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HomeMy WebLinkAboutPackets - Council Packets (1753)         AGENDA ORO VALLEY TOWN COUNCIL REGULAR SESSION NOVEMBER 16, 2022 ORO VALLEY COUNCIL CHAMBERS 11000 N. LA CAÑADA DRIVE The Town has modified its public comment procedures in the newly renovated town council chambers. For more details, please see the instructions for in person and/or virtual speakers at the end of the agenda. To watch and/or listen to the public meeting online, please visit https://www.orovalleyaz.gov/town/departments/town-clerk/meetings-and-agendas Executive Sessions – Upon a vote of the majority of the Town Council, the Council may enter into Executive Sessions pursuant to Arizona Revised Statutes §38-431.03 (A)(3) to obtain legal advice on matters listed on the Agenda.        REGULAR SESSION AT OR AFTER 6:00 PM   CALL TO ORDER   ROLL CALL   PLEDGE OF ALLEGIANCE   SWEARING IN OF NEWLY RE-ELECTED MAYOR AND COUNCILMEMBERS WITH TERMS EFFECTIVE NOVEMBER 16, 2022 THROUGH NOVEMBER 4, 2026   SEATING OF NEWLY RE-ELECTED MAYOR AND COUNCILMEMBERS AND REMARKS BY THE NEWLY RE-ELECTED MAYOR AND COUNCILMEMBERS   UPCOMING MEETING ANNOUNCEMENTS   MAYOR AND COUNCIL REPORTS ON CURRENT EVENTS Spotlight on Youth   TOWN MANAGER'S REPORT ON CURRENT EVENTS   ORDER OF BUSINESS: MAYOR WILL REVIEW THE ORDER OF THE MEETING   INFORMATIONAL ITEMS   CALL TO AUDIENCE – At this time, any member of the public is allowed to address the Mayor and Town Council on any issue not listed on today’s agenda. Pursuant to the Arizona Open Meeting Law, individual Council Members may ask Town Staff to review the matter, ask that the matter be placed on a future agenda, or respond to criticism made by speakers. However, the Mayor and Council may not discuss or take legal action on matters raised during “Call to Audience.” In order to speak during “Call to Audience” please specify what you wish to discuss when completing the blue speaker card.          PRESENTATIONS   1.Recognition of Oro Valley Chamber of Commerce President and CEO Dave Perry on his retirement   2.Presentation and possible discussion regarding the Oro Valley Police Department's approval of the Arizona Law Enforcement Accreditation Program (ALEAP)   3.Presentation and possible discussion of the Town's FY 22/23 Financial Update through September 2022   CONSENT AGENDA  (Consideration and/or possible action)   A.Minutes - November 2, 2022   B.Resolution No. (R)22-50, approving the Agenda Committee assignment for the period of December 1, 2022 to February 28, 2023   C.Final Plat approval of a 7-Lot Single Family Residential Subdivision located South and West of Tortolita Mountain Circle (Case No. 2100964)   D.Resolution No. (R)22-51, authorizing the chief of police to enter into a Memorandum of Understanding (MOU) between the Town of Oro Valley and the Arizona Department of Public Safety regarding commercial vehicle enforcement matters; and directing the town manager, chief of police, 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   REGULAR AGENDA   1.PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION REGARDING AN APPLICATION FOR A SERIES 9 (LIQUOR STORE) LIQUOR LICENSE FOR CIRCLE K STORE #2741614, LOCATED AT 10410 N. LA CAÑADA DRIVE   2.PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION REGARDING AN APPLICATION FOR A SERIES 12 (RESTAURANT) LIQUOR LICENSE FOR COLD BEERS & CHEESEBURGERS, LOCATED AT 7315 N. ORACLE ROAD, STE 141   3.PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION REGARDING AN APPLICATION FOR A SERIES 12 (RESTAURANT) LIQUOR LICENSE FOR MALI THAI, LOCATED AT 12142 N. RANCHO VISTOSO BOULEVARD, STE B 120   4.RESOLUTION NO. (R)22-52, AUTHORIZING AND APPROVING AN INTERGOVERNMENTAL AGREEMENT BETWEEN THE REGIONAL TRANSPORTATION AUTHORITY (RTA) OF PIMA COUNTY AND THE TOWN OF ORO VALLEY TO UTILIZE RTA FUNDS FOR DESIGN AND CONSTRUCTION OF IMPROVEMENTS TO NARANJA DRIVE MULTI-USE PATH FROM LA CAÑADA DRIVE TO FIRST AVENUE   5.DISCUSSION AND POSSIBLE DIRECTION REGARDING THE VISTOSO TRAILS NATURE PRESERVE MASTER PLAN   6.DISCUSSION AND POSSIBLE DIRECTION REGARDING THE TOWN COUNCIL PARKS BOND PROJECTS   7.UPDATE, DISCUSSION AND POSSIBLE DIRECTION REGARDING THE ADA ACCESSIBILITY IMPROVEMENTS TO THE COMMUNITY CENTER   FUTURE AGENDA ITEMS (The Council may bring forth general topics for future meeting agendas. Council may not discuss, deliberate or take any action on the topics presented pursuant to ARS 38-431.02H)   ADJOURNMENT The Mayor and Council may, at the discretion of the meeting chairperson, discuss any Agenda item.   POSTED: 11/9/22 at 5:00 p.m. by dt When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours prior to the Council meeting in the office of the Town Clerk between the hours of 8:00 a.m. – 5:00 p.m. The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk’s Office at least five days prior to the Council meeting at 229-4700. PUBLIC COMMENT ON AGENDA ITEMS The Town has modified its public comment procedures for its public bodies to allow for limited remote/virtual comment via Zoom. The public may provide comments remotely only on items posted as required Public Hearings, provided the speaker registers 24 hours prior to the meeting. For all other items, the public may complete a blue speaker card to be recognized in person by the Mayor, according to all other rules and procedures. Written comments can also be emailed to Town Clerk Michael Standish at mstandish@orovalleyaz.gov for distribution to the Town Council prior to the meeting. Further instructions to speakers are noted below. INSTRUCTIONS TO IN-PERSON SPEAKERS Members of the public shall be allowed to speak on posted public hearings and during Call to Audience when attending the meeting in person. The public may be allowed to speak on other posted items on the agenda at the discretion of the Mayor. If you wish to address the Town Council on any item(s) on this agenda, please complete a blue speaker card located on the Agenda table at the back of the room and give it to the Town Clerk. Please indicate on the blue speaker card which item number and topic you wish to speak on, or, if you wish to speak during Call to Audience, please specify what you wish to discuss. Please step forward to the podium when the Mayor calls on you to address the Council. 1. For the record, please state your name and whether or not you are a Town resident. 2. Speak only on the issue currently being discussed by Council. You will only be allowed to address the Council one time regarding the topic being discussed. 3. Please limit your comments to 3 minutes. 4. During Call to Audience, you may address the Council on any matter that is not on the agenda. 5. Any member of the public speaking must speak in a courteous and respectful manner to those present. INSTRUCTIONS TO VIRTUAL SPEAKERS FOR PUBLIC HEARINGS Members of the public may attend the meeting virtually and request to speak virtually on any agenda item that is listed as a Public Hearing. If you wish to address the Town Council virtually during any listed Public Hearing, please complete the online speaker form by clicking here https://forms.orovalleyaz.gov/forms/bluecard at least 24 hours prior to the start of the meeting. You must provide a valid email address in order to register. Town Staff will email you a link to the Zoom meeting the day of the meeting. After being recognized by the Mayor, staff will unmute your microphone access and you will have 3 minutes to address the Council. Further instructions regarding remote participation will be included in the email. Thank you for your cooperation.    Town Council Regular Session 1. Meeting Date:11/16/2022   Recognition of Dave Perry Subject Recognition of Oro Valley Chamber of Commerce President and CEO Dave Perry on his retirement Summary Attachments No file(s) attached.    Town Council Regular Session 2. Meeting Date:11/16/2022   Arizona Law Enforcement Accreditation Program (ALEAP) Presentation  Subject Presentation and possible discussion regarding the Oro Valley Police Department's approval of the Arizona Law Enforcement Accreditation Program (ALEAP) Summary In June 2022, Chief Richard Jessup and Deputy Chief Joel Freed did an on-site assessment and completed a full assessment report for the Oro Valley Police Department (OVPD). The assessment team unanimously recommended the OVPD be awarded accreditation. On September 15, 2022, at the Arizona Association of Chiefs of Police meeting, the ALEAP Commission approved the accreditation for OVPD. Attachments Oro Valley ALEAP Final Report  1 Oro Valley Police Department Final Assessment Report June 21-22, 2022 2 To: Arizona Law Enforcement Accreditation Program Commission From: Richard Jessup; On Site Team Leader Date: June 21-22, 2022 Re: Oro Valley Police Department Full Assessment Report June 21-22, 2022 A. Oro Valley Police Department Chief Executive Officer: Kara Riley, Chief of Police Accreditation Manager: Lt. John Teachout Standards Manual Version: 2.1 (7/21/2020) Previous Accreditation Dates: None Assessment Team Recommendation: Approve Accreditation Assessment Team Team Leader: Chief Richard Jessup San Luis Police Department rjessup@sanluisaz.gov (928) 341-2420 Assessor: Deputy Chief Joel Freed Kingman Police Department jfreed@cityofkingman.gov (928) 753-2191 3 B. Standards Summary Tally Status Mandatory Standards % of Applicable Mandatory Standards Total Standards In compliance 175 100% 175 Not in compliance 0 0.0% 0 Not applicable 0 0.0% 0 Not Set 0 0.0% 0 0 0.0% 0 Total: 175 100% 175 C. Agency Profile The Oro Valley Police Department (OVPD) provides safety and security to a population of 47,070 residents in a community that encompasses more than 36 square miles. The dedicated men and women of the OVPD work together as a team to protect and assist all people in the community through effective problem solving. Oro Valley was ranked the number one safest city in Arizona in 2022 by the Elite Personal Finance group. The study is based on the results of the FBI statistics and crime scores when ranking thirty cities and towns in Arizona. The department houses its main department operational location next to the City Hall and has two other substations that house property and evidence, a robust volunteer group, along with other specialty divisions. The Department has three (3) Divisions that consist of the Administration, Support Services, and Field Services. These Divisions are responsible for assigned Bureau’s to include Office of Professional Standards, Professional Development, Communications, Community Services, Investigative Services, Patrol, Traffic and Special Operations. 4 Oro Valley, Arizona was founded and incorporated in 1974 and is located in the beautiful Sonoran Desert approximately three miles north of Tucson and operates under a council- manager form of municipal government with the citizens electing a Mayor and six (6) Council members to its seven-member Town Council. D. Assessment Summary The on-site assessment period for the Oro Valley Police Department was held on June 21- 22, 2022. Prior to the onsite assessment, the Oro Valley Police Department had a mock assessment conducted by ALEAP assessors who were assigned by ALEAP Director Kevin Rhea. The mock assessment was followed by a virtual inspection of the standards by the on-site team of Deputy Chief Joel Freed and Chief Richard Jessup who discussed the guidelines regarding the assessment process and the philosophy of the ALEAP Commission. All items were found in compliance. The on-site assessors arrived in Oro Valley on Monday June 20, 2022, the evening before the scheduled assessment and met to discuss the two day visit and schedule. On Tuesday, June 21, 2022 at 0845 hours, the team was met in the parking lot of the Oro Valley Police Department by Accreditation Manager Lt. John Teachout, Chief Kara Riley, and the entire command staff. The parking lot displayed items to include the newly purchased mobile command trailer and truck, joint department armored response vehicle, motors unit, and a K9 unit. 5 This was followed by introductions located in the City Hall Chambers by Chief Riley and command staff as well as the assessment team. Many of the upper command staff are very tenured police officers who are either currently in the drop program, or close to deciding if they want to pursue the drop or retire. The importance of successional planning was discussed and the implementation of a successional program was discussed. During this meeting , the assessment team relayed the Commission’s respect and appreciation of the OVPD in its pursuit of accreditation. Chief Riley and the command staff made it clear the assessors were welcome and the agency was open for review. After these introductions, the team was given a tour of the Oro Valley Police Departments main station including introductions of staff members present giving overviews of the Bureau’s or Divisions they oversee. Each of these individuals took pride in the work that they have accomplished as a team which clearly represented the prof essionalism of the department and community they serve. It was noted by the assessment team, that OVPD has a very family-oriented approach, care very deeply about each other, and are committed to the vision and mission of the department and the community they serve. After these visits and meetings, the assessment team along with Accreditation Manager Lt. John Teachout, began the afternoon with site inspections for the remainder of the day which included a ride along with Officer Rendon and Officer Merker. The following day the assessment team continued their site visits to include the two OVPD substations, motorcycle training track at a local church parking lot, public call in session, and ending lunch meeting with Chief Riley and command staff. Lt. Teachout was assigned to the 6 assessment team for the duration of the on -site visit. During the tour, the assessment team observed several proofs of compliance such as Std. 29.3.b Safety Data Sheets posted throughout the police facility and fire extinguishers (Std. 29.5 fire extinguishers) readily available in conspicuous locations. Also noted was the evacuation routes in emergency situations that were in all of the facilities visited. Prisoner Processing Area The assessment team was provided a walk-thru of the prisoner holding area which included three holding cells which are monitored via video camera operations and viewed in the dispatch center. The assessment team was given a tour of the area and found they were operating using best practices, secure sally port, holding cells, visual and video monitoring. Juveniles who are processed have a separate detention area that meet all requirements related to juvenile compliance. (Std. 18.6) 7 Communications (Chapter 28 Police Communications) The accreditation team was given a tour and management described and demonstrated the agency’s routine and emergency communications services, records handling and release procedures, playback, and call routing/re-routing capabilities. During the assessment visit, the Marana Police Department (MPD) was in the process of upgrading their dispatch center and were being housed on a temporary basis by the OVPD dispatch center which had a dedicated console for MPD. Access to the dispatch center was controlled by electronic key -card access. (Std. 17.10, Chapter 28) Records (Chapter 26) The accreditation team met with the records department and found that all protocols were followed to include, filings, requests for records in accordance to public records requests per Arizona law, which included body cam footage, which is handled by the records department clerks. All of the clerks are experienced professionals with a passion for the mission of OVPD. 8 Ride-Along Both Chief Jessup and D.C. Freed were part of the ride along program with Chief Jessup riding with Officer Rendon and D.C. Freed riding along with Officer Merker. Officer Rendon is a very seasoned officer and during several calls for service, Chief Jessup observed a very professional demeanor with those he came into contact with, to include a suspect who was placed under arrest for shoplifting. During the ride along, Chief Jessup met with on duty Sgt. McBride during the call and the amount of professionalism on his and his officer’s part to give the suspect information on community services to help him with his addictions was exceptional customer service. D.C. Freed during his ride along with Officer Merker observed a drug related driving under the influence case that Officer Merker took over the investigation of. Officer Merker was kind and compassionate to the subject who obviously had a substance abuse issue while maintaining officer safety and good investigative technique. D.C. Freed and Officer Merker had a pleasant conversation about the patrol workings of the OVPD. Community Engagement: The OVPD has a robust Citizens Volunteer Assistants Program (CVAP) which is housed out of the substation and is very engaged with the day to day operations of the police department. The purpose of this organization is to support the programs and activities of the OVPD. 9 During the upcoming year, the Motors Unit will be providing a Motors Officer Training which will be available to those police agencies that need to certify officers in the use of motorcycles and certifications. The unique community relationship that OVPD has with a very large local church who provides their parking lot free of charge, speaks to the relationships that have been developed over time that both aids the department as well as the community. E. A L E A P S T A N D A R D S Accreditation Manager Lt. Teachout did an outstanding job in documenting and providing proofs of compliance for all 30 chapters of the ALEAP manual that allowed the assessors to focus on interviews and observations during the onsite visit. All proofs were in order prior to our arrival and signed off on prior to our first day. The following is a small sample of high priority standards that were highlighted during the on-site visit. Exceptional Standard: Property and Evidence (Chapter 27) The visit to the property and evidence location expanded on the agency’s procedures and practices related to the collection, processing, and storage of evidence. Copies of proofs listed in Power DMS were reviewed and observed in the property and evidence rooms further demonstrated that the Oro Valley Police Department complies with evidence handling, 10 laboratory submissions, and evidence controls through audits. The facility has tremendous security controls in a highly secure location as it occupies the second floor of the substation. The layout of evidence is separated by different rooms containing specific items such as drugs in one room, guns in another, explosives in another, and a drying room, which are high risk items, all met the standards for property and evidence evaluation. The facility was clean, neat, and secure. OVPD has their own crime lab which accommodates in-house level testing, while other testing of evidence is sent to the Department of Public Safety lab located in Tucson. This separate room on the second floor of the substation was spotless with great quality controls. Public Information Activities: As part of the on-site assessment process, the assessment team participated in a public call-in session on June 22, 2022 from 10:30-11:30 am. The public notice for the call-in session was distributed though many media and social media platforms. Callers were limited to five minutes, and all comments were specific to the Oro Valley Police Department. The following is a recap of the calls and messages received: During the call-in session, a total of five calls were received by the accreditation team along with numerous emails. The following is a short synopsis of each of these correspondence in bullet point format: Caller Information: Mark Snifin: 10:35am • Support in favor of accreditation • Attended Citizens Academy and classes were very good • Has participated in the ride along program where officers were very professional handling calls for service with dignity and respect. Lisa Bayless: 10:37am • Resident and Realtor in Oro Valley • Relationships between Real Estate community and OVPD very good 11 • School and Public Safety are the main reasons why people move into the community • Great job maintaining community trust in Public Safety Randy Karrer: 10:45 am • Fire Chief of Golden Ranch Oro Valley District • Has vast knowledge of accreditation process and is in total support of OVPD receiving accreditation • Chief Riley has done tremendous job in bridging the gaps between PD and Fire and that cooperation has led to lives saved • Many other very positive comments on the relationship between PD and Fire as it relates to calls for service Wendy Sniffin: 10:53am • Oro Valley resident for six years and has attended the Citizens Academy which was a very positive and unique, informative experience • Believes that OVPD does a great job Joe Winfield: Mayor of Oro Valley: 11:07am • Tremendously impressed with the Community Service that the OVPD shows to its residents which he has personally observed when he has gone on ride along with officers • Has observed and attended the Teen Academy program along with numerous other community oriented policing outreach programs • Has watched Chief Riley personally stop and help stranded motorists which he says in not unusual as she is very engaged • Credits the culture change to Chief Riley Email Information: Only Synopsis Included, no attachments since all emails were addressed to ALEAP Director Kevin Rhea and forwarded to assessment team. Oscar Miranda: June 14, 2022 • Outstanding department • OVPD and volunteers provide many extra services to community • Retired LE and states Chief Riley has outstanding credentials throughout her career which has made her a great Chief. Geoffrey Swett: June 16, 2022 • Wonderful job of investigating • Very customer focused in dealing with public contacts • Very forthcoming, helpful and go above and beyond what police typically do 12 Rob Matteucci: June 17, 2022 • Has lived in many places and OV is one of the safest places in the world • OVPD is focused on community safety, well trained and accessible to residents • Teaches at the University level and is familiar with accreditation process and OVPD deserves state accreditation John Nolan: June 17, 2022 • Best police department in the state Carolyn Chambasian: June 17, 2022 • Both her and her husband think OVPD is exceptional • Courteous and professional in their duties Michael Voellinger: June 17, 2022 • Has not had contact with OVPD, however sees them on the road and at community events • During school events and in restaurants they are always very courteous Cheryl Kensington: June 22, 2022 • Familiar with the accreditation process • As a single woman, has never felt so safe as she does in Oro Valley • Best attribute of OVPD is their communication with residents • Community engagement through social media posts, Chief Riley is amazing **************************************************************************************************************** F. Exit Interview On the afternoon of June 22, 2022 , the assessment team met with Chief Riley, Accreditation Manager Lt. Teachout, and the command staff for a departing lunch. The assessment team was grateful for the hospitality shown and the professionalism shown by all staff. The team thanked Chief Riley and the department on behalf of the ALEAP Commission for allowing the team to observe, interview, and inspect in-detail every component of the agency. Chief Jessup and D.C. Freed relayed to Chief Riley that it would be the recommendation of the assessment team to approve the Oro Valley Police Department for full accredited status. 13 G. Standards Noncompliance Discussion: During the on-site assessment, there were no standards that were found to be not in compliance. The Mission and Vision statements were recently adopted and though not glaringly obvious throughout the department (they have since been posted) they were visible at numerous employee’s workstations. H. Corrective Action Discussion: During the on-site assessment, there were no discussions on corrective actions. I. Standards, the Status of Which, Were Changed by Assessors: During the on-site assessment, there were no standards that were changed by assessors. In summary, Department members were cordial, professional, helpful and confirmed through interviews and observations that policies and procedures were integrated into the way they do business. The assessment team unanimously recommends the Oro Valley Police Department be awarded accreditation by the ALEAP Commission at the next scheduled commission meeting. Submitted by: Chief Richard Jessup, ALEAP Assessment Team Leader    Town Council Regular Session 3. Meeting Date:11/16/2022   PRESENTATION AND POSSIBLE DISCUSSION OF THE TOWN'S FY 22/23 FINANCIAL UPDATE THROUGH SEPTEMBER 2022 Subject Presentation and possible discussion of the Town's FY 22/23 Financial Update through September 2022 Summary Please reference the attachments for this agenda item.  Attachments Council Memo - September 2022 Financial Update  Attachment A - General Fund  Attachment B - Highway Fund  Attachment C-1 - Community Center Fund  Attachment C-2 Golf Contractor P&L  Attachment D - Summary All Funds  Attachment E - Gen Fund Local Sales Tax  Attachment F - Gen Fund State Shared Revenues  Staff Presentation  Town Manager’s Office TOWN COUNCIL REPORT DATE: November 16, 2022 TO: Mayor and Council THRU: Chris Cornelison, Interim Town Manager FROM: David Gephart, Chief Financial Officer SUBJECT: September 2022 Financial Update This financial update is intended to provide an overview and status of revenues and expenditures for the Town’s selected funds through September 2022 for fiscal year 2022/23. Funds included in this financial update are the General Fund, Highway Fund and Community Center Fund. All amounts are preliminary, un-audited and subject to change. Estimates reflected in monthly financial updates may not include adjusting audit entries required at year-end. EXECUTIVE SUMMARY: Revenues are performing well compared to budget, and expenditures are trending as expected. Further details on revenues and expenditures are as follows. General Fund In the General Fund (see attachment A), revenues total $12.4 million or 24.5% of budget, while expenditures are at $12.4 million or 19.2% of the total budget. Highway Fund In the Highway Fund (see attachment B), revenues total $999,152 or 24.0% of budget, while expenditures total $438,049 or 9.4% of budget. Community Center Fund In the Community Center Fund (see attachment C-1 & C-2), revenues total $1.8 million or 20.8% of budget, while expenditures total $3.7 million or 28.2% of budget. BACKGROUND AND DETAILED INFORMATION: GENERAL FUND Attachment A shows General Fund revenues and expenditures through September, as well as year-end estimates for each category. The estimated year-end projections in the General Fund are as follows: Revenues: $53,161,516 Less: Expenditures: ($49,106,823) Other Financing Uses ($16,446,977) Preliminary Estimated Decrease in Fund Balance: ($12,392,284)* *The estimated decrease in fund balance is due to a budgeted transfer of $13.5 million of fund balance to the Capital Fund for CIP projects. General Fund Revenues • Local sales tax collections in the General Fund total $6.4 million or 25.3% of the budgeted amount of $25.3 million and are performing better than anticipated. Retail collections total $2.1 million, which is $122,844 or 6.3% higher than the same time period last fiscal year. Both restaurant/bar collections and bed tax collections are up 11.6% and 14.2% respectively, compared to the same time period last fiscal year. Construction sales tax collections total $1.7 million through September, which is $189,830 or 12.6% higher than collections from the same time period last fiscal year, primarily driven by higher commercial building activity. Total local sales tax revenue is expected to come in nearly $1.3 million above budget due to strong performance across most tax categories. Please see attachment E for detailed information on General Fund local sales tax collections. • License and permit revenues total $421,839 or 19.0% of the budget amount of $2.2 million. Single Family Residential (SFR) permits issued through September total 46 and are a large portion of this revenue piece. License and permit revenues are expected to come in $260,000 over budget, due to revised permitting estimates from expected commercial development activity. • State shared revenues total $4.1 million or 23.3% of the budget amount of $17.6 million. These revenue sources are comprised of state shared sales taxes, state shared income taxes, auto-lieu fees, and Smart and Safe shared taxes. At this point in time, these revenues are forecasted to come in $641,000 over budget due to higher than expected state sales tax collections. • Charges for services revenues total $751,672 or 24.7% of the budget amount of $3.0 million. Cost allocation charges to the Town’s enterprise funds for services provided, as well as Parks & Recreation fees, make up the bulk of this revenue category. Charges for services are forecasted to come in $93,000 under budget at this time, due primarily to farebox revenues as fee waivers are expected to continue through the end of the fiscal year. • Miscellaneous revenue are forecast to come in $340,000 over budget due primarily to a rebate received from the Arizona Municipal Risk Retention Pool (AMRRP). General Fund Expenditures • General Fund expenditures total $12.4 million or 19.2% of budget through September. • Please note that the $885,000 Vistoso Trails Nature Preserve settlement payment is included in the year-end estimates for General Administration. Strong revenue performance, combined with other areas of expenditure savings, are expected to make up for the payment. Staff will continue to closely monitor this and keep Council apprised. • Transfers out of the General Fund are expected to end the fiscal year on budget. Note that actuals through September reflect the budgeted transfer to debt service. The General Fund is expected to end the fiscal year with a total fund balance of $18 million, or 37.4% of budgeted expenditures, exceeding Council policy by nearly $6 million. HIGHWAY FUND Highway Fund Revenues • State shared highway user funds total $968,170 or 23.5% of the budget amount of $4.1 million. These revenues are projected to come in on budget at this time. Other minor revenue sources in the Highway Fund are expected to come in at a favorable budget variance of $4,000 or 0.1% due to a vendor refund of prior year invoice credits that was owed to the Town. Highway Fund Expenditures • Highway Fund expenditures though September are at $438,049 or 9.4% of the adopted budget of $4.7 million. Capital projects and spending, including that for the pavement preservation program, began in October. Highway Fund expenditures are projected to come in on budget at this time. The Highway Fund is expected to end the fiscal year with a fund balance of $721,897. COMMUNITY CENTER FUND Attachment C-1 shows the consolidated financial status of the Community Center Fund with all revenues and expenditures from contracted and Town-managed operations. Attachment C-2 shows the monthly line-item detail for the contractor-managed operations, specifically revenues and expenditures associated with golf, and food and beverage operations. The totals in the revenue and expenditure categories in attachment C-2 tie to the contracted operating revenues and expenditures in attachment C-1. Community Center Fund Revenues • Revenues in the Community Center Fund through September total $1.8 million or 20.8% of the budget amount of $8.5 million. • Contracted operating revenues total $755,148 through September. This is approximately $14,000 or 1.8% less than revenues from the same time period last fiscal year. At this time, contracted revenues are estimated to be on budget. Contractor revenues are expected to be less than the prior year due to planned course closures for the irrigation project. • Town operating revenues for September are $187,033 or 21.1% of the budget amount of $887,800. Town operating revenues are expected to end the fiscal year on budget at this time. • Local sales tax revenues for September total $815,747 or 23.5% of the budget amount of $3.5 million. These collections are currently projected to come in $127,000 over budget, due to positive trends in retail, remote seller and restaurant/bar collections. Community Center Fund Expenditures • Expenditures in the Community Center Fund total $3.7 million or 28.2% of the budgeted amount of $13.2 million. • Contracted operating expenditures total $1.1 million, or 23.3% of the budgeted amount of $4.7 million. Contracted expenditures are currently estimated to come in on budget. • Transfers out are expected to end the year about $323,000, or 7.9% higher than budget due to the Council directive to transfer all fund balance in excess of $1 million to the Capital Fund to be used for the golf irrigation project. Note that actuals through September reflect the budgeted transfer out to debt service. • At this time, the Community Center Fund is projected to end the fiscal year with a total fund balance of $1 million. The year-end sales tax support for golf operations is estimated to be $464,419. This figure includes a budgeted $743,469 loss for contracted golf operations, offset by $159,050 in outside HOA contributions and approximately $120,000 in local sales taxes generated from golf related operations. Please see attachments A and B for additional details on the General Fund and Highway Fund. See attachments C-1 and C-2 for additional details on the Community Center Fund. See attachment D for a fiscal year-to-date consolidated summary of all Town Funds. See attachment E and F for a breakdown of monthly local sales tax collections and state shared revenue collections for the General Fund. ATTACHMENT A September YTD Financial Status General Fund % Budget Completion through September --- 25% % Actuals YE % Variance to Budget to Budget REVENUES ` LOCAL SALES TAX 6,404,411 25,270,959 25.3% 26,528,407 5.0% LICENSES & PERMITS 421,839 2,223,824 19.0% 2,483,824 11.7% FEDERAL GRANTS 110,239 380,000 29.0% 397,000 4.5% STATE GRANTS 17,145 75,000 22.9% 75,000 0.0% STATE/COUNTY SHARED 4,095,624 17,605,693 23.3% 18,246,957 3.6% OTHER INTERGOVERNMENTAL 146,673 1,613,000 9.1% 1,613,000 0.0% CHARGES FOR SERVICES 751,672 3,046,515 24.7% 2,953,483 -3.1% FINES 23,740 125,000 19.0% 125,000 0.0% INTEREST INCOME 97,822 150,000 65.2% 150,000 0.0% MISCELLANEOUS 346,640 249,000 139.2%588,845 136.5% TOTAL REVENUES 12,415,805 50,738,991 24.5% 53,161,516 4.8% % Actuals YE % Variance to Budget to Budget EXPENDITURES CLERK 111,466 422,705 26.4% 422,705 0.0% COMMUNITY & ECON. DEV. 789,841 3,280,764 24.1% 3,397,472 3.6% COUNCIL 90,220 199,145 45.3% 199,145 0.0% FINANCE 239,114 1,111,460 21.5% 1,083,460 -2.5% GENERAL ADMINISTRATION 1,303,884 4,077,234 32.0% 4,924,234 20.8% HUMAN RESOURCES 137,939 569,905 24.2% 569,905 0.0% INNOVATION & TECHNOLOGY 1,041,494 4,797,809 21.7% 4,797,809 0.0% LEGAL 216,962 1,015,753 21.4% 1,015,753 0.0% MANAGER 264,276 1,160,173 22.8% 1,281,805 10.5% PARKS & RECREATION 817,101 3,775,162 21.6% 3,775,162 0.0% POLICE 3,956,260 20,403,472 19.4% 20,403,472 0.0% PUBLIC WORKS 1,144,267 6,200,227 18.5% 6,176,227 -0.4% TOWN COURT 207,756 1,059,674 19.6% 1,059,674 0.0% TRANSFERS OUT 2,048,965 16,446,977 12.5%16,446,977 0.0% TOTAL EXPENDITURES 12,369,545 64,520,460 19.2% 65,553,800 1.6% CHANGE IN FUND BALANCE 46,259 (13,781,469) (12,392,284) BEGINNING FUND BALANCE 30,390,425 Plus: Surplus / (Use of Fund Balance)(12,392,284) ENDING FUND BALANCE **17,998,141 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision FY 2022/2023 Year End Estimate * Budget Year End Estimate * Actuals thru 9/2022 Actuals thru 9/2022 Budget ATTACHMENT B September YTD Financial Status FY 2022/2023 % Budget Completion through September --- 25% Actuals thru 9/2022 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget REVENUES - LICENSES & PERMITS 8,548 25,000 34.2% 25,000 0.0% STATE/COUNTY SHARED 968,170 4,127,100 23.5% 4,127,100 0.0% INTEREST INCOME 16,532 8,000 206.7% 8,000 0.0% MISCELLANEOUS 5,902 3,000 196.7%7,000 133.3% TOTAL REVENUES 999,152 4,163,100 24.0% 4,167,100 0.1% Actuals thru 9/2022 Budget % Actuals to Budget Year End Estimate * YE % Variance to Budget EXPENDITURES TRANSPORTATION ENGINEERING 298,371 4,192,089 7.1% 4,192,089 0.0% STREET MAINTENANCE 139,678 460,100 30.4%460,100 0.0% TOTAL EXPENDITURES 438,049 4,652,189 9.4% 4,652,189 0.0% CHANGE IN FUND BALANCE 561,103 (489,089) (485,089) BEGINNING FUND BALANCE 1,206,986 Plus: Surplus / (Use of Fund Balance) (485,089) ENDING FUND BALANCE ** 721,897 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision Highway Fund ATTACHMENT C-1 September YTD Financial Status % Budget Completion through September --- 25% % Actuals YE % Variance to Budget to Budget REVENUES CONTRACTED OPERATING REVENUES Golf Revenues, Trail and Cart Fees 294,078 2,060,519 14.3% 2,060,519 0.0% Member Dues 291,256 1,102,500 26.4% 1,102,500 0.0% Food & Beverage 120,758 546,350 22.1% 546,350 0.0% Merchandise & Other 49,056 270,780 18.1%270,780 0.0% 755,148 3,980,149 19.0% 3,980,149 0.0% TOWN OPERATING REVENUES Daily Drop-Ins 7,309 30,000 24.4% 30,000 0.0% Member Dues 138,724 620,500 22.4% 620,500 0.0% Recreation Programs 29,233 170,000 17.2% 170,000 0.0% Facility Rental Income 11,767 67,300 17.5%67,300 0.0% 187,033 887,800 21.1% 887,800 0.0% OTHER REVENUES Local Sales Tax 815,747 3,477,236 23.5% 3,603,855 3.6% Interest Income 14,455 3,000 481.8% 3,000 0.0% Miscellaneous 15 159,150 0.0%159,150 0.0% 830,217 3,639,386 22.8% 3,766,005 3.5% TOTAL REVENUES 1,772,399 8,507,335 20.8% 8,633,954 1.5% % Actuals YE % Variance to Budget to Budget EXPENDITURES CONTRACTED OPERATING EXPENDITURES Personnel 354,558 1,728,134 20.5% 1,728,134 0.0% Food & Beverage 115,815 487,863 23.7% 487,863 0.0% Operations & Maintenance 602,810 2,344,939 25.7% 2,344,939 0.0% Equipment Leases 28,870 162,682 17.7%162,682 0.0% 1,102,054 4,723,618 23.3% 4,723,618 0.0% TOWN OPERATING EXPENDITURES Personnel 248,764 920,274 27.0% 920,274 0.0% Operations & Maintenance 112,805 775,299 14.5%775,299 0.0% 361,569 1,695,573 21.3% 1,695,573 0.0% CAPITAL OUTLAY 220,615 2,666,700 8.3% 2,666,700 0.0% TRANSFERS OUT 2,028,066 4,085,380 49.6% 4,408,520 7.9% TOTAL EXPENDITURES 3,712,304 13,171,271 28.2% 13,494,411 2.5% CHANGE IN FUND BALANCE (1,939,905) (4,663,936) (4,860,457) BEGINNING FUND BALANCE 5,860,458 Plus: Surplus / (Use of Fund Balance)(4,860,457) ENDING FUND BALANCE **1,000,000 * Year-end estimates are subject to further revision ** Ending fund balance amounts are estimates and are subject to further revision FY 2022/2023 Actuals thru 9/2022 Budget Year End Estimate * Community Center Fund Actuals thru 9/2022 Budget Year End Estimate * ATTACHMENT C-2 Budget Last Year Budget Last Year Actual Budget Variance Last Year Variance Actual Budget Variance Last Year Variance Rounds 2,829 1,600 1,229 2,235 594 Rounds ‐ Member 7,950 4,800 3,150 5,937 2,013 255 150 105 232 23 Rounds ‐ Outing 670 450 220 871 (201) 2,525 1,000 1,525 2,817 (292)Rounds ‐ Public 6,896 2,800 4,096 9,122 (2,226) ==================================================================================================================================================================== 5,609 2,750 2,859 5,284 325 Total Rounds 15,516 8,050 7,466 15,930 (414) Revenue 97,788 27,500 70,288 99,302 (1,515)Green Fees 220,690 71,500 149,190 270,036 (49,345) 23,746 21,050 2,696 21,948 1,799 Cart Fees 70,249 63,150 7,099 65,256 4,993 442 1,750 (1,308)2,452 (2,011)Driving Range 3,139 4,500 (1,361)8,063 (4,924) 0 0 0 0 0 Golf Cards/Passes 0 0 0 0 0 10,937 11,075 (138)13,191 (2,254)Pro Shop Sales 32,956 31,075 1,881 37,252 (4,296) 20,988 16,900 4,088 22,276 (1,288)Food (Food & Soft Drinks) 65,761 53,850 11,911 62,376 3,385 20,375 14,710 5,665 15,933 4,442 Beverages (Alcohol) 52,929 45,430 7,499 50,580 2,349 924 0 924 (463)1,386 Other Food & Beverage Revenue 2,068 265 1,803 (187)2,255 1,670 1,225 445 1,551 119 Other Golf Revenues (Club Rent, Handica 3,931 2,750 1,181 3,510 421 4,598 550 4,048 960 3,638 Clinic / School Revenue 7,544 2,550 4,994 3,591 3,954 97,437 88,500 8,937 90,924 6,513 Dues Income ‐ Monthly Dues 291,256 265,500 25,756 267,959 23,297 2,416 100 2,316 (148)2,565 Miscellaneous Income and Discounts 4,624 300 4,324 553 4,072 ================================================================================= ============================================================= ================ 281,320 183,360 97,960 267,927 13,393 Total Revenue 755,148 540,870 214,278 768,987 (13,839) Cost of Sales 8,959 7,753 (1,206)10,020 1,061 COGS ‐ Pro Shop 29,581 21,753 (7,829)26,591 (2,990) 6,278 4,818 (1,460)6,617 338 COGS ‐ Food 20,516 15,263 (5,254)17,118 (3,398) 2,629 736 (1,893)843 (1,786)COGS ‐ Non‐Alcoholic Beverages 4,222 2,432 (1,790)2,862 (1,360) 5,213 4,477 (736)5,091 (123)COGS ‐ Alcohol 14,176 13,818 (359)15,945 1,769 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 23,080 17,784 (5,296)22,570 (509)Total Cost of Sales 68,496 53,265 (15,232)62,517 (5,979) ================================================================================= ============================================================= ================ 258,241 165,576 92,664 245,357 12,884 GROSS INCOME 686,652 487,605 199,046 706,470 (19,818) Labor 28,817 24,791 (4,027)23,750 (5,068)Golf Operation Labor 85,537 75,325 (10,213)69,266 (16,271) 10,483 9,250 (1,233)8,913 (1,570)General and Administrative 30,328 27,750 (2,578)27,324 (3,003) 64,789 67,820 3,030 61,693 (3,097)Maintenance and Landscaping 173,954 203,259 29,305 173,241 (713) 18,894 17,951 (943)17,769 (1,125)F&B 55,768 54,163 (1,605)54,499 (1,269) 2,229 5,917 3,688 6,240 4,011 Sales and Marketing 13,790 17,150 3,360 16,371 2,581 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 125,213 125,728 515 118,365 (6,848)Total Direct Labor 359,376 377,646 18,270 340,700 (18,676) 10,007 11,529 1,522 8,274 (1,733)Total Payroll Taxes 27,477 34,636 7,159 25,683 (1,794) 9,927 11,153 1,226 10,123 196 Total Medical/Health Benefits 30,235 32,464 2,229 29,375 (859) 1,735 1,490 (245)1,776 41 Total Workmans Comp 5,493 4,989 (504)5,991 498 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 21,669 24,172 2,503 20,173 (1,496)Total Payroll Burden 63,204 72,089 8,884 61,049 (2,155) ================================================================================= ============================================================= ================ 146,882 149,900 3,018 138,538 (8,344)Total Labor 422,580 449,735 27,155 401,750 (20,831) Other Operational Expenses 4,560 4,118 (442)8,676 4,116 Golf Ops 8,950 8,777 (173)21,758 12,808 13,330 7,074 (6,256)7,310 (6,020)G&A 32,656 23,306 (9,350)26,436 (6,220) 126,899 132,648 5,749 131,692 4,793 Maintenance 177,011 226,414 49,403 200,170 23,159 2,899 2,355 (544)2,352 (547)F&B 8,878 6,890 (1,988)6,975 (1,902) 2,212 2,475 264 1,397 (814)Sales and Marketing 6,341 5,525 (816)5,703 (638) 1,757 13,557 11,800 13,041 11,284 Golf Cart Leases 28,870 40,671 11,801 39,123 10,253 596 0 (596)0 (596)Equipment Leases 596 0 (596)0 (596) 74,164 112,625 38,461 89,059 14,895 Utilities ‐ Maintenance 217,543 311,750 94,207 250,011 32,468 14,858 15,825 967 16,181 1,323 Utilities ‐ G&A 48,036 47,950 (86)48,699 663 10,404 10,404 0 10,200 (204)Management Fees 31,212 31,212 0 30,600 (612) 6,668 3,846 (2,822)3,846 (2,822)Insurance ‐ P&C 23,383 11,530 (11,853)11,530 (11,853) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 258,345 304,927 46,582 283,754 25,408 Total Other Operational Expenses 583,477 714,025 130,548 641,006 57,529 ================================================================================= ============================================================= ================ 405,227 454,827 49,600 422,292 17,064 Total Expenses 1,006,057 1,163,760 157,703 1,042,755 36,698 ================================================================================= ============================================================= ================ (146,987)(289,251)142,264 (176,935)29,948 EBITDAR (319,405)(676,155)356,749 (336,285)16,880 ================================================================================= ============================================================= ================ (146,987)(289,251)142,264 (176,935)29,948 EBITDA (319,405)(676,155)356,749 (336,285)16,880 Interest Expense/Dep&Amt 0 0 0 0 0 Other Expense 0 0 0 (343) (343) 27,500 0 (27,500)0 (27,500)Capital Improvements/Cap Reserve 27,500 0 (27,500)10,560 (16,940) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 27,500 0 (27,500)0 (27,500)Total Interest Expense 27,500 0 (27,500)10,217 (17,283) ================================================================================= ============================================================= ================ (174,487)(289,251)114,764 (176,935)2,448 Net Income (346,905)(676,155)329,249 (346,502)(403) El Conquistador Golf Club For the Month Ending September 30th, 2022 September YTD ATTACHMENT DConsolidated Year-to-Date Financial Report through September 2022FY 2022/2023FundFY 22/23Beginning BalanceRevenueOther Fin Sources/TransfersTotal In Personnel O&M CapitalDebt ServiceCapital Leases /Transfer OutTotal OutFund Balance Through September 2022General Fund 30,390,425 12,415,805 12,415,805 7,018,471 3,223,864 78,245 2,048,965 12,369,545 30,436,685 Highway Fund 1,206,986 999,152 999,152 260,768 177,281 438,049 1,768,089 Grants and Contributions Fund 208,250 5,409,259 5,409,259 18,480 18,480 5,599,029 Seizure & Forfeiture - Justice/State 237,863 3,156 3,156 26,425 26,425 214,594 Community Center Fund 5,860,458 1,772,399 1,772,399 603,322 831,431 220,615 2,056,936 3,712,304 3,920,553 Municipal Debt Service Fund 164,136 32,066 4,200,971 4,233,037 4,664 3,633,719 3,638,383 758,790 Water Resource System & Dev. Impact Fee Fund 17,544,433 869,038 869,038 122,120 333,327 455,447 17,958,024 Townwide Roadway Dev Impact Fee Fund 1,939,688 66,129 66,129 - 2,005,817 Parks & Recreation Impact Fee Fund 509,474 53,533 53,533 - 563,007 Police Impact Fee Fund 132,559 19,791 19,791 121,500 121,500 30,850 Capital Fund 24,110,390 294,654 294,654 30,252 105 3,893,467 3,923,824 20,481,220 PAG/RTA Fund 873,366 9,677 9,677 650 68,806 69,456 813,587 Water Utility 12,628,510 4,690,279 4,690,279 799,249 1,814,866 277,490 4,229,099 2,440 7,123,144 10,195,645 Stormwater Utility 1,125,140 348,551 348,551 202,180 71,277 273,457 1,200,234 Benefit Self Insurance Fund 2,869,952 975,913 975,913 1,156,783 1,156,783 2,689,082 Recreation In-Lieu Fee Fund 16,617 52 52 - 16,669 Total 99,818,247 27,959,454 4,200,971 32,160,425 8,914,242 7,325,826 4,660,743 8,196,145 4,229,841 33,326,797 98,651,875 ATTACHMENT EGeneral Fund Local Sales Tax Collections FY 2022/23CATEGORY JULYAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNETOTALConstruction Sales Tax586,039 575,738 540,567 1,702,344 Utility Sales Tax317,210 371,973 356,012 1,045,195 Retail Sales Tax716,720 680,117 691,138 2,087,974 Bed Tax146,263 128,132 114,626 389,021 Restaurant & Bar Sales Tax186,438 180,577 199,405 566,419 All Other Local Sales Tax *210,893 199,992 202,571 613,457 Monthly Total 2,163,563$ 2,136,529$ 2,104,319$ 6,404,411$ Cumulative Total 2,163,563$ 4,300,092$ 6,404,411$ FY 2021/22CATEGORY JULYAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNETOTALConstruction Sales Tax 441,038 419,552 651,924 906,165 509,231 436,821 829,833 525,234 491,178 601,856 466,142 582,006 6,860,980 Utility Sales Tax 321,489 383,548 329,545 323,173 285,048 238,499 253,620 474,092 115,418 252,114 234,820 261,849 3,473,215 Retail Sales Tax 675,726 647,693 641,711 682,029 727,762 814,794 1,015,258 701,089 686,381 818,648 793,639 718,525 8,923,255 Bed Tax 130,217 117,012 93,538 108,884 392,162 157,378 205,021 181,927 257,471 321,178 247,836 171,705 2,384,329 Restaurant & Bar Sales Tax 172,386 162,947 172,178 195,482 227,724 191,664 226,775 199,622 206,978 233,228 226,654 219,474 2,435,113 All Other Local Sales Tax *181,767 180,252 164,385 191,016 284,083 217,626 274,274 225,090 254,639 285,717 248,743 221,793 2,729,386 Monthly Total 1,922,624$ 1,911,004$ 2,053,282$ 2,406,749$ 2,426,009$ 2,056,782$ 2,804,781$ 2,307,054$ 2,012,065$ 2,512,741$ 2,217,835$ 2,175,352$ 26,806,278$ Cumulative Total 1,922,624$ 3,833,628$ 5,886,910$ 8,293,659$ 10,719,668$ 12,776,451$ 15,581,231$ 17,888,285$ 19,900,350$ 22,413,091$ 24,630,926$ 26,806,278$ * Note: Does not include cable franchise fees or sales tax audit revenues ATTACHMENT FGeneral Fund State Shared RevenuesFY 2022/23CATEGORY JULYAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNETOTALState Shared Income Tax 756,893 756,894 756,893 2,270,680 State Shared Sales Tax 308,350 462,557 664,529 1,435,436 County Auto Lieu 97,269 201,901 90,338 389,508 Smart and Safe- - - - Monthly Total 1,162,512$ 1,421,352$ 1,511,760$ 4,095,624$ Cumulative Total 1,162,512$ 2,583,864$ 4,095,624$ FY 2021/22CATEGORY JULYAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNETOTALState Shared Income Tax 500,637 500,637 517,313 517,313 517,313 517,313 517,313 517,313 517,313 517,313 517,313 517,313 6,174,404 State Shared Sales Tax 291,674 534,620 464,795 538,626 428,064 680,044 569,532 458,855 555,746 671,412 521,466 922,244 6,637,078 County Auto Lieu 100,364 178,439 214,084 179,539 176,572 183,593 166,138 185,396 187,906 231,739 168,035 298,521 2,270,326 Smart and Safe- - - - - 113,051 - 59 15 - - 122,828 235,953 Monthly Total 892,675$ 1,213,696$ 1,196,192$ 1,235,478$ 1,121,949$ 1,494,001$ 1,252,983$ 1,161,623$ 1,260,980$ 1,420,464$ 1,206,814$ 1,860,906$ 15,317,760$ Cumulative Total 892,675$ 2,106,371$ 3,302,563$ 4,538,040$ 5,659,989$ 7,153,990$ 8,406,973$ 9,568,596$ 10,829,576$ 12,250,040$ 13,456,854$ 15,317,760$ Fiscal Year 2022/23 Financial Update Through September 2022 November 16, 2022 Overview/Reminders All amounts are preliminary, unaudited and subject to change Year-end estimates may not include adjusting audit entries required at year-end Year-end estimates should not be relied upon as precise predictors of year-end balances; they are fluid, informational, and based on currently available data The Town’s financial performance throughout the fiscal year is best indicated by comparing actuals to the adopted budget Overall, revenues are performing well compared to budget, and expenditures are trending as expected GENERAL FUND REVENUES REVENUE SOURCE Budget Actuals Thru 9/2022 % of Budget Year-End Estimate Notes Local Sales Taxes $ 25,270,959 $ 6,404,411 25.3%$ 26,528,407 Higher than expected growth in contracting sales tax, retail, restaurant & bar, hotels, and remote seller State Shared Revenues 17,605,693 4,095,624 23.3%18,246,957 Trending higher than expected in state sales tax Charges for Services 3,046,515 751,672 24.7%2,953,483 Trending as expected Licenses & Permits 2,223,824 421,839 19.0%2,483,824 Year-end estimate reflects revised commercial permit revenue Grant Revenue 455,000 127,384 28.0%472,000 Year-end estimate reflects Transit federal grant revenue All Other 2,137,000 614,875 28.8%2,476,845 Includes other intergovernmental revenue, interest income and miscellaneous revenue. Revised upward due to $320K AMRRP rebate. TOTAL GENERAL FUND REVENUES $ 50,738,991 $ 12,415,805 24.5%$ 53,161,516 Favorable budget variance of $2.4 million projected at this time GENERAL FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 9/2022 % of Budget Year-End Estimate Notes Personnel $ 34,876,210 $ 7,018,471 20.1%$ 34,907,842 Trending as expected; percentage of budget reflects timing of payrolls as well as pension contributions pending updated actuarial reports. Year-end estimate attributable to Town Manager turnover, partially offset by expected vacancy savings. Operations & Maintenance 11,809,548 3,223,864 27.3%12,811,256 Actuals and year-end estimate include $885K claim settlement payment for the Vistoso Trails Nature Preserve. Year-end estimate also includes on-call plan review services tied to commercial development. Capital 1,387,725 78,245 5.6%1,387,725 Budget includes Westward Look improvements, IT needs, and various departmental equipment and capital needs Transfers Out 16,446,977 2,048,965 12.5%16,446,977 Actuals reflect the budgeted transfer for debt service TOTAL GENERAL FUND EXPENDITURES $ 64,520,460 $ 12,369,545 19.2%$ 65,553,800 Budget variance of $1 million attributable primarily to Vistoso settlement payment Budgeted Use of Fund Balance: ($13.8M) Estimated Use of Fund Balance: ($12.4M) Estimated Ending Fund Balance: $18.0M 37.4% of budgeted expenditures Exceeds Council 25% Policy by $6.0M GENERAL FUND e enues penditures ctual ctual udget HIGHWAY FUND REVENUES REVENUE SOURCE Budget Actuals Thru 9/2022 % of Budget Year-End Estimate Notes Licenses & Permits $ 25,000 $ 8,548 34.2%$ 25,000 Trending higher than expected, year-end estimate may be revised as fiscal year progresses State Shared Revenues 4,127,100 968,170 23.5%4,127,100 Trending slightly less than expected All Other 11,000 22,434 203.9%15,000 Favorable budget variance of $4,000 due to a vendor refund TOTAL HIGHWAY FUND REVENUES $ 4,163,100 $ 999,152 24.0%$ 4,167,100 Favorable budget variance of $4,000 or 0.1% due to a vendor refund HIGHWAY FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 9/2022 % of Budget Year-End Estimate Notes Personnel $ 1,202,574 $ 260,768 21.7%$ 1,202,574 Trending as expected; percentage of budget reflects timing of payrolls Operations & Maintenance 823,615 177,280 21.5%823,615 Trending as expected Capital 2,619,000 -0.0%2,619,000 Pavement preservation program to begin in October TOTAL HIGHWAY FUND EXPENDITURES $ 4,645,189 $ 438,049 9.4%$ 4,645,189 No budget variance projected at this time Budgeted Use of Fund Balance: ($489,000) Estimated Use of Fund Balance: ($485,000) Estimated Ending Fund Balance: $722,000 HIGHWAY FUND e enues penditures ctual ctual udget COMMUNITY CENTER FUND REVENUES REVENUE SOURCE Budget Actuals Thru 9/2022 % of Budget Year-End Estimate Notes Contracted Operating Revenues $ 3,980,149 $ 755,148 19.0%$ 3,980,149 Trending as expected Town Operating Revenues 887,800 187,033 21.1%887,800 Recreation program revenue is seasonal; member dues slightly below budget and less than prior year actuals Other Revenues 3,639,386 830,217 22.8%3,766,005 Includes ½ cent sales tax revenues, HOA contributions, interest income and other miscellaneous revenues. Trending slightly higher than expected due to ½ cent sales tax. TOTAL COMM. CENTER FUND REVENUES $ 8,507,335 $ 1,772,399 20.8%$ 8,633,954 Favorable budget variance of $126,619 due to sales tax revenue COMMUNITY CENTER FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 9/2022 % of Budget Year-End Estimate Notes Contracted Operating Expenditures $ 4,723,618 $ 1,102,054 23.3%$ 4,723,618 Trending as expected Town Operating Expenditures 1,695,573 361,569 21.3%1,695,573 Trending as expected Capital Outlay 2,666,700 220,615 8.3%2,666,700 Projected on budget at this time Transfers Out 4,085,380 2,028,066 49.6%4,408,520 Actuals reflect the budgeted transfer for debt service; year-end estimate includes transfer out of all estimated fund balance in excess of $1 million to Capital Fund for golf irrigation project TOTAL COMM. CENTER FUND EXPENDITURES $ 13,171,271 $ 3,712,304 28.2%$ 13,494,411 Budget variance of $323,140 or 2.5% due to transfer out for golf irrigation project COMMUNITY CENTER FUND Budgeted Use of Fund Balance: ($4.7M) Estimated Use of Fund Balance: ($4.9M) Estimated Ending Fund Balance: $1M e enues penditures ctual ctual udget MONTHLY FINANCIAL UPDATE QUESTIONS?    Town Council Regular Session A. Meeting Date:11/16/2022   Submitted By:Michelle Stine, Town Clerk's Office Department:Town Clerk's Office SUBJECT: Minutes - November 2, 2022 RECOMMENDATION: Staff recommends approval. EXECUTIVE SUMMARY: N/A BACKGROUND OR DETAILED INFORMATION: N/A FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to approve (approve with the following changes) the November 2, 2022 minutes.  Attachments 11-2-22 Draft Minutes  D R A F T   MINUTES ORO VALLEY TOWN COUNCIL REGULAR SESSION NOVEMBER 2, 2022 ORO VALLEY COUNCIL CHAMBERS 11000 N. LA CAÑADA DRIVE            REGULAR SESSION AT OR AFTER 5:00 PM   CALL TO ORDER    Mayor Winfield called the meeting to order at 5:00 p.m.   ROLL CALL Present: Joseph C. Winfield, Mayor Melanie Barrett, Vice-Mayor Tim Bohen, Councilmember Harry Greene, Councilmember Joyce Jones-Ivey, Councilmember Josh Nicolson, Councilmember Steve Solomon, Councilmember EXECUTIVE SESSION - Pursuant to A.R.S. §38-431.03 (A)(1) and §38-431.03 (A)(3) regarding the possible appointment of Chris Cornelison as the Interim Town Manager and to consult with the Town Attorney regarding contract legal advice    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Joyce Jones-Ivey to go into Executive Session at 5:02 p.m. pursuant to A.R.S. §38-431.03 (A)(1) and §38-431.03 (A)(3) regarding the possible appointment of Chris Cornelison as the Interim Town Manager and to consult with the Town Attorney regarding contract legal advice  Vote: 7 - 0 Carried    Mayor Winfield announced that the following staff would be joining Council in Executive Session: Town Attorney Jonathan Rothschild and Town Clerk Mike Standish.   RESUME REGULAR SESSION AT OR AFTER 6:00 PM   CALL TO ORDER    Mayor Winfield resumed the Regular Session at 6:00 p.m.     ROLL CALL    Present: Joseph C. Winfield, Mayor Melanie Barrett, Vice-Mayor Tim Bohen, Councilmember Harry Greene, Councilmember Joyce Jones-Ivey, Councilmember Josh Nicolson, Councilmember Steve Solomon, Councilmember   1.POSSIBLE ACTION TO APPOINT AN INTERIM TOWN MANAGER DURING THE TOWN MANAGER SELECTION PROCESS AS DISCUSSED IN EXECUTIVE SESSION AND SETTING A TEMPORARY SALARY TO BE RETROACTIVELY APPLIED STARTING ON SEPTEMBER 24, 2022    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Harry Greene to approve the contract for Interim Town Manager per Executive Session discussion.  Vote: 7 - 0 Carried   PLEDGE OF ALLEGIANCE    Mayor Winfield led the audience in the Pledge of Allegiance.   UPCOMING MEETING ANNOUNCEMENTS    Town Clerk Mike Standish announced the upcoming Town meetings.   MAYOR AND COUNCIL REPORTS ON CURRENT EVENTS    Vice Mayor Barrett reported that she had attended the 2022 Arizona Women Leading Government Conference held October 20 and 21, 2022 at the Glendale Civic Center. Mayor Winfield reported that he had attended the Oro Valley Police Department's National Night Out event held on October 28, 2022. He also reported about other town events that had taken place over the weekend, including the Steam Pump Ranch Friday Night Concert Series and the Oro Valley Parks and Recreation Spooktacular event.   TOWN MANAGER'S REPORT ON CURRENT EVENTS    Interim Town Manager Chris Cornelison reported on the following: Parks and Recreation Director Kristy Diaz-Trahan, in partnership with Preserve Vistoso, participated in a PBS Interview which will air on Sunday, November 6, 2022 on the PBS channel. The Town will host A Community Conversation on Mental Health event on November 10, 2022. Oro Valley staff received the 2022 Golden Prospector Award from the Arizona Association for Economic Development, for their work on chooseorovalley.com.          ORDER OF BUSINESS    Mayor Winfield reviewed the order of business and stated that the order would stand as posted.   INFORMATIONAL ITEMS    There were no informational items.   CALL TO AUDIENCE    Oro Valley resident Kirsten B. voiced her concerns regarding the proposed Naranja Park expansion. Mayor Winfield requested that staff follow-up with Kristen B. regarding her concerns with the entrance into Naranja Park, construction vehicle hours and vehicle headlight issues. Oro Valley resident Matt Wood voiced his concerns regarding the proposed Naranja Park expansion. Oro Valley resident Nancy Folkerson voiced her concerns regarding the proposed Naranja Park expansion. Oro Valley resident Tim Goodyear voiced his concerns regarding the proposed Naranja Park expansion. Mayor Winfield requested that staff follow-up with Mr. Goodyear regarding the status of the berms. Oro Valley resident Mike Zinkin voiced his concerns regarding the lack of democracy in Oro Valley. Oro Valley resident Tim Tarris, speaking on behalf of Mr. Andy Thomas, voiced concerns for Mr. Thomas regarding the proposed Oro Valley Church of the Nazarene rezoning request. Oro Valley resident Bonnie Quinn provided a summary of the Rockin' 4 Heros annual event. Oro Valley resident Tim Fagen voiced his concerns regarding the proposed Oro Valley Church of the Nazarene rezoning request. Oro Valley resident David Deivert voiced his concerns regarding the proposed Oro Valley Church of the Nazarene rezoning request. Oro Valley resident Rosie Broberg voiced her concerns regarding the Naranja Park expansion project. Oro Valley resident Jeremy Tarbef voiced his concerns regarding the proposed Oro Valley Church of the Nazarene rezoning request. Oro Valley resident Ralph Kayser voiced his concerns regarding homeless issues and traffic enforcement in Oro Valley. Oro Valley resident Lisa Hopper spoke regarding the Arizona Heroes Memorial. Oro Valley resident Anthony Ferrera voiced his concerns regarding the proposed Oro Valley Church of the Nazarene rezoning request. Oro Valley resident Rick Bolash voiced his concerns regarding the traffic on Rancho Vistoso Boulevard.   PRESENTATIONS   1.Presentation of graduates from the October 2022 Oro Valley Community Academy       Principal Planner Milini Simms presented item #1 and introduced the following 2022 Oro Valley Community Academy Graduates in attendance. Clarisa. C. Barcelo Jennifer Carr Nicole Casaus Jennel Cooper Carman Deborah DeLaurentis Alan Forrest Steven Fowler John Fortunato Jacob Herrington Bill Holloman Kathryn Hull Butkus Denise Kessel Heather Laird Auvie Lee John Madden Kimberly Outlaw-Ryan Skeet Posey Aldee Rose Elise Souter Minn Seok Choi Susan Tornga Yvette Vack   2.Presentation regarding the Central Arizona Project by Mitch Basefsky       Central Arizona Project Stakeholder Outreach Coordinator Mitch Basefsky presented item #2 and included the following: Central Arizona Project CAP Water Usage: 2022 How Does the Tucson Region Use CAP Water? Colorado River Water Supply Report Lake Powell October 2022 24-Month Study WY 2023 Lake Powell Operations Lake Mead October 2022 24-Month Study Lake Mead End-of-Month Elevations 2007 Interim Guidelines, Minute 323, Lower basin Drought Contingency Plan and Binational Water Scarcity Contingency Plan Lower Basin DCP Contributions to Lake Mead What have we done so far? What Comes Next? Building a More Resillient River Long-Term Solutions For more information You're invited Discussion ensued amongst Council and staff regarding Presentation item #2.   CONSENT AGENDA   A.Minutes - October 19, 2022      B.Resolution No. (R)22-48, adopting the Pima County Multi-Jurisdictional Hazard Mitigation Plan       Motion by Mayor Joseph C. Winfield, seconded by Councilmember Steve Solomon to approve Consent Agenda items (A) and (B).  Vote: 7 - 0 Carried    Mayor Winfield recessed the meeting at 7:55 p.m. Mayor Winfield reconvened the meeting at 8:07 p.m.   REGULAR AGENDA   2. DISCUSSION AND POSSIBLE ACTION REGARDING PROPOSED TOWN CODE AMENDMENTS TO CHAPTER 8 BUSINESS REGULATIONS REGARDING MASSAGE LICENSING REQUIREMENTS A. RESOLUTION NO. (R)22-49, DECLARING THE PROPOSED TOWN CODE AMENDMENTS TO CHAPTER 8 REGARDING MASSAGE LICENSING REQUIREMENTS IN ATTACHMENT 1 AND FILED WITH THE TOWN CLERK, A PUBLIC RECORD B. PUBLIC HEARING: ORDINANCE NO. (O)22-10, AMENDING TOWN CODE CHAPTER 8 BY ADDING MASSAGE LICENSING REQUIREMENTS       Motion by Mayor Joseph C. Winfield, seconded by Vice-Mayor Melanie Barrett to approve Resolution No. (R)22-49, declaring the proposed amendments to the Oro Valley Town Code in Attachment 1 as filed with the Town Clerk, a public record.  Vote: 7 - 0 Carried    Oro Valley Police Department Lieutenant John Teachout presented item #2B regarding amending Town Code Chapter 8 by adding massage licensing requirements. Mayor Winfield opened the public hearing. No comments were received. Mayor Winfield closed the public hearing. Discussion ensued amongst Council and staff regarding item #2B.    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Joyce Jones-Ivey to approve Ordinance No. (O)22-10, adopting the proposed code amendments to the Oro Valley Town Code to Chapter 8 by adding Massage Licensing requirements.  Vote: 7 - 0 Carried   3. CONTINUED PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION ON FOUR SEPARATE ITEMS    3. CONTINUED PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION ON FOUR SEPARATE ITEMS REGARDING PROPOSED CHANGES TO THE ORO VALLEY MARKETPLACE, LOCATED AT THE SOUTHWEST CORNER OF TANGERINE AND ORACLE ROADS. THE ITEMS INCLUDE: ITEM A: ORDINANCE NO. (O)22-03: ENVIRONMENTALLY SENSITIVE LANDS (ESL) ZONING MAP AMENDMENT ITEM B: ORDINANCE NO. (O)22-04: REQUEST USE OF THE ESL MIXED-USE FLEXIBLE DESIGN OPTION ITEM C: ORDINANCE NO. (O)22-05: PLANNED AREA DEVELOPMENT (PAD) AMENDMENT ITEM D: REVISED MASTER DEVELOPMENT PLAN/CONCEPTUAL SITE PLAN       Oro Valley Planning Manager Bayer Vella presented the following information regarding item #3: Purpose Design evolution Item A - ESL designation change Item B - ESL Flexible Design Option Item C - Rancho Vistoso PAD Amendment Item C - Rancho Vistoso PAD Amendment - Building Heights Item C - Rancho Vistoso PAD Amendment - Recreation Item D - Revised Master Development Plan/CSP Pedestrian Safety - Water Harvest Way Summary and Recommendation Ms. Keri Silvyn with Lazarus and Silvyn and applicant Mr. Jim Horvath of Town West Realty, continued the presentation and included the following: The Team February 2022 Council Direction in February 2022 May 2022 Study Session Project Proposal Development Area 1 Development Area 2 Development Area 3 Oasis Park Development Area 4 Economic Impact: Nov. 2022 Conclusion Oro Valley Village Center Economic Impact: Feb. 2022 proposal Discussion ensued amongst Council and staff regarding item #3.    Mayor Winfield opened the Public Hearing. The following individuals spoke in opposition to item #3. Oro Valley resident George Patrick Long Oro Valley resident Frank Engle Oro Valley resident Lisa Jensen Long The following individuals spoke in support of item #3. Oro Valley resident Tim Kisch Oro Valley resident Devon Sloan Oro Valley resident Rob Wanczyk Oro Valley resident Roger Breckenridge Oro Valley resident Brooke Cromwell The following individuals spoke on item #3. Oro Valley resident Richard Furash Oro Valley resident Aldie Rose Oro Valley resident Steven Fowler Discussion ensued amongst Council, staff and Ms. Silvyn, regarding item #3. Mayor Winfield recessed the meeting at 10:57 p.m. Mayor Winfield reconvened the meeting at 11:04 p.m.    Motion by Vice-Mayor Melanie Barrett, seconded by Councilmember Harry Greene to conditionally approve Ordinance No. (O)22-03, approving an Amendment to the Environmentally Sensitive Lands Zoning Map based on a finding it is in conformance with all applicable General Plan and Zoning Code requirements, subject to the approval of item C.  Vote: 6 - 1 Carried  OPPOSED: Councilmember Tim Bohen    Motion by Vice-Mayor Melanie Barrett, seconded by Councilmember Steve Solomon to conditionally approve Ordinance No. (O)22-04, a Request to use the ESL Mixed-use Flexible Design Option to allow apartments in specific locations as represented in the Master Development Plan, subject to the conditions in Attachment 1, Item B, based on a finding it is in conformance with all applicable General Plan and Zoning Code requirements, subject to the approval of item C. Discussion ensued amongst Council and staff regarding item B.    Motion by Vice-Mayor Melanie Barrett, seconded by Councilmember Steve Solomon to conditionally approve Ordinance No. (O)22-04, a Request to use the ESL Mixed-use Flexible Design Option to allow apartments in specific locations as represented in the Master Development Plan, subject to the conditions in Attachment 1, Item B, based on a finding it is in conformance with all applicable General Plan and Zoning Code requirements, subject to the approval of item C.  Vote: 6 - 1 Carried  OPPOSED: Councilmember Tim Bohen    Motion by Vice-Mayor Melanie Barrett, seconded by Mayor Joseph C. Winfield to conditionally approve Ordinance No. (O)22-05, approving an Amendment to the Rancho Vistoso Planned Area Development, subject to the conditions in Attachment 1, Item C, except for condition number 8. The following additional conditions are to be included in Attachment 1, Item C: All structures associated with apartment development in Area 1 are limited to 2-stories and 27' in height plus a 10' allowance for architectural features. Buildings shall not be any closer to Tangerine Road than currently represented. Bldgs 9, 10, and 11 may be 39', 3-stories. 1. All structures within Area 2, other than building 14, are limited to 2-story and 27' in height plus a 10' allowance for architectural features. 2. Regarding the two buildings proposed in the northeast portion of Area 3, the following restrictions apply: 3. a. Multi-family residential is not permitted. b. Only mixed use is permitted with first floor commercial (retail and / or restaurant) and hotel on the remaining floors. The 49' plus 10' for architectural features height allowance is permitted for mixed retail and hotel use only. c. The hotel in Area 3 must receive a certificate of occupancy before a certificate of occupancy is issued for apartments in Area 1 and / or 2. The Entertainment District area and amenities must be constructed or Town financial assurances in the form accepted by the Town placed prior to certificate of occupancy for any apartment development to fulfill the recreational requirement regardless of any potential economic development agreement. The District must be completed to Town standards and is subject to final acceptance prior to certificate of occupancy for a second apartment development. 4. In development area 4, the 49' plus 10' for architectural feature height allowances are permitted for hotel use only. The hotel in area 4 must receive a certificate of occupancy prior to the certificate of occupancy being issued for the apartments in area 4. 5. No senior care uses are permitted on the property. 6. Architectural features may comprise no more than 20% of the roofline as viewed from any 1 side, except for parapet walls used only to screen mechanical equipment. 7. Following a Town staff led public participation process, the amenities to be provided in the Entertainment District are subject to further Town Council review and approval. 8.    Mayor Winfield recessed the meeting at 11:12 p.m. Mayor Winfield reconvened the meeting at 11:27 p.m. Discussion ensued amongst Council, staff, Ms. Silvyn and Mr. Horvath.    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Steve Solomon to continue this item to the November 10th Special Session. Discussion continued amongst Council and staff.    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Steve Solomon to continue this item to the November 10th Special Session.  Vote: 7 - 0 Carried   FUTURE AGENDA ITEMS    Councilmember Nicolson requested an agenda item for discussion and possible action regarding utilizing the 1% New Construction Art Fee for the Arizona Heroes Memorial. Seconded by Councilmember Greene.   ADJOURNMENT    Motion by Mayor Joseph C. Winfield, seconded by Councilmember Steve Solomon to adjourn the meeting at 11:58 p.m.  Vote: 7 - 0 Carried     __________________________________________ __________________________________________ Michelle Stine, MMC Deputy Town Clerk I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the regular session of the Town of Oro Valley Council or Oro Valley, Arizona, held on the 2nd day of November 2022. I further certify that the meeting was duly called and held and that a quorum was present. _______________________________________ Michael Standish, CMC Town Clerk    Town Council Regular Session B. Meeting Date:11/16/2022   Submitted By:Mike Standish, Town Clerk's Office Department:Town Clerk's Office SUBJECT: Resolution No. (R)22-50, approving the Agenda Committee assignment for the period of December 1, 2022 to February 28, 2023 RECOMMENDATION: Staff recommends approval. EXECUTIVE SUMMARY: Per the Town Council Parliamentary Rules and Procedures & Code of Conduct, the Town Council shall set and approve the Agenda Committee meeting assignments. Attached is the proposed Agenda Committee meeting assignment of Vice Mayor Barrett for the period of December 1, 2022, to February 28, 2023. BACKGROUND OR DETAILED INFORMATION: N/A FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to APPROVE Resolution No. (R)22-50, approving the Agenda Committee assignment for the period of December 1, 2022, to February 28, 2023. Attachments (R)22-50 Agenda Committee Assignment VM Barrett  RESOLUTION NO. (R)22-50 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, ASSIGNING VICE MAYOR BARRETT TO THE AGENDA COMMITTEE FOR THE PERIOD OF DECEMBER 1, 2022 THROUGH FEBRUARY 28, 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 September 19, 2001, the Mayor and Council adopted the Town Council Parliamentary Rules and Procedures and Code of Conduct; and WHEREAS, pursuant to section 5.2 (A) Town Council Parliamentary Rules and Procedures & Code of Conduct, the Town Council shall set and approve the Agenda Committee meeting assignments; and WHEREAS, Town Council wishes to assign Vice Mayor Barrett to the Agenda Committee for the period of December 1, 2022 through February 28, 2023. NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the Town of Oro Valley, Arizona, as follows: SECTION 1. That Vice Mayor Barrett is hereby assigned to the Agenda Committee for the period of December 1, 2022 through February 28, 2023. SECTION 2. That 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. PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona, this 16th day of November, 2022. TOWN OF ORO VALLEY ___________________________ Joseph C. Winfield, Mayor ATTEST: APPROVED AS TO FORM: ____________________________ __________________________________ Michael Standish, Town Clerk Tobin Sidles, Legal Services Director Date: _______________________ Date: _____________________________    Town Council Regular Session C. Meeting Date:11/16/2022   Requested by: Bayer Vella, Community and Economic Development  Submitted By:Kyle Packer, Community and Economic Development Case Number: 2100964 SUBJECT: Final Plat approval of a 7-Lot Single Family Residential Subdivision located South and West of Tortolita Mountain Circle (Case No. 2100964) RECOMMENDATION: The Conceptual Site Plan for this subdivision was approved by Town Council in 2022. The Final Plat complies with the design previously approved by Town Council and is compliant with all Zoning Code Standards. Staff recommends approval. EXECUTIVE SUMMARY: The purpose of this request is to consider a Final Plat (Attachment 1) for a 7-lot residential subdivision located south and west of Tortolita Mountain Circle within Stone Canyon. (Highlighted in blue in the image below.)  Final Plat approval is a ministerial function, as the design was previously reviewed and approved by Town Council as a Conceptual Site Plan (Attachment 2). The Town must approve a code compliant final plat. The proposed Final Plat consists of 7 residential lots subdivided on approximately 25 acres, with a density of 0.28 dwellings per acre. The residential design provides one main access point from W Tortolita Mountain Circle.   BACKGROUND OR DETAILED INFORMATION: The Final Plat requires Town Council approval prior to being officially recorded with Pima County. In March, 2022, the Town Council reviewed and approved the Conceptual Site Plan (Attachment 2). The Final Plat has been reviewed by staff and conforms to the approved site design and all development standards including building height, setbacks, and lot sizes. Proposed Improvements  25.00 acres subdivided into 7 residential lots (0.28 homes per acre) Minimum lot size: 3.31 acres Maximum lot size: 3.87 acres One access point off W Tortolita Mountain Circle via Rocky Highlands Drive One access point off W Tortolita Mountain Circle via Rocky Highlands Drive Maximum permitted building height is 18 feet and single-story History and Previous Approvals:  2004 - Annexed via Ordinance No. (O) 04-14A 2021 - Notice of violation issued due to extensive stockpiling of materials 2022 - All violation issues resolved and compliance achieved 2022 - Conceptual Site Plan approved by Town Council 2022 - Final Site Plan approved by Town staff FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to APPROVE the Final Plat for the proposed subdivision located south and west of Tortolita Mountain Circle, based on the finding that it meets Town requirements.   Attachments Attachment 1 - Final Plat  Attachment 2 - Stone Canyon IX CSP  FOUND 0.37' SOUTH OF THE SECTION LINE FOUND 0.37' SOUTH OF THE SECTION LINE DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: REV. DATE: REV. DATE: JOB No.SHEET OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowman.com © Bowman Consulting Group, Ltd. NATHAN GARDNER 36786 4 10-17-22 050829-01-001MAL NLG 1"=40' N/A LOCATION MAP SCALE: 3" = 1 MILE BEING A PORTION OF THE NE 1/4 OF SEC. 22, T 11 S, R 13 E, G&SRM, TUCSON, PIMA COUNTY, ARIZONA. FINAL PLAT STONE CANYON 9 LOTS 801-807 & COMMON AREA "A" 2201794 BEING A PORTION OF THE NORTHWEST QUARTER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST OF THE GILA AND SALT RIVER MERIDIAN, TOWN OF ORO VALLEY, PIMA COUNTY, ARIZONA. GRAPHIC SCALE 075150 300150 1" = 150' 1"=150'1 GENERAL NOTES APPROVALS WATER ADEQUACY ASSURANCES CERTIFICATION RECORDING DEDICATION LEGEND SFOUND 0.37' SOUTH OF THE SECTION LINE SDRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: REV. DATE: REV. DATE: JOB No.SHEET OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowman.com © Bowman Consulting Group, Ltd. NATHAN GARDNER 36786 4 10-17-22 050829-01-001MAL NLG 1"=40' N/A GRAPHIC SCALE 02040 8040 1" = 40' 2 LINE TABLE LINE L6 L7 L8 L9 BEARING N89°52'09"E S00°07'51"E S59°27'29"W S89°52'09"W DISTANCE 55.00' 12.50' 26.67' 32.00' CURVE DATA CURVE # C1 C3 LENGTH 43.98' 43.98' RADIUS 28.00' 28.00' DELTA 90°00'00" 90°00'00" DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: REV. DATE: REV. DATE: JOB No.SHEET OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowman.com © Bowman Consulting Group, Ltd. NATHAN GARDNER 36786 4 10-17-22 050829-01-001MAL NLG 1"=40' N/A GRAPHIC SCALE 02040 8040 1" = 40' 3 100 YEAR FLOODPLAIN TABLE LINE FP 300 FP 301 FP 302 FP 303 FP 304 FP 305 FP 306 FP 307 FP 308 FP 309 FP 310 FP 311 FP 312 FP 313 FP 314 FP 315 FP 316 FP 317 FP 318 FP 319 FP 320 FP 321 FP 322 FP 323 FP 324 FP 324 FP 325 FP 326 FP 327 FP 328 FP 329 FP 330 FP 331 FP 332 FP 333 FP 334 FP 335 FP 336 FP 337 FP 338 FP 339 FP 340 FP 341 FP 342 FP 343 FP 344 FP 345 FP 346 FP 347 FP 348 FP 349 FP 350 FP 351 FP 352 FP 353 FP 354 FP 355 FP 356 FP 357 FP 358 FP 359 FP 360 FP 361 FP 362 FP 363 FP 364 FP 365 FP 366 FP 367 FP 368 BEARING S14°20'31"E S42°29'13"W N34°15'24"W N57°11'34"W S69°46'04"W S08°11'07"W S52°28'54"E S01°09'06"W S44°29'34"W N87°43'27"W S64°04'16"W S04°46'39"E S29°03'14"E N80°45'10"E S70°04'55"E S39°45'13"E S02°48'06"W S89°11'53"W S27°21'33"W S31°56'09"E S89°21'08"E S41°23'06"E S09°32'57"W S13°18'51"E S39°40'07"E S39°40'07"E S83°19'52"E S48°40'07"E S28°33'14"E S70°57'06"E S36°56'38"W S70°21'41"W S10°43'02"W S18°36'49"E S38°41'36"E S04°56'48"E S36°39'44"W S01°15'39"E S52°22'50"E S06°45'10"E S10°03'02"E S25°47'48"E S39°34'20"E S06°04'47"E S37°49'23"W S89°36'06"W N73°56'38"W N86°06'07"W S88°31'12"W S09°47'29"E S00°57'37"E S29°57'40"W S16°01'28"W S15°30'19"E S27°17'17"W S16°14'38"W S37°04'25"E S74°24'17"E S37°24'32"E S65°30'34"E S26°18'58"E S30°59'46"W S18°50'56"W S40°38'39"W S03°02'03"W S40°25'35"W N55°57'28"E N76°41'46"E N79°46'51"E N84°15'32"E DISTANCE 29.91' 15.11' 13.02' 19.59' 30.45' 9.81' 24.53' 28.96' 12.73' 126.28' 19.25' 23.52' 74.02' 53.14' 44.13' 36.32' 81.47' 33.73' 15.23' 18.87' 43.51' 124.70' 47.45' 30.20' 101.23' 101.23' 37.47' 27.12' 18.13' 141.05' 22.50' 27.81' 19.95' 62.20' 52.58' 104.62' 21.04' 42.04' 40.06' 95.34' 51.59' 59.36' 27.37' 104.37' 29.18' 105.89' 154.56' 46.72' 6.01' 34.29' 39.18' 40.88' 46.01' 32.60' 37.77' 72.52' 27.24' 17.13' 109.34' 40.20' 23.11' 47.64' 37.47' 75.56' 23.82' 7.26' 69.82' 65.49' 53.19' 48.51' 100 YEAR FLOODPLAIN TABLE LINE FP 369 FP 370 FP 371 FP 372 FP 373 FP 374 FP 375 FP 376 FP 377 FP 378 BEARING N74°14'49"E N75°27'39"E N73°35'36"E N62°57'55"E N83°04'57"E N86°43'01"E N89°21'21"E N89°07'25"E N65°45'50"E N52°54'48"W DISTANCE 65.91' 44.10' 28.28' 27.95' 20.16' 25.96' 54.03' 227.38' 4.41' 23.42' DRAINAGE EASEMENT LINE TABLE LINE DE 1 DE 2 DE 3 DE 4 BEARING N90°00'00"W S00°01'22"E N89°56'00"E N00°01'24"W DISTANCE 88.39' 22.92' 88.39' 22.82' CURVE DATA CURVE # C34 C40 LENGTH 166.69' 114.10' RADIUS 80.00' 50.00' DELTA 119°22'52" 130°43'58" CL42 CL46 S79°02'49"W N10°57'11"W 134.46' 34.00' ROADWAY CENTERLINE LINE TABLE LINE CL43 CL44 CL45 LENGTH 90.00' 90.00' 90.00' BEARING S12°04'33"W S31°28'28"E S61°07'31"E ROADWAY CENTERLINE CURVE TABLE CURVE CL C27 CL C28 CL C29 CL C30 LENGTH 42.10' 255.52' 103.50' 242.53' RADIUS 200.00' 200.00' 200.00' 200.00' DELTA 12°03'43" 73°12'04" 29°39'03" 69°28'44" TANGENT 21.13' 148.54' 52.94' 138.69' CHORD 42.03' 238.49' 102.35' 227.94' CHORD DIRECTION S6°02'41"W S24°31'29"E S46°17'59"E S66°12'50"E DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: REV. DATE: REV. DATE: JOB No.SHEET OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowman.com © Bowman Consulting Group, Ltd. NATHAN GARDNER 36786 4 10-17-22 050829-01-001MAL NLG 1"=40' N/A 4 Airpark CUZ-C LOT 801 144,728 SF 3.32 ACLOT 802 168,584 SF 3.87 AC LOT 803 154,959 SF 3.56 AC LOT 804 146,740 SF 3.37 AC LOT 805 144,367 SF 3.31 AC LOT 806 144,472 SF 3.32 AC LOT 807 144,992 SF 3.33 AC TORTOLITA MOUNTAIN CIR DKT 11682, PG 1545 ROCKY HIGHLANDS DRDKT 11682, PG 1545PROJECT BOUNDARY 219-16-003B FROST MERYLL M JR & SUSAN C FROST JAMES N & PATSY A (NOT A PART) 219-16-001B DANIELS JAMES S & JILL W (NOT A PART) 219-16-005B ELLSON MARK F & JULIE A (NOT A PART) 219-16-001D DANIELS JAMES S & JILL W (NOT A PART) 219-16-015A ANDERSON BRETT & JAMES MICHAEL (NOT A PART) 219-19-461A WOOD W DAVID & PAULA A (NOT A PART) 219-19-4590 GREER CHRISTOPHER VANCE & DARIA (NOT A PART) 219-19-4620 STONE CANYON COMMUNITY ASSN INC (NOT A PART) R O C K Y H I G H L A N D S D R (P R I V A T E ) C . A " A " PROJECT BOUNDARY 219-16-006B GAP MINISTRIES (NOT A PART) 219-16-006A GREGORY & PAMELA AYERS (NOT A PART)ROCKY HIGHLANDS DR(PRIVATE) C.A "A"TORTOLITA MOUNTAIN CIR DKT 11682, PG 1545 MATCHLINE(SEE SHEET 03) MATCHLINE(SEE SHEET 02) 219-06-024A, 219-06-0220, & 219-06-0210 STONE CANYON II RANCH VISTOSO NEIGHBORHOOD 11 (LOTS 140-143) (NOT A PART) 219-06-019A, 219-06-116A, & 219-06-0180 STONE CANYON II RANCH VISTOSO NEIGHBORHOOD 11 (LOTS 137-139) AND COMMON AREA "A" (NOT A PART) FOUND 0.37' SOUTH OF THE SECTION LINE FOUND 0.46' SOUTH OF THE SECTION LINE FOUND 0.37' SOUTH OF THE SECTION LINE FOUND 0.16' SOUTH OF THE SECTION LINE NORTHEAST CORNER OF S22, T11S, R13E PROJECT BOUNDARY PROJECT BOUNDARY N89° 58' 40.00"E 330.222' N89° 58' 40.00"E 330.247' N89° 58' 40.00"E 660.452' N89° 58' 40.00"E 660.308'S0° 01' 14.03"E659.275'S0° 03' 36.08"E659.234'N89° 58' 27.28"E 660.762'S0° 00' 26.44"E659.721'N89° 59' 51.65"E 659.341' N89° 51' 54.04"E 1278.384' N89° 46' 31.90"W 57.068'S0° 05' 27.87"E659.770'S89° 50' 50.83"E 273.086'S0° 05' 05.54"E660.848'NORTH 1/4 CORNER OF S22, T11S, R13E EAST 1/4 CORNER OF S22, T11S, R13E DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: CAD FILE NAME:V:\050829 - Stone Canyon 9\050829-01-001 (ENG) - Stone Canyon 9\Engineering\Engineering Plans\Conceptual Site Plan\COVER.dwg 06/15/2022 REV. DATE: REV. DATE: JOB No.SHEET CONCEPTUAL SITE PLAN FOR STONE CANYON PHASE IX LOTS 801 THROUGH 807 AND COMMON AREAS "A" (DISTURBED COMMON AREAS) AND LANDSCAPED COMMON AREAS A PORTION OF THE NORTHEAST QUARTER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST OF THE GILA AND SALT RIVER MERIDIAN, PIMA COUNTY, ARIZONA. REFERENCE CASE #: 2002144 & 2100997 CASE #: 2100964 PRV-2002144 ROBERT W. SCHLICHER 54544 OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowmanconsulting.com © Bowman Consulting Group, Ltd. LOCATION MAP A PORTION OF LAND LOCATED IN THE NORTHEAST QUARTER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST, OF THE GILA AND SALT RIVER MERIDIAN, PIMA COUNTY, ARIZONA. ASSESSOR PARCEL NUMBERS (APN) 219-16-005A, 219-16-003A & 219-16-0020 ABBREVIATIONS LIST B/C BACK OF CURB BLDG BUILDING C CONCRETE CB CATCH BASIN TOV TOWN OF ORO VALLEY EHS EROSION HAZARD SETBACK EOP EDGE OF PAVEMENT ESMT EASEMENT EX EXISTING F FIRE FF FINISHED FLOOR ELEVATION FP FINISHED PAD ELEVATION FG FINISHED GRADE FGB FINISHED GRADE BOTTOM FGT FINISHED GRADE TOP GR GRATE PC PIMA COUNTY NG NATURAL GRADE G GUTTER P PAVEMENT PUE PUBLIC UTILITY EASEMENT R/W RIGHT OF WAY SB SETBACK S/W SIDEWALK SDMH STORM DRAIN MANHOLE STW STEM WALL TC TOP OF CURB VG VALLEY GUTTER VNAE VEHICLE NON ACCESS EASEMENT W WATER TBM TEMPORARY BENCH MARK GENERAL NOTES: 1.THE OVERALL GROSS AREA OF THIS DEVELOPMENT IS 1,089,087.12 SF = 25.002 ACRES. 2.GROSS DENSITY OF THIS DEVELOPMENT IS 0.28 RAC 3.TOTAL LENGTH OF NEW PUBLIC STREETS IS 0 MILES. 4.TOTAL LENGTH OF NEW PRIVATE STREETS IS 0.34 MILES. 5.ASSURANCES FOR WATER SERVICE, SITE STABILIZATION AND LANDSCAPING MUST BE POSTED PRIOR TO THE ISSUANCE OF GRADING PERMITS. 6.ASSESSOR TAX PARCEL NUMBERS ARE 219-16-005A, 219-16-003A AND 2019-16-0020. ENGINEERING GENERAL NOTES: 1.THE DESIGN VEHICLE FOR THIS PROJECT IS A SU-30. THE DESIGN SPEED FOR THIS PROJECT IS 25 MPH. 2.ALL NEW ROADS WITHIN AND ADJACENT TO THIS PROJECT WILL BE CONSTRUCTED IN ACCORDANCE WITH APPROVED PLANS, SEPARATE PUBLIC IMPROVEMENTS AND CONSTRUCTION PLANS WILL BE SUBMITTED TO THE TOWN ENGINEER'S OFFICE FOR REVIEW AND APPROVAL. 3.ANY RELOCATION OR MODIFICATION OF EXISTING UTILITIES AND/OR PUBLIC IMPROVEMENTS NECESSITATED BY THE PROPOSED DEVELOPMENT WILL BE AT NO EXPENSE TO THE PUBLIC. 4.MATERIALS WITHIN SIGHT VISIBILITY TRIANGLES MUST BE PLACED SO AS NOT TO INTERFERE WITH A VISIBILITY PLANE DESCRIBED BY TWO HORIZONTAL LINES LOCATED THIRTY (30) INCHES AND SEVENTY TWO (72) INCHES ABOVE FINISHED GRADE OF THE ROADWAY SURF. 5.BASIS OF BEARINGS FOR THIS PROJECT BEARS S 89°58'40" W BETWEEN THE NORTH QUARTER CORNER AND NORTHEAST CORNER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST OF GILA AND SALT RIVER MERIDIAN, PIMA COUNTY, ARIZONA, PER STONE CANYON II RANCHO VISTOSO NEIGHBORHOOD 11 (135-234) SUBDIVISION MAP, SEQUENCE NUMBER 20000630042 OFFICIAL RECORDS OF PIMA COUNTY, ARIZONA. DRAINAGE GENERAL NOTES: 1.DEVELOPER WILL COVENANT TO HOLD THE TOWN OF ORO VALLEY, ITS SUCCESSORS AND ASSIGN, HARMLESS IN THE EVENT OF FLOODING. 2.DRAINAGE WILL NOT BE ALTERED, DISTURBED, OR OBSTRUCTED WITHOUT THE APPROVAL OF THE ORO VALLEY TOWN COUNCIL. 3.DRAINAGE STRUCTURES MUST BE CONSTRUCTED AND INSTALLED ACCORDING TO TOWN STANDARDS AND PAID FOR BY THE DEVELOPER. 4.ALL DRAINAGE WAYS WILL BE CONSTRUCTED ACCORDING TO APPROVED PLANS PRIOR TO THE ISSUANCE OF ANY PERMITS FROM THE TOWN ENGINEER AND/ OR BUILDING OFFICIAL FOR PARCELS AFFECTED. ORO VALLEY WATER UTILITY GENERAL NOTES: 1.THIS DEVELOPMENT MUST COMPLY WITH ORO VALLEY WATER UTILITY SPECIFICATIONS MANUAL DURING ALL PHASES OF CONSTRUCTION. 2.THIS PROJECT WILL BE SERVED BY ORO VALLEY WATER UTILITY WHICH HAS BEEN DESIGNATED AS HAVING AN ASSURED 100 YEAR WATER SUPPLY BY DIRECTOR OF WATER RESOURCES. ANY AND ALL WELLS MUST BE ABANDONED PER ADWR REGULATIONS. 3.A LINE EXTENSION AGREEMENT MUST BE IN PLACE PRIOR TO ANY WORK ON THE WATER INFRASTRUCTURE FOR THIS PROJECT BEGINS. 4.ORO VALLEY WATER UTILITY WILL BE WATER SERVICE PROVIDER. 5.ORO VALLEY WATER SHALL HAVE UTILITY EASEMENT DEDICATION PER SEPARATE INSTRUMENT BEFORE APPROVAL OF FINAL SITE PLAN (FSP). PLANNING GENERAL NOTES: 1.BUILDING INFORMATION: MAXIMUM BUILDING HEIGHT ALLOWED = 18' MAXIMUM HEIGHT PROPOSED = 18' 2.BUILDING SETBACK INFORMATION: REQUIRED SIDE SETBACK = 20' PROVIDED = 20' REQUIRED REAR SETBACK = 50' PROVIDED = 50' REQUIRED FRONT SETBACK = 50' PROVIDED = 50' 3.COMMON AREA INFORMATION: REQUIRED OPEN SPACE = 0% PROVIDED COMMON AREA "A" (DISTURBED COMMON AREAS) = 227,613 S.F TOTAL AMOUNT OF LANDSCAPED COMMON AREA = 2,886 S.F 4.EXISTING ZONING IS R1-144 5.ALL SIGNAGE AND LIGHTING TO BE ADDRESSED AS PART OF A SEPARATE REVIEW AND APPROVAL PROCESS. 6.THE PROJECT IS DESIGNED TO MEET THE SPECIFIC DESIGN CRITERIA OF AIRPORT ENVIRONS ZONES C AND D. 7.THE PROJECT IS DESIGNED TO MEET THE SPECIFIC CRITERIA OF GENERAL PLAN SIGNIFICANT RESOURCE AREA(SRA). LOTS 805, 806, AND 807 ARE AFFECTED BY SRA. 8.COMMON AREA "A": PRIVATE STREET SHALL BE OWNED AND MAINTAINED BY THE H.O.A. GOLDER RANCH FIRE GENERAL NOTES: 1.FIRE HYDRANTS CONNECTED TO AN APPROVED WATER SUPPLY OF 1500 GPM FOR FIRE PROTECTION MUST BE INSTALLED AND IN SERVICE PRIOR TO COMBUSTIBLE MATERIAL DELIVERY TO THE SITE. TEMPORARY CONSTRUCTION OFFICE TRAILERS ARE CONSIDERED COMBUSTIBLE MATERIAL. 2.APPROVED FIRE APPARATUS ACCESS ROADS MUST BE INSTALLED AND IN SERVICE PRIOR TO COMBUSTIBLE MATERIAL DELIVERY TO THE SITE. 3.AUTOMATIC FIRE SPRINKLERS ARE REQUIRED IN ALL NEWLY CONSTRUCTED COMMERCIAL BUILDINGS. RESIDENTIAL FIRE SPRINKLERS ARE REQUIRED IN A NEWLY CONSTRUCTED HOME. FIRE SPRINKLER SYSTEM (NFPA 13D) IS REQUIRED IN ALL ONE-TWO FAMILY DWELLINGS IN STONE CANYON PHASE IX. ALL HOMES, REGARDLESS OF SIZE, WITHIN A SUBDIVISION OF 30 LOTS OR MORE SHALL BE PROVIDED WITH RESIDENTIAL FIRE SPRINKLERS WHEN THERE IS ONLY ONE FIRE APPARATUS ACCESS POINT AVAILABLE TO THE SUBDIVISION. 4.TEMPORARY STREET SIGNS MUST BE INSTALLED AT EACH STREET INTERSECTION WHEN CONSTRUCTION OF NEW ROADWAYS ALLOWS PASSAGE OF VEHICLES. ALL STRUCTURES UNDER CONSTRUCTION MUST BE CLEARLY IDENTIFIED WITH AN APPROVED ADDRESS. 5.THE INSTALLATION OF TRAFFIC CONTROL SIGNALING DEVICES AND/OR ELECTRICALLY OPERATED GATES ON FIRE APPARATUS ACCESS ROADS SHALL INCLUDE PREEMPTIVE CONTROL EQUIPMENT COMPATIBLE WITH THE FIRE DEPARTMENT’S EXISTING SYSTEM. PERMITTING DIVISION-BUILDING CODES: THE FOLLOWING CODES AND STANDARDS SHALL BE APPLICABLE TO THIS DEVELOPMENT: ·INTERNATIONAL CODES WITH LOCAL AMENDMENTS ·NATIONAL ELECTRIC CODE ·ADA STANDARDS FOR ACCESSIBLE DESIGN ·TOWN OF ORO VALLEY POOL CODE ·GOLDER RANCH FIRE DISTRICT STANDARDS AND FORMS ·PAG STANDARD SPECIFICATIONS AND DETAILS FOR PUBLIC IMPROVEMENTS ·TOWN OF ORO VALLEY DRAINAGE CRITERIA MANUAL ·TOWN OF ORO VALLEY SUBDIVISION STREET STANDARDS AND POLICIES MANUAL ·TOWN OF ORO VALLEY ZONING CODE, CURRENT REVISED ·ORO VALLEY TOWN CODE, CURRENT REVISED SHEET INDEX SHEET 01 COVER SHEET SHEET 02- 03 PLAN SHEETS SHEET 04 DETAILS SHEET DEVELOPER STONE CANYON GOLF,LLC 7077 E MARILYN ROAD SUITE 142, BLDG 5 SCOTTSDALE, AZ 85254 PHONE: (208) 691-3600 ATTN: ROGER NELSON rgnelson7@gmail.com OWNER STONE CANYON GOLF,LLC 7077 E MARILYN ROAD SUITE 142, BLDG 5 SCOTTSDALE, AZ 85254 PHONE: (208) 691-3600 ATTN: ROGER NELSON rgnelson7@gmail.com CIVIL ENGINEER BOWMAN CONSULTING, LLC 7464 N LA CHOLLA BLVD. TUCSON, AZ. 85741 (520) 463-3212 ATTN: ROB SCHLICHER, PE rschlicher@bowmancg.com CONCEPTUAL SITE PLAN STONE CANYON PHASE IX LOTS 801 TO 807 CASE # 2100964 AH RS RS 06/15/2022 0401 050829-01-0011" = 150' GRAPHIC SCALE 075150 300150 1" = 150' GENERAL UTILITY NOTES: 1.SHOULD AN EASEMENT BE IN CONFLICT WITH ANY PROPOSED BUILDING LOCATION, VACATION OF THE EASEMENT IS TO OCCUR PRIOR TO ISSUANCE OF BUILDING PERMITS.06/15/2022THIS PROJECT SCALE: 3"=1 MILE 660.65' 1317.46' LAND PLANNER PARADIGM LAND DESIGN,LLC 7025 NORTH SIENA DRIVE TUCSON, AZ 85704 (520) 664-4304 ATTN: PAUL OLAND gpo@paradigmland.us LANDSCAPE ARCHITECT WILDER LANDSCAPE ARCHITECTS 2738 E ADAMS STREET TUCSON, AZ, 85716 PHONE: (520) 320-3936 ATTN: JENNIFER PATTON, PLA jennifer@wilderla.com A SPRINKLER SYSTEM (13D) IS REQUIRED IN ALL THE DWELLINGS IN STONE CANYON PHASE IX LEGEND SURVEY MARKER FIRE HYDRANT WATER LINE WATER VALVE EASEMENT CENTER LINE RIGHT-OF-WAY WATER METER BOX W EXISTING CONTOUR ELEVATION PROPOSED CONTOUR ELEVATION STORM DRAIN PIPE VERTICAL CURB & GUTTER MATCH LINE EXISTING AND PROPOSED GRADE GRADE BREAK PROPERTY LINE EX. IRON PIPE/BARBED WIRE FENCE LINE EX. 100-YEAR FLOOD PLAIN LIMIT FLOW ARROW ASPHALT DRIVEWAY GRADING LIMIT PROPOSED 100-YEAR FLOOD PLAIN PROPOSED 100-YEAR EHS CITY LIMIT TOV APPROVED EX. FLOODPLAIN LIMIT SEWER LINES PROPOSED SEWER CLEANOUT EXISTING SEWER LINE CHANNEL FLOW LINE FL 35.22 FG 27.02 FG 25.54 FFE=29.00 PAD=28.33 FFE=32.50 PAD=31.83 FFE=37.00 PAD=36.33 FFE=34.00 PAD=33.33 W.S.E=3036 W.S.E=3032 W.S.E=3026 W.S.E=30 2 4 W.S.E=3036 W.S.E=3034 W.S.E=3038 W.S.E=3030 W.S.E=3028 W.S.E=304010+0011+0012+0013+001 4 + 0 0 15 + 0 0 1 6 + 0 0 17+001 8 + 0 0 19+00 20+00 21+00 21+43 27+2627+00C1L2C2 L3 C3 L4C 4 L5L1LOT 801 144,728 SF 3.32 AC LOT 802 168,584 SF 3.87 AC LOT 803 154,959 SF 3.56 AC LOT 804 146,740 SF 3.37 AC 3 04 1.2 %0.5% 0.5% 0.5% 0. 5 % 2.0%R60'2.0%R18' R47' R 1 8 'R47'PROJECT BOUNDARY PROJECT BOUDARY 25'12.5' 10' PUE 32'25'12.5'10'PUEFG 35.78 FG 38.12 FG 39.15 FG 38.43 FG 30.71 FG 29.73 FG 29.21 FG 28.76 FG 28.14 FG 27.55 (3022 )(3024)(3026 ) (3028 ) (3030 )(3030)( 3 0 3 2 )(3034)(303 6 )(3038)(3040)( 3 0 3 4 ) ( 3 0 3 4 ) (3036) (303 6 ) (3 0 2 8 ) (3 0 2 6 ) ( 3 0 2 8 ) (302 6 )(3026)(3028 ) (3 0 2 8 ) (3 0 3 2 )(3030)( 3 0 2 8 ) (3038) (3040)(3040)PROPOSED EHS LIMIT FG 32.09 FG 34.69 FG 33.83 PROPOSED EHS LIMIT 6 3 2 2 5 6 5 5 Q100=1750 CFS FG 28.76 FG 30.12 FG 26.41 FG 26.28 FG 28.42 FG 28.36 FG 28.76 FG 32.28 FG 31.70 FG 29.68 3 PROPOSED FLOOD PLAIN LIMITS Q100=238 CFS (3034 ) (3032) (30 3 0 ) (302 6 ) 20' PRO P O S E D CON S T R U C TI O N EASE M E N T R60' PROPOSED INGRESS/EGRESS UTILITY & DRAINAGE EASEMENT TORTOLITA MOUNTAIN CIR DKT 11682, PG 1545 ROCKY HIGHLANDS DRDKT 11682, PG 1545219-16-001B DANIELS JAMES S & JILL W (NOT A PART) 219-16-005B ELLSON MARK F & JULIE A (NOT A PART) 219-16-001D DANIELS JAMES S & JILL W (NOT A PART) R O C K Y H I G H L A N D S D R ( P R I V A T E ) C . A " A " TORTOLITA MOUNTAIN CIR DKT 11682, PG 1545 219-06-024A, 219-06-0220, & 219-06-0210 STONE CANYON II RANCH VISTOSO NEIGHBORHOOD 11 (LOTS 140-143) (NOT A PART) 219-06-019A, 219-06-116A, & 219-06-0180 STONE CANYON II RANCH VISTOSO NEIGHBORHOOD 11 (LOTS 137-139) AND COMMON AREA "A" (NOT A PART) FOUND 0.46' SOUTH OF THE SECTION LINE FOUND 0.37' SOUTH OF THE SECTION LINE FOUND 0.16' SOUTH OF THE SECTION LINE 32' IRRIGATION WATER METER20'SB50' SB 2 0 ' S B 2 0 ' S B 20' SB20'SB2 0 ' S B 2 0 ' S B GRADING LIMIT Q100=1512 CFS GRADING LIMIT FG 26.53 FG 30.31 Q100=93 cfs. Q100=90 cfs.Q100=1750 CFS (3044)(3042 )(3042)(3044)(3 0 4 2 ) (3042) ( 3 0 4 0 )(3038)(3036)(3034 ) (3032 )(3032)(3032)GRADING LIMIT S43°14'57"W 538.89'S45°43'00"W 567.36'11' 11' 10' 4-16' x 4' CON-ARCH CULVERT 16' R50'R50'40' INGRESS, EGRESS AND UTILITY EASEMENT SEQUENCE NO: 20141500896 STOP SIGN PROPOSED FLOOD PLAIN LIMIT EX. 100-YEAR FLOOD PLAIN LIMIT LOMAS DE ORO WASH 97' 14.3%KEYNOTES INSTALL 3" AC OVER 4" ABC PER DTL 2 ON SHT. 04 1 2 INSTALL BANK PROTECTION PER DTL 1 ON SHT. 04 5 6 INSTALL NEW FIRE HYDRANT. SIGHT VISIBILITY TRIANGLE. PROPOSED WATER MAIN. SIZE PER SEPARATE WATER IMPROVEMENT PLAN 3 CENTERLINE LINE TABLE LINE L1 L2 L3 L4 L5 L6 BEARING N00°00'42"E N12°04'33"E N61°07'31"W N31°28'28"W S79°02'49"W N00°07'51"W DISTANCE 25.40' 90.00' 90.00' 90.00' 155.20' 723.18' CENTERLINE CURVE TABLE CURVE C1 C2 C3 C4 DELTA 12°03'51" 73°12'04" 29°39'03" 69°28'44" RADIUS 200.00' 200.00' 200.00' 200.00' LENGTH 42.11' 255.52' 103.50' 242.53' M.H. #5 RIM=3023.62 INV. E&W = 3005.27 DEPTH = 18.35 FFE=23.00 PAD=22.33 W.S.E=3022 W.S.E=3020 W.S.E=301825+0026+00BC2BC23 LOT 805 144,367 SF 3.31 AC MATCHLINE (SEE SHEET 03) 219-16-003B FROST MERYLL M JR & SUSAN C FROST JAMES N & PATSY A (NOT A PART) 219-16-006B GAP MINISTRIES (NOT A PART) 219-16-006A GREGORY & PAMELA AYERS (NOT A PART)20'SB25' INGRESS, EGRESS AND UTILITY EASEMENT SEQUENCE NO: 20102500635 40' INGRESS, EGRESS AND UTILITY EASEMENT SEQUENCE NO: 20141500896 1' NON-ACCESS EASEMENTSEQUENCE NO: 2014150089640' INGRESS, EGRESS ANDUTILITY EASEMENTSEQUENCE NO: 20141500896DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: CAD FILE NAME:V:\050829 - Stone Canyon 9\050829-01-001 (ENG) - Stone Canyon 9\Engineering\Engineering Plans\Conceptual Site Plan\02 PLAN.dwg 06/15/2022 REV. DATE: REV. DATE: JOB No.SHEET CONCEPTUAL SITE PLAN FOR STONE CANYON PHASE IX LOTS 801 THROUGH 807 AND COMMON AREAS "A" (DISTURBED COMMON AREAS) AND LANDSCAPED COMMON AREAS A PORTION OF THE NORTHEAST QUARTER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST OF THE GILA AND SALT RIVER MERIDIAN, PIMA COUNTY, ARIZONA. REFERENCE CASE #: 2002144 & 2100997 CASE #: 2100964 PRV-2002144 ROBERT W. SCHLICHER 54544 OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowmanconsulting.com © Bowman Consulting Group, Ltd. AH RS RS 06/15/2022 0402 050829-01-0011" = 60' 2 FEET GRAPHIC SCALE 03060 12060 1" = 60'06/15/2022LINE AND CURVE TABLE W.S.E=3022 W.S.E=3020 W.S.E=3018 W.S.E=3016 W.S.E=3014 W.S.E=3012 W.S.E=3010 W.S.E=3008 W.S.E=3016 W.S.E=3012 W.S.E=3010 W.S.E=3007 Airpark CUZ-C20+0021+0022+0023+0024+0025+0026+00L6LOT 805 144,367 SF 3.31 AC LOT 806 144,472 SF 3.32 AC LOT 807 144,992 SF 3.33 AC FFE=23.00 PAD=22.33 FFE=19.00 PAD=18.33 FFE=14.80 PAD=14.13 PROJECT BOUNDARY PROJECT BOUDARY 26' B/C 12.5' 5 3 1 1 PROPOSED FLOODPLAIN LIMIT (3008) (3010 ) (3012) (3014) (301 6 ) (301 8 )(3020)(3022)(30 2 2 ) (302 0 )(3018)(3018)(3016)(3014) (3012)(3010)(3024)(3022 )(3020)(3 0 1 6 ) (3014) 4 043.5%FG 24.37 FG 18.35 FG 9.351.6%3.3%FG 21.92 FG 20.61 FG 18.26 FG 18.66 2.0% 2.0% FG 16.42 FG 11.40 FG 15.95 FG 13.29 FG 10.78 FG 11.68 FG 7.71 Q100=1510 CFSROCKY HIGHLANDS DR(PRIVATE), C.A "A"219-16-003B FROST MERYLL M JR & SUSAN C FROST JAMES N & PATSY A (NOT A PART) 219-16-015A ANDERSON BRETT & JAMES MICHAEL (NOT A PART) 219-19-461A WOOD W DAVID & PAULA A (NOT A PART) 219-19-4590 GREER CHRISTOPHER VANCE & DARIA (NOT A PART) 219-19-4620 STONE CANYON COMMUNITY ASSN INC (NOT A PART)ROCKY HIGHLANDS DR(PRIVATE) C.A "A"5 5 50' SB 20'SB20'SB20'SB20'SB20'SB50' SB 50' SB FG 7.32 FG 9.73 GRADING LIMIT GRADING LIMIT PROPOSED FLOODPLAIN LIMIT 12.5'120'HAMMERHEAD25'R 2 8 ' R28' 25' INGRESS, EGRESS AND UTILITY EASEMENT SEQUENCE NO: 20102500635 40' INGRESS, EGRESS AND UTILITY EASEMENT SEQUENCE NO: 20141500896 1' NON-ACCESS EASEMENTSEQUENCE NO: 201415008961' NON-ACCESS EASEMENT SEQUENCE NO: 2014150089640' INGRESS, EGRESS ANDUTILITY EASEMENTSEQUENCE NO: 201415008962 LOMAS DE ORO WASH PROPOSED EHS LIMIT EX. 100-YR FLOODPLAIN LIMIT PROPOSED EHS LIMIT PROPOSED FLOODPLAIN LIMIT EX. 100-YR FLOODPLAIN LIMIT 97' KEYNOTES INSTALL 3" AC OVER 4" ABC PER DTL 2 ON SHT. 04 1 2 INSTALL BANK PROTECTION PER DTL 1 ON SHT. 04 5 6 INSTALL NEW FIRE HYDRANT. SIGHT VISIBILITY TRIANGLE. PROPOSED WATER MAIN. SIZE PER SEPARATE WATER IMPROVEMENT PLAN 3 W.S.E=3026 W.S.E=30 2 4L4C4 L5C1 3 B C 1 4BC15B C18 B C19 BC20 BC21C22120.35' 223.12' 14.87' 42.50' 261.93' 659.71'74. 5 8' 42.5 0 ' 574.24' FG 27.02 FG 25.54 FFE=29.00 PAD=28.33 M.H. #4 RIM=3021.59 INV. E&W = 3003.73 DEPTH = 17.86 M.H. #6 RIM=3026.41 INV. E&W = 3006.61 INV. S=3006.57 MATCHLINE (SEE SHEET 02)(3022)219-16-001B DANIELS JAMES S & JILL W (NOT A PART) DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: CAD FILE NAME:V:\050829 - Stone Canyon 9\050829-01-001 (ENG) - Stone Canyon 9\Engineering\Engineering Plans\Conceptual Site Plan\03 PLAN.dwg 06/15/2022 REV. DATE: REV. DATE: JOB No.SHEET CONCEPTUAL SITE PLAN FOR STONE CANYON PHASE IX LOTS 801 THROUGH 807 AND COMMON AREAS "A" (DISTURBED COMMON AREAS) AND LANDSCAPED COMMON AREAS A PORTION OF THE NORTHEAST QUARTER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST OF THE GILA AND SALT RIVER MERIDIAN, PIMA COUNTY, ARIZONA. REFERENCE CASE #: 2002144 & 2100997 CASE #: 2100964 PRV-2002144 ROBERT W. SCHLICHER 54544 OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowmanconsulting.com © Bowman Consulting Group, Ltd. AH RS RS 06/15/2022 0403 050829-01-0011" = 60' 2 FEET GRAPHIC SCALE 03060 12060 1" = 60'06/15/2022 N.T.S. 3.0" A.C. PAVEMENT 7.0" 4.0" A.B.C. COMPACTED SOIL PER GEOTECHNICAL INVESTIGATION REPORT PREPARED BY PATTISON ENGINEERING, LLC DATED 10/19/2020 2 PAVEMENT STRUCTURE N.T.S.1 1 1 3' MIN PAD PER PLAN LOT SCREEN WALL 2' OVERBUILD 1' EXISTING GRADE THALWEG ELEVATION TOE ELEVATION FILL & COMPACT TO 95% DENSITY 3 4' = 9" ROCK FACED SLOPE PAVING (6" CONC. BASE) EMBED ROCK TO A DEPTH OF 3/4 1'MIN3'MINEX. GRADE DAYLIGHT LINE TOE-DOWN EROSION PROTECTION ADJACENT TO WASH 32' PRIVATE STREET 12'CL TRAVEL LANE 2% N.T.S. 3" A.C. OVER 4" A.B.C. 10' MODIFIED 12" WIDE PC/COT STD. DET. 213 PUE "ROW" CA "A" 4' MIN 12' TRAVEL LANE 10' PUE 4' MIN VARIE S 3:1 M A X WATER LINE 8' VARI E S 3:1 MA X 2% PRIVATE STREET ROADWAY SECTION (SUPERELEVATED) 3 2.5' WIDE RIP-RAP STRIP N.T.S. PRIVATE DRIVE SECTION (SUPERELEVATED)4 40' PRIVATE ACCESS 12.5'CL TRAVEL LANE 3" A.C. OVER 4" A.B.C. MODIFIED 6" WIDE PC/COT STD. DET. 213 AND PUBLIC UTILITY ESMT. 4.0' MIN CLEAR ZONE 12.5' TRAVEL LANE 20' 4.0' MIN CLEAR ZONE VARIE S 3:1 WATER LINE 11' VARI E S 3:1 PROPERTY LINE 2%2% LOT SETBACK LINE 2%2% 6.5' 6' SEWER LINE CAD FILE NAME:V:\050829 - Stone Canyon 9\050829-01-001 (ENG) - Stone Canyon 9\Engineering\Engineering Plans\Conceptual Site Plan\04 DETAILS.dwg 06/15/2022 AH RS RS 06/15/2022 0404 050829-01-001 06/1 5/ 2 0 2 2 N.T.S DRAWN:DATE : SCALE C.I.: H:DESIGN: CHKD: CAD FILE NAME:V:\050829 - Stone Canyon 9\050829-01-001 (ENG) - Stone Canyon 9\Engineering\Engineering Plans\Conceptual Site Plan\04 DETAILS.dwg 06/15/2022 REV. DATE: REV. DATE: JOB No.SHEET CONCEPTUAL SITE PLAN FOR STONE CANYON PHASE IX LOTS 801 THROUGH 807 AND COMMON AREAS "A" (DISTURBED COMMON AREAS) AND LANDSCAPED COMMON AREAS A PORTION OF THE NORTHEAST QUARTER OF SECTION 22, TOWNSHIP 11 SOUTH, RANGE 13 EAST OF THE GILA AND SALT RIVER MERIDIAN, PIMA COUNTY, ARIZONA. REFERENCE CASE #: 2002144 & 2100997 CASE #: 2100964 PRV-2002144 ROBERT W. SCHLICHER 54544 OF 7464 N. La Cholla Blvd. Tucson, Arizona 85741 Phone: (520) 463-3200 www.bowmanconsulting.com © Bowman Consulting Group, Ltd.    Town Council Regular Session D. Meeting Date:11/16/2022   Requested by: Zach Young Submitted By:Catherine Hendrix, Police Department Department:Police Department SUBJECT: Resolution No. (R)22-51, authorizing the chief of police to enter into a Memorandum of Understanding (MOU) between the Town of Oro Valley and the Arizona Department of Public Safety regarding commercial vehicle enforcement matters; and directing the town manager, chief of police, 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 RECOMMENDATION: Staff recommends approval. EXECUTIVE SUMMARY: Arizona Department of Public Safety coordinates a MOU with other Arizona agencies to participate in Commercial Vehicle Enforcement matters. BACKGROUND OR DETAILED INFORMATION: DPS is charged by state law with enforcing rules and regulations governing the safety operations of motor carriers, shippers and vehicles transporting hazardous materials. As the lead Motor Carrier Safety Assistance Program (MCSAP) agency for the state, Arizona DPS is required to maintain a Memorandum of Understanding (MOU) with each of its partnering agencies. The purpose of this agreement is to establish procedures for: 1. Using Commercial Vehicle Safety Alliance (CVSA) decals. 2. Using ASPEN software program. 3. Ensuring uniform enforcement standards. 4. Maintaining certification standards and training. The agreement is good for five (5) years. FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to (approve or deny) Resolution No. (R)22-51, authorizing the chief of police to enter into a memorandum of understanding between the Town of Oro Valley and the Arizona Department of Public Safety regarding commercial vehicle enforcement matters; and directing the town manager, chief of police, 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. Attachments (R)22-51 AZDPS CVE Resolution  AZDPS CVE MOU  RESOLUTION NO. (R)22-51 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, AUTHORIZING THE CHIEF OF POLICE TO ENTER INTO A MEMORANDUM OF UNDERSTANDING BETWEEN THE TOWN OF ORO VALLEY AND THE ARIZONA DEPARTMENT OF PUBLIC SAFETY REGARDING COMMERCIAL VEHICLE ENFORCEMENT MATTERS; AND DIRECTING THE TOWN MANAGER, CHIEF OF POLICE, 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, pursuant to A.R.S. § 11-952, the Town of Oro Valley (the Town) is authorized to enter into or renew agreements for joint and cooperative action with other public agencies; and WHEREAS, the Town is authorized to establish and maintain the Oro Valley Police Department, pursuant to A.R.S. § 9-240 (B)(12); and WHEREAS, The Arizona Department of Public Safety (DPS) has the authority to partner with agencies within the state under a Memorandum of Understanding (MOU) to conduct commercial motor vehicle safety inspections; and WHEREAS, In order to advance uniformity in the inspection and enforcement of the Federal Motor Carrier Safety Regulations, the Town and Arizona DPS desire to enter into the MOU attached hereto as Exhibit “A”; and WHEREAS, While the MOU, attached hereto as Exhibit “A” is described as an MOU, it is actually an Intergovernmental Agreement by statutory definition, ARS § 11-952 and therefore requires approval by the Mayor and Council; and WHEREAS, it is in the best interest of the Town to authorize the Chief of Police to sign and enter into the MOU, attached hereto as Exhibit “A” and incorporated herein by the reference, in order to set forth the terms and conditions to provide for the health, safety and welfare of the residents in the Town of Oro Valley. NOW, THEREFORE, BE IT RESOLVED by the Mayor and Town Council of the Town of Oro Valley, Arizona, that: SECTION 1. The Chief of Police is hereby authorized to sign and enter into the Intergovernmental Agreement/Memorandum of Understanding between the Town of Oro Valley and the Arizona Department of Public Safety attached hereto as Exhibit “A”, regarding Commercial Vehicle Enforcement matters. SECTION 2. The Chief of Police and other administrative officials are hereby authorized to take such steps as necessary to execute and implement the terms of this Resolution. SECTION 3. 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 4. If any section, subsection, sentence, clause, phrase or portion of this Resolution or the Memorandum of Understanding attached hereto as Exhibit “A” 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 16th day of November, 2022. TOWN OF ORO VALLEY _______________________________ Joseph C. Winfield, Mayor ATTEST: APPROVED AS TO FORM: Michael Standish, Town Clerk Tobin Sidles, Legal Services Director Date: Date: EXHIBIT “A” MEMORANDUM OF UNDERSTANDING BETWEEN THE ARIZONA DEPARTMENT OF PUBLIC SAFETY (DPS) AND _______________________________________ REGARDING COMMERCIAL VEHICLE ENFORCEMENT MATTERS This agreement supersedes all previous agreements related to these topics. The purpose of this agreement is to establish procedures for: 1.Using Commercial Vehicle Safety Alliance (CVSA) decals. 2.Using ASPEN software program. 3.Ensuring uniform enforcement standards. 4.Maintaining certification standards and training. This agreement becomes effective on the last date of the signature page and shall remain in effect for (5)years or when _________________________________________ disbands their commercial vehicle enforcement program. Either party may cancel this agreement on thirty (30) days written notice to the other party. Notice of such cancellation shall be sent registered mail to the other party. This agreement is subject to cancellation for conflict of interest pursuant to A.R.S. §38-511. ____________________________________________ shall appoint one person as the contact with DPS for all matters addressed in this document. _________________________________________ shall at all times be acting as an independent contractor and not as an agent or joint venturer of the State of Arizona. __________________________________________ shall not assign or transfer any of its duties under this agreement. Neither party shall charge the other for any administrative fees for work performed pursuant to this agreement. To the extent required by A.R.S. §§12-1518(B) and 12-133, the parties shall resolve any dispute arising out of this agreement by arbitration. The parties shall comply with Arizona Executive Order 2009-09 and any other Federal or State laws relating to equal opportunity and non-discrimination, including the Americans with Disabilities Act and Title VI of the Civil Rights Act of 1964. As the lead Motor Carrier Safety Assistance Program (MCSAP) agency in the State of Arizona, Arizona DPS is a member of CVSA operating under a MOU with CVSA. Arizona DPS has the authority to partner with agencies within the state under a MOU to conduct commercial motor vehicle safety inspections. In order to advance uniformity in the inspection and enforcement of the Federal Motor Carrier Safety Regulations, the parties included in this MOU agree to incorporate, use, and enforce to the extent permitted by the jurisdiction’s laws and policies, the following standards, policies, procedures, and bulletins: 1.CVSA North American Standard Out of Service Criteria (provided annually by DPS); 2.CVSA Operational Policies 4, 5, 14, and 15 available at www.CVSA.org; 3.CVSA decal application policies outlined in CVSA Operational Policy 5; 4.CVSA North American Standard inspection procedures; 5.CVSA and Arizona DPS Inspection Bulletins; 6.CVSA and Arizona DPS inspection data quality standards and uniformity standards; 7.CVSA inspector certification standards outlined in CVSA Operational Policy 4; 8.Federal Motor Carrier Safety Regulations as incorporated under Arizona Administrative Code R17-5-201 through R17-5-209. 1.Using CVSA Decals CVSA is an association of local, state, provincial, territorial, and federal enforcement officials, and commercial vehicle industry representatives. CVSA is responsible for establishing enforcement standards in the United States, Canada, and Mexico to improve commercial vehicle safety and promote uniform enforcement. CVSA permits member agencies to enable local agencies to issue and affix state-owned CVSA decals to vehicles, which meet specific safety standards following an inspection. DPS has the authority to provide such decals to local agencies. ___________________________________________ shall follow all current procedures for affixing decals as documented in the CVSA Operational Policy 5 available at www.cvsa.org. DPS shall provide the decals at no cost to _________________________________________ upon request. DPS will mail them to __________________________________________ on a quarterly basis as DPS receives them from CVSA. At the end of each quarter, _________________________________________ shall return unused decals to DPS or destroy unused decals, whichever is requested by DPS. _________________________________________ shall secure decals in such a way that they will not be lost or stolen. ___________________________________ shall notify DPS if ______________________________ no longer has Level I certified officers who conduct motor carrier inspections. 2.ASPEN Software Program ASPEN is a federally developed software program which is used nationwide by officers who conduct motor carrier inspections. Inspection data is uploaded from ASPEN computers to the SAFER data mailbox which enables the data to be incorporated into DPS’ SAFETYNET system and Federal Motor Carrier Safety Administration’s (FMCSA) Motor Carrier Management Information System (MCMIS). The following are basic principles of this program: •DPS is the lead agency from collecting, storing, uploading motor carrier inspection information. •Only inspections documented using ASPEN software can be downloaded directly to SAFER. •ASPEN software shall be current to be compatible with SAFER/SAFETYNET •ASPEN does not preclude the use of handwritten inspection reports •____________________ shall be responsible for maintaining its own ASPEN program from the standpoint of hardware and software issues, as well as officer training. f. a.____________________ shall designate a computer specialist to handle the following functions: •Maintain software and hardware to ensure compatibility with SAFER •Resolve software and hardware problems that officers may encounter with the program •Set up software to make it agency-specific •Update________________ computers with new versions of the software and new editions of the Inspection Selection System (ISS) •Resolve download and data entry problems after officers submit their inspections to SAFER •Attend ASPEN-related training conducted by DPS b.____________________ shall purchase all hardware and software necessary to run ASPEN. Hardware shall comply with minimum standards required to run the program. c.Laptops and Other Portable Devices- __________________ _ shall utilize full disk encryption (FDE) to encrypt all data on a disk, including the partition tables, whole physical disk, master boot record, and available files. d.DPS shall conduct training for ___________________ officers. e.DPS shall, at no charge, provide ____________________ with one copy of new release of ASPEN software, as well as the most current versions of ISS. shall install this software on all -------------------- machines per FMCSA requirements. The software will be provided by DPS. ____________________ officers shall upload data daily via a modem. If officers use air cards or other methods of field transmission, inspections shall be uploaded after each inspection is completed. g.A printed copy of the signed inspection report shall be sent to DPS after download has been completed. This copy must have the officer’s and driver’s signatures. Reports shall be mailed to: Commercial Vehicle Enforcement Arizona Department of Public Safety Mail Drop 1280 PO Box 6638 Phoenix, AZ 85005 STATE OF ARIZONA DEPARTMENT OF PUBLIC SAFETY STATE OF ARIZONA _________________________________ ________________________________ Heston Silbert, Director ________________________________ Date ________________________________ Approved as to Form ____________________________________ Signature _____________________________________ Name, Position _____________________________________ Date    Town Council Regular Session 1. Meeting Date:11/16/2022   Submitted By:Michelle Stine, Town Clerk's Office Department:Town Clerk's Office SUBJECT: PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION REGARDING AN APPLICATION FOR A SERIES 9 (LIQUOR STORE) LIQUOR LICENSE FOR CIRCLE K STORE #2741614, LOCATED AT 10410 N. LA CAÑADA DRIVE RECOMMENDATION: Staff recommends approval of this liquor license to the Arizona Department of Liquor Licenses and Control for the following reasons: 1. No protests to this license have been received.  2. The necessary background investigation was conducted by the Police Department.  3 The Police Department has no objection to the approval of the Series 9 Liquor License. EXECUTIVE SUMMARY: An application for a new Series 9 (Liquor Store) Liquor License has been submitted by Agent Maria Danielle Burgess for Circle K Store #2741614, located at 10410 N. La Cañada Drive. Ms. Burgess has submitted all necessary paperwork to the Town of Oro Valley and the Arizona Department of Liquor Licenses and Control, and has paid all related fees associated with applying for the liquor license ($500 Application Processing Fee). The Arizona Department of Liquor Licenses and Control (DLLC), authorized by Arizona Revised Statutes Title 4, is responsible for reviewing and processing state liquor applications. After meeting the DLLC's application and review requirements, the liquor license application is sent to the jurisdiction in which it is located for a public hearing and a recommendation from the local governing body. BACKGROUND OR DETAILED INFORMATION: The liquor store (series 9) license is a "quota" license available only through the Liquor License Lottery or for purchase on the open market. Once issued, this liquor license is transferable from person to person and/or location to location within the same county and allows a spirituous liquor store retailer to sell all types of spirituous liquors, only in the original unbroken package, to be taken away from the premises of the retailer and consumed off the premises. A retailer with off-sale privileges may deliver spirituous liquor off of the licensed premises in connection with a retail sale. Payment must be made no later than the time of delivery. Series 9 (liquor store) licensees and applicants may apply for unlimited sampling privileges by completing the Sampling Privileges form. In accordance with Section 4-201 of the Arizona Revised Statutes, the application was posted for 20 days on the premises of the applicant's property, ending October 27, 2022. No protests were received during this time period. Police Chief Kara Riley completed a standard background check on Circle K Store #2741614, Agent Maria Danielle Burgess. Chief Riley has no objection to the approval of the Series 9 (Liquor Store) License. FISCAL IMPACT: Per Ordinance No. (O)11-16, the Town of Oro Valley charges a $500 liquor license application processing fee to cover the costs incurred by the Town to process the application.  Per Section 8-2-6 Schedule of the Oro Valley Town Code, persons licensed by the State of Arizona to deal in spirituous liquor within the Town shall pay an annual license fee of $80 to the Town.  SUGGESTED MOTION: I MOVE to RECOMMEND APPROVAL of the issuance of a Series 9 Liquor License to the Arizona Department of Liquor Licenses and Control for Agent Maria Danielle Burgess for Circle K Store #2741614, located at 10410 N. La Cañada Drive. or I MOVE to RECOMMEND DENIAL of the issuance of a Series 9 Liquor License to the Arizona Department of Liquor Licenses and Control for Agent Maria Danielle Burgess for Circle K Store #2741614, located at 10410 N. La Cañada Drive. or I MOVE that NO RECOMMENDATION be made regarding the issuance of a Series 9 Liquor License to the Arizona Department of Liquor Licenses and Control for Agent Maria Danielle Burgess for Circle K Store #2741614, located at 10410 N. La Cañada Drive. Attachments PD Approval Letter  Application  Series 9 Description  •• State of Arizona Department of Liquor Licenses and Control Created 10/04/2022 @ 04:48:33 PM Local Governing Body Report LICENSE Number: Name: State: Issue Date: Original Issue Date: Location: Type: CIRCLE K STORE #274I614 Pending 10410 N LA CANADA DRIVE ORO VALLEY, AZ 85737 USA Expiration Date: Mailing Address:LICENSING DC -36 PO BOX 52085 PHOENIX, AZ 85072 USA (520)742-3990 (520)518-0046 AZLICENSE@CIRCLEK.COM Phone: Alt. Phone: Email: 009 LIQUOR STORE AGENT Name:MARIA DANIELLE BURGESS Gender:Female Correspondence Address:LICENSING DC -36 PO BOX 52085 Phone: Alt. Phone: Email: PHOENIX, AZ 85072-2085 USA (520)518-0046 AZLICENSE@CIRCLEK.COM OWNER Page 1 of 6 License Type: Series 09 Liquor Store The liquor store (series 9) license is a "quota" license available only through the Liquor License Lottery or for purchase on the open market. Once issued, this liquor license is transferable from person to person and/or location to location within the same county and allows a spirituous liquor store retailer to sell all types of spirituous liquors, only in the original unbroken package, to be taken away from the premises of the retailer and consumed off the premises. A retailer with off -sale privileges may deliver spirituous liquor off of the licensed premises in connection with a retail sale. Payment must be made no later than the time of delivery. Series 9 (liquor store) licensees and applicants may apply for unlimited sampling privileges by completing the Sampling Privileges form. This is a quota license, which means there are no "new" Series 09 licenses available. It must be purchased privately and the price is based on availability in the county. Once a Series 09 has been purchased, the buyer must apply for a transfer to have the license put in his or her name at the same or another location.    Town Council Regular Session 2. Meeting Date:11/16/2022   Submitted By:Michelle Stine, Town Clerk's Office Department:Town Clerk's Office SUBJECT: PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION REGARDING AN APPLICATION FOR A SERIES 12 (RESTAURANT) LIQUOR LICENSE FOR COLD BEERS & CHEESEBURGERS, LOCATED AT 7315 N. ORACLE ROAD, STE 141 RECOMMENDATION: Staff recommends approval of this liquor license to the Arizona Department of Liquor Licenses and Control for the following reasons: 1. No protests to this license have been received.  2. The necessary background investigation was conducted by the Police Department.  3 The Police Department has no objection to the approval of the Series 12 Liquor License. EXECUTIVE SUMMARY: An application for a new Series 12 (Restaurant) Liquor License has been submitted by Amy S. Nations for Cold Beers & Cheeseburgers, located at 7315 N. Oracle Road, #141. Ms. Nations has submitted all necessary paperwork to the Town of Oro Valley and the Arizona Department of Liquor Licenses and Control, and has paid all related fees associated with applying for the liquor license ($500 Application Processing Fee). The Arizona Department of Liquor Licenses and Control (DLLC), authorized by Arizona Revised Statutes Title 4, is responsible for reviewing and processing state liquor applications. After meeting the DLLC's application and review requirements, the liquor license application is sent to the jurisdiction in which it is located for a public hearing and a recommendation from the local governing body. BACKGROUND OR DETAILED INFORMATION: This non-transferable, on-sale retail privileges liquor license allows the holder of a restaurant license to sell and serve spirituous liquor solely for consumption on the premises of an establishment which derives at least forty percent (40%) of its gross revenue from the sale of food. Failure to meet the 40% food requirement shall result in revocation of the license. In accordance with Section 4-201 of the Arizona Revised Statutes, the application was posted for 20 days on the premises of the applicant's property, ending November 7, 2022. No protests were received during this time period. Police Chief Kara Riley completed a standard background check on Cold Beers & Cheeseburgers and Owner/Agent Amy S. Nations. Chief Riley has no objection to the approval of the Series 12 (Restaurant) License. FISCAL IMPACT: Per Ordinance No. (O)11-16, the Town of Oro Valley charges a $500 liquor license application processing fee to Per Ordinance No. (O)11-16, the Town of Oro Valley charges a $500 liquor license application processing fee to cover the costs incurred by the Town to process the application.  Per Section 8-2-6 Schedule of the Oro Valley Town Code, persons licensed by the State of Arizona to deal in spirituous liquor within the Town shall pay an annual license fee of $80 to the Town.  SUGGESTED MOTION: I MOVE to RECOMMEND APPROVAL of the issuance of a Series 12 Liquor License to the Arizona Department of Liquor Licenses and Control for Amy S. Nations for Cold Beers & Cheeseburgers, located at 7315 N. Oracle Road #141. or I MOVE to RECOMMEND DENIAL of the issuance of a Series 12 Liquor License to the Arizona Department of Liquor Licenses and Control for Amy S. Nations for Cold Beers & Cheeseburgers, located at 7315 N. Oracle Road, #141. or I MOVE that NO RECOMMENDATION be made regarding the issuance of a Series 12 Liquor License to the Arizona Department of Liquor Licenses and Control for Amy S. Nations for Cold Beers & Cheeseburgers, located at 7315 N. Oracle Road, #141. Attachments PD Approval  Application  Series 12 Description  S Phone: Alt. Phone: Email: State of Arizona Department of Liquor Licenses and Control Created 10/12/2022 @ 04:35:20 PM Local Governing Body Report LICENSE Number: Name: State: Issue Date: Original Issue Date: Location: Type: COLD BEERS & CHEESEBURGERS Pending Expiration Date: 7315 N ORACLE ROAD STE 141 ORO VALLEY, AZ 85704 USA Mailing Address:PO BOX 2502 CHANDLER, AZ 85244 USA (480)730-2675 LIQUORLICENSE@AZLIC.COM 012 RESTAURANT AGENT Name:AMY S NATIONS Gender:Female Correspondence Address:PO BOX 2502 CHANDLER. AZ 85244 USA (480)730-2675Phone: Alt. Phone: Email:LIQUORLICENSEgAZLIC.COM OWNER Name:CB & CB TUCSON LLC Contact Name:AMY S NATIONS Type:LIMITED LIABILITY COMPANY AZ CC File Number:23334604 State of Incorporation:AZ Incorporation Date:02/15/2022 Correspondence Address:PO BOX 2502 CHANDLER. AZ 85244 USA Phone:(480)730-2675 Alt. Phone: Email:LIQUORLICENSE(a AZLIC.COM Officers / Stockholders Page 1 of 5 License Type: Series 12 Restaurant This non-transferable, on-sale retail privileges liquor license allows the holder of a restaurant license to sell and serve spirituous liquor solely for consumption on the premises of an establishment which derives at least forty percent (40%) of its gross revenue from the sale of food. Failure to meet the 40% food requirement shall result in revocation of the license.    Town Council Regular Session 3. Meeting Date:11/16/2022   Submitted By:Michelle Stine, Town Clerk's Office Department:Town Clerk's Office SUBJECT: PUBLIC HEARING: DISCUSSION AND POSSIBLE ACTION REGARDING AN APPLICATION FOR A SERIES 12 (RESTAURANT) LIQUOR LICENSE FOR MALI THAI, LOCATED AT 12142 N. RANCHO VISTOSO BOULEVARD, STE B 120 RECOMMENDATION: Staff recommends approval of this liquor license to the Arizona Department of Liquor Licenses and Control for the following reasons: 1. No protests to this license have been received.  2. The necessary background investigation was conducted by the Police Department.  3 The Police Department has no objection to the approval of the Series 12 Liquor License. EXECUTIVE SUMMARY: An application for a new Series 12 (Restaurant) Liquor License has been submitted by Jared Michael Repinski for Mali Thai, located at 12142 N. Rancho Vistoso Boulevard, STE B-120 Mr. Repinski has submitted all necessary paperwork to the Town of Oro Valley and the Arizona Department of Liquor Licenses and Control, and has paid all related fees associated with applying for the liquor license ($500 Application Processing Fee). The Arizona Department of Liquor Licenses and Control (DLLC), authorized by Arizona Revised Statutes Title 4, is responsible for reviewing and processing state liquor applications. After meeting the DLLC's application and review requirements, the liquor license application is sent to the jurisdiction in which it is located for a public hearing and a recommendation from the local governing body. BACKGROUND OR DETAILED INFORMATION: This non-transferable, on-sale retail privileges liquor license allows the holder of a restaurant license to sell and serve spirituous liquor solely for consumption on the premises of an establishment which derives at least forty percent (40%) of its gross revenue from the sale of food. Failure to meet the 40% food requirement shall result in revocation of the license. In accordance with Section 4-201 of the Arizona Revised Statutes, the application was posted for 20 days on the premises of the applicant's property, ending November 7, 2022. No protests were received during this time period. Police Chief Kara Riley completed a standard background check on Mali Thai and Owner/Agent Jared Michael Repinski. Chief Riley has no objection to the approval of the Series 12 (Restaurant) License. FISCAL IMPACT: Per Ordinance No. (O)11-16, the Town of Oro Valley charges a $500 liquor license application processing fee to Per Ordinance No. (O)11-16, the Town of Oro Valley charges a $500 liquor license application processing fee to cover the costs incurred by the Town to process the application.  Per Section 8-2-6 Schedule of the Oro Valley Town Code, persons licensed by the State of Arizona to deal in spirituous liquor within the Town shall pay an annual license fee of $80 to the Town.  SUGGESTED MOTION: I MOVE to RECOMMEND APPROVAL of the issuance of a Series 12 Liquor License to the Arizona Department of Liquor Licenses and Control for Jared Michael Repinski for Mali Thai, located at 12142 N. Rancho Vistoso Boulevard, STE B-120. or I MOVE to RECOMMEND DENIAL of the issuance of a Series 12 Liquor License to the Arizona Department of Liquor Licenses and Control for Jared Michael Repinski for Mali Thai, located at 12142 N. Rancho Vistoso Boulevard STE B-120. or I MOVE that NO RECOMMENDATION be made regarding the issuance of a Series 12 Liquor License to the Arizona Department of Liquor Licenses and Control for Jared Michael Repinski for Mali Thai, located at 12142 N. Rancho Vistoso Boulevard, STE B-120. Attachments PD Approval  Application  Series 12 Description  •• Phone: Alt. Phone: Email: State of Arizona Department of Liquor Licenses and Control Created 10/12/2022 @ 02:48:59 PM Local Governing Body Report LICENSE Number: Name: State: Issue Date: Original Issue Date: Location: MALI THAI Pending Type: Expiration Date: 12142 N RANCHO VISTOSO BOULEVARD B-120 ORO VALLEY, AZ 85755 USA Mailing Address:PO BOX 6252 CHANDLER, AZ 85246 USA (520)668-1918 (480)664-0389 JREPINSKI22@YAHOO.COM 012 RESTAURANT AGENT Name:JARED MICHAEL REPINSKI Gender:Male Correspondence Address:PO BOX 6252 CHANDLER. AZ 85246 USA (480)664-0389Phone: Alt. Phone: Email:JREPIN S KI22(ci YAHOO.COM OWNER Name:MALITHA1 LLC Contact Name:JARED REPINSKI Type:LIMITED LIABILITY COMPANY AZ CC File Number:23202362 State of Incorporation:AZ Incorporation Date:04/14/2021 Correspondence Address:PO BOX 6252 CHANDLER. AZ 85246 USA Phone:(480)664-0389 Alt. Phone: Email:JREPINSKI22(a YAHOO.COM Officers / Stockholders Page 1 of 2 License Type: Series 12 Restaurant This non-transferable, on-sale retail privileges liquor license allows the holder of a restaurant license to sell and serve spirituous liquor solely for consumption on the premises of an establishment which derives at least forty percent (40%) of its gross revenue from the sale of food. Failure to meet the 40% food requirement shall result in revocation of the license.    Town Council Regular Session 4. Meeting Date:11/16/2022   Requested by: Paul Keesler Submitted By:Paul Keesler, Public Works Department:Public Works SUBJECT: RESOLUTION NO. (R)22-52, AUTHORIZING AND APPROVING AN INTERGOVERNMENTAL AGREEMENT BETWEEN THE REGIONAL TRANSPORTATION AUTHORITY (RTA) OF PIMA COUNTY AND THE TOWN OF ORO VALLEY TO UTILIZE RTA FUNDS FOR DESIGN AND CONSTRUCTION OF IMPROVEMENTS TO NARANJA DRIVE MULTI-USE PATH FROM LA CAÑADA DRIVE TO FIRST AVENUE RECOMMENDATION: Staff recommends approval.   EXECUTIVE SUMMARY: The Naranja Multi-Use Path consists of constructing a 2-mile-long,10 ft wide, multi-use path along the north side of Naranja Drive between La Cañada Drive and First Avenue. Improvements will also include extending drainage culverts, building headwalls, and constructing retaining walls along cut and fill areas. The total project cost is estimated at $3,656,434 and is funded by federal Regional Transportation Alternatives Grants (RTAG) in the amount of $3,448,017 or 94.3% of the total project cost. The required local match will be funded by the Regional Transportation Authority (RTA) funds in the amount of $208,417 or 5.7% of the total project cost. Since this project is funded with federal funds, the Arizona Department of Transportation (ADOT) will assist the Town with implementation of the project (design, construction, and overall administration), in accordance with the requirements regarding the use of federal funds. This partnership will be accomplished via a separate Intergovernmental Agreement (IGA) between the Town of Oro Valley and the Arizona Department of Transportation (ADOT), which will be brought to the Town Council for approval at a later meeting.  Engineering staff anticipates the design to commence in the spring of 2023 and construction in the spring of 2025. A more defined schedule will be provided once the IGA between the Town and ADOT have been executed.   BACKGROUND OR DETAILED INFORMATION: In response to a Call for Projects on May 3, 2022, for the PAG Fiscal Year 2023-2026 competitive Regional Transportation Alternatives Grants (RTAG), staff applied for the Naranja Drive Multi-Use Path between La Cañada Drive and First Avenue. Eventually the project was selected and awarded $3,448,017 in RTAG funding and $208,417 in RTA funding to be used as part of the 5.7% non-federal match funds. Per the Call for Projects, all projects had to meet the eligibility criteria for both the federal Regional Transportation Alternatives Grant program and the RTA categorical #41 Greenways, Pathways, Bikeways and Sidewalks as a requisite for funding consideration. Further, since the RTAG funds are federal grants, projects must be selected through a competitive process to meet regional priorities and contribute 5.7% matching or cost sharing funds to the total project cost. There were several applications from various jurisdictions that applied for the RTAG funds and eventually 4 projects were selected for funding, which included the Town’s Naranja Drive project. Since the projects selected met the RTA categorical #41 Greenways, Pathways, Bikeways and Sidewalks, the RTA will provide the 5.7% matching funds – in this case, $208,417. To release RTA funds to the Town, an IGA is required between the RTA and the Town of Oro Valley.  This IGA with the RTA was approved during their November 3, 2022, Board meeting. For finalization of the IGA, approval is needed by the Town Council in order to process and set the agreement. List of exhibits attached:  Resolution (R)22-52 IGA between TOV and RTA - Exhibit A to the Resolution RTA Project Financial Detail - Exhibit A to the IGA FISCAL IMPACT: None to the Town – the required matching funds will come from the RTA, which is the purpose of this IGA.  SUGGESTED MOTION: I MOVE to (Approve or Deny) Resolution Number (R)22-52, of the Mayor and Council of the Town of Oro Valley, Arizona, authorizing and approving an Intergovernmental Agreement between the Regional Transportation Authority (RTA) of Pima County and the Town of Oro Valley to utilize RTA funds for design and construction of improvements to Naranja Drive Multi-Use Path from La Cañada Drive to First Avenue. Attachments (R)22-52 Naranja MUP  IGA  RTA Project Financial Detail  Staff Presentation  RESOLUTION NO. (R)22-52 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, AUTHORIZING AND APPROVING AN INTERGOVERNMENTAL AGREEMENT BETWEEN THE REGIONAL TRANSPORTATION AUTHORITY OF PIMA COUNTY AND THE TOWN OF ORO VALLY TO UTILIZE REGIONAL TRANSPORTATION AUTHORITY (RTA) FUNDS FOR DESIGN AND CONSTRUCTION OF IMPROVEMENTS TO NARANJA DRIVE MULTI-USE PATH FROM LA CANADA DRIVE TO 1ST AVE; 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, the Town of Oro Valley (the Town) and the Regional Transportation Authority (RTA) may contract for services and enter into agreements with one another for joint or cooperative action pursuant to A.R.S. § 11-952 WHEREAS, the Town is authorized by A.R.S. § 9-240(B)(3) to design, maintain, control and manage public roads within the boundaries of the Town; and WHEREAS, A.R.S. § 48-5301, et seq. authorizes the Authority to act as a regional taxing authority for the purpose of funding multi-model transportation operations and improvements identified in the Regional Transportation Plan ("the Plan") approved by the voters at the special election held in Pima County, Arizona on May 16, 2006; and WHEREAS, a Regional Transportation Fund was established by the Arizona Legislature pursuant to A.R. S. § 48-5307 to be the repository for those funds collected for the purpose of funding the transportation projects identified in the Plan; and WHEREAS, the Authority is authorized by A.R.S. §§ 48-5304(16) and 48-5308 to administer and distribute the regional transportation funds to the members of the Authority and to sell bonds in furtherance of that purpose to fund those projects or programs identified in the Plan; and WHEREAS, the Town desires to design and construct improvements to the Naranja Drive Multi-Use Path from La Canada Dr. to 1st Ave.; and WHEREAS, the multi-use path is one of the transportation projects included in the Plan or is eligible for funding as part of a categorical program included in the Plan; and WHEREAS, the Town of Oro Valley will be responsible for the design, construction and/or installation of the multi-use path; and WHEREAS, it is in the best interest of the Town of Oro Valley to enter into the Intergovernmental Agreement (IGA), attached hereto as Exhibit " A", with the Regional Transportation Authority of Pima County for the Naranja Drive Multi-Use Path from La Canada Dr. to 1st Ave. NOW, THEREFORE, BE IT RESOLVED by the Mayor and Town Council of the Town of Oro Valley, Arizona that: SECTION 1. The IGA between the Town of Oro Valley and RTA of Pima County to fund the design and construction of improvements to the Naranja Drive Multi-Use Path from La Canada Dr. to 1st Ave., attached hereto as Exhibit “A”, is hereby authorized and approved. SECTION 2. The Mayor and other administrative officials of the Town of Oro Valley are hereby authorized to take such steps as necessary to execute and implement the terms of the Agreement. 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. 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 or the IGA, attached hereto as Exhibit “A” 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 Mayor and Town Council, the Town of Oro Valley, Arizona, this 16th day of November, 2022. TOWN OF ORO VALLEY Joseph C. Winfield, Mayor ATTEST: APPROVED AS TO FORM: Michael Standish, Town Clerk Tobin Sidles, Legal Services Director Date: Date: EXHIBIT “A” RTA IGA. Naranja Drive MUP, Nov 2022 1 INTERGOVERNMENTAL TRANSPORTATION FUNDING AGREEMENT BETWEEN THE REGIONAL TRANSPORTATION AUTHORITY OF PIMA COUNTY AND TOWN OF ORO VALLEY FOR DESIGN AND CONSTRUCTION OF IMPROVEMENTS TO NARANJA DRIVE MULTI-USE PATH, LA CANADA DRIVE TO 1ST AVE (TIP ID 3.23) This Agreement (hereinafter “the Agreement”) is entered into by and between the Regional Transportation Authority of Pima County (“RTA” or “the Authority”), a special taxing district formed pursuant to Title 48 Chapter 30 of the Arizona Revised Statutes (A.R.S.), and Town of Oro Valley, a body politic and corporate of the State of Arizona (“the Lead Agency”) pursuant to A.R.S. § 11-952. RECITALS A. A.R.S.§ 48-5301, et seq., authorizes the Authority to act as a regional taxing authority for the purpose of funding multi-model transportation operations and improvements identified in the Regional Transportation Plan (“the Plan”) approved by the voters at the special election held in Pima County, Arizona, on May 16, 2006. B. The governing board of the Authority is composed of representatives of each member of the regional council of governments in accordance with A.R.S. § 48-5303. C. Pursuant to A.R.S. § 48-5304 (12), the governing board of the Authority has sole authority to implement the elements of the Plan. D. Pursuant to A.R.S. § 48-5304 (13), the governing board of the Authority shall coordinate the implementation of the Plan among the local jurisdictions. E. A Regional Transportation Fund was established by the Arizona Legislature per A.R.S. § 48-5307 to be the repository for those funds collected for the purpose of funding the transportation projects identified in the Plan. F. The Authority is authorized by A.R.S. §§ 48-5304 (16) and 48-5308 to administer and distribute the regional transportation funds to the members of the Authority and to sell bonds in furtherance of that purpose to fund those projects or programs identified in the Plan. RTA IGA. Naranja Drive MUP, Nov 2022 2 G. The Lead Agency is authorized by A.R.S. § 11-251 (4) or A.R.S. § 9-240 (A) (3) to design, maintain, control and manage public roads within the Lead Agency’s jurisdictional boundaries. H. The Lead Agency may have a legal contract with one or more jurisdictions within Pima County empowering the Lead Agency to perform roadway and other improvements outside the Lead Agency’s jurisdictional boundaries. I. The Lead Agency, with funding from the Authority, wishes to undertake the design and construction of improvements to the Naranja Dr. Multi-Use Path: La Cañada Dr to First Ave. (“the Project”). J. The Project is one of the transportation projects included in the Plan or is eligible for funding as part of a categorical program included in the Plan. K. The Authority intends to fund the Project under the terms and conditions contained in this Agreement and has entered into this Agreement for that purpose. L. It is the policy of the Authority to require that a lead agency be identified and an intergovernmental agreement (IGA) be approved and entered into by the Authority and the lead agency before requests for funding reimbursement or payment can be processed by the Authority. M. Town of Oro Valley has been identified as the Lead Agency for the Project and will be responsible for all aspects of project implementation including, but not limited to, planning, project management, risk management, design, right of way acquisition and construction, advertisement, award, execution and administration of the design and construction contracts for the Project. The Authority’s role is limited to providing financial support to the Lead Agency for the Project, as described herein. N. The RTA’s Administrative Code will control all payments and other procedures unless otherwise specified herein. O. The Authority and the Lead Agency may contract for services and enter into agreements with one another for joint and cooperative action pursuant to A.R.S. § 11-951, et seq. NOW, THEREFORE, the Town of Oro Valley and Authority, pursuant to the above and in consideration of the matters and things set forth herein, do mutually agree as follows: AGREEMENT 1. Purpose. The purpose of this Agreement is to set forth the responsibilities of the parties for the design, construction, maintenance and operation of the Project and to address the legal and administrative matters among the parties. 2. Project. The Project consists of the following: • A new 2 mile long,10 ft wide, multi-use path along the north side of Naranja Drive between La Cañada Drive and First Avenue. Improvements will also include extending drainage culverts, building headwalls, and constructing retaining walls along cut and fill areas. RTA IGA. Naranja Drive MUP, Nov 2022 3 • This project is funded by the Regional Transportation Alternatives Grants (RTAG) fund, with the required local match provided by the Regional Transportation Authority (RTA) funds. • The Arizona Department of Transportation (ADOT) will assist the Town with implementation of the project (design, construction and overall administration), in accordance with the requirements regarding the use of federal funds. • The match amount funding provided by the Authority will be paid to the Town (and then subsequently onto ADOT) through a single invoice, rather than on a monthly cycle, in accordance with ADOT process requirements. Along with other improvements as more fully depicted in the attached Exhibit A, including the following: a) Detailed project scope and schedule. b) Project budget and cost breakdown of items eligible for reimbursement by the Authority including any proposed billing of staff time directly attributable to Project. c) Total amount of RTA funding allowed for the Project plus a breakdown of any other regional, local, federal or state funding available. d) Designation of Project phases, if applicable, and any additional related agreements. e) Estimated construction start date and duration of construction. f) Projected timeline. g) Identification of the Lead Agency’s duly authorized representative for signing and submitting payment requests. 3. Effective Date; Term. This Agreement shall become effective upon its execution by both parties, and shall continue in effect until all improvements constructed pursuant to this Agreement are completed, all eligible reimbursement payments to the Lead Agency are concluded, and all warranties applicable to the Project have expired. 4. Responsibilities of the Lead Agency. a. The Lead Agency shall be responsible for the design, construction and/or installation of the Project in accordance with this Agreement and all applicable public roadway, traffic signal, and street lighting design and construction standards. Design Standards are federal, state, county or municipal standards for engineering, traffic, safety or public works facilities design. Examples of Design Standards include the American Association of State Highway and Transportation Officials and Federal Highway Administration standards for highway engineering and construction, the Pima County/City of Tucson Standard Specifications for Public Improvements, the Pima County Roadway Design Manual, the Pima County Department of Transportation /City of Tucson Department of Transportation Pavement Marking Design Manual, and Pima County and municipal design guidelines for roadway lane widths and level of drainage protection. b. If consultants or contractors are employed to perform any portion of the Project, the Lead Agency shall be responsible for the contracts for design and construction of the Project and shall select the consultants and contractors to be used on the Project. The Lead Agency shall immediately provide to the Authority copies of any and all contract documents and related materials upon request by the Authority. The Lead Agency shall retain the usual rights of the owner of a public contract including the authority to RTA IGA. Naranja Drive MUP, Nov 2022 4 approve changes and make payments. However, any changes to the Project which would result in the final project cost deviating, by ten or more percent, from the Authority’s budget amount for the Project, must be approved by the Authority in advance of those changes being made, regardless of the fact that the Authority will not be paying for them. c. The Lead Agency shall be responsible for all traffic management and public safety, including public notification, during construction of the Project. d. The Lead Agency shall operate and maintain the improvements during and after completion of construction. e. The final cost of the Project shall be that amount necessary to complete the Project including any unanticipated work incorporated into the Project by change orders and amendments executed by the Lead Agency. The Lead Agency shall be responsible for all Project costs in excess of the RTA funds contributed to the Project. f. The Lead Agency shall exercise its power of eminent domain, if necessary, to acquire property needed for the Project. g. Inasmuch as the RTA’s role is limited to Project funding, the Lead Agency agrees, to the fullest extent permitted by Arizona law, to indemnify, defend, and hold harmless the RTA and its Board and officers, from, for, and against, any and all claims, demands, damages, liabilities or penalties, brought by or on behalf of any persons or entities, arising out of the Lead Agency’s activities in performance of its obligations under this Agreement or use of RTA’s resources, as described herein, regardless of how such claims are worded or styled, and regardless of the specific cause of action or type of claim asserted. This subsection shall survive termination of this Agreement. h. The Lead Agency shall require its contractors performing any portion of the Project to name the Authority as additional insured and additional indemnitee with respect to insurance policies for general liability, automobile liability and defects in design in all of the Lead Agency’s contracts for the Project. The Lead Agency shall also require its contractors to name the Authority as an additional beneficiary in any performance and payment related assurances posted for the Project. i. Monthly, the Lead Agency shall be responsible for preparing and submitting to the Authority reimbursement requests (invoices). Said requests shall be signed by a duly authorized representative of the Lead Agency and shall include sufficient background information documenting payments made to contractors, vendors or any other eligible costs identified in this Agreement or the RTA’s Administrative Code. The Lead Agency must retain and certify all vendor receipts, invoices and any related Project records as needed and ensure that they are available for review for a minimum of five (5) years after final payment is made unless otherwise specified herein. j. The Lead Agency shall be responsible for submitting a status report describing its progress and adherence to the Project scope, schedule and budget. Progress reports shall be submitted to the RTA monthly. RTA IGA. Naranja Drive MUP, Nov 2022 5 k. The Lead Agency shall adhere to the RTA Administrative Code, including the requirements for a Project Charter (where applicable), a Project Closeout Meeting (Roadway Element Projects) and reimbursement limits. l. Prior to any construction bid solicitation, the Lead Agency shall provide a complete set of Project documents to the RTA, including all plans and specifications, the engineer’s cost estimate, and a listing of all funding sources. The Project may not be advertised prior to written confirmation from the RTA that the Project is compliant with RTA requirements, and that funding is available for the Project. m. All right of way remnants from properties acquired with Project funds shall be disposed of in accordance with RTA Policy. All proceeds from the disposal shall be returned to the RTA for expenditure on RTA eligible expenses. In the event the disposal of the property occurs after the Project is completed, the funds shall be returned to the RTA for reallocation to other projects. This subsection shall survive termination of this Agreement. 5. Responsibilities of Authority. a. Upon receipt of reimbursement requests, the Authority shall convey to the Lead Agency RTA funds in the amount specified in the Exhibits, on a reimbursement basis, unless otherwise specified herein. All payments and reimbursements shall follow the policies outlined in the RTA’s Administrative Code. b. Reimbursements will generally be based on the Project schedules established by the Lead Agency and contained in the Exhibits. c. The RTA staff will review all payment requests to confirm that the request is for reimbursement of costs incurred by the Lead Agency for the Project. If the Authority determines that additional information is needed, the Lead Agency will be notified of the request for additional information within five business days of the receipt of the invoice by RTA. d. Upon approval of the request by RTA, the invoice will be processed for payment within thirty days of the invoice being accepted as complete. e. RTA shall provide all necessary cooperation and assistance to its fiscal agent to process all payment requests from the Lead Agency. 6. Termination. Either party may terminate this Agreement for material breach of the Agreement by the other party. Prior to any termination under this paragraph, the party allegedly in default shall be given written notice by the other party of the nature of the alleged default. The party said to be in default shall have forty-five days to cure the default. If the default is not cured within that time, the other party may terminate this Agreement. Any such termination shall not rel ieve either party from liabilities or costs already incurred under this Agreement. 7. Non-assignment. Neither party to this Agreement shall assign its rights under this Agreement to any other party without written permission from the other party to this Agreement. RTA IGA. Naranja Drive MUP, Nov 2022 6 8. Construction of Agreement. a. Entire agreement. This instrument constitutes the entire agreement between the parties pertaining to the subject matter hereof, and all prior or contemporaneous agreements and understandings, oral or written, are hereby superseded and merged herein. Any exhibits and the Recitals to this Agreement are incorporated herein by this reference. b. Amendment. This Agreement may be modified, amended, altered or changed only by written agreement signed by both parties. c. Construction and interpretation. All provisions of this Agreement shall be construed to be consistent with the intention of the parties as expressed in the Recitals hereof. d. Captions and headings. The headings used in this Agreement are for convenience only and are not intended to affect the meaning of any provision of this Agreement. e. Severability. In the event that any provision of this Agreement or the application thereof is declared invalid or void by statute or judicial decision, such action shall have no effect on other provisions and their application, which can be given effect without the invalid or void provision or application, and to this extent the provisions of the Agreement are severable. In the event that any provision of this Agreement is declared invalid or void, the parties agree to meet promptly upon request of the other party in an attempt to reach an agreement on a substitute provision. f. This Agreement is subject to cancellation pursuant to the provisions of A.R.S. § 38-511. 9. Ownership of Improvements. Ownership and title to all materials, equipment and appurtenances installed pursuant to this Agreement shall automatically vest in the Lead Agency upon completion of the Project. 10. Legal Jurisdiction. Nothing in this Agreement shall be construed as either limiting or extending the legal jurisdiction of the Lead Agency or the Authority. 11. No Joint Venture. It is not intended by this Agreement to, and nothing contained in this Agreement shall be construed to, create any partnership, joint venture or employment relationship between the parties or create any employer-employee relationship between the Lead Agency and any Authority employees, or between Authority and any Lead Agency employees. Neither party shall be liable for any debts, accounts, obligations nor other liabilities whatsoever of the other, including (without limitation) the other party's obligation to withhold Social Security and income taxes for itself or any of its employees. 12. No Third Party Beneficiaries. Nothing in the provisions of this Agreement is intended to create duties or obligations to or rights in third parties not parties to this Agreement or affect the legal liability of either party to the Agreement by imposing any standard of care different from the standard of care imposed by law. 13. Compliance with Laws. The parties shall comply with all applicable federal, state and local laws, rules, regulations, standards and executive orders, without limitation to those designated within this Agreement. RTA IGA. Naranja Drive MUP, Nov 2022 7 a. Anti-Discrimination. Neither party shall discriminate against any employee or client of either party or any other individual in any way because of that person’s age, race, creed, color, religion, sex, sexual orientation, familial status, political affiliation, disability or national origin in the course of carrying out the duties pursuant to this IGA. Both parties shall comply with applicable provisions of Executive Order 75-5, as amended by Executive Order 2009-09 of the Governor of Arizona, which are incorporated into this IGA by reference as if set forth in full herein, including the provisions of A.R.S. § 41-1463. b. Americans with Disabilities Act. This Agreement is subject to all applicable provisions of the Americans with Disabilities Act (Public Law 101-336, 42 U.S.C. 12101-12213) and all applicable federal regulations under the Act, including 28 CFR Parts 35 and 36, as well as the Genetic Information Nondiscrimination Act of 2008. . c. Workers’ Compensation. An employee of either party shall be deemed to be an “employee” of both public agencies, while performing pursuant to this Agreement, for purposes of A.R.S. ' 23-1022 and the Arizona Workers’ Compensation laws. The primary employer shall be solely liable for any workers’ compensation benefits, which may accrue. Each party shall post a notice pursuant to the provisions of A.R.S. ' 23-906 in substantially the following form: All employees are hereby further notified that they may be required to work under the jurisdiction or control or within the jurisdictional boundaries of another public agency pursuant to an intergovernmental agreement or contract, and under such circumstances they are deemed by the laws of Arizona to be employees of both public agencies for the purposes of workers’ compensation. 14. Waiver. Waiver by either party of any breach of any term, covenant or condition herein contained shall not be deemed a waiver of any other term, covenant or condition, or any subsequent breach of the same or any other term, covenant, or condition herein contained. 15. Force Majeure. A party shall not be in default under this Agreement if it does not fulfill any of its obligations under this Agreement because it is prevented or delayed in doing so by reason of uncontrollable forces. The term “uncontrollable forces” shall mean, for the purpose of this Agreement, any cause beyond the control of the party affected, including but not limited to failure of facilities, breakage or accident to machinery or transmission facilities, weather conditions, flood, earthquake, lightning, fire, epidemic, war, riot, civil disturbance, sabotage, strike, lockout, labor dispute, boycott, material or energy shortage, casualty loss, acts of God, or action or non - action by governmental bodies in approving or failing to act upon applications for approvals or permits which are not due to the negligence or willful action of the parties, order of any government officer or court (excluding orders promulgated by the parties themselves), and declared local, state or national emergency, which, by exercise of due diligence and foresight, such party could not reasonably have been expected to avoid. Either party rendered unable to fulfill any obligations by reason of uncontrollable forces shall exercise due diligence to remove such inability with all reasonable dispatch. RTA IGA. Naranja Drive MUP, Nov 2022 8 16. Notification. All notices or demands upon any party to this Agreement shall be in writing, unless other forms are designated elsewhere, and shall be delivered in person or sent by mail addressed as follows: The Authority: Mr. Farhad Moghimi, Executive Director Pima Association of Governments 1 E. Broadway, Ste. 401 Tucson, AZ 85701 Town of Oro Valley: Mr. Paul Keesler, P.E. Public Works Director/Town Engineer 11000 N. La Canada Drive Oro Valley, AZ 85737 17. Remedies. Either party may pursue any remedies provided by law for the breach of this Agreement. No right or remedy is intended to be exclusive of any other right or remedy and each shall be cumulative and in addition to any other right or remedy existing at law or in equity or by virtue of this Agreement. 18. Counterparts. This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. The signature pages from one or more counterpart may be removed from such counterpart and attached to a single instrument. In Witness Whereof, Town of Oro Valley has caused this Agreement to be executed by the Mayor and Town Clerk, and the Authority has caused this Agreement to be executed by its Chair of the Board. REGIONAL TRANSPORTATION AUTHORITY OF PIMA COUNTY __________________________________ ________________ Board Chair Date TOWN OF ORO VALLEY: __________________________________ _________________ Joseph Winfield, Mayor Date ATTEST: ______ ___________________ Mike Standish, Town Clerk Date The foregoing Agreement between Town of Oro Valley and the Authority has been approved as to content and is hereby recommended by the undersigned. ______________________________ _____________________________ Mr. Farhad Moghimi, Executive Director Paul Keesler, P.E. Public Works Director/Town Engineer RTA IGA. Naranja Drive MUP, Nov 2022 9 ATTORNEY CERTIFICATION The foregoing Agreement by and between the Regional Transportation Authority of Pima County and Town of Oro Valley has been reviewed pursuant to A.R.S. Section 11-952 by the undersigned who have determined that it is in proper form and is within the powers and authority granted under the laws of the State of Arizona to those parties to the Agreement. Regional Transportation Authority of Pima County: ______________________________ ______________ Thomas Benavidez, Attorney for the Authority Date Town of Oro Valley: _____________ Tobin Sidles, Legal Services Director Date REGIONAL TRANSPORTATION AUTHORITY OF PIMA COUNTY 1 of 2 Exhibit:A Item:1 RTA Resolution TBD 1 .TIP Project Number:3.23 RTA Ballot:41 RTA Project ID:41dl 2 .Sponsor: 3 .RTA Plan Element:III 4 .RTA Plan Sub-Element (If Applicable): 5 .Project Name: Naranja Drive Multi-Use Path: La Canada Drive to First Avenue 6 .Work Phase Covered by the Exhibit: Design and Construction Planning/Design:12,000$ Right of Way:-$ Construction:196,417$ Operations:-$ Total:208,417$ 7 .Project Manager Information : Name: Mailing Address City, ST Zipcode 85737 Telephone Number: Email Address: 8 .Authorized Representative (will sign & submit pay requests): Name: Mailing Address City, ST Zipcode 85737 Telephone Number: Email Address: 9 . 10 . 11 . Town of Oro Valley Oro Valley AZ Total maximum Authorized funding for the Project, or Project component to-date, including this exhibit. (If this is an amendment to an existing contract, please give the requested amended total. 208,417$ Design and construction of a multi-use path on the north side of Naranja Drive between La Canada Drive and First Avenue. Narrative Description of Project Scope,including improvements to be made and project intent (discuss how project will address problematic areas): Total maximum amount of Authority funding allowed for the Project or Project Component, under this Exhibit:208,417$ 520.229.4850 jrodriguez@orovalleyaz.gov 11000 N La Canada Drive Cheryl Huelle, P.E. AZ chuelle@orovalleyaz.gov Oro Valley 520.229.4850 Jose Rodriguez, P.E. 11000 N La Canada Drive REGIONAL TRANSPORTATION AUTHORITY OF PIMA COUNTY 2 of 2 Exhibit:A Item:1 RTA Resolution TBD 12 .Project Budget by Funding Source,RTA Non-RTA Total Total Project Funding Expected by Phase. Study (DCR/Wildlife Linkages/Value Analysis)= -$ -$ -$ Planning/Design = 12,000$ 754,660$ 766,660$ Right of Way = -$ -$ -$ Construction = 196,417$ 2,693,357$ 2,889,774$ Total = 208,417$ 3,448,017$ 3,656,434$ 13 .Project Budget by Funding Source,RTA Non-RTA Total This Exhibit: Study (DCR/Wildlife Linkage/Value Analysis)=-$ -$ -$ Planning/Design = 12,000$ -$ 12,000$ Right of Way = -$ -$ -$ Construction = 196,417$ -$ 196,417$ Operations (Transit) = -$ -$ -$ Total = 208,417$ -$ 208,417$ 14 .Funding Sources: Project Resources as outlined in Ballot Resources Committed (Includes this request) Remaining Resource Budget RTA -$ 208,417$ -$ RTAG -$ 3,448,017$ -$ Total Funding Sources:-$ 3,656,434$ -$ 15 .Estimated completion date of work funded by this IGA:06.01.2026 Duration of work covered by this funding request:48 months Intergovernmental Funding Agreement between the RTA and OV for Naranja Drive Multi-Use Path La Cañada Drive to First Avenue November 16, 2022 Overview This Intergovernmental transportation funding agreement (IGA) between the Regional Transportation Authority (RTA) of Pima County and the Town of Oro Valley will provide funding in the amount of $208,417 for the Naranja Multi-Use Path project. This project is funded by Federal Regional Transportation Alternatives Grants (RTAG) in the amount of $3,448,017 or 94.3% of the total project cost. The RTA will provide funds in the amount of $208,417 or 5.7%, which are the required local matching funds. In accordance with the requirements regarding the use of federal funds, the Arizona Department of Transportation (ADOT) will administer the implementation of the Naranja Multi-Use Path project (design, construction and overall administration). Funding Detailed Information Federal law delegates PAG to serve as grant administrator for the Federal Transportation Alternatives program, known regionally as “Regional Transportation Alternatives Grants (RTAG).” On May 3, 2022, PAG announced a Call for Projects for the PAG Fiscal Year 2023-2026 competitive Regional Transportation Alternatives Grants (RTAG). Projects had to meet both eligibility criteria for federal requirements for the RTAG program and the RTA categorical #41 (Greenways, Pathways, Bikeways and Sidewalks). RTAG Federal funded projects must be selected through a competitive process. The RTA would fund the 5.7% matching fund Staff applied for the Naranja Drive Multi-Use Path project between La Cañada Drive and First Avenue. Project was selected and awarded $3,448,017 in RTAG funding and $208,417 in RTA funding to be used as part of the 5.7% non-Federal matching funds. Because the Town of Oro Valley is not a Federal fund certified agency, the Arizona Department of Transportation (ADOT) will administer projects on behalf of a non-Certification Acceptance applicant. This includes implementation of the project (design, construction, and overall administration), in accordance with the requirements regarding the use of Federal funds. Therefore, a separate Intergovernmental Agreement (IGA) between the Town of Oro Valley and the Arizona Department of Transportation (ADOT) will be brought to the Town Council for approval later this year. This IGA must be executed prior to the authorization of Federal funds and initiation of the project. Naranja Drive multi-Use Path Project Detailed Project Information Approximately 2 miles long from La Cañada Drive to First Avenue 10’ wide asphalt multi-use path Path will be on the north side of Naranja Drive (within public right-of-way) Several major cut and fill areas Culvert extensions New multi-use path will link to the multi-use paths on La Cañada Drive and First Avenue Provide access to Naranja Park Total cost estimate $3,656,434 Questions? Thank You    Town Council Regular Session 5. Meeting Date:11/16/2022   Requested by: Kristy Diaz-Trahan  Submitted By:Kristy Diaz-Trahan, Parks and Recreation Department:Parks and Recreation SUBJECT: DISCUSSION AND POSSIBLE DIRECTION REGARDING THE VISTOSO TRAILS NATURE PRESERVE MASTER PLAN RECOMMENDATION: N/A EXECUTIVE SUMMARY: The Town of Oro Valley published Request for Proposal #23002, Vistoso Trails Master Plan on July 18, 2022. Three firms submitted proposals (August 12, 2022) and Sites Southeest was selected. The Master Plan will be the framework for future site improvements, land-use management, and visitor experience. This evening's presentation and discussion will be an overview of the Master Planning process and introduction of the consultant team.  BACKGROUND OR DETAILED INFORMATION: Sites Southwest leads includes Principal George Radnovich and Project Manager Liz Cole. A project kick-off meeting was held on September 28, 2022, with a focus on goals/objectives, project schedule, data collection, and community engagement. Goals/objectives included:  Craft a plan based upon input received from the community Develop a plan that is a dynamic document fully compliant with the requirements of the conservation easement Create a plan that can be implemented in phases Develop a habitat management plan Develop education programs that celebrate the property's cultural and environmental resources; focus on development of a volunteer docent program Provide access for a variety of users that includes walkers, cyclists, bird watchers, school groups and eco-tourism Data collection has begun and meeting with stakeholder groups have been scheduled virtually.   Stakeholder groups include:  Town Council Town Staff Parks and Recreation Advisory Board (PRAB) School Principals Community groups  Preserve Vistoso Rancho Vistoso HOA Sun City Oro Valley Conservation/Preservation groups  The Conservation Fund Archeology Southwest AZ Native Plant Society Audubon Society The Sites Southwest team will be on site the week of November 14, 2022, to conduct site analysis as well as meeting with the community as follows:  Tuesday, November 15  Parks and Recreation Advisory Board meeting at 6 p.m. in the Hopi Room Wednesday, November 16  Community Workshop between 10:30 a.m. and 5 p.m. at the Oro Valley Public Library Town Council meeting at 6 p.m. in Council Chambers Thursday, November 17  Community Meeting at 6 p.m. in Council Chambers   Staff are finalizing a project landing page for the community to stay up-to-date on the project. A questionnaire for people to contribute additional information has been published as another tool to hear from the community.  Community input will continue through the end of November with a Community Input Report due in mid-December.   The project schedule includes Sites Southwest having a draft Master Plan developed by mid-January 2023, which will be followed by another Community Workshop and Meeting.   The first Master Plan Draft will be presented to PRAB in February 2023, and to Town Council in March 2023. The final Master Plan Draft will be presented to PRAB in April 2023, and to Town Council in May 2023.   FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to... Attachments Staff Presentation  Town Council Meeting Vistoso Trails Nature Preserve Presentation November 16, 2022 Master Planning Background Vistoso Trails Nature Preserve July 15, 2022 Town of Oro Valley hosts ribbon cutting ceremony for the Vistoso Trails Nature Preserve. Request for Proposal for Master Plan services was published in July 2022; three submittals were received in August 2022. Sites Southwest was awarded the contract in September 2022. Sites Southwest Project Managers Liz Cole and George Radnovich Master Plan Goals and Objectives Vistoso Trails Nature Preserve Create a plan based on input received from the community. Develop a plan that is a dynamic document and fully compliant with the requirement of the conservation easement. Create a plan that can be implemented in phases. Develop a habitat management plan. Develop education programs that celebrate the sites cultural and environmental resources; focus on development of a volunteer docent program. Provide access for a variety of users that include walkers, cyclists, bird watchers, school groups, eco-tourism, etc. Stakeholder meetings Town Council Town Staff Parks and Recreation Advisory Board School Principals Community Groups Conservation Groups Community Engagement Vistoso Trails Nature Preserve Community Meetings Parks and Recreation Advisory Board meeting (11/25/22) Community Workshop (11/16/22) Town Council Meeting (11/16/22) Community Meeting (11/17/22) Community Questionnaire (11/4 –30/22) Community Workshop (January 2023) Parks and Recreation Advisory Board Meeting (February and April 2023 Town Council Meeting (March and May 2023) Vistoso Trails Nature Preserve Master Plan Sites Southwest was founded in 1997 in Albuquerque,New Mexico to provide clients throughout the Southwestern United States with planning,landscape architecture,and urban design services.We are an SBA- certified small business based in New Mexico with offices in Albuquerque,El Paso,and Bend,Oregon. We believe that great places are created by carefully and collaboratively integrating site,environment,and culture.We understand and value our region’s diverse ecosystems,cultures,traditions,and environments. Our mission is to significantly improve the communities in which we work. OUR TEAM Blending the skills of planners,designers,and educators,The Acorn Group offers award-winning services in interpretive planning and design.Part art,part science and history,accented with storytelling and design,our interpretive master plans,exhibits,panels,and programs create sensory-rich experiences that bring content to life.Established in 1990 and nationally certified as a Woman Business Enterprise,The Acorn Group works with a range of clients from government agencies to private and non-profit institutions.Project sites include visitor centers,museums,public gardens,ecological reserves,parks,and educational institutions.Our greatest satisfaction comes from seeing plans and drawings become reality and watching visitors take delight in new experience. BACHECHI OPEN SPACE AND TRAIL MASTER PLAN Our Team’s Relevant Project Experience The refuge’s goals include attracting waterfowl and other avian species to xeric and mesoxeric landscape habitats. VALLE DE ORO MASTER PLAN Sites Southwest received three awards for our work onHighDesert,including theAmericanSocietyof Landscape Architects’New Mexico Chapter’s 2006 DesignAward. HIGH DESERT COMMUNITY The Acorn Group’s projects and efforts have beenrecognizednationally,receiving such awards as theExhibitDesignAward,Print and Media Award,andInterpretiveMediaAwardbytheNationalAssociationforInterpretation,Award of Excellence by the American Society ofLandscapeArchitects,Best of Show by theWesternFairsAssociation,Award of Excellence by theCaliforniaParksandRecreationSociety,andNationalEducationAwardbythe Association of ZoosandAquariums. •Big Basin Redwood State Park •Borrego Village Association •Cabrillo Marine Aquarium •Compton Creek Natural Area •George F Canyon Nature Center •North Carolina Botanical Garden •Silver Creek Preserve •Coral Mountain Discovery Park •Anza-Borrego Desert State Park •Holden Forests and Gardens VISTOSO TRAILS MASTER PLAN The goal of the master plan process is to create a working document that addresses: •The long-term protection of the site ecological and cultural resources. •Providing educational opportunities for a wide-range of user groups that is inclusive of all ages and abilities. •Creating site-sensitive passive recreational attributes that blend the built environment within the natural surroundings. The two hundred and two (202)acre Vistoso Trails Nature Preserve presents the beauty of the Sonoran Desert teeming with wildlife and artifacts of the Native Americans who lived and hunted there.The existing 6.2-mile,eight-foot-wide concrete path winds through the property providing visitors with views of the Catalina and Tortolita mountains,examples of varied desert vegetation,and the opportunity to view an abundance of wildlife.With easy access from multiple locations,visitors can stroll the property and connect with the natural world we tend take for granted. Stakeholder Input Received to Date 2022 Stakeholder Interviews Conducted from October 4, 2022 –November 3, 2022 Programming Suggestions: •Create a system of looped walking/biking trails •Provide natural surface trails for running and walking •Create separate areas for wildlife viewing •Provide spaces for family gatherings •Include sculpture and public art •Provide shade and seating areas •Create educational gardens and signage •Provide dispersed parking areas and directional signage •Address wash area erosion and safe crossing concerns •Create areas for nature play •Provide programming for habitat and dark sky viewing •Connect the Preserve trail to the Town trail system •Create natural structures and water features to support habitat •Re-establish native vegetation throughout the Preserve •Develop operations and management protocols Next Steps Community Engagement Timeline •Tuesday, November 15, 2022 Parks and Recreation Advisory Board Meeting at 6 p.m.in the Hopi Room •Wednesday, November 16, 2022 Community Workshop between 10:30 a.m. and 5 p.m. at the Oro Valley Public Library Town Council Meeting at 6 p.m.in Council Chambers •Thursday, November 17,2022 Community Meeting at 6 p.m. in Council Chambers Project Timeline •November -December 2022 1. Site Research and Data Gathering 2. Stakeholder Meetings 3. In-person Meetings and Workshop 4. Questionnaire 5. Findings Report •January –March 2023 1. Draft Master Plan -Presented to Community via Community Workshop and Meeting (January) 2. Draft Master Plan -Presented to Parks and Recreation Advisory Board (February) 3. Draft Master Plan -Presented to Town Council (March) •April –May 2023 1. Final Master Plan -Presented to Parks and Recreation Advisory Board (April) 2. Final Maser Plan -Presented to Town Council (May) For more information, contact: Sites Southwest 505.822-8200 lcole@sites-sw.com Questions & Comments    Town Council Regular Session 6. Meeting Date:11/16/2022   Requested by: Paul Keesler Submitted By:Paul Keesler, Public Works Department:Public Works SUBJECT: DISCUSSION AND POSSIBLE DIRECTION REGARDING THE TOWN COUNCIL PARKS BOND PROJECTS RECOMMENDATION: Staff recommends that a decision be made at this meeting regarding direction moving forward as some projects are currently under construction and any delays could have negative impacts. EXECUTIVE SUMMARY: This agenda item is to continue the discussion presented to the Council on October 5, 2022, regarding the financial status of all the projects associated with the $25M Parks Bond. Since that meeting, staff has embarked on an aggressive Value Engineering (VE) exercise to close the presented shortfall of $18,216,221. In summary, with all the VE measures proposed plus a 5% ($900,000) contingency added in (for everything remaining to be built except for the phase 2 golf irrigation replacement as it already has a 10% contingency), the project shortfall has been reduced from $18,216,221 to $3,163,829. This shortfall could be drawn from current available reserves.   Staff is requesting direction from Council to continue the project(s) as proposed or to add or deduct further. Any of the unused $900,000 contingency would reduce the amount needed from available reserves. BACKGROUND OR DETAILED INFORMATION: Since the October 5, 2022, Parks Bond Update presentation, staff has embarked on an aggressive Value Engineering (VE) exercise to close the presented shortfall. At the October 5th meeting the following financial summary was presented:        The current total cost of all projects associated with the bond is:  Naranja Park Expansion                $ 33,665,457 (Contracted & Estimated) Golf Irrigation Replacement           $   9,153,218 (Contracted) Tennis Courts Replacements         $   2,921,044 (Contracted) Community Center Parking Lot      $   2,000,000 (Estimated) Multi-Use Paths                              $   3,620,000 (Contracted & Estimated)        Total Cost                                           $ 51,359,719       The current funding sources provide the following:  Parks Bond                                $ 25,000,000 Community Center Fund                 $   2,100,000 ARPA                                               $   4,623,498 RTA                                                 $      420,000 Federal Grant                                  $   1,000,000 Total Funding                                              $ 33,143,498 This created a shortfall, between total costs and total funding, of $18,216,221.   Since this meeting, staff has undergone a very aggressive VE effort aimed at closing the gap between costs and funding. The following is a list of available cost savings measures that decrease the current shortfall: Naranja Park Expansion: Savings of $12,037,392   Utility Material Long Lead Items – Reduction in scope of amenities causes reductions in utility mains being installed at this time, as well as elimination of 2 fields, which has caused reduction in construction materials ordered here. Savings = $474,343 Infrastructure Work – same as “Utility Material Long Lead Items." Savings = $691,606 Musette Road – No work to existing asphalt, replace new asphalt with double shot chip-seal and slurry seal; reductions in curbing and site walls. Savings = $1,886,226 Skatepark, Pump Track, Basketball – Defer basketball courts; reduction of wheel park to $500K; dirt pump track & limit construction to $200K; remove shade sails; relocating to northern pad; curb and parking reductions. However, due to relocation, will require adding in a restroom. Savings = $1,313,162 Splash Pad – Reduced the budget for the splash pad by half; reduced the budget for the shade sails by half; removed the restroom and ramada. Savings = $1,496,189 Pickleball – Reduced the number of courts from 6 to 4; remove Ramada; associated hardscape reductions. Savings = $329,996 Parking - Replace new asphalt with double shot chip-seal and slurry seal, except within handicap parking areas; reductions in curbing and site walls. Savings = $2,087,217 Ops & Maintenance Center – Defer maintenance operations building and associated elements; lighting reductions; pavement reductions and fencing material reductions (replacing masonry wall with chain-link). Savings = $1,155,673 Multi-Use Fields – Defer the construction of fields 7&8, including lighting and associated hardscape reductions; no landscaping; remove one ramada. Savings = $1,893,300 Dog Park – Leave as is, do not relocate. Savings = $709,680   Golf Irrigation Replacement: Savings of $400,000  Phase 1 Contingency savings = $400,000 Tennis Courts Replacement: Savings of $172,590  Contingency savings = $172,590 Community Center Parking Lot: Savings of $1,400,000  Reduce scope to just clearing, regrading, and paving only the dirt lot = $1,400,000 Multi-Use Paths: Savings of $3,362,410   La Canada path – keep on west side to utilize RTA funding; only construct the gap area with MUP; defer the remaining MUP = $862,410 Naranja path – now completely funded by outside sources = $1,000,000 CDO to JDK path – defer until later and/or potentially reduce scope = $1,500,000 The total savings from all the above measures = $17,372,392 This reduces the overall project(s) cost to $33,987,327 When comparing to the following funding:  Parks Bond                                     $ 25,000,000 Community Center Fund                $   2,100,000 ARPA                                              $   4,623,498 RTA                                                Removed – realized above in the savings Federal Grant                                Removed – realized above in the savings Total Funding                                             $ 31,723,498 The current shortfall = $2,263,829 It needs to be noted that this is the financial picture as we know it today. It also does not include contingency for future cost increases for materials or labor or design impacts, except for the Phase 2 Golf Irrigation Replacement. Projects of this magnitude should have a contingency of 10%, which would be another cost impact of $1,800,000 for the remaining work to be accomplished. Even a 5% contingency would be an additional $900,000.   With all the VE measures mentioned above plus a 5% contingency added in (for everything remaining to be built except for golf irrigation replacement as it already has a 10% contingency), the project shortfall has been reduced from $18,216,221 to $3,163,829. This shortfall could be drawn from current available reserves. There also is approximately $500,000 available in Parks Impact Fees for Naranja Park that could be utilized toward this $3.2M.   Staff is requesting direction from Council to continue the project(s) as outlined above or to add or deduct further. Any of the unused $900,000 contingency would reduce the amount needed from available reserves. FISCAL IMPACT: The estimated excess costs for the projects is $2,263,829, without needed contingency. Adding in a modest 5% ($900,000) contingency for recreation elements not already covered by a contingency results in an expected shortfall of $3,163,829, which could be drawn from current available reserves and potentially utilization of Parks Impact Fees ($500,000). Any of the unused $900,000 contingency would reduce the amount needed from available reserves. SUGGESTED MOTION: I MOVE to direct staff to continue the $25M Parks Bond project(s) as proposed with an additional $3,163,829 to be drawn from current available reserves to address the additional project costs. Any of the unused $900,000 contingency would reduce the amount needed from available reserves. or I MOVE to direct staff to ............ Attachments Staff Presentation  Parks Bond Projects Value Engineering Update Town Council November 16, 2022 2 October 5th Council Presentation: Bond Projects Financial Overview At this meeting the following financial summary was presented: The current total cost of all projects associated with the bond is: • Naranja Park Expansion $ 33,665,457 (Contracted & Estimated) • Golf Irrigation Replacement $ 9,153,218 (Contracted) • Tennis Courts Replacements $ 2,921,044 (Contracted) • Community Center Parking Lot $ 2,000,000 (Estimated) • Multi-Use Paths $ 3,620,000 (Contracted & Estimated) Total Cost $ 51,359,719 The current funding sources provide the following: • Parks & Recreation Bond $ 25,000,000 • Community Center Fund $ 2,100,000 • ARPA $ 4,623,498 • RTA $ 420,000 • Federal Grant $ 1,000,000 Total Funding $ 33,143,498 This created a shortfall, between total costs and total funding, of $18,216,221. Current Naranja Park Site Plan 3 Value Engineering/Mitigation Plan to Close Shortfall Naranja Park Expansion: Reductions of $12,037,392 : Utility Material Long Lead Items –Reduction in scope of amenities causes reductions in utility mains being installed at this time, as well as elimination of 2 fields has caused reduction in construction materials ordered here. Reduces costs by $474,343 Infrastructure Work –same as “Utility Material Long Lead Items. Reduces costs by $691,606 Musette Road –No work to existing asphalt, replace new asphalt with double shot chip-seal and slurry seal, reductions in curbing and site walls. Reduces costs by $1,886,226 Skatepark, Pump Track, Basketball –Defer basketball courts, limit construction of wheel park to $500K, dirt pump track limit construction to $200K, remove shade sails, relocating to northern pad, curb and parking reductions. Will still require a restroom at the northern pad. Reduces costs by $1,313,162 Splash Pad –Reduced the budget for the splash pad by half and redesign to new budget, reduced the budget for the shade sails by half and redesign to new budget, removed the restroom and ramada. Reduces costs by $1,496,189 4 Value Engineering/Mitigation Plan to Close Shortfall Naranja Park Expansion Reductions (cont): Pickleball –Reduced the number of courts to be built from 6 to 4, remove ramada, associated hardscape reductions. Reduces costs by $329,996 Parking -Replace new asphalt with double shot chip-seal and slurry seal except within handicap parking areas, reductions in curbing and site walls. Reduces costs by $2,087,217 Ops & Maintenance Center –Defer maintenance operations building and associated elements, lighting reductions, pavement reductions and fencing material reductions (replacing masonry wall with chain -link). Reduces costs by $1,155,673 Multi-Use Fields –Defer the construction of fields 7&8, including lighting and associated hardscape reductions, no landscaping, remove one ramada. Reduces costs by $1,893,300 Dog Park –Do not relocate. Leave as is, no improvements/changes planned as a part of this Bond project. Reduces costs by $709,680 5 Value Engineering/Mitigation Plan to Close Shortfall Golf Irrigation Replacement: Reduces overall Bond by $400,000 Phase 1 Contingency savings = $400,000 Tennis Courts Replacement: Reduces overall Bond by $172,590 Contingency savings = $172,590 Community Center Parking Lot: Reductions of $1,400,000 Reduce scope to just clearing, regrading, and paving only the dirt lot = $1,400,000 in Bond reductions Multi-Use Paths: Reductions of $3,362,410 La Canada path –keep on west side to utilize RTA funding, only construct the gap area with MUP, defer the remaining MUP = $862,410 in Bond reductions Naranja path –now completely funded by outside sources = $1,000,000 in Bond reductions CDO to JDK path –defer until later = $1,500,000 in Bond reductions 6 Summary of Savings The total reductions from all the above measures are $17,372,392 This reduces the overall costs to $33,987,327 Comparing to the following funding: •Parks Bond $ 25,000,000 •Community Center Fund $ 2,100,000 •ARPA $ 4,623,498 •RTA Removed –realized within the savings •Federal Grant Removed –realized within the savings Total Funding $ 31,723,498 The calculated shortfall = $2,263,829 This is without contingency for the Park Project, Parking Lot and MUP’s 7 Staff recommends adding a 5% contingency on: Naranja Park Expansion Community Center Parking Lot Remaining MUP this is an additional $900,000. Shortfall Request: $3,163,829 Note –You may notice that we used exact numbers throughout the presentation and on previous Council Reports. This is easier to follow the data used to create this information. In the end, we should round, such as the Shortfall Request to $3,200,000 as much of the data included to get to this point is estimated Direction Moving Forward With all the VE measures recommended plus a 5% contingency added in for: Naranja Park Expansion Community Center Parking Lot La Canada MUP Note -Golf Irrigation Phase 2 Replacement already has a 10% contingency within the budget The project shortfall has been reduced from $18,216,221 to $3,163,829. This shortfall could be drawn from current available reserves. Any of the unused $900,000 contingency would reduce the amount needed from available reserves. In addition, there are $500,000 in Parks Impact Fees available that could reduce the use of available reserves or be used as additional contingency. What is Council’s direction? 8    Town Council Regular Session 7. Meeting Date:11/16/2022   Requested by: Paul Keesler Submitted By:Paul Keesler, Public Works Department:Public Works SUBJECT: UPDATE, DISCUSSION AND POSSIBLE DIRECTION REGARDING THE ADA ACCESSIBILITY IMPROVEMENTS TO THE COMMUNITY CENTER RECOMMENDATION: Staff requests direction regarding Council's preferred configuration for formal ADA access to all three Community Center floor levels. EXECUTIVE SUMMARY: At the April 6, 2022, Town Council meeting, staff was directed to bring Town Council a proposal to add an elevator or appropriate technology to the existing building in the most cost-effective way, while keeping the existing entrances, restaurant location and building functions, and making it a priority from existing Community Center funds and the $750,000 set aside for this purpose. Since that direction was given, staff has been working toward the following:  Action items for the rear ramp, access door and additional handicap parking1. Analysis and creation of alternatives to provide a formal ADA accessible routing to all three floor levels2. The purpose of this agenda item is to provide an update on the current action items' status and review formal accessibility solution alternatives, and receive direction from Council moving forward. BACKGROUND OR DETAILED INFORMATION: Status on action items for the rear ramp, access door and additional handicap parking:  The existing ramp providing access to the second floor from the current ADA Parking Spaces:  Staff has created a regular sweeping maintenance task for at least once a week clearing of the path while it remains asphalt and the singular ADA access means to the second floor. Staff has hired the services of a professional architect to design the best path to the second floor:  Several iterations were studied, from connectivity to the new outside restrooms to a direct path between the doorway and the ADA parking. It was concluded that the existing alignment should be maintained. Survey of the existing alignment was contracted and completed, which sets grades to add a new concrete path system to replace the asphalt surfacing. The design plan should be complete by the time of this review meeting. Staff has met with a Job Order Contract (JOC) contractor and reviewed the project in the field:  This is the same contractor who built the Tennis Courts replacement project. The contractor is waiting for the design document from the architect to complete their proposal and start the path resurfacing. The path resurfacing should take about 2 to 3 weeks to construct. The construction will consist of milling 4" of the current ADA route and replacing it with concrete. Then, the edges of the existing asphalt will be smoothly rolled back against the new concrete surfaced ADA-accessible path. 1. Ultimately, this entrance will be relegated to primarily emergency use. The immediate addition of ADA parking spaces to the Community Center:  Under the current configuration of the Community Center parking lot, there is not the ability to expand handicap parking anywhere besides where it currently exists due to slope issues. When new handicap parking is provided in the future, it will require new compliant slopes. There may be a slope compliant area within the tennis court construction compound and staff will evaluate once the contractor demobilizes. This area has been occupied since April. 2. The electronically locked door at the top of the current ramp:  Staff continues to monitor to confirm it is unlocked during business hours and is compliantly operational. 3. Analysis and creation of alternatives to provide a formal ADA accessible routing to all three building floor levels: Staff procured the services of an architect, the Breckenridge Group, reviewed several conventional methods of routing, sought advice from a Parks & Recreation ADA specialist and conducted focused user group review panels to discuss solutions to create a new means of providing ADA accessibility to all three floor levels of the Community Center. The parameters set for the study were:  ADA accessibility to all public and staff levels. However, if a location for the access solution is chosen that does not create access to the intermediate floor (golf contractor administrative offices), then those staff functions will need to be relocated to an accessible area. Accessible parking needs to be directly adjacent to whatever ADA entrance is suggested. Although the current ADA parking to the second floor is not technically a ramp up to the building, it does indeed feel like a ramp, given the path of travel length over the current grade differential. Hence, handicap parking serving this solution needs to be located next to the designated ADA building entrance. The current ADA access route to the second floor as a means of non-mechanical emergency egress that is compliant. If the solution includes the demolition of one of the offices on intermediate floor level, the Town needs to build a new office on the 2 nd floor for the displaced contractor staff. The Community Center is a facility with five (5) main public uses. The north half of the building is the Parks & Recreation Administration as well as the Fitness facility. The south side is primarily golf, restaurant and Sunset Room meeting space. Therefore, staff concentrated on assuring that there were separate ADA-accessible routings serving each half of the building.   Staff reviewed either entering the building from the front or the rear of the building regarding ADA access. Staff evaluated several mechanical devices including elevators, chair lifts, and stair crawlers, as well as non-mechanical solutions with ramps. This Council Communication is set up to review the following three aspects:  Technological options1. Exterior access routing2. Interior access routing3. The following is a summary breakdown of the pros and cons of each technological option:  Conventional Elevator  – Hard built into the building structure Pros:  Permanent solution conventionally used to provide access to building floors by allowing very flexible and high-capacity use Cons:  Cost – requires major building reconfiguration to create an elevator shaft, sump pit and HVAC    LULA Limited Use/Limited Application) Elevator – Two to four person lift, not hard built into the building structure Pros:  Cost – inexpensive compared to a standard elevator Requires minimal to no building modification, as it provides its own shaft as a part of the appliance Can be sized for two to four person use Cons:  Cost – second most expensive option, behind the Conventional Elevator    Vertical Platform Lift – Two person lift, not hard built into the building structure Pros:  Cost – inexpensive Requires minimal to no building modification Cons:  Unless treated with an enclosure, has an industrial aesthetic. With an enclosure, this becomes a LULA Elevator Limited sizing – generally made to accommodate one to two persons    Chair Lifts – Commercial version of the home use devices one sees in advertisements Pros:  Cost for appliance only Ease of installation Cons:  Single user Does not provide the ability to have a walker or wheelchair following user Speed of use May not be preferred by users in comparison to elevator-type access options    Stair Crawlers – Mechanical device that can traverse a staircase Pros:  Extreme flexibility as it can be moved anywhere Cons:  Single user Does not provide the ability to have a walker or a wheelchair following user Generally used to move bulk cargo rather than passengers Very industrial aesthetic Weighing the difference between the various technological solutions, cost and effectiveness, a few of the above devices were eliminated as viable options for the attached study:  Conventional Elevator - It serves the same function of the LULA Elevator; however, will require building modifications to create a shaft and the appliance will be more expensive as well as it's larger. Chair Lift – Not a cost issue. This was eliminated from the attached study as it has user deficiencies in the commercial setting as the mobility aid (wheelchair or walker) cannot independently follow the user between floors. Stair Crawler  - This was eliminated for the same basic reasons as the Chair Lift.  The following is a summary breakdown of the pros and cons of each exterior access option:   While there are a multitude of solutions and combination of solutions, the study depicts 5 main circulation means to enter the building:  Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking 1. Existing Front Entrance accessed from existing handicap parking with a ramp2. Existing Rear Entrance by Golf Pro Shop to new handicap parking within the golf cart staging area3. Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop4. Lowering the Front Entrance to enter at the First Floor and connecting to new handicap parking spaces at the front of the building 5. Staff is not suggesting one circulation method over the other, except for not recommending #3 - Existing Rear Entrance by Golf Pro Shop to new handicap parking within the golf cart staging area. This solution is problematic from both an ADA functional standpoint and an operational perspective. From the Parks & Recreation ADA expert: ADA Title II 35.151 - New construction and alterations - (b)(4)  An alteration that affects or could affect the usability of or access to an area of a facility that contains a primary function shall be made so as to ensure that, to the maximum extent feasible, the path of travel to the altered area and the restrooms, telephones, and drinking fountains serving the altered area are readily accessible to and usable by individuals with disabilities, including individuals who use wheelchairs, unless the cost and scope of such alterations is disproportionate to the cost of the overall alteration. Applied to accessible parking spaces, access to parking space should be near and within all other existing parking spaces.  (Underlined for emphasis)   Accessible parking in the back significantly conflicts with golf programming and operations. Vehicular conflict with golf carts and pedestrians creates risks to drivers and golfers.   Drivers do not know if accessible spaces are available until they drive to the back of the building. In addition to the conflicts mentioned above, circumstance could lead to illegal parking and upset patrons.   Has Golfing use issues. From our Golf Management Contractor: In theory, parking on the south side of the clubhouse for an ADA accessible elevator is feasible.  In reality, the accessibility and execution is not conducive to safety and efficient golf operations.   An accepted plan of this nature would necessitate increased golf operations labor of approximately $35,000, annually.   The unknown variable is how many ADA accessible parking spaces are needed and what would happen when the spots are full and there is continued demand for ADA accessible parking. (The evaluation of this parking solution is attached to this report as Exhibit 2) The following is a Pros & Cons evaluation of the remaining 4 circulations methods: Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking Pros:  Cost – no real building or grading modifications required. Being cleaned up as a part of Council’s request, making this the lowest cost alternative. Cons:  This solution feels like a long ramp by the user and is not easy to traverse for the mobility impaired. Is not aesthetically pleasing as one traverses through the Mechanical/Delivery yard. Users already complain about this option. Existing Front Entrance accessed from existing handicap parking with a ramp Pros:  Lower cost than any solution that requires building modifications. Cons:  Slightly more costly than the current ramp option, as it requires the construction of a completely new ramp Has a long path of travel from the existing handicap parking spaces and the elevation difference is similar to the existing ramp. Could be considered a laborious path of travel for building patrons. Does not allow for the creation of handicap parking closer to the entrance. Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop Pros:  Lower cost than any solution that requires building modifications. Path of travel is at relatively the same grade Cons:  Longest Path of travel for any of the solutions Control issues with the Fitness Center operation as that is a membership control point Requires entering and exiting, and then reentering the building for path of travel Lowered Front Entrance entering at the First Floor and connecting to new handicap parking spaces at the front of the building Pros:  Provides the opportunity to create new handicap parking at the front entrance. With the creation of this new handicap parking adjacent to the entrance location, renders the least path of travel length Cons:  Most expensive exterior circulation alternative as it requires building modification, Porto-cochere demolition and parking lot grading to enter at the first floor The following is a summary breakdown of the pros and cons of each interior access option: Once in the building, three options have been created to access each floor based on three LULA Elevator options against whether the entrances remain as is or the front is lowered: Utilizing Existing Entrances (Front or Fitness): Option 1 – uses two dual stop LULA Elevators. One located near the Golf Administration offices that accesses the 1st  floor and the intermediate floor. The other LULA Elevator is near the Golf Pro Shop and accesses the 1st  and 2 nd floors. This option works with exterior access alternatives: 1.         Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking 2.         Existing Front Entrance accessed from existing handicap parking with a ramp 4.         Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop Option 2 – uses a singular three-stop LULA Elevator near the Golf Administration that accesses all three floors and can be used with the following exterior access alternatives: 1.         Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking 2.         Existing Front Entrance accessed from existing handicap parking with a ramp 4.         Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop However, this option does require some minor building modification as a new 2 nd floor segment will need to be constructed between the existing floor edge over to the Elevator load location. Option 3 – similar to Option 1, except the LULA Elevator is moved from next to the Golf Pro Shop to behind the Hearth with all the same exterior access alternatives.   Utilizing Lowered Front Entrance: Option 1 – uses two dual stop LULA Elevators. One located near the Golf Administration offices that access the 1st  floor and the intermediate floor. The other LULA Elevator is near the Golf Pro Shop and access the 1st  and 2nd floors. This option works with all exterior access alternatives, except #2. Existing Front Entrance accessed from existing handicap parking with a ramp. Option 2 – uses a singular three-stop LULA Elevator near the Golf Administration offices that accesses all three floors and this option works with all exterior access alternatives, except #2. Existing Front Entrance accessed from existing handicap parking with a ramp. However, this option does require some minor building modification as a new 2 nd floor segment will need to be constructed between the existing floor edge over to the Elevator load location. Option 3 – similar to Option 1, except the LULA Elevator is moved from next to the Golf Pro Shop to behind the Hearth with all the same exterior access alternatives. All three of these options require the removal of the intermediate floor level at the entrance, while keeping it at the Golf Administration area as is. It also requires the building of a new semi-circular staircase for able-bodied persons to get from the first floor to the second floor as well as another 2 nd floor extension.   Public Outreach Staff conducted two focused user group interviews. The alternatives were reviewed, and both rendered the same conclusion: install one LULA elevator accessing all three floor levels and lower the front of the building. (Notes from the meetings are attached as Exhibit 3)   Costs This is a preliminary study to evaluate the best means for handicap persons to enter and circulate between the three floors of this facility. One of the solutions presented:  Lowered Front Entrance entering at the First Floor and connecting to new handicap parking spaces at the front of the building and utilizing an elevator  This option has been studied before, which is why construction plans were created for a permanent elevator. So, the current proposed solution was reviewed by a professional cost estimator with an initial assessment including a cost of approximately $1.3M. The estimator is currently conducting a detailed estimate to itemize and confirm this figure, substituting the Conventional Elevator with a LULA Elevator. Staff had the estimator concentrate on this approach to confirm that whatever option and configuration is selected, the Town will be able to afford the project within the Council stipulated budget of $1.5M. The other options have not been estimated yet because preliminary designs have not been completed and therefore, staff does not have confidence of absolute costs. Staff is confident in the comparisons offered within the report.   Summary Any of the aforementioned solutions can meet ADA compliance, except for parking at the rear of the facility. The real decision is the balance between cost and ease of use. The most expensive option, which still should be able to be contained within the budget allotment, is the easiest and most useful for the patrons, while the lesser viable cost options require longer travel distances and ramps, which has been historically problematic for this ADA focus user group.   FISCAL IMPACT: There has been a standing budget CIP allotment of $750,000 for the installation of an elevator into the Community Center. At the April 6, 2022 Council Meeting, another $750,000 was added to the project from the Community Center Fund, making the total project budget $1,500,000. This project will be constructed within these financial constraints. SUGGESTED MOTION: I MOVE to direct staff to ............ Attachments Exhibit 1 - ADA Concepts  Exhibit 2 - ADA parking analysis at rear of building  Exhibit 3 - Public Outreach  Staff Presentation  Oro Valley Community & Recreation Center Elevator Oro Valley Community & Recreation Center Elevator Index • Existing Entrance Existing Entrance New Ramp Rear ADA Parking • Fitness Lobby Entrance • Lowered Entry - Front ADA Parking • Existing Entrance Option 1 Option 2 Option 3 • Lowered Entrance Option 1 Option 2 Option 3 • Existing Entrance Option 1 Option 2 Option 3 • Lowered Entrance Option 1 Option 2 Option 3 • Clarity 16E / Clarity 16D Images Drawings • V - 1504 Images Drawings • Lift Design ADA Circulation - Site Enlarged Floor Plans & Sections13 2 4Building Floor Plans Product documents Oro Valley Community & Recreation Center - ADA Circulation ADA P A R K I N G ADA PATH LEGEND Site - Existing Entrance ELEVATOR LOCATION Oro Valley Community & Recreation Center - ADA Circulation PROPOSED ADA RAMP ADA P A R K I N G Site - Existing Entrance New Ramp ADA PATH LEGEND ELEVATOR LOCATION Oro Valley Community & Recreation Center - ADA Circulation ADA PATH ADA DRIVING PATH GOLF CAR PATH LEGENDADA PARKING ACCESS GOLF DROP-OFF PROPOSED ADA PARKING Site - Existing Entrance - Rear ADA Parking ELEVATOR LOCATION Oro Valley Community & Recreation Center - ADA Circulation Site - Fitness Lobby Entrance ADA PATH LEGEND ELEVATOR LOCATION ADA P A R K I N G Oro Valley Community & Recreation Center - ADA Circulation PROPOSED ADA PARKING Site - Lowered Entry - Front ADA Parking ADA PATH LEGEND ELEVATOR LOCATION 5’ VERTICAL RISE 54” 59’ TOTAL 27’ 27’ Oro Valley Community & Recreation Center - ADA Circulation Site - Existing Entrance New Ramp Oro Valley Community & Recreation Center Elevator SSTTOORRAAGGEE SSTTOORRAAGGEE WWOOMMEENN''SS LLOOCCKKEERRSS OOFFFFIICCEE PPRROO--SSHHOOPP SSNNAA CCKK BBAARR KKIITTCCHHEENN MMEENN''SS LLOOCCKKEERRSS OPTION 1 UPDNTWO STOP ELEVATOR LOWER LEVEL TO UPPER LEVEL TWO STOP ELEVATOR ENTRY TO LOWER LEVEL SSTTOORR.. DDIINNIINNGG MMEENN''SS WWOOMMEENN''SS MMEECCHH OOFFFF.. SSTTOORR.. KKIITTCCHHEENN OPTION 1 ADA CIRCULATION PATH PUBLIC PATH LEGENDDNTWO STOP ELEVATOR LOWER LEVEL TO UPPER LEVEL Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 20'-0" 1 Lower Level / Entry Level 0 4'12'SCALE :1" = 20'-0" 2 Upper Level Exsiting Entrance -Option 1 Existing Entrance - Option 1 Oro Valley Community & Recreation Center Elevator SSTTOORRAAGGEE SSTTOORRAAGGEE WWOOMMEENN''SS LLOOCCKKEERRSS OOFFFFIICCEE PPRROO--SSHHOOPP SSNNAACCKK BBAARR KKIITTCCHHEENN MMEENN''SS LLOOCCKKEERRSS OPTION 2UPDNTHREE STOP ELEVATOR SSTTOORR.. DDIINNIINNGG MMEENN''SS WWOOMMEENN''SS MMEECCHH OOFFFF.. SSTTOORR.. KKIITTCCHHEENN OPTION 2 ADA CIRCULATION PATH PUBLIC PATH LEGENDDNTHREE STOP ELEVATOR Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 20'-0" 1 Lower Level / Entry Level 0 4'12'SCALE :1" = 20'-0" 2 Upper Level Exsiting Entrance -Option 2 Existing Entrance - Option 2 Oro Valley Community & Recreation Center Elevator SSTT OORRAAGGEE SSTT OORRAAGGEE WWOOMMEENN''SS LLOOCCKKEERRSS OOFFFFIICCEE PPRROO--SSHHOOPP SSNNAACCKK BBAARR KKIITTCCHHEENN MMEENN''SS LLOOCCKKEERRSS OPTION 3 ADA PARKING TO FITNESS LOBBY UPDNTWO STOP ELEVATOR ENTRY TO LOWER LEVEL TWO STOP ELEVATOR LOWER LEVEL TO RESTAURANT LOWER LEVEL SSTT OORR.. DDIINNIINNGG MMEENN''SS WWOOMMEENN''SS MMEECCHH OOFFFF.. SSTT OORR.. KKIITTCC HHEENN ADA CIRCULATION PATH PUBLIC PATH LEGEND OPTION 3DN TWO STOP ELEVATOR LOWER LEVEL TO RESTAURANT LOWER LEVEL Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 20'-0" 1 Lower Level / Entry Level 0 4'12'SCALE :1" = 20'-0" 2 Upper Level Exsiting Entrance -Option 3 Existing Entrance - Option 3 Oro Valley Community & Recreation Center Elevator SSTT OORRAAGGEE SSTT OORRAAGGEE WWOOMMEENN''SS LLOOCCKKEERRSS OOFFFFIICCEE PPRROO--SSHHOOPP SSNNAACCKK BBAARR KKIITTCCHHEENN MMEENN''SS LLOOCCKKEERRSS OPTION 1DNUPTWO STOP ELEVATOR LOWER LEVEL TO UPPER LEVEL TWO STOP ELEVATOR ENTRY TO LOWER LEVEL SSTTOORR.. DDIINNIINNGG MMEENN''SS WWOOMMEENN''SS MMEECCHH OOFFFF.. SSTTOORR.. KKIITTCCHHEENN OPTION 1 ADA CIRCULATION PATH PUBLIC PATH LEGEND TWO STOP ELEVATOR LOWER LEVEL TO UPPER LEVEL Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 20'-0" 1 Lower Level / Entry Level 0 4'12'SCALE :1" = 20'-0" 2 Upper Level Lowered Entrance -Option 1 Lowered Entrance - Option 1 Oro Valley Community & Recreation Center Elevator SSTT OORRAAGGEE SSTTOORRAAGGEE WWOOMMEENN''SS LLOOCCKKEERRSS OOFFFFIICCEE PPRROO--SSHHOOPP SSNNAACCKK BBAARR KKIITTCCHHEENN MMEENN''SS LLOOCCKKEERRSS DNOPTION 2UPTHREE STOP ELEVATOR SSTTOORR.. DDIINNIINNGG MMEENN''SS WWOOMMEENN''SS MMEECCHH OOFFFF.. SSTTOORR.. KKIITTCCHHEENN ADA CIRCULATION PATH PUBLIC PATH LEGENDDNOPTION 2 THREE STOP ELEVATOR Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 20'-0" 1 Lower Level / Entry Level 0 4'12'SCALE :1" = 20'-0" 2 Upper Level Lowered Entrance -Option 2 Lowered Entrance - Option 2 Oro Valley Community & Recreation Center Elevator SSTTOORRAAGGEE SSTT OORRAAGGEE WWOOMMEENN''SS LLOOCCKKEERRSS OOFFFFIICCEE PPRROO--SS HHOOPP SSNNAACC KK BBAARR KKIITTCCHHEENN MMEENN''SS LLOOCCKKEERRSS OPTION 3DNUPTWO STOP ELEVATOR ENTRY TO LOWER LEVEL TWO STOP ELEVATOR LOWER LEVEL TO RESTAURANT LOWER LEVEL SSTTOORR.. DDIINNIINNGG MMEENN''SS WWOOMMEENN''SS MMEECCHH OOFFFF.. SSTTOORR.. KKIITTCC HHEENN ADA CIRCULATION PATH PUBLIC PATH LEGEND OPTION 4DN TWO STOP ELEVATOR LOWER LEVEL TO RESTAURANT LOWER LEVEL Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 20'-0" 1 Lower Level / Entry Level 0 4'12'SCALE :1" = 20'-0" 2 Upper Level Lowered Entrance -Option 3 Lowered Entrance - Option 3 Oro Valley Community & Recreation Center Elevator WOMEN'S LOCKERS 112 VESTIBULE 101 OFFICE 204 SECTION UP DN DINING 206 DN SECTION WOMEN'S LOCKERS 112 ELEV. LIFT 12' TRAVEL HEIGHT ELEV. LIFT 6' TRAVEL HEIGHT SECTION UP CARDS 107 FOYER 101 Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 10'-0" 2 Middle Level Plan 0 4'12'SCALE : 1" = 10'-0" 3 Upper Level Plan 0 4'12'SCALE : 1" = 10'-0" 1 Lower Level Plan ELEVATOR TYPE: CLARITY 16E / CLARITY 16D CAPACITY: 1 ATTENTANT 1 WHEELCHAIR Exsiting Entrance -Option 1 Pros: • Low Cost. • Low cost of construction and minimal impact on the building. • Good Location. Cons: • It requires installing two lifts. • A person in a wheelchair will need to go to the lower level in order to get to the upper level. • It reduces the space of one of the offices. Existing Entrance - Option 1 Oro Valley Community & Recreation Center Elevator Option 1 Oro Valley Community & Recreation Center Elevator 5' - 7"4' - 0"6' - 3" ELEV. LIFT REMOVE STOREFRONT RELOCATED ACCESS PRO-SHOP 118 NEW COLUMN INFILL FLOOR DINING 206 5' - 7"6' - 3" ELEV. LIFT REMOVE STOREFRONT RELOCATED ACCESS PRO-SHOP 118 DINING 206 5' - 7"4' - 0"ELEV. LIFT REMOVE STOREFRONT RELOCATED ACCESS PRO-SHOP 118 6' - 3" DINING 206 5' - 7"4' - 0" 6' - 7" ELEV. LIFT REMOVE STOREFRONT RELOCATED ACCESS PRO-SHOP 118 4' - 0" DINING 206 Oro Valley Community & Recreation Center Elevator Lift Orientation Options OPTION A ELEVATOR TYPE: CLARITY 16E - STRAIGHT THROUGH CAPACITY: 1 ATTENTANT 1 WHEELCHAIR OPTION B ELEVATOR TYPE: CLARITY 16D - SAME SIDE CAPACITY: 1 ATTENTANT 1 WHEELCHAIR OPTION C ELEVATOR TYPE: CLARITY 16E - STRAIGHT THROUGH CAPACITY: 1 ATTENTANT 1 WHEELCHAIR OPTION D ELEVATOR TYPE: CLARITY 16E - STRAIGHT THROUGH CAPACITY: 1 ATTENTANT 1 WHEELCHAIR Option A Lower Level Plan Option A upper Level Plan Option B Lower Level Plan Option B upper Level Plan Option C Lower Level Plan Option C upper Level Plan Option D Lower Level Plan Option D upper Level Plan Lift Orientation Options Oro Valley Community & Recreation Center Elevator Lift Section Oro Valley Community & Recreation Center Elevator WOMEN'S LOCKERS 112 VESTIBULE 101 OFFICE 204 UP DN SECTION DINING 206 11' - 7"DN INFILL FLOOR SECTION WOMEN'S LOCKERS 112 UP CARDS 107 FOYER 101 SECTION ELEV. LIFT 12' TRAVEL HEIGHT NEW COLUMN Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 10'-0" 2 Middle Level Plan 0 4'12'SCALE : 1" = 10'-0" 3 Upper Level Plan 0 4'12'SCALE : 1" = 10'-0" 1 Lower Level Plan ELEVATOR TYPE: V-1504 CAPACITY: 1 ATTENTANT 1 WHEELCHAIR Exsiting Entrance -Option 2 Pros: • Good Location. • Only need to install one lift. Cons: • More costly. • It requires the construction of a new floor on the upper level to connect the lift to the dining area. • It reduces the space of one of the offices. Existing Entrance - Option 2 Oro Valley Community & Recreation Center Elevator Option 2 Oro Valley Community & Recreation Center Elevator PRO-SHOP 118 UP CARDS 107 FOYER 101 ELEV. LIFT 12' TRAVEL HEIGHT 4' - 8"ELEV. LIFT 6' TRAVEL HEIGHT NEW COLUMN Pros: • Low cost of construction. Cons: • Unacceptable ADA accessibility. • Awkward access to south elevator at both lower and upper levels. PRO-SHOP 118 VESTIBULE 101 UP DN 4' - 8"DINING 206 DN 4' - 8"DN Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 10'-0" 1 Lower Level Plan Exsiting Entrance -Option 3 0 4'12'SCALE : 1" = 10'-0" 2 Middle Level Plan 0 4'12'SCALE : 1" = 10'-0" 3 Upper Level Plan Existing Entrance - Option 3 Oro Valley Community & Recreation Center Elevator WOMEN'S LOCKERS 112 VESTIBULE 101 OFFICE 204 DN REMOVE STAIR UP UP RELOCATED STAIR SECTION WOMEN'S LOCKERS 112 VESTIBULE 101 DN UP ELEV. LIFT 12' TRAVEL HEIGHT SECTION ELEV. LIFT 6' TRAVEL HEIGHT DINING 206 INFILL FLOOR INFILL FLOOR DN SECTION Oro Valley Community & Recreation Center Elevator 0 4'12'SCALE :1" = 10'-0" 2 Middle Level Plan 0 4'12'SCALE : 1" = 10'-0" 1 Lower Level Plan 0 4'12'SCALE : 1" = 10'-0" 3 Upper Level Plan Lowered Entrance -Option 1 ELEVATOR TYPE: CLARITY 16E / CLARITY 16D CAPACITY: 1 ATTENTANT 1 WHEELCHAIR Pros: • Better ADA circulation path for public. • Good Location. Cons: • More Cost. • More construction of the existing building and site. • It requires installing two lifts. • It reduces the space of one of the offices. Lowered Entrance - Option 1 Oro Valley Community & Recreation Center Elevator DINING 206 11' - 7" INFILL FLOOR INFILL FLOOR DN SECTION WOMEN'S LOCKERS 112 VESTIBULE 101 ELEV. LIFT 12' TRAVEL HEIGHTNEW COLUMN DN UP SECTION WOMEN'S LOCKERS 112 VESTIBULE 101 OFFICE 204 DNUP UP SECTION REMOVE STAIR RELOCATED STAIR Oro Valley Community & Recreation Center Elevator Lowered Entrance -Option 2 0 4'12'SCALE :1" = 10'-0" 3 Upper Level Plan ELEVATOR TYPE: V-1504 CAPACITY: 1 ATTENTANT 1 WHEELCHAIR 0 4'12'SCALE : 1" = 10'-0" 1 Lower Level Plan 0 4'12'SCALE : 1" = 10'-0" 2 Middle Level Plan Pros: • Better ADA circulation path for public. • Good Location. • Only need to install one lift. Cons: • More Cost. • More construction of the existing building and site. • It reduces the space of one of the offices. • It requires the construction of a new floor on the upper level to connect the lift to the dining area. Lowered Entrance - Option 2 Oro Valley Community & Recreation Center Elevator ELEV. LIFT 12' TRAVEL HEIGHT BREEZEWAY PRO-SHOP 118 VESTIBULE 101 MEN'S LOCKERS 103 UP 4' - 8"DN UP ELEV. LIFT 6' TRAVEL HEIGHT DINING 206 4' - 8"INFILL FLOOR DN DN PRO-SHOP 118 VESTIBULE 101 DN REMOVE STAIR UP UP RELOCATED STAIR BREEZEWAYUP 4' - 8"Oro Valley Community & Recreation Center Elevator Lowered Entrance -Option 3 0 4'12'SCALE :1" = 10'-0" 1 Lower Level Plan 0 4'12'SCALE : 1" = 10'-0" 3 Upper Level Plan 0 4'12'SCALE : 1" = 10'-0" 2 Middle Level Plan Lowered Entrance - Option 3 Oro Valley Community & Recreation Center Elevator Clarity 16E / Clarity 16D Oro Valley Community & Recreation Center Elevator R37.58 33.43 OPEN R35.5732.00 OPEN 9.75 .25 WITH ENTRY THRESHOLD DESIGNED FOR PITLESSINSTALLATION ON TOP OFFINISHED FLOOR. LOW-PROFILE PLATFORM IAW ADAAG 404.2.5. .50 FILE FSCM NO. SCALE RELEASE DATE DWG. NO. SHEET REVSIZE D SIZE SHT 2+ 11/01 2 C D 08992 678 54321 87654321 B A C D A B D LOWERING LANDING BY BUILDER (LH GATE SHOWN) MANUAL PULL HANDLE (LOWER LANDING)(UPPER LANDING) (RH DOOR SHOWN) 67.38 44.00 RUNNING CLEARANCE.56 RUNNING CLEARANCE2.06 RUNNING CLEARANCE.56 RUNNING CLEARANCE2.06 PLATFORM LENGTH CLEAR56.00 WIDTH PLATFORM CLEAR36.00 8.25 48.13 DETAIL BSCALE 1 : 2UPPER LANDING PLATE BEVELED 1:2 DETAIL ASCALE 1 : 1PLATFORM FLOOR(ENCLOSURE HIDDEN) CLARITY 16E C \Documents\Clarity\16E_CUSTOMER_BLOCKS.SLDDRW 1/16 ACCENT/EMERGENCY KEY SWITCH(IF OPTION SELECTED. SCALE 1: 2 LIGHTING PLATFORM CONTROLS LIGHTINGACCENT/EMERGENCY SEE NEXT SHEET) E-STOP/ALARMILLUMINATED SEE NEXT SHEET) HANDS-FREE PHONE(IF OPTION SELECTED. UP/DOWN OPERATING SWITCH Clarity 16E / Clarity 16D Oro Valley Community & Recreation Center Elevator 1 OF D SIZE SHT 1 02/03 SIZE REV TITLE SHEET DWG. NO. RELEASE DATESCALE CALC. WT.ACT. WT.SIMILAR TO FINISH CUSTOMER MANUFACTURING APPROVED CHECK DATE CONTRACT DRAWN FSCM NO. FILE TUCSON, ARIZONA 85717-0020 INTERPRET DIMENSIONS AND TOLERANCES IAW ANSI Y14.5M-1994 UNLESS OTHERWISE SPECIFIED DIMENSIONS ARE IN INCHES [MM] TOLERANCES: DECIMALS .XX ± .XXX ± ANGLES ± DO NOT SCALE DRAWING P.O. BOX 40020 ® 08992 D C B A D C A B 12345678 12345876 D OPERATINGSTATION REAR (UPPER LANDING) 46.56 S.APPLEBY ENCLOSED, STRAIGHT-THROUGH CLARITY 16E CLARITY 16E ASCENSION CLARITY 16E VERTICAL PLATFORM WHEELCHAIR LIFT .25 \Documents\Clarity\16E_CUSTOMER_BLOCKS.SLDDRW 1/12/2021 .5 .13 C 41/16 GENERIC DRAWING; CONTACT ASCENSION FOR PROJECT-SPECIFIC DRAWINGSSEE OTHER CLARITY LIFT MODELS (16C, 16D, 16S, ETC.) FOR OTHER ENTRY/EXIT AND ENCLOSED/SHAFTWAY OPTIONSSEE OPTIONS BROCHURE AND/OR SHEET 3 FOR VARIOUS CONFIGURATION OPTIONS B SIDE (TYPICAL) A LIFTING HEIGHT MINIMUM 34.00 MAXIMUM 168.00 67.38 OPERATINGSTATION FRONT (LOWER LANDING) 48.13 Clarity 16E / Clarity 16D 14 Cab Types Type 1 Cabs For type 1 cabs,entry and exit are available from only one end of the platform. Figure 8:Type 1 Left and Right TowerTowerType 1L Type 1R platform platform Entrance Entrance and Exit and Exit Type 2 Cabs For type 2 cabs,entry and exit are available from both ends of the platform. Figure 9:Type 2 Exit (Top)Exit (Top) Type 2L platform Type 2R platformTower Tower Entrance Entrance (Bottom) (Bottom) Type 3 and 4 Cabs For type 3 and 4 cabs,entry and exit are available from one end and one side of the platform. Figure 10:Type 3 and 4 Type 4 platform Entrance TowerType 3 platform Tower Entrance Exit Exit V1504 Planning Guide Part No.000690,02-m08-2022 Oro Valley Community & Recreation Center Elevator V - 1504 18Figure 13:Elevationandplanview,hoistwayapplication(Type 2)V1504PlanningGuidePartNo.000690,02-m08-2022Oro Valley Community & Recreation Center Elevator V - 1504 Oro Valley Community & Recreation Center Elevator Lift Design ADA Parking Analysis •The thought has been presented to placing an elevator in the back side of the hearth in the Overlook Restaurant •A main concern is parking availability and accessibility for this potential location •The suggestion of parking on the south side of the building has been brought forward for analysis •Four areas have been identified which would present significant operational and safety challenges for golf should this option be accepted 3 1 2 4 ADA Parking Analysis •Area 1 •This area would be the major in/out to parking accessibility •This is the area which is adjacent to the bag drop area. Golf carts are staged in this area on a daily basis. Golf events on the Canada Course have carts staged in this area. •This is also the area where carts are returned at the end of the round. On busy days, there are upwards of 80-100 carts in this area at any one time creating a difficult ingress and egress for vehicles. •Additional staffing of 1-2 persons per shift would be necessary to keep this area clear of golf carts on a daily operational basis at the cost of $100 per day estimate (10 hours per day at $10 per hour). ADA Parking Analysis •Area 2 •This area would be a potential place for vehicle parking •This area experiences heavy golf cart traffic with golf carts being staged in this area from membership and events on the Conquistador Course. •This is the most heavily traveled area as both the Canada and Conquistador Course return to the clubhouse via this area and maintenance vehicles use this area to return to the maintenance yard from the Conquistador Course. •Getting vehicles in and out of this area would be problematic –timing of entry, space to turn around to exit, and getting back to the main parking lot. ADA Parking Analysis •Area 3 •This area would be a potential place for vehicle parking and closest to the proposed elevator •This area experiences heavy golf cart traffic and is adjacent to the area for beverage cart restocking •This is a highly traveled area for both golf carts and foot traffic. •Getting vehicles in and out of this area would be problematic –timing of entry, space to turn around to exit, and getting back to the main parking lot. This would be the smallest area in terms of square footage and would have limited vehicle parking space. ADA Parking Analysis •Area 4 •This area would be a potential place for vehicle entry and exit •This area has a blind corner in which golf carts and maintenance vehicles travel frequently throughout the day •Getting vehicles in and out of this area during normal operations would be a great challenge and has the potential for safety issues with the blind corner around the cart storage area. Community Center Public Outreach Efforts Focused User Groups MEETING #1 (5 individuals: mix of golf and fitness): • 3 of the participants said they went up to the restaurant 3-4 times a week • They asked if the elevator could fit a scooter, the answer was yes • They thought it would be inviting an accident to put handicap parking on the backside of the facility near the golf pro shop • One of the participants that uses a walker said they preferred the elevator in the front instead of the back. She said that it feels like an afterthought putting the elevator in the back and makes disabled individuals feel even worse since they have to walk even further to get to the elevator. • They asked about the access point for the restaurant/golf during construction and felt it necessary to have reasonable access during that time. • There was a resounding agreement on the entry being lowered and installation of one elevator that stops at all three floors MEETING #2 (4 individuals, all golf members): • One of the participants described the look of the elevator as “perfect” when shown the model that would be put into the facility • They all agreed that one elevator makes the most sense • They said going around the back for handicap parking doesn’t mix well with golf usage in that area • They thought lowering the entry seemed like the most expensive option • One of the participants gave some ideas to improve the existing ADA access o Knock down the curb or add a concrete threshold to the lawn area in front of the restaurant entrance. She said that it requires you to step up or walk around and it would be a simple solution o Add railing covers to the handicap rail that goes up to the sunset room. It gets too hot during the summer to touch o Clean up loose asphalt in the loading dock area to make the existing ADA access not as difficult • This group also preferred the option to bring down the entry and have one elevator located near the women’s locker room. They thought it would be a waste of money to select any of the other options. Ad hoc Meeting with users: The Recreation Facility Manager met with two card players and presented the different elevator designs. Here are the notes from the meeting: • One of them had a comment for current state ADA access. They wondered if ADA parking could be put in the loading dock area to minimize the walk from the existing ADA parking spots. • When looking at the design that had a ramp going up to the restaurant they thought it looked exhausting, ramp seemed too long • They thought the last design (enter on lower level) “made a hell of a lot of sense” • They thought one elevator going to all three floors was the best solution • They said many card players don’t come to the Community Center because of the current ADA access • They liked the glass elevator because of how open it is. Good for people who don’t like closed off spaces. Community Center ADA Accessibility Update Town Council November 16, 2022 Community Center ADA Access Update At the April 6, 2022, Town Council meeting, staff was directed to bring Town Council a proposal to add an elevator or appropriate technology to the existing building in the most cost-effective way, while keeping the existing entrances, restaurant location and building functions, and making it a priority from existing Community Center funds and the $750,000 set aside for this purpose. Since that direction was given, staff has been working toward the following: Action items discussed at this meeting were for the condition of the rear ramp, 2nd floor back access door and additional handicap parking Analysis and creation of alternatives to provide a formal ADA accessible routing to all three floor levels 2 Council Immediate Action Items Existing ramp providing access to the second floor from the current ADA Parking Spaces Have created a sweeping schedule in the interim until the concrete replacement is constructed Have nearly finished the design of a concrete replacement Working with a contractor to execute the concrete replacement Addition of ADA parking spaces Cannot under current parking lot configuration due to non -compliant slope issues Electronically locked door at the top of the current ramp Have check that it both works properly and that it is operationally ADA compliant with correct pull resistance 3 Alternatives to provide ADA accessibility to all three floor levels For review, the Community Center has three levels, with main uses identified: 1st Floor –where the Golf Pro Shop/Check in, Locker Rooms, Parks & Recreation Administration and Fitness reside Intermediate Level –not a complete floor story height above the 1st floor, houses the main golf side of the building entrance and golf administration 2nd Floor –where the restaurant and Sunset Room Reside Procured the services of an architect, the Breckenridge Group, reviewed several conventional methods of routing, sought advice from a Parks & Recreation ADA specialist and conducted focused user group review panels to discuss solutions to create a new means of providing ADA accessibility to all three floor levels of the Community Center 4 Alternatives to provide ADA accessibility to all three floor levels The study was broken down into the following elements: Technology solutions –what is readily available to provide ADA access between floors External access routing -Access from ADA compliant parking to the building entrance Internal access routing –Access within the building from the entrance to whatever Technology is provided to access between floors Because these three study areas are somewhat independent from each other, a summary table will be provided at the end of this presentation for Council to consider the best alternative to implement a total solution. 5 Technology Solutions Council directed staff provide a proposal to add an elevator or appropriate technology to the existing building in the most cost-effective way Conventional Elevator –Integrated and built into the building structure Pros: •Permanent solution conventionally used to provide access to building floors by allowing very flexible and high - capacity use Cons: •Cost –requires major building reconfiguration to create an elevator shaft, sump pit and HVAC LULA -Limited Use/Limited Application Elevator –Two to four person lift, not hard built into the building structure (pictured to right) Pros: •Cost –inexpensive compared to a standard elevator •Requires minimal to no building modification, as it provides its own shaft as a part of the appliance •Can be sized for two to four person use Cons: •Cost –second most expensive option, behind the Conventional Elevator 6 Technology Solutions LULA Examples 7 Technology Solutions Vertical Platform Lift –Two-person lift, not hard built into the building structure Pros: •Cost –inexpensive •Requires minimal to no building modification Cons: •Unless treated with an enclosure, has an industrial aesthetic. With an enclosure, this becomes a LULA Elevator •Limited sizing –generally made to accommodate one to two persons Chair Lifts –Commercial version of the home use devices one sees in advertisements Pros: •Cost for appliance only •Ease of installation Cons: •Single user •Does not provide the ability to have a walker or wheelchair following user •Speed of use •May not be preferred by users in comparison to elevator-type access options 8 Similar to Chair Lifts are Inclined Wheelchair lifts that follow staircases. However, they do not offer as secure a seat as a conventional Chair Lift for non-wheelchair users (Below) Technology Solutions Stair Crawlers –Mechanical device that can traverse a staircase Pros: •Extreme flexibility as it can be moved anywhere Cons: •Single user •Does not provide independent use by ADA persons •Generally used to move bulk cargo rather than passengers •Very industrial aesthetic 9 External Access Routing Alternative #1 –Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking Pros: •Cost –no real building or grading modifications required. Being cleaned up as a part of Council’s request, making this the lowest cost alternative. Cons: •This solution feels like a long ramp by the user and is not easy to traverse for the mobility impaired. •Is not aesthetically pleasing as one traverses through the Mechanical/Delivery yard. •Users already complain about this option. 10 External Access Routing Alternative #2 –Existing Front Entrance accessed from existing handicap parking with a ramp Pros: •Lower cost than any solution that requires building modifications. Cons: •Slightly more costly than the current ramp option, as it requires the construction of a completely new ramp •Has a long path of travel from the existing handicap parking spaces and the elevation difference is similar to the existing ramp. Could be considered a laborious path of travel for building patrons. •Does not allow for the creation of handicap parking closer to the entrance. 11 External Access Routing Alternative #3 –Existing Rear Entrance by Golf Pro Shop to new handicap parking within the golf cart staging area Staff is not suggesting one circulation method over another except……….. ………. not recommending this solution as it is problematic from both an ADA functional standpoint and an operational perspective. 12 External Access Routing Alternative #4 –Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop Pros: •Lower cost than any solution that requires building modifications. •Path of travel is at relatively the same grade Cons: •Longest Path of travel for any of the solutions •Control issues with the Fitness Center operation as that is a membership control point •Requires entering and exiting, and then reentering the building for path of travel 13 External Access Routing Alternative #5 –Lowering the Front Entrance to enter at the First Floor and connecting to new handicap parking spaces at the front of the building Pros: •Provides the opportunity to create new handicap parking at the front entrance. •With the creation of this new handicap parking adjacent to the entrance location, renders the least path of travel length Cons: •Most expensive exterior circulation alternative as it requires building modification, Porto-cochere demolition and parking lot grading to allow patrons to enter at the first floor 14 Internal Access Routing Option #1 –Uses two dual stop LULA Elevators. One located near the Golf Administration offices that accesses the 1st floor and the intermediate floor. The other LULA Elevator is near the Golf Pro Shop and accesses the 1st and 2nd floors. This option works with exterior access alternatives: Alternative 1 -Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking Alternative 2 -Existing Front Entrance accessed from existing handicap parking with a ramp Alternative 4 -Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop 15 Internal Access Routing –Option 1 16 Internal Access Routing Option #2 –uses a singular three-stop LULA Elevator near the Golf Administration that accesses all three floors and can be used with the following exterior access alternatives:: Alternative 1 -Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking Alternative 2 -Existing Front Entrance accessed from existing handicap parking with a ramp Alternative 4 -Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop 17 Internal Access Routing –Option 2 18 Internal Access Routing Option #3 –similar to Option 1, except the LULA Elevator is moved from next to the Golf Pro Shop to behind the Hearth with all the same exterior access alternatives: Alternative 1 -Existing Second Floor Entrance with the existing ramp through the mechanical yard to existing handicap parking Alternative 2 -Existing Front Entrance accessed from existing handicap parking with a ramp Alternative 4 -Existing Fitness Entrance and circulating through the building to the rear entrance by the Golf Pro Shop 19 Internal Access Routing –Option 3 20 Internal Access Routing –Lowered Front Entry –Option 1 21 Internal Access Routing –Lowered Front Entry –Option 2 22 Internal Access Routing –Lowered Front Entry –Option 3 23 Community Center ADA Access Update -Costs All options have not been estimated yet because preliminary designs have not been completed for most. This is a preliminary study to evaluate the best means for handicap persons to enter and circulate between the three floors of this facility. One of the solutions presented: Alternative 5 Exterior access (Lowered Front Entrance entering at the First Floor and connecting to new handicap parking spaces at the front of the building) with a LULA 3 -stop Elevator with interior circulation Option 2 does have a preliminary estimate created by a professional Estimator Preliminarily this is estimated at $1.3M Staff had the estimator concentrate on this approach to confirm that whatever option and configuration is selected, the Town will be able to afford the project within the Council stipulated budget of $1.5M. 24 Summary Table -Relative Costs Comparison 25 Lift Device Interior Access Routing Exterior Access Routing Conventional Elevator LULA Elevator ($200 to $400K) Vertical Lift ($75 to 150K) Chair Lift Stair Crawler Alternative 5 Lower Front ($700K to $1M) Alternative 2 Ramp to Front ($150 to 300K) Alternative 3 Parking in Rear Alternative 1 or 4 Existing Routes ($0) Option 3 2 Lift Devices Option 2 1 Lift Device Option 1 2 Lift DevicesCost Represents the Consultant Estimator’s $1.3M initial assessment Community Center ADA Access Update –Public Outreach Staff conducted two focused user group interviews. The alternatives were reviewed, and both rendered the same conclusion: install one LULA elevator accessing all three floor levels and lower the front of the building. Reasoning offered: Offered closest parking Ease of entering the building Singular lift/LULA makes the most sense and is the nicest to use independently Aesthetically pleasing for the facility It was stated that this was the most inclusive option and most sense of belonging to the disabled community However, this represents one of the most expensive configurations, less building a conventional elevator 26 Community Center ADA Access Update Summary 27 There has been a standing budget CIP allotment of $750,000 for the installation of an elevator into the Community Center. At the April 6, 2022, Council Meeting, another $750,000 was added to the project from the Community Center Fund, making the total project budget $1,500,000 There is a balance between cost and ease of use. One of the most expensive options, which still should be able to be contained within the budget allotment, is the easiest and most useful for the patrons asked The lesser viable cost options require longer travel distances and ramps, which has been historically problematic for this ADA focus user group Staff is seeking Council direction to move forward and construct the desired solution