrance. Council direction regarding bond funded
projects.
None anticipated
211 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Parks & Recreation
OVAC Competition Equipment Replacement
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 136,000 - - - - - 136,000
Total:- 136,000 - - - - - 136,000
OVAC Pump Room Upgrades
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 710,000 - - - - - 710,000
Total:- 710,000 - - - - - 710,000
Park System Sidewalk Repair and ADA Required Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 100,000 - - - - - 100,000
Total:- 100,000 - - - - - 100,000
This project repairs broken and raised sidewalks and
constructs ADA connections at James D. Kreigh and
Riverfront parks to improve safety and accessibility .
This project replaces and upgrades the pool filter
system for both the olympic and recreation pools at the
Oro Valley Aquatic Center as well as sanitary
improvements and new heater for the recreation pool.
Anticipated reduction in pool maintenance costs
None anticipated
This project replaces four diving boards and twenty dive
blocks at the Oro Valley Aquatic Center. The diving
boards and dive blocks have reached the end of their
useful life and need to be replaced for safety
None anticipated
Town of Oro Valley FY 2022/23 Adopted Budget 212
Capital Improvement Program | Project Descriptions – Parks & Recreation
Pusch Ridge Facility ADA and Code Compliance
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 252,000 140,000 - - - - 392,000
Total:- 252,000 140,000 - - - - 392,000
Pusch Ridge Golf Cart Path Resurfacing
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 75,000 - - - - - 75,000
Total:- 75,000 - - - - - 75,000
Pusch Ridge Tennis Court Resurfacing
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Community Center Fund - 120,000 - - - - 120,000 240,000
Total:- 120,000 - - - - 120,000 240,000
*Resurfacing will need to be re-done every nine years. Total project costs show here is reflecting two resurfacing within the 10-year CIP plan
Crack repair and surface treatment of the Pusch Ridge
Golf Course cart paths
Avoidance of future costly reconstruction and potential
liability
Crack repair, resurfacing and repainting of asphalt
tennis courts at the Pusch Ridge tennis courts.
Completion of this project will ensure a high quality and
consistent play surface for members and residents as
well as regional and national tournaments that use the
facility.
Unknown at this time
Reconfiguration of the Push Ridge facility parking and
pedestrian approach to meet or exceed ADA and code
requirements. Resurface the roof at the Pusch Ridge
facility and repair or replace the roof drains.
None anticipated
213 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Parks & Recreation
Steam Pump Ranch BBQ & Bunk House Renovations
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 39,940 512,500 - - - - - 552,440
Total:39,940 512,500 - - - - - 552,440
Steam Pump Ranch Garage
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 353,317 909,192 - - - - - 1,262,509
Total:353,317 909,192 - - - - - 1,262,509
Steam Pump Ranch Pool Demo and landscape Restoration
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 50,000 - - - - - 50,000
Total:- 50,000 - - - - - 50,000
Restoration of historically significant building (garage)
at Steam Pump Ranch. Project will allow for the
Recreation & Culture division to move to Steam Pump
Ranch and allow the facility to be open six days a
week. Project will add indoor recreation space
Potential for reduced maintenance costs as buildings
are repaired
Preservation and restoration of Barbeque and Bunk
House building on Steam Pump Ranch property.
Preserve and restore two buildings in need of repair
None anticipated
The Steam Pump ranch swimming pool and
surrounding decking/walls will be demolished. The area
will be rehabilitated as outdoor performance and event
space. This project was recommended by the Steam
Pump Ranch master plan.
$2,500 increase to annual operating costs
Town of Oro Valley FY 2022/23 Adopted Budget 214
Capital Improvement Program | Project Descriptions – Parks & Recreation
Vistoso Trails Nature Preserve Safety Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
General Fund - 350,000 50,000 100,000 100,000 100,000 500,000 1,200,000
Total:- 350,000 50,000 100,000 100,000 100,000 500,000 1,200,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Approx $100k operating and maintenance cost
annually
Vistoso Trails initial site clean up including weed,
invasive grasses and dead tree removal, trail
accessibility and restoring restrooms to working
condition. Significant work is required to ensure public
safety and access to this golf course.
215 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Public Facilities, Vehicles & Equipment
680 Admin Building Remodel
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 24,810 121,752 - - - - - 146,562
Total:24,810 121,752 - - - - - 146,562
680 Maintenance Yard Back-up Generator
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 155,000 - - - - - 155,000
Total:- 155,000 - - - - - 155,000
ABDG Fiber Project
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Arizona Broadband
Development Grant - 2,860,000 - - - - - 2,860,000
General Fund - 450,000 - - - - - 450,000
Total:- 3,310,000 - - - - - 3,310,000
Remodel and update of the Town's administration
offices for increased staff space usage. Project will be
done in tandem with the addition of the 3rd
maintenance bay and will allow for increased service
levels for Fleet and Facility Maintenance
No additional costs at this time
Establish a fiber optic network to expand broadband
services in the Town. A fast and affordable internet
network is critical to Oro Valley's ability to attract,
grow and retain primary employers and expand job
opportunities
None anticipated
Install a back-up generator to power the maintenance
yard. This will allow maintenance operations to
continue during power outages and mitigate
interruption of Town services
Anticipated reduction of future ongoing operating costs
Town of Oro Valley FY 2022/23 Adopted Budget 216
Capital Improvement Program | Project Descriptions – Public Facilities, Vehicles & Equipment
Coronado K-8 Restroom Amphi Partnership
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 150,000 - - - - - 150,000
Total:- 150,000 - - - - - 150,000
Equipment Replacement Program
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
General Fund - 175,000 255,000 648,000 289,500 260,500 1,572,000 3,200,000
Total:- 175,000 255,000 648,000 289,500 260,500 1,572,000 3,200,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Facility Maintenance Program
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
General Fund - 463,000 450,000 491,197 476,890 213,138 1,077,256 3,171,481
Total:- 463,000 450,000 491,197 476,890 213,138 1,077,256 3,171,481
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Maintenance and rehabilitation of Town owned
facilities. Annual repair and maintenance of Town
owned facilities and assets are crucial to maintain and
extend the useful life of the asset
Replacement of aging backhoe loader. Current
equipment is near end of life. Future years will replace
various heavy equipment as it reaches end of life.
Future maintence to be determined
Decreased costs associated with equipment
maintenance
No changes in operating costs anticipated
Install a prefabricated restroom building for use at the
Coronado K-8 sports fields. This item was determined
to be the highest priority following discussions
between the Town and Oro Valley Little League who
use these fields as their home site. There currently
are no permanent onsite restrooms, a portable toilet is
the only facility onsite.
217 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Public Facilities, Vehicles & Equipment
Permitting Software Replacement
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 102,063 111,787 - - - - - 213,850
Total:102,063 111,787 - - - - - 213,850
Phone System Refresh
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
General Fund - 300,000 - - - - 300,000 600,000
Total:- 300,000 - - - - 300,000 600,000
*Total project costs show here is reflecting two refreshes within the 10-year CIP plan.
Public Works Operations Laydown Yard
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 325,000 - - - - - 325,000
Total:- 325,000 - - - - - 325,000
Building a public works operational storage yard for
street maintenance. Road Maintenance currently
operates out of three facilities, one of these being at
Naranja Park. The expansion of Naranja Park will
occupy the space used by operations requiring
operations to relocate.
None anticipated
Replacement of the Town's permitting system. The
current permit system has no planned future
development and is in an "as is" state until end of life.
Replacing the permitting and code enforcement
software will allow growth with Oro Valley's technical
needs.
$15,000 annual maintenance cost
Replace the existing telephone system with an
updated system. Replacing the current telephone
system would leverage newer technologies including
cloud services for telephone service.
Unknown at this time
Town of Oro Valley FY 2022/23 Adopted Budget 218
Capital Improvement Program | Project Descriptions – Public Facilities, Vehicles & Equipment
Staff Learning Management System (LMS)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 100,000 - - - - - 100,000
Total:- 100,000 - - - - - 100,000
Town Court Expansion
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 200,000 2,200,000 - - - - 2,400,000
Total:- 200,000 2,200,000 - - - - 2,400,000
Town Hall Data Center Migration
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 149,448 180,631 - - - - - 330,079
Total:149,448 180,631 - - - - - 330,079
Design for the Town Court building expansion. The
current court building is too small to accommodate
needs
Minimal utility and maintenance cost increases with
expanded building
Implement a Town-wide Learning Management
System. This project would provide one location for all
employee training, training records and content. The
system would allow for tracking of mandatory and
elective training
Decrease in HR and managerial time monitoring
training
Migrate the Town data center and facilities to the
Police facility building. Data center at the Police
facility is more appropriate from a security and
reliability perspective.
None anticipated
219 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Public Facilities, Vehicles & Equipment
Town Hall Emergency Generator Replacements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 179,340 569,900 - - - - - 749,240
Total:179,340 569,900 - - - - - 749,240
Townwide IT Security Enhancements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 50,000 50,000 - - - - 100,000
Total:- 50,000 50,000 - - - - 100,000
Traffic Camera Video Recording System
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 60,000 - - - - - 60,000
Total:- 60,000 - - - - - 60,000
Replace aging backup generators. Current generators
at Town Hall have questionable reliability in the event
of prolonged power outages. Replacement will allow
town to maintain continuity of operations when power
is interrupted
None anticipated
Continued security enhancements, access control,
camera monitoring and storage of data. Improved IT
security is needed to ensure safety and continuity of
operations
None anticipated
Establish a recording server for the Town of Oro Valley
signalized intersections. By establishing our own
recording server we can improve the reliability and
accessibility to these cameras .
None anticipated
Town of Oro Valley FY 2022/23 Adopted Budget 220
Capital Improvement Program | Project Descriptions – Public Facilities, Vehicles & Equipment
TripSpark Passenger Portal Enhancement
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
ADOT grant - 61,047 - - - - - 61,047
General Fund - 15,262 - - - - - 15,262
Total:- 76,309 - - - - - 76,309
Vehicle Replacement Program
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
General Fund - 1,443,526 1,147,383 1,145,406 1,213,076 1,264,578 6,703,325 12,917,295
Highway Fund - 203,000 161,354 161,076 170,592 177,835 942,674 1,816,532
Water Utilty Fund - 35,000 27,820 27,772 29,412 30,661 162,530 313,195
Total:- 1,681,526 1,336,557 1,334,254 1,413,081 1,473,074 7,808,530 15,047,022
Annual replacement of vehicles across Town
departments. Replacement of aging fleet helps control
vehicle repair and maintenance costs. Vehicle
reserves are set aside annually to fund replacements
Reduced maintenance costs as aging vehicles are
replaced
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Vehicle replacements are evaluated annually based on actual fleet conditions. As such, future costs may change by total amount and funding
sources.
Purchase TripSpark Passenger Portal. This will allow
for community riders to interface with a web-based
application to schedule and manage their rides
Unknown at this time
221 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Stormwater
Catalina Ridge Drainage Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Stormwater Fund - 149,513 - - - - - 149,513
Total:- 149,513 - - - - - 149,513
Sierra Wash Drainage Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Stormwater Fund - 511,000 - - - - - 511,000
Total:- 511,000 - - - - - 511,000
Reconstruction of riprap apron extension at the outlet
of Naranja Drive conveying Sierra Wash. Current
erosion at this location is placing the roadway and
utilities at risk for failure.
None anticipated
None anticipated
Drainage improvements to a portion of the Catalina
Ridge drainageway north of Lambert Lane including
armoring of the channel bottom, grade control and toe
down structure to arrest erosion. The drainage channel
is experiencing significant erosion which could impact
the roadway.
Town of Oro Valley FY 2022/23 Adopted Budget 222
Capital Improvement Program | Project Descriptions – Streets/Roads
HAWK Signalized Crossing from Naranja Drive at IRHS
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 400,000 - - - - - 400,000
Total:- 400,000 - - - - - 400,000
La Cañada Mill/Overlay (Tangerine Rd to Moore Rd)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
HURF - 712,000 - - - - - 712,000
Total:- 712,000 - - - - - 712,000
Pavement Preservation - Non Roadways
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
General Fund - 97,000 99,910 102,907 105,995 109,174 597,010 1,111,996
Total:- 97,000 99,910 102,907 105,995 109,174 597,010 1,111,996
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Surface treatment to Town parking lot facilities and
multi-use paths. Project will preserve the Town's
assets and extend useful life.
Installation of a HAWK pedestrian signal to provide a
controlled crossing for students of Ironwood Ridge
High School. Will further increase the safety of
students crossing the street as it provides both a
vehicular traffic stop as well as increased pedestrian
visibility
None anticipated
None anticipated
Mill the upper two inches of asphalt rubber pavement
and repave with conventional asphalt pavement. The
asphalt rubber wearing course has reached the end of
lifecycle.
Maintaining adequate funding for this program prevents
future costly roadway reconstruction and rehabilitation.
223 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Streets/Roads
Pavement Preservation - Roadways
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Highway Fund - 1,850,000 1,905,500 1,964,000 2,023,000 2,084,000 11,406,000 21,232,500
Total:- 1,850,000 1,905,500 1,964,000 2,023,000 2,084,000 11,406,000 21,232,500
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Rancho Vistoso & Woodburne Intersection
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Road Impact Fees*- 750,000 - - - - - 750,000
Total:- 750,000 - - - - - 750,000
RTA Wildlife Fencing
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
RTA Funding 6,543 621,574 - - - - - 628,117
Total:6,543 621,574 - - - - - 628,117
Perform annual roadway and multi-use path surface
treatments per the Town's pavement preservation and
management program. Enhances and improves the
roadway system, maintains current overall condition
index (OCI) rating, meeting key elements of the
General and Strategic Plans.
Maintaining adequate funding for this program prevents
future costly roadway reconstruction and rehabilitation.
Unknown at this time
A developer may be reconstructing this problematic
intersection. This intersection is identified in the
Town’s Infrastructure Improvement Plan (IIP) as one of
the projects used to determine growth development fee
rates. As such, it is eligible to receive its share of
collected development impact fees.
*Since it is eligible to receive up to $750,000 in impact fees, a portion of this amount will be derived through issuing Impact fee credits to the
developer. However those credits will not cover the entire development impact fund contribution. The Town will contribute the difference toward
the construction of the intersection up to Town’s Infrastructure Improvement Plan (IIP)
Unknown at this time
Install wildlife fencing near the SR 77 right-of-way to
funnel wildlife to the crossings previously built.
Additional fencing is needed at strategic locations
along the corridor to funnel wildlife to the crossing
structures
Town of Oro Valley FY 2022/23 Adopted Budget 224
Capital Improvement Program | Project Descriptions – Streets/Roads
Shannon Road Pavement Reconstruct and Overlay
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund - 791,000 - - - - - 791,000
Total:- 791,000 - - - - - 791,000
Transportation Art by Youth (TABY) Grant
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
PAG Grant - 75,000 - - - - - 75,000
Total:- 75,000 - - - - - 75,000
Westward Look Drive Improvements
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
General Fund 46,349 539,625 - - - - - 585,974
Total:46,349 539,625 - - - - - 585,974
Unknown at this time
Pavement replacement and landscape improvements
along Westward Look Drive. Current asphalt does not
meet Town standards and reconstruction is listed as
part of annexation agreement with Westward Look
Resort.
None anticipated
None anticipated
Remove and replace fatigued asphalt pavement
sections and applying a two-inch asphalt overlay. The
asphalt pavement has reached the end of lifecycle and
needs to be replaced
Design and construct public art with the Town's right-of-
way by local youth.
225 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Water System
ADC Truck and Trailer
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund - 85,000 - - - - - 85,000
Total:- 85,000 - - - - - 85,000
Booster Station HP Tank Replacement
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 150,000 150,000 150,000 150,000 150,000 750,000 1,500,000
Total:- 150,000 150,000 150,000 150,000 150,000 750,000 1,500,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Booster Station Rehabilitation
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 200,000 200,000 400,000 50,000 50,000 1,250,000 2,150,000
Total:- 200,000 200,000 400,000 50,000 50,000 1,250,000 2,150,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Purchase and outfitting of a new vehicle for Oro Valley
Water Utility's planned implementation of an Arizona
Department of Corrections (ADC) work program. This
will allow for skilled water professionals to focus on
core functions associated with maintaining the
existing infrastructure.
Unknown at this time
New 5,000 gallon tank to meet all American Society of
Mechanical Engineers (ASME) certifications and
standards
$500 Decrease in annual maintenance costs
Rehabilitate select booster stations to return the
boosters to optimum operational efficiency and
maintain system reliability
None anticipated
Town of Oro Valley FY 2022/23 Adopted Budget 226
Capital Improvement Program | Project Descriptions – Water System
El Con/El Camino Diestro main and valve replacement
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund 46,187 250,000 - - - - - 296,187
Total:46,187 250,000 - - - - - 296,187
Forebay Reservoir at Shannon & Naranja
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Impact Fees - 775,000 725,000 - - - - 1,500,000
Total:- 775,000 725,000 - - - - 1,500,000
Instrumentation Replacement
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 200,000 200,000 200,000 500,000 500,000 3,500,000 5,100,000
Total:- 200,000 200,000 200,000 500,000 500,000 3,500,000 5,100,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Design and build a redundant water line for system
reliability. This is a capital infrastructure investment for
a more reliable and efficient distribution system
None anticipated
Reservoir to store and blend Central Arizona Project
(CAP) water and "D" Zone water prior to delivery to La
Canada reservoir and booster station. This is a capital
investment to deliver an additional four-thousand acres
per foot a year of recovered CAP water to the Oro
Valley Water Utility service area.
None anticipated
Replacing aging instrumentation that is no longer
compatible with newer Supervisory Control and Data
Ac quisition (SCADA) equipment
None anticipated
227 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Water System
La Cañada Booster Station Expansion
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Impact Fees 827,767 200,000 2,000,000 - - - - 3,027,767
Total:827,767 200,000 2,000,000 - - - - 3,027,767
La Posada Replacement Well
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility fund 499,381 - - - - - - 499,381
Water Impact Fees - 585,688 - - - - - 585,688
Total:499,381 585,688 - - - - - 1,085,069
NWRRDS Booster Station Construction (2,500 gpm = 4000 acft / year)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Impact Fees - 775,000 775,000 - - - - 1,550,000
Total:- 775,000 775,000 - - - - 1,550,000
Complete the equipping of the new well at the La
Posada development at First Avenue and Lambert
Lane. This project will peplace lost well capacity,
maintain healthy groundwater capacity during periods
of increased summer demand and, in the event of CAP
water outage, as a redundant system.
None anticipated
Oro Valley Water Utility independent booster from
partnered forebay reservoir at Shannon Road
Construct a sixteen-inch water main from the Shannon
Road booster station to Naranja Road to serve "E"
Zone. Capital investment to deliver an additional four-
thousand acres per foot a year of recovered Central
Arizona Project (CAP) water to the Oro Valley Water
Utility service area.
None anticipated
None anticipated
Town of Oro Valley FY 2022/23 Adopted Budget 228
Capital Improvement Program | Project Descriptions – Water System
NWRRDS D-Zone Blending Water Interconnection to Shannon
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Impact Fees - 50,000 200,000 - - - - 250,000
Total:- 50,000 200,000 - - - - 250,000
Palisades Area Supply Redundancy
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund - 50,000 250,000 250,000 - - - 550,000
Total:- 50,000 250,000 250,000 - - - 550,000
Reservoir Relining
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 200,000 200,000 200,000 200,000 200,000 1,125,000 2,125,000
Total:- 200,000 200,000 200,000 200,000 200,000 1,125,000 2,125,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Design and build a "D" zone water line into Shannon
Road reservoir/forebay prior to sending to La Canada
reservoir and "E" zone
None anticipated
Design and build a redundant connection to the
Palisades area for improved reliability
None anticipated
Reservoir relining will include draining the reservoir,
removing the existing lining, cleaning, applying the
lining, disinfecting, filling and returning reservoir to
service
None anticipated
229 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Water System
SCADA Equipment IT
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund - 300,000 - - - - - 300,000
Total:- 300,000 - - - - - 300,000
Shannon Road Boosters NWRRDS OVWU
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Impact Fees - 50,000 - 1,000,000 1,000,000 - - 2,050,000
Total:- 50,000 - 1,000,000 1,000,000 - - 2,050,000
Steam Pump Well Drill and Construction
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund 8,822 - - - - - - 8,822
Water Impact Fees 796,539 300,000 - - - - - 1,096,539
Total:805,361 300,000 - - - - - 1,105,361
Well equipping and system tie-in for replacement of
retiring wells.
Replacement of existing well; none anticipated
Replace aging and outdated hardware
None anticipated
Construction of boosters to deliver water into "E" zone
and to La Canada reservoir for delivery to "F" and "G"
zones
Unknown at this time
Town of Oro Valley FY 2022/23 Adopted Budget 230
Capital Improvement Program | Project Descriptions – Water System
Utility Billing Software
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund 376,978 18,640 - - - - - 395,618
Total:376,978 18,640 - - - - - 395,618
Water Control System Operations New Vehicle
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future Total Project
Cost
Water Utility Fund - 70,000 - - - - - 70,000
Total:- 70,000 - - - - - 70,000
Water Meters- New Connections (based on 210 meters per year)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 208,150 150,000 150,000 150,000 150,000 750,000 1,558,150
Total:- 208,150 150,000 150,000 150,000 150,000 750,000 1,558,150
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Purchase and outfitting of a new vehicle for the Utility's
Instrumentation and Control section
Reduced maintenance costs with a new vehicle
Procurement and implementation of a new water utility
billing software. Purchase and implementation of a
new water billing software to expand business module
and customer account information.
$67,000 annual software cost
Purchase meters for new water system connections
based on two-hundred and ten meters per year
None anticipated
231 Town of Oro Valley FY 2022/23 Adopted Budget
Capital Improvement Program | Project Descriptions – Water System
Well HP Tank Replacement (1 Tank per year)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 150,000 150,000 170,000 170,000 170,000 850,000 1,660,000
Total:- 150,000 150,000 170,000 170,000 170,000 850,000 1,660,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
Well Rehabilitation (2 wells per year)
Description:
Operating Budget Impact:
Funding Sources
Expended
Through
06/22
2022/23
Adopted
2023/24
Forecast
2024/25
Forecast
2025/26
Forecast
2026/27
Forecast Future*Total Project
Cost*
Water Utility Fund - 150,000 150,000 220,000 220,000 220,000 1,100,000 2,060,000
Total:- 150,000 150,000 220,000 220,000 220,000 1,100,000 2,060,000
*This is an ongoing annual project with no definitive end. Thus, future costs and total costs shown here are only those through FY 2031/32.
None anticipated
New 5,000 gallon tank to meet all American Society of
Mechanical Engineers (ASME) certifications and
standards
$500 decrease in annual maintenance costs with new
tank
Remove existing pumping unit, rehabilitate the existing
well casing and install new pumping unit
Town of Oro Valley FY 2022/23 Adopted Budget 232
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020‐2021
THIS PAGE INTENTIONALLY LEFT BLANK
233 Town of Oro Valley FY 2022/23 Adopted Budget
APPENDIX
Resolution Adoption
Auditor General Statements
Glossary
Town of Oro Valley FY 2022/23 Adopted Budget 234
Official Budget Forms
Town of Oro Valley
Fiscal year 2023
3/22 Arizona Auditor General Official City/Town Budget Forms
235 Town of Oro Valley FY 2022/23 Adopted Budget
RESOLUTION NO. (R)22-28
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
ORO VALLEY, ARIZONA, APPROVING THE ADOPTION OF THE
BUDGET OF THE TOWN OF ORO VALLEY FOR THE FISCAL YEAR
2022-2023; AND DIRECTING THE TOWN MANAGER, TOWN CLERK,
TOWN LEGAL SERVICES DIRECTOR, OR THEIR DULY
AUTHORIZED OFFICERS AND AGENTS TO TAKE ALL STEPS
NECESSARY TO CARRY OUT THE PURPOSES AND INTENT OF THIS
RESOLUTION
WHEREAS, on June 1, 2022, in accordance with Arizona Revised Statutes §§ 42-17101 and 42-
17102, the Town authorized an estimate of the different amounts required to meet the public
expenditures for the ensuing year, an estimate of revenues from sources other than direct taxation
and the amount to be raised by taxation upon real and personal property of the Town of Oro Valley;
and
WHEREAS, after notice of a public hearing in accordance with Arizona Revised Statutes §§ 42-
17103, 42-17104 and 42-17105, the Council met on June 1, 2022, at which time any taxpayer was
entitled to appear and be heard in favor of or against any of the proposed expenditures or tax levies
before the Council adopted the estimates of the proposed expenditures, constituting the budget of
the Town of Oro Valley for the Fiscal Year 2022-2023; and
WHEREAS, the Town has not levied a primary property tax, therefore the terms of § 42-
17051(A) do not apply or limit the Oro Valley budget process; and
WHEREAS, it is in the best interest of the Town of Oro Valley to approve the estimates and
expenditures/expenses shown on the accompanying schedules for the Fiscal Year 2022-2023.
NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town of Oro
Valley, Arizona, that:
SECTION 1. The said estimates of revenues and expenditures/expenses shown on
the accompanying schedules, as now increased, reduced or changed, are hereby
adopted and approved as the budget of the Town of Oro Valley for the Fiscal Year
2022-2023 in the amount of $147,704,287.
SECTION 2. That the Mayor and Council of the Town of Oro Valley are hereby
authorized to take such steps as are necessary to execute and implement the budget
for the Fiscal Year 2022-2023.
SECTION 3. The Town Manager, Town Clerk, Town Legal Services Director, or
their duly authorized officers and agents are hereby authorized and directed to take
all steps necessary to carry out the purposes and intent of this resolution.
Town of Oro Valley FY 2022/23 Adopted Budget 236
SECTION 4.All Oro Valley resolutions or motions and parts of resolutions or
motions of the Council in conflict with the provision of this Resolution are hereby
repealed.
SECTION 5.If any section, subsection, sentence, clause, phrase or portion of this
Resolution is for any reason held to be invalid or unconstitutional by the decision
of any court of competent jurisdiction, such decision shall not affect the validity of
the remaining portions thereof.
PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona
this 15th day of June 2022.
TOWN OF ORO VALLEY, ARIZONA
Joseph C. Winfield, Mayor
ATTEST:APPROVED AS TO FORM:
Michael Standish, Town Clerk Tobin Sidles, Legal Services Director
Date: Date:
237 Town of Oro Valley FY 2022/23 Adopted Budget
Fiscal yearGeneral FundSpecial Revenue Fund Debt Service FundCapital Projects Fund Permanent FundEnterprise Funds AvailableInternal Service Funds Total all funds2022 Adopted/adjusted budgeted expenditures/expenses* E158,852,580 12,863,384 21,325,445 42,515,738 - 21,905,045 4,494,317 161,956,509 2022 Actual expenditures/expenses** E252,867,501 9,989,273 19,498,236 8,666,484 - 20,204,825 3,792,996 115,019,315 2023Beginning fund balance/(deficit) or net position/(deficit) at July 1*** 326,364,371 6,912,989 163,661 51,464,177 - 11,499,146 2,404,515 98,808,859 2023 Primary property tax levyB4- - - - - - - 2023 Secondary property tax levy B5- - - - - - - 2023 Estimated revenues other than property taxes C650,738,991 22,993,532 130,588 4,160,075 - 20,201,000 3,764,477 101,988,663 2023 Other financing sources D7- - - - - - - - 2023 Other financing (uses) D8- - - - - - - - 2023 Interfund transfers in D9- 898,012 4,200,971 16,217,314 - 5,378,000 - 26,694,297 2023 Interfund Transfers (out) D1016,446,977 9,463,380 - 121,500 - 662,440 - 26,694,297 2023Line 11: Reduction for fund balance reserved for future budget year expenditures Maintained for future debt retirement Maintained for future capital projects Maintained for future financial stability2023 Total financial resources available1260,656,385 21,341,153 4,495,220 71,720,066 - 36,415,706 6,168,992 200,797,522 2023Budgeted expenditures/expensesE1353,073,483 22,979,140 4,441,059 40,033,234 - 22,912,894 4,264,477 147,704,287 Expenditure limitation comparison202220231Budgeted expenditures/expenses161,956,509$ 147,704,287$ 2Add/subtract: estimated net reconciling items3Budgeted expenditures/expenses adjusted for reconciling items161,956,509 147,704,287 4Less: estimated exclusions5Amount subject to the expenditure limitation161,956,509$ 147,704,287$ 6EEC expenditure limitation$ $ X******Amounts on this line represent beginning fund balance/(deficit) or net position/(deficit) amounts except for nonspendable amounts (e.g., prepaids and inventories) or amounts legally or contractually required to be maintained intact (e.g., principal of a permanent fund).SchFundsIncludes expenditure/expense adjustments approved in the current year from Schedule E. The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted.11Town of Oro ValleySummary Schedule of estimated revenues and expenditures/expensesFiscal year 2023Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year.3/22 Arizona Auditor GeneralSchedule AOfficial City/Town Budget FormsTown of Oro Valley FY 2022/23 Adopted Budget238
Estimated
revenues Actual revenues*
Estimated
revenues
2022 2022 2023
General Fund
Local taxes
Local Sales Tax $ 20,542,707 $ 25,320,335 $ 24,505,959
Cable Franchise Tax 615,000 750,000 765,000
Licenses and permits
Licenses 202,500 205,000 202,500
Permits 1,489,000 1,862,500 1,863,824
Fees 157,500 130,000 157,500
Intergovernmental
State/County Shared 13,729,923 14,271,621 17,605,693
State Grants 75,000 75,000 75,000
Federal Grants 5,990,290 6,068,448 380,000
Reimbursements 1,249,500 1,314,700 1,613,000
Other 95,000 50,000
Charges for services
Reimbursements 157,400 155,350 194,400
Fees 854,285 952,280 1,012,932
Other 1,376,091 1,407,103 1,839,183
Fines and forfeits
Fines 125,000 125,000 125,000
Interest on investments
Interest Income 150,000 150,000 150,000
Miscellaneous
Miscellaneous 264,000 248,825 249,000
Total General Fund $ 47,073,196 $ 53,086,162 $ 50,738,991
*
Town of Oro Valley
Revenues other than property taxes
Fiscal Year 2023
Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
Source of revenues
3/22 Arizona Auditor General Schedule C Official City/Town Budget Forms239Town of Oro Valley FY 2022/23 Adopted Budget
Estimated
revenues Actual revenues*
Estimated
revenues
2022 2022 2023
Town of Oro Valley
Revenues other than property taxes
Fiscal Year 2023
Source of revenues
Special revenue funds
Highway User Revenue Fund
Highway User Fuel Tax $ 3,614,922 $ 3,870,000 $ 4,127,100
Permits 25,000 30,000 25,000
Interest Income 6,000 8,000 8,000
Other 2,000 5,069 3,000
$ 3,647,922 $ 3,913,069 $ 4,163,100
Grants and Contributions Fund
Federal Grants $ 312,250 $ 383,519 $ 8,542,000
State Grants 142,000 158,000 179,047
Interest Income 45 50
Miscellaneous 1,500,000 1,500,000
$ 1,954,250 $ 541,564 $ 10,221,097
Services and Forfeitures
Seizures and Forfeitures $ 325,000 $ 21,801 $ 100,000
Interest Income 2,000 1,000 2,000
$ 327,000 $ 22,801 $ 102,000
Community Center Fund
Local Sales Tax $ 2,932,798 $ 3,430,364 $ 3,477,236
Charges for Services 4,339,467 5,396,499 4,868,049
Other 126,000 177,981 162,050
$ 7,398,265 $ 9,004,844 $ 8,507,335
Total special revenue funds $ 13,327,437 $ 13,482,278 $ 22,993,532
* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
3/22 Arizona Auditor General Schedule C Official City/Town Budget FormsTown of Oro Valley FY 2022/23 Adopted Budget 240
Estimated
revenues Actual revenues*
Estimated
revenues
2022 2022 2023
Town of Oro Valley
Revenues other than property taxes
Fiscal Year 2023
Source of revenues
Debt service funds
Municipal Debt Service Fund
Federal Grants $ 34,787 $ 34,787 $30,088
Interest Income 5,000 100 500
Miscellaneous 100,000 100,000 100,000
$139,787 $134,887 $130,588
Oracle Road Improvement District
Special Assessments $$15 $
$$15$
Total debt service funds $139,787 $134,902 $130,588
Capital projects funds
Water Rescources Development Impact Fee Fund
Development Impact Fees $ 2,059,396 $ 1,207,865 $ 1,101,346
Interest Income 200,000 115,000 150,000
$ 2,259,396 $ 1,322,865 $ 1,251,346
Townwide Roadway Development Impact Fee Fund
Development Impact Fees $ 327,190 $ 378,585 $ 388,300
Interest Income 30,000 3,000 4,000
$ 357,190 $ 381,585 $ 392,300
Parks and Recreation Impact Fee Fund
Development Impact Fees $ 280,442 $ 139,528 $ 165,520
Interest Income 5,000 1,500 3,000
$ 285,442 $ 141,028 $ 168,520
Police Impact Fee Fund
Development Impact Fees $ 82,925 $ 55,530 $ 57,700
Interest Income 500 500 500
$ 83,425 $ 56,030 $ 58,200
Capital Fund
Miscellaneous $ 791,010 $ 996,237 $ 1,045,010
State Grants 420,000
$ 791,010 $ 996,237 $ 1,465,010
PAG/RTA Fund
State Grants $ 675,000 $ $ 796,574
Other 28,125 28,125 28,125
Interest Income 1,000
$ 703,125 $ 29,125 $ 824,699
Recreation in Lieu Fee Fund
Miscellaneous $ $ 150 $
$ $ 150 $
Total capital projects funds $ 4,479,588 $ 2,927,020 $ 4,160,075
*Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
3/22 Arizona Auditor General Schedule C Official City/Town Budget Forms241Town of Oro Valley FY 2022/23 Adopted Budget
Estimated
revenues Actual revenues*
Estimated
revenues
2022 2022 2023
Town of Oro Valley
Revenues other than property taxes
Fiscal Year 2023
Source of revenues
Enterprise funds
Water Utility Fund
Water Sales $ 13,974,000 $ 13,913,500 $ 15,383,000
Charges for Services 3,255,000 3,112,299 3,224,000
Interest Income 100,000 40,000 100,000
Miscellaneous 663,389
$ 17,329,000 $ 17,729,188 $ 18,707,000
Stormwater Utility Fund
Charges for Services $ 1,440,100 $ 1,476,130 $ 1,492,500
Interest Income 1,500 2,000 1,500
State Grants 300,000 16,906
Miscellaneous
$ 1,741,600 $ 1,495,036 $ 1,494,000
Total enterprise funds $ 19,070,600 $ 19,224,224 $ 20,201,000
*
Internal service funds
Benefit Self Insurance Fund
Interest Income $ $ 5,000 $ 5,000
Miscellaneous 3,994,317 3,813,492 3,759,477
$ 3,994,317 $ 3,818,492 $ 3,764,477
Total internal service funds $ 3,994,317 $ 3,818,492 $ 3,764,477
Total all funds $ 88,084,925 $ 92,673,078 $ 101,988,663
*Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated revenues for the remainder of the fiscal year.
3/22 Arizona Auditor General Schedule C Official City/Town Budget FormsTown of Oro Valley FY 2022/23 Adopted Budget 242
Fund Sources (Uses)In (Out)
General Fund
Transfer to Capital Fund $ $ $ $ 13,500,000
Transfer to Grants Fund 898,012
Transfer to Debt Service Fund 2,048,965
Total General Fund $ $ $ $ 16,446,977
Special revenue funds
Grants and Contributions Fund $$$ 898,012 $ 5,378,000
Community Center Fund 4,085,380
Total special revenue funds $ $ $ 898,012 $ 9,463,380
Debt service funds
Municipal Debt Service Fund $$$ 4,200,971 $
Total debt service funds $$$ 4,200,971 $
Capital projects funds
Water Resource Impact Fee Fund $$$ 660,000 $
Police Impact Fee Fund 121,500
Capital Fund 15,557,314
Total capital projects funds $$$ 16,217,314 $ 121,500
Enterprise funds
Water Utility Fund $$$ 5,378,000 $ 662,440
Total enterprise funds $ $ $ 5,378,000 $ 662,440
Total all funds $ $ $ 26,694,297 $ 26,694,297
2023 2023
Town of Oro Valley
Other financing sources/(uses) and interfund transfers
Fiscal year 2023
Other financing Interfund transfers
3/22 Arizona Auditor General Schedule D Official City/Town Budget Forms243Town of Oro Valley FY 2022/23 Adopted Budget
Adopted
budgeted
expenditures/
expenses
Expenditure/
expense
adjustments
approved
Actual
expenditures/
expenses*
Budgeted
expenditures/
expenses
Fund/Department 2022 2022 2022 2023
General Fund
Council $188,720 $$188,109 $199,145
Clerk 383,833 380,230 422,705
Town Manager's Office 1,115,224 1,107,750 1,160,173
Human Resources 535,390 472,390 569,905
Finance 979,655 944,743 1,111,460
Innovation & Technology 4,346,583 4,273,811 4,797,809
General Administration 14,459,559 14,079,934 4,077,234
Legal 902,754 883,661 1,015,753
Community & Economic Development 3,044,614 2,974,807 3,280,764
Parks & Recreation 3,446,361 3,423,479 3,775,162
Police 18,171,000 17,806,223 20,403,472
Town Court 914,796 792,786 1,059,674
Public Works 5,364,091 5,539,578 6,200,227
Contingency Reserve 5,000,000 5,000,000
Total General Fund $ 58,852,580 $$ 52,867,501 $ 53,073,483
Special revenue funds
Highway User Revenue Fund $ 4,290,525 $$ 4,069,678 $ 4,852,189
Grants and Contributions Fund 2,054,250 90,625 5,841,059
Seizures and Forfeitures 348,000 123,460 200,000
Community Center Fund 6,170,609 5,705,510 12,085,892
Total special revenue funds $ 12,863,384 $ $ 9,989,273 $ 22,979,140
Debt service funds
Municipal Debt Service Fund $ 21,325,445 $ $ 19,498,236 $ 4,441,059
Total debt service funds $ 21,325,445 $ $ 19,498,236 $ 4,441,059
Capital projects funds
Water Resources Dev Impact Fee Fund $ 6,909,369 $ $ 2,773,681 $ 3,537,005
Townwide Roadway Impact Fee Fund 450,000 46,905 1,015,000
Parks and Recreation Impact Fee Fund 285,442 168,520
Police Impact Fee Fund 50,000 52,000
Recreation in Lieu Fee Fund 16,325 16,560
Capital Fund 33,329,602 5,491,473 33,935,575
PAG/RTA Fund 1,475,000 354,425 1,308,574
Total capital projects funds $ 42,515,738 $ $ 8,666,484 $ 40,033,234
Enterprise funds
Water Utility Enterprise Fund $ 19,494,638 $$ 18,886,488 $ 20,555,870
Stormwater Utility Enterprise Fund 2,410,407 1,318,337 2,357,024
Total enterprise funds $ 21,905,045 $ $ 20,204,825 $ 22,912,894
Internal service funds
Benefit Self Insurance Fund $ 4,494,317 $ $ 3,792,996 $ 4,264,477
Total internal service funds $ 4,494,317 $ $ 3,792,996 $ 4,264,477
Total all funds $ 161,956,509 $ $ 115,019,315 $ 147,704,287
*
Expenditures/expenses by fund
Fiscal year 2023
Town of Oro Valley
Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was
prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.
3/22 Arizona Auditor General Schedule E Official City/Town Budget FormsTown of Oro Valley FY 2022/23 Adopted Budget 244
Adopted
budgeted
expenditures/
expenses
Expenditure/
expense
adjustments
approved
Actual
expenditures/
expenses*
Budgeted
expenditures/
expenses
2022 2022 2022 2023
Council
General Fund $ 188,720 $ $ 188,109 $ 199,145
Department total $ 188,720 $ $ 188,109 $ 199,145
Clerk
General Fund $ 383,833 $ $ 380,230 $ 422,705
Department total $ 383,833 $ $ 380,230 $ 422,705
Town Manager
General Fund $ 1,115,224 $ $ 1,107,750 $ 1,160,173
Department total $ 1,115,224 $ $ 1,107,750 $ 1,160,173
Human Resources
General Fund $ 535,390 $ $ 472,390 $ 569,905
Department total $ 535,390 $ $ 472,390 $ 569,905
Finance
General Fund $ 979,655 $ $ 944,743 $ 1,111,460
Department total $ 979,655 $ $ 944,743 $ 1,111,460
Innovation and Technology
General Fund $ 4,346,583 $$ 4,273,811 $ 4,797,809
Department total $ 4,346,583 $$ 4,273,811 $ 4,797,809
GeneralAdministration
General Fund $ 14,459,559 $$ 14,079,934 $ 4,077,234
General Fund - Contingency Reserve 5,000,000 5,000,000
Grants & Contributions Fund 1,600,000 50,000 5,310,000
Municipal Debt Service Fund 21,325,445 19,498,236 4,441,059
Benefits Self Insurance Fund 4,494,317 3,792,996 4,264,477
Capital Fund 33,114,456 5,379,649 33,673,613
Department total $ 79,993,777 $$ 42,800,815 $ 56,766,383
Legal
General Fund $ 902,754 $ $ 883,661 $ 1,015,753
Department total $ 902,754 $ $ 883,661 $ 1,015,753
Community and Economic Development
General Fund $ 3,044,614 $ $ 2,974,807 $ 3,280,764
Department total $ 3,044,614 $ $ 2,974,807 $ 3,280,764
Parks and Recreation
General Fund $ 3,446,361 $ $ 3,423,479 $ 3,775,162
Grants & Contributions Fund 40,000
Parks & Recreation Impact Fee Fund 285,442 168,520
Recreation in Lieu Fee Fund 16,325 16,560
Community Center Fund 6,170,609 5,705,510 12,085,892
Department total $ 9,918,737 $$ 9,128,989 $ 16,086,134
Police
General Fund $ 18,171,000 $$ 17,806,223 $ 20,403,472
Grants & Contributions Fund 454,250 40,625 353,750
Seizures and Forfeitures 348,000 123,460 200,000
Police Impact Fee Fund 50,000 52,000
Department total $ 19,023,250 $$ 17,970,308 $ 21,009,222
Town Court
General Fund $914,796 $$792,786 $ 1,059,674
Department total $914,796 $$792,786 $ 1,059,674
Public Works
General Fund $ 5,364,091 $$ 5,539,578 $ 6,200,227
Grants & Contributions Fund 137,309
Highway Fund 4,290,525 4,069,678 4,852,189
Stormwater Utility Fund 2,410,407 1,318,337 2,357,024
PAG/RTA Fund 1,475,000 354,425 1,308,574
Townwide Roadway Impact Fee Fund 450,000 46,905 1,015,000
Capital Fund 215,146 111,824 261,962
Department total $ 14,205,169 $$ 11,440,747 $ 16,132,285
Water Utility
Water Utility Fund $ 19,494,638 $$ 18,886,488 $ 20,555,870
Water Resources Dev Impact Fee Fund 6,909,369 2,773,681 3,537,005
Department total $ 26,404,007 $$ 21,660,169 $ 24,092,875
*
Expenditures/expenses by department
Fiscal year 2023
Town of Oro Valley
Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget
was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.
Department/Fund
3/22 Arizona Auditor General Schedule F Official City/Town Budget Forms245Town of Oro Valley FY 2022/23 Adopted Budget
Full-time equivalent (FTE)Employee salaries and hourly costs Retirement costs Healthcare costs Other benefit costsTotal estimated personnel compensation2023 2023 2023 2023 2023 2023328.89 $ 23,748,096 $ 5,638,594 $ 2,796,804 $ 2,452,334 $ 34,635,828Highway Fund 12.00 $ 936,671 $ 109,957 $ 96,324 $ 92,786 $ 1,235,738Community Center Fund 22.77 853,474 25,047 37,235 67,446 983,202Total special revenue funds34.77 $ 1,790,145 $ 135,004 $ 133,559 $ 160,232 $ 2,218,940Capital Fund 2.00 $ 195,528 $ 23,119 $ 34,231 $ 14,611 $ 267,489Total capital projects funds2.00 $ 195,528 $ 23,119 $ 34,231 $ 14,611 $ 267,489Water Utility Fund 40.48 $ 2,761,638 $ 320,298 $ 425,240 $ 257,761 $ 3,764,937Stormwater Utility Fund 9.73 631,909 71,920 86,531 62,796 853,156Total enterprise funds50.21 $ 3,393,547 $ 392,218 $ 511,771 $ 320,557 $ 4,618,093Total all funds415.87 $ 29,127,316 $ 6,188,935 $ 3,476,365 $ 2,947,734 $ 41,740,350Special revenue fundsCapital projects fundsEnterprise fundsFundTown of Oro ValleyFull-time employees and personnel compensationFiscal year 2023General Fund3/22 Arizona Auditor GeneralSchedule GOfficial City/Towns Budget FormsTown of Oro Valley FY 2022/23 Adopted Budget246
Appendix | Glossary
Glossary
Accrual: Accounting method that records revenues
and expenses when they are incurred, regardless of
when cash is exchanged.
Adopted Budget: Formal action made by Town
Council that sets spending limits for the fiscal year.
Allocation: Assigning one or more items of cost or
revenue to one or more segments of an organization
according to benefits received, responsibilities, or other
logical measures of use.
Amortization: The systematic and rational distribution
of the cost of an intangible capital asset over its
estimated useful life.
Appropriation: a sum of money or total of assets
devoted to a special purpose.
Audit: Objective examination and evaluation of the
financial statements of an organization by an outside
Certified Public Accountant firm to ensure that the
financial records are a fair and accurate representation
of the transactions.
Balanced Budget: A budget in which recurring
revenues equal recurring expenditures.
Bond: A municipality will issue this debt instrument and
agree to repay the face amount of the bond on the
designated maturity date. Bonds are primarily used to
finance capital projects.
Budget: A financial plan consisting of an estimate of
proposed expenditures and their purposes for a given
period and the proposed means of financing them.
Capital Expenditure: Those items valued over $1,000
with a life expectancy of at least five years.
Capital Improvement Program (CIP): A
comprehensive ten-year plan consisting of items costing
$50,000 or more which will support the continued growth
and development of the Town.
Carryforward: Year-end savings that may be re-
appropriated in the following fiscal year to cover one-
time expenditures.
Central Arizona Project (CAP): The system of
aqueducts, tunnels, pumping plants and pipelines
responsible for bringing Colorado River water to
Arizona’s Pima, Pinal, and Maricopa counties.
Central Arizona Water Conservation District
(CAWCD): A state agency with the primary
responsibility of managing the Central Arizona Project
(CAP).
Clean Renewable Energy Bonds (CREBs): Bonds
issued to finance certain renewable energy or “clean
coal” facilities. Projects funded with CREBs must
generate electricity and must be created from clean
and/or renewable sources.
Contingency: Monies set aside as carryover to the
following fiscal year, but which can be used to finance
unforeseen expenditures of the various operating funds.
Debt Service: Principal and interest payments on
outstanding bonds.
Debt Service Fund: Fund used to account for
accumulation of resources that will be used to pay
general long-term debt.
Department: A major administrative division of the
Town that indicates overall management responsibility
for an operation or group of related operations within a
functional area.
Depreciation: The systematic and rational distribution
of the cost of a tangible capital asset (less salvage
value) over its estimated useful life.
Division: A functional unit of a department.
Enterprise Fund: Accounts for expenses of programs
or services, which are intended to be self-sustaining.
User fees primarily cover the cost of services.
Estimated Revenue: The amount of projected revenue
to be collected during the fiscal year.
Expenditure: The use of government funds to acquire
goods or services.
Expenditure Limitation: The Arizona State
Legislature imposed constitutional amendment that
limits the annual expenditures of all municipalities. The
Economic Estimates Commission sets the annual limit
based on population growth and inflation. All
municipalities have the option of (Home Rule Option)
proposing an alternative expenditure limitation to its
voters. Oro Valley citizens approved the Home Rule
Option in 2018.
247 Town of Oro Valley FY 2022/23 Adopted Budget
Appendix | Glossary
Fiscal Year: Any period of twelve consecutive months
establishing the beginning and the ending of financial
transactions. For the Town of Oro Valley, this period
begins July 1 and ends June 30.
Full Accrual: Basis of accounting that recognizes the
financial effect of transactions, events, and interfund
activities when they occur, regardless of the timing of
related cash flows.
Full Time Equivalent (FTE): A position, permanent or
temporary, based on 2,080 hours per year. Part-time
positions are converted for budget purposes to a
decimal equivalent of a full-time position based on 2,080
hours per year. For example, a part-time employee
working 20 hours per week would be equivalent to a 0.5
FTE.
Fund: A fiscal and accounting entity with a self-
balancing set of accounts recording cash and other
financial resources.
Fund Balance: The difference between assets and
liabilities reported in a governmental fund.
General Fund: A fund used to account for all general-
purpose transactions of the Town that do not require a
special type of fund.
General Obligation Bonds: Bonds that are
guaranteed by the full taxing power of a city or town.
These bonds are usually retired from property tax funds.
General Plan: A plan approved by Town Council and
ratified by the voters that provides the fundamental
policy direction and guidance on development decisions
in the Town. The General Plan is the “constitution” for
growth and development in the community.
GIS: Geographic Information System(s). A geographic
information system is an integrated hardware, software
and data system that allows for the capturing and
analyzing of geographic information in forms such as
maps and globes.
Goal: A statement of broad direction, purpose or intent
based on the needs of the community.
Governmental Funds: Funds generally used to
account for tax-supported activities. Examples include
the general fund, special revenue funds, debt service
funds, and capital projects funds.
Grant: A contribution by the state or federal
government or other agency to support a particular
function.
Highway Users Revenue Fund (HURF): This revenue
source consists of the gasoline tax collected by the state
and distributed to counties and cities based on the
county of origin and population. These revenues are to
be used for street and highway purposes.
Home Rule Option: An alternative expenditure
limitation that allows a municipality to expend what it
anticipates in revenues each fiscal year. This limitation
must be approved by the voters and is effective for four
fiscal years.
Impact Fees: The fees charged to offset the cost of
town improvements that are required due to growth-
related development.
Improvement District: A special taxing district as a
means of financing the construction or improvement of
local public infrastructure such as streets, water, and
drainage ways.
Infrastructure: Facilities that support the continuance
and growth of a community.
Interfund Transfer: Movement of resources between
two funds.
Internal Service Fund: Used to report any activity that
provides goods or services to other funds, departments,
or agencies on a cost-reimbursement basis.
Long Term Debt: Debt with a maturity of more than
one year after date of issuance.
Major Fund: As defined by the Government Finance
Officers Association budget award criteria, a major fund
is any fund whose revenues or expenditures, excluding
other financing sources and uses, constitute more than
10% of the revenues or expenditures of the appropriated
budget.
Modified Accrual: Basis of accounting that reports
those transactions, events, and interfund activity that
affect inflows and outflows of financial resources in the
near future.
Non-Major Fund: As defined by the Government
Finance Officers Association budget award criteria, a
non-major fund is any fund whose revenues or
expenditures, excluding other financing sources and
uses, constitute less than 10% of the revenues or
expenditures of the appropriated budget.
Objective: A statement of specific measurable
outcomes that contribute toward accomplishing the
departmental goal.
Town of Oro Valley FY 2022/23 Adopted Budget 248
Appendix | Glossary
Operating Budget: Appropriations for the day-to-day
costs of delivering Town services.
PAG: Pima Association of Governments. Pima
County’s federally designated metropolitan planning
organization that oversees long-range transportation
planning and serves as the region’s water quality, air
quality and solid waste management and planning
agency. PAG also manages the RTA of Pima County.
Per Capita: A unit of measure that indicates the amount
of some quantity per person.
Performance Measures: Indicators that measure how
well an organization is performing on progress towards
organizational objectives.
Permanent Base Adjustment: An adjustment to the
state imposed an expenditure limitation placed on all
cities and towns based upon a 1979 formula to
determine expenditure levels.
Program: A group of related functions or activities
performed by a division where there is a desire to
budget and identify expenditures independently of other
activities within the division.
Proprietary Funds: Funds that either (1) operate
largely on fees and charges for services to external
customers or (2) operate on a cost recovery basis with
internal customers, such as other government
departments, divisions, or programs. Enterprise Funds
and Internal Service Funds are the two types of
proprietary funds.
Reserves: To set aside a portion of a fund balance to
protect against economic downturns or emergencies.
Revenue: Amounts estimated to be received from
taxes and other sources during the fiscal year.
RTA: Regional Transportation Authority. The
government entity that manages the $2.1 billion, 20-year
regional transportation plan approved by Arizona’s Pima
County voters on May 16, 2006.
Special Revenue Fund: Fund used to account for
revenues from specific taxes or other earmarked
revenue sources that by law are designated to finance
particular functions or activities of government.
State Shared Revenue: Includes the Town’s portion of
state sales tax revenues, state income tax receipts, and
motor vehicle taxes.
Strategic Plan: A plan updated and approved every
two years by Town Council that provides short-term (2
to 5-year) policy direction and guidance for decision-
making and budgeting by the Town and its staff.
User Fees: Fees charged for the direct receipt of a
public service to the party or parties who benefit from
the service.
Water Infrastructure Finance Authority Bonds
(WIFA): WIFA is a state agency that has specific
programs that can improve a city or town’s ability to use
bonding as a revenue source. WIFA is charged to assist
smaller to medium sized communities’ pool their bond
issues together to help lower the costs of issuing debt.
They also have monies set aside to help secure the debt
and allow the bonds to be issued at the lowest interest
rate possible.
249 Town of Oro Valley FY 2022/23 Adopted Budget
TOWN OF ORO VALLEY ANNUAL BUDGET FY 2020‐2021
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Town of Oro Valley FY 2022/23 Adopted Budget 250