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Home My WebLink AboutPackets - 3-15-23 Meeting PresentationsTown Council Meeting Regular and Study Session March 15, 2023 Town Council Meeting Announcements Upcoming meetings Meetings are subject to change. Check the Town website for meeting status. Stormwater Utility Commission Meeting March 16 at 4 p.m. Hopi Conference Room Town Council Special Session March 16 at 6 p.m. Council Chambers Budget and Finance Commission March 21 at 4 p.m. Council Chambers Town Council Special Session March 22 at 6 p.m. Council Chambers Board of Adjustment –CANCELED March 28 at 3 p.m. Council Chambers Town Council Special Session March 29 at 5 p.m. Hopi Conference Room Town Council Special Session March 30 at 5 p.m. Hopi Conference Room Historic Preservation Commission April 3 at 5 p.m. Hopi Conference Room Planning and Zoning Commission -CANCELED April 4 at 6 p.m. Council Chambers Town Council Regular Session April 5 at 6 p.m. Council Chambers 4 Town Council Meeting Regular and Study Session March 15, 2023 6 Jaden Wu BASIS Oro Valley, 11th Grade Spotlight on Youth Town Council Meeting Regular and Study Session March 15, 2023 8 Town Council Meeting Regular and Study Session March 15, 2023 Public Hearing: Grading Exception, Conceptual Site and Landscape Plans and Architecture for a proposed commercial development March 15, 2023 Purpose Lambert LaneAthletic Field Applicant’s requests Item A: Amendment to Grading Exception Item B: Conceptual Site and Landscape Plans Item C: Architecture Commission recommendation Discussion and possible action Location Map Oro Valley Library Cañada Hills Copper Creek History and Background 1983: Zoned Area D (Commercial) in the El Conquistador Planned Area Development (PAD) Enabled commercial uses Traffic Plan established access to La Cañada Drive and Naranja Drive 2006: Grading Exception approved by Town Council Included numerous conditions to limit impacts to surrounding neighbors including building height, screening, etc. 2023: Conditional Use Permit conditionally approved by Town Council Traffic key focus Item A: Amendment of Grading Exception Condition Concept Plan as part of Grading Waiver 2006 Grading Exception required: 15-foot landscape area outside of drainage channel 6-foot screen wall adjacent to residential properties Grading Waiver Concept Plan vs. Applicant’s New Plan Concept plan as part of Grading Waiver Applicant’s new plan Item A: Amendment of Grading Exception Condition Proposed changes: Remove additional 15-foot landscape requirement Site design meets 30-foot buffer yard requirement Remove 6-foot screen wall requirement Code requires a 5-foot screen wall and overlapping tree canopy adjacent to residential properties Conditions of Approval to maintain landscape requirements Drainage channel Item B: Conceptual Site Plan and Landscape Plan Three office buildings totaling ~18,000 square feet 2,055 square foot drive-thru Access from La Cañada Drive and Naranja Drive Exterior screen walls and landscaping Pedestrian courtyard areas 20% of site retained as landscaped open space 30-foot landscaped buffer yards adjacent to residential properties and roadways Overlapping tree canopies 50% of site must be developed before drive-thru can be operational Naranja Dr.La Cañada Dr.Office BuildingDrive-thru Item B: Conceptual Site and Landscape Plans -Compatibility Strategic placement of office buildings screens commercial activity from neighbors: Traffic Parking lot lighting Building signage Noise No “back of house” activities Drive-thru located as far from neighbors as possible Buffer yards and screen walls adjacent to neighbors Item C: Architecture Item C: Architecture Review Criteria Conformance with the Your Voice, Our Future General Plan Goals and Policies Community Goal D:A community with a wide range of services, amenities, shopping and dining opportunities and housing types that meet the needs of current and future residents. Development Goal X:Effective transitions between differing land uses and intensities in the community. Policy CC.6:Promote the creation of unique community gathering places that are inviting, walkable, attractive and vibrant and offer commercial, entertainment or cultural activity. Policy LU.5:Provide diverse land uses that meet the Town’s overall needs and effectively transition in scale and density adjacent to neighborhoods. Existing General Plan Land Use: Neighborhood/Commercial Office Traffic and circulation Compatibility with the surrounding area Conformance with PAD and all applicable Zoning Code requirements Public Participation Informational video Two neighborhood meetings Key concerns: Traffic and safety Noise Drive-thru type and feasibility Building heights and views Odor Impact to property values Planning and Zoning Commission and Town Council action Public hearing held on January 10, 2023 Staff recommendation Traffic was key topic of focus and concern Planning and Zoning Commission recommendation Grading Exception Amendment Conceptual Site and Landscape Plan Architecture Town Council action Conditional Use Permit Summary Lambert LaneAthletic Field Reviewed for conformance with PAD and Zoning Code Criteria and the General Plan Planning and Zoning Commission recommendations Discussion and possible action Ñ Town Council Meeting Regular and Study Session March 15, 2023 Community Engagement Strategy for the 2026 General Plan March 15, 2023 36 37 Purpose of the Community Engagement Strategy for the General Plan Community Engagement Plan establishes the tools and methods to: Achieve voter ratification Create an actionable General Plan that reflects the community’s vision and values Inspire confidence to implement over 10-year duration Reflects the values and methods identified by residents through a survey and advisory group Planning and Zoning Commission recommended approval 38 Voter Ratification 2016 effort = 71% approval rate Community awareness and ownership is critical to achieving a high approval margin Must have all residents aware of the process Must have advocates in the community Town staff can educate but not advocate 39 Beyond the vote –Importance of Community Input A community-driven, 10-year document guiding Town decisions The General Plan: Sets the values, vision, goals and priorities that build on Oro Valley’s quality of life Builds a sense of community by reflecting the diverse perspectives of all residents Provides a roadmap that guides Town decisions Provides continuity and certainty that results will be achieved Identifies shared priorities of all age groups Is a living document, ensuring flexibility and relevance over time Represents the community’s proposed action plan 40 Beyond the vote -Importance of Community Input Plan must reflect the community’s broad range of demographics to stay relevant and useable over 10-year timeframe 41 Beyond the vote -Importance of Community Input Land Use Circulation Open Space Growth Area Environmental Planning Cost of development Water Conservation Recreation Public Facilities and Services Public Buildings Housing Economy Safety Bicycle Energy Cultural Resources Redevelopment and Rehabilitation Neighborhood Revitalization Other Required by state law in 2016 Additional elements included in 2016 New elements for 2026 The extent of change or key areas of focus are unknown until we get out in the community Elements based on community input and state law requirements 42 Community Engagement Plan Community participation and ownership of the General Plan process is critical Outlines tools and opportunities to: Provide diverse and meaningful opportunities to voice ideas and concerns Target the Town’s full range of demographics Instill a high level of confidence to prioritize completion of identified General Plan action items over the next ten years Help translate intensive community awareness and involvement into a high approval margin in 2026 43 Plan is Unique –Created by a Resident Advisory Group Advisory Group members: Board of Adjustment Budget and Finance Commission Historic Preservation Commission Parks and Recreation Advisory Board Planning and Zoning Commission Stormwater Utility Commission Water Utility Commission Youth Advisory Council Town Council 44 Plan is Unique –Built on Resident Input Current Notification Preferred Tier 1 Vista Newsletter Town’s main website Explorer Non-Town managed social media Email Website Text Tier 2 P&R email blasts Town social media Media release emails HOAs PlayOV.com Vista newsletter Social media Press release Other existing Newsletters Tier 3 Meetings or events Other Town emails OV Chamber of Commerce Flyers or handouts Explorer Flyers Survey promoted through: Town Vista Newsletter Explorer ad and article Press release Social media Direct emails Boards and Commissions 706 respondents: Self-selected to participate More older adults (51+) responded than young adults (18-50) 36% moved here in the past 5 years 45 “Must-do’s” for community engagement Guiding Principles Inclusive and prioritize community input Engaging and effective Organized, efficient and timely Fair and open Understandable and accessible 46 Input from all residents is top priority! Key Stakeholders Priority #1 -Work closely together with residents to get involved and reach consensus on the community’s vision, values, and goals and elements of the General Plan Priority #2 -Work together with interested parties and field experts to share ideas and information Priority #3 -Work with regulatory groups to gather information and consult on goals, policies, and actions 47 Communication Methods and Tools General Plan Phase 1 Phase 2 Phase 3Various tools and methods implemented during different phases of the project Phase 1 = Highest amount of community outreach to raise awareness and gather feedback Phase 2 = Focused committee work to take the community’s input and turn it into an action plan Phase 3 = Community review to make sure we got it right and promote the vote 48 General awareness Communication Methods and Tools Purple notes added by the advisory group Use traditional tools that were successful in 2016 Interactive website Meeting people out in the community Survey in multiple methods Incorporate new tools to increase general awareness and transparency Videos Mapping Text messaging subscriptions Signs 49 Targeted Engagement Communication Methods and Tools Resident input is top priority Ambassadors Events Committees Stakeholder groups 1:1 interviews Forums and summits Committees Regulatory groups Meetings and workshops State-required reviews, etc. Purple stars added by the advisory group 50 Strategy for Community Engagement Project Phase Fiscal Year Estimated Cost for Engagement Tools Estimated Personnel Costs 1: Let’s Talk FY 23/24 $192,714.86 $90,829.36 2: Let’s Plan FY 24/25 $87,951.86 $90,829.36 2-3: Let’s Plan & Make it so FY 25/26 $52,009.00 $90,829.36 3: Make it so FY 26/27 $62,822.68 $45,414.68 Budget will be evaluated and adjusted accordingly each fiscal year. Comprehensive and multi-layered approach Mix of traditional and new tools Refined to emphasize social media and eliminate network advertising Cost of single topic plans: 100K -250K Parks and Recreation Master Plan –177K Vistoso Preserve Master Plan -100K Trails Master Plan –Est. 100K-150K Transportation design standards –Est. $250K General Plan includes 19+ topics Divided between 4 fiscal years Majority of budget is people power (temporary staff and consultants) to facilitate and implement the Community Engagement Plan Phase 1 is highest cost = most community outreach Future costs are estimates only –change based on community input and need 51 Previous Effort vs. Proposed Estimates 30% 5%3%4%1% 57% 38% 4%3%7%3% 45% 0% 10% 20% 30% 40% 50% 60% Consultant and Website Advertising Promotion and Supplies Printing and Mailing Meetings and Events Temporary Project Personnel Previous Effort vs. Proposed Effort Previous Effort Proposed Estimates Facilitating community engagement is the main cost of the General Plan effort Estimated project costs are in-line with the 2016 effort –increase cost due to inflation and new tools to raise awareness and transparency Consultant costs -video design and production Printing and mailing –sending postcards to all households and all voters Meeting and event costs -using polling software and supporting more meetings and events than previous effort 52 Next steps in the General Plan process Community Engagement Plan Official Public “Kick-Off” Committee Work Adoption and Ratification We Are Here Community Engagement Throughout Entire Process Branding and naming of the next General Plan Volunteer opportunities to help gather community input and spread the word Focused committee work to development goals, policies and actions Routine check-ins with Town Council, boards and commissions 53 Summary and recommendation The Community Engagement Plan creates a robust strategy to: Achieve a high margin of approval by the voters in 2026 Create an actionable General Plan reflective of the community’s vision and value Inspire confidence to implement over 10-year duration Reflects the values and methods identified by residents through a survey and advisory group Shared opportunities and concerns Built consensus among participants Planning and Zoning Commission recommended approval Town Council Meeting Regular and Study Session March 15, 2023 V I S T O S O T R A I L S MASTER PLAN Town Council Study Session March 15, 2023 Oro Valley Council Chambers 11000 North La Cañada Drive 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. •Provides educational opportunities for a wide-range of user groups that is inclusive of all ages and abilities. •Creates site-sensitive passive recreational attributes that blend the built environment within the natural surroundings. •Addresses fiscal responsibility. Master Plan Goals •Create a system of looped walking/biking trails. •Provide natural surface trails for walking. •Create separate areas for wildlife viewing. •Connect the Preserve trail system to the Town trail system. •Provide dispersed parking areas and directional signage. •Repurpose the former pond for habitat, education and wildlife viewing. •Provide an area for family gatherings by the former pond area. •Repurpose the former driving range area to include educational gardens. •Provide educational programming for habitat and dark sky viewing. •Address wash area erosion and safe crossing concerns. •Create natural structures and water features to support habitat. •Re-establish native vegetation throughout the Preserve. •Provide shade and seating areas. •Develop operations and management protocols. Programming Suggestions Summary Community Input Received to Date (Survey, Interviews, Workshops and Public Meetings) “KEEP IT SIMPLE AND NATURAL” Educational Recommendations Best Practices Adopting and applying best practices will ensure that programs at Vistoso Trails Nature Preserve are relevant and authentic for each target audience, outcome-based, and reflective of Oro Valley Parks and Recreation Department’s mission statement. We offer the following suggestions to help ensure that programs succeed in delivering place-based experiences and cultivating Preserve stewards among an enthusiastic and receptive student audience. Test the Waters Before an education program is developed, staff will need to more fully assess receptivity among the school audience and Town staff. Integration of recommendations in the Preserve’s master plan, determining sources of funding for site improvements and teaching supplies, and assignment of Town and District staff to design and pilot-test the program(s) will be critical. Department staff should also assess capacity. Are there adequate numbers of staff and docents to do this work without straining the resources that support the Preserve? What role will Preserve Vistoso play in the recruitment, training, and management of docents? Will these programs complement, not duplicate, programs already taking place in nearby communities? Will these programs celebrate the uniqueness of Vistoso Trails Nature Preserve and help cultivate a sense of place? Embrace Backward Design We recommend using a program development practice championed by curriculum developers Grant Wiggins and Jay McTighe and business strategists, including Stephen Covey. Rather than begin with preferred topics and instructional activities, we suggest beginning with the end—the desired results—in sight. This backwards approach brings content standards, performance expectations, and goals and objectives to the forefront of curriculum planning. Typically, backward design encompasses three stages of planning: Phase One: identify desired results or curriculum expectations. Identify the big ideas (the “enduring understanding”) as well as broad goals and specific, measurable objectives. Phase Two: determine acceptable evidence and identify appropriate assessment tools. Phase Three: plan the learning experiences and instruction. Determine what activities, materials, and resources are needed in order to achieve desired results. Mix It Up We recommend that the Preserve offer education programs that span grade-group levels, ages, content, time commitments, and experiences. At the same time, we encourage staff to start slowly by pilot-testing a program(s) and refining it (them) based on student/faculty feedback. For formal programs, flexibility is key to accommodating varying needs of teachers which can be dictated by bus schedules. This could mean offering the field programs and field/classroom lab programs in blocks of 1 hour, 1.5 hours, and 2.5 -3 hours. Regardless of time spent at the Preserve, the District requires that all students return to school by 1 p.m. Programming Governance State Governance, District Governance, Oro Valley Parks and Recreation and interviews with educators. Proposed School Programs The Acorn Group recommends that three on-site programs spanning K-6 are developed. Two focus on science; one focuses on history-social science. Each can be academically robust, providing structured opportunities that extend and build upon classroom learning. At the same time, each can be well poised to facilitate student understanding of a “sense of place.” This is particularly possible if field trips to the Preserve are spiraled throughout the K-6 curriculum, taught either in traditional classrooms or in homeschools. By focusing on place-based instruction and celebrating the Preserve as a community-based asset, OV Parks and Recreation can promote excitement and appreciation for the Preserve, the broader region, and students’ place within it. Given the class schedules adopted by middle and high schools, field trips are not easily scheduled at these levels. Instead, the Preserve can be considered a site for community service projects taking place on weekdays after school and on weekends. Such work could include habitat care and restoration, as well as interpretation (e.g., leading weekend tours). Science Discovering the Desert, grades K-2 -We see a K-2 program, called Discovering the Desert, as a primary program dedicated to cultivating student’s sense of place. It celebrates the essence of place and answers seemingly basic questions, such as “Where am I?” and “What is the nature of this place?” As members of the community of Oro Valley, students take stock of the nearby desert, their neighbors (the resident and migratory species with whom they share the desert), and the uniqueness of the setting. Such a program requires that students fine-tune their observation skills and sensory perception. They take part in a guided walk at the Preserve, learn to record observations in a nature journal, and hon the skills of a naturalist. Led by trained docents, they begin to expand their senses, interpret the language of birds, track wildlife, and negotiate a special “sit spot,” likely near the pond, where they each sit quietly and take stock of the desert’s activity. After a few minutes, they reconvene and share their experiences. Discovering the Desert is student-focused. Trained docents serve as facilitators of experiences rather than dispensers of information. The program requires very little equipment—just nature journals and possibly student-grade binoculars and hand lenses. A small bird blind near the pond would expand bird-watching opportunities. Exploring the Desert, grades 3-6 -This program builds upon the Discovering the Desert program and further reinforces the skill sets of a naturalist. It also introduces the role of technology in science. Students explore the Preserve where they use smartphones to access apps and record their observations. They assume the role of community scientists, taking photographs of the plants, animals, and phenomena they notice during their visit, and recording the time, location, and conditions. Possible apps include iNaturalist, Project Noah, Journey North, Nature’s Notebook, Bumble Bee Watch, eBird, eButterfly, and SpiderSpotter. Journey North, for example, tracks seasons and migrations of such animals as hummingbirds and orioles, both of which are present at the Preserve. Students can submit their observations and teachers can access numerous resources, including suggestions for activities that build vocabulary, enhance comprehension skills related to reading and map-making, strengthen inquiry skills, and explore environmental concepts. This could be an exciting, authentic way to record observations; however, it comes with caveats. 1. Parents would need to be informed that their children are accessing science-based apps that do not collect or compromise personal information nor lead the user to any other sites. Their written permission would need to be secured for this activity. 2. To ensure equity and inclusion, the Preserve would need to have some spare smartphones available for use by students who do not have smartphones. Caveats aside, this presents a remarkable opportunity for students to become researchers and contribute to a project that connects their class to a larger community. It also supports STEM and STEAM initiatives. History and Social Science Discovering the Past, grades 3-5 -The Preserve is home to a former Hohokan native village called Sleeping Snake. Covering nearly 100 acres, it consists of a ball court site that has yielded numerous artifacts that reveal information about community structure, social organization,and trade dating back to 950-1150 A.D. during its most intensive occupation. While the village site is off limits, we recommend that OV Parks and Recreation consider developing a fabricated archaeological dig site elsewhere at the Preserve for use to teach history. The pit could contain concrete-cast artifact replicas that are secured at various depths.Students on a field trip would learn how to establish a grid, uncover the site, record the location of artifacts, learn about stratigraphy and cross-dating, and generate hypotheses about the artifacts. At the same time, they would also learn about the importance of not disturbing real sites and not removing artifacts when found in the field. We recommend that OV Parks and Recreation discuss the idea of a fabricated archaeological dig site with tribal representatives to ensure that concerns are addressed. The Acorn Group in collaboration with Sites Southwest This station could take advantage of an existing sand trap site and therefore avoid disturbing habitat. A shade sail would offer protection from the Sun. Because the materials would be exterior-grade and anchored to the pit’s floor and sides, they would hold up against the elements and not “walk away.” While one group would be at the pit, another group would be at the petroglyphs. While created by a modern-day artist, the petroglyphs nevertheless attempt to replicate art created thousands of years ago. Here, students would learn the difference between a petroglyph and a pictograph and the meaning of various symbols. The last activity at this station could be an art project—creating their own rock art on kraft paper using a bleach-dipped cotton swab. Implications for the Master Plan Both the interviews and the recommendations yield a few physical improvements to the site. These include a shaded, solar panel-powered outdoor classroom where students can gather upon arrival, eat lunch, and convene at a program’s conclusion. A charging station would be helpful, given smartphones would be used during the Discovering the Desert program. Pullouts along the existing pathways would allow small groups of students, as well as general visitors, to step aside and pause as they view the scenery or wildlife known to frequent a particular location. Two additional elements include the shaded fabricated archaeo pit (in an existing sand trap) and the small bird blind at the pond. Both the outdoor classroom and the archaeo pit should be located near Innovation Academy. Interpretive Summary Best Practices in the Field The following recommendations are considered “best practices”in the field of interpretation.Future development of the Preserve’s interpretive media should reflect these qualities.Interpretive panels,other signage,interactives,digital media,and experiences at the Preserve have purpose.These elements support the Town of Oro Valley’s mission statement,as well as the interpretive goals identified in this summary. •Trailheads,interpretive media,experiences,staff,and volunteers create a welcoming environment where all visitors are valued and receive equal access to opportunities and services. •The Preserve offers high recreational and educational value.Interpretive panels,other signage,interactives,digital media,and experiences are enjoyable and accessible.Visitors appreciate the experience and gain knowledge and inspiration in the process. •The interpretive panels,other signage,interactives,digital media,and experiences are meaningful.Visitors will readily embrace them because they find them personally relevant. •All of these elements are strategically organized:well-planned,well-designed,and guided by storylines that resonate with visitors.At the same time,their placement invites free choice.The audience can decide the sequence and time commitment for visiting each element. •Last,these elements reflect an overarching theme that connects various facts and concepts together.The theme organizes all the content and makes it easier for the audience to grasp the message behind the subject matter.Understanding the “big ideas”behind the Preserve’s natural and cultural resources and stories is an essential step in this work. Without a thematic approach,people are less likely to find meaning that is relevant to them and easily organized within their own minds.Linking the Preserve’s tangible elements—its landscapes,viewsheds,life forms,and artifacts—to intangible meanings is one way to achieve this.While important in their own right,these elements can also serve as portals to deeper meaning. Our goal is to enhance the narrative so that visitors are inspired,open to understanding how the Preserve and larger Sonoran Desert matter to them,and willing to adjust behaviors that better reflect desert stewardship values. Message Hierarchy The message hierarchy presents information in a logical and relevant manner. It consists of an overarching theme, subthemes, and subtheme-specific key concepts. It should serve as an “advance organizer,” giving visitors a sense of where the exhibit media are going and making it easier to connect their content to other information. Theme Once a golf course and now a Preserve, this site demonstrates nature’s resiliency. Plants and wildlife of the Sonoran Desert continue to “take back” the land, increasing the richness of both the Preserve and the visitor’s experience. Subthemes •Thanks to Preserve Vistoso,The Conservation Fund,and the Town of Oro Valley,the Vistoso Golf Course was purchased and repurposed as a nature preserve. •Vistoso Trails Nature Preserve is a remarkable piece of the Sonoran Desert.Spanning over 200 acres,it is home to remarkable cacti,trees,shrubs, and wildflowers,as well as a dazzling array of wildlife. •Nature is resilient, but still, it can benefit from human intervention. Removal of invasive weeds and revegetation with native desert plants are ongoing projects at the Preserve. •The Hohokam and other Indigenous People have lived on this land for thousands of years. Resilient and resourceful, the Hohokam were sophisticated desert farmers. Subthemes & Key Concepts Subtheme One -Thanks to Preserve Vistoso, The Conservation Fund, and the Town of Oro Valley, the Vistoso Golf Course was purchased and repurposed as a nature preserve. Key Concepts •Key concept: The Preserve is situated on the former Vistoso Golf Course which was established in 1995-1996 and shuttered in 2018. •Key concept: The Preserve lies adjacent to the Rancho Vistoso development within the Town of Oro Valley. The combined efforts of Preserve Vistoso, The Conservation Fund, and the Town of Oro Valley ensured that the Golf Course property was purchased as a nature preserve. •Key concept: The Preserve is a significant asset to the Town of Oro Valley. Not only does it offer prominent recreational and educational value, but also ecological value. •Key concept: The Preserve is framed by the Tortolita Mountains to the north and Coronado National Forest to the east. The Preserve’s vistas are expansive; its landscape beckons both people and wildlife. •Key concept: Dark skies are particularly noteworthy from the Preserve’s high points. •Key concept: The Preserve is part of the Sonoran Desert which contains globally remarkable biological diversity. Plant communities that are present on the Preserve are in the process of being restored. Subtheme Two -Vistoso Trails Nature Preserve is a remarkable piece of the Sonoran Desert.Spanning over 200 acres,it is home to remarkable cacti,trees,shrubs,and wildflowers,as well as a dazzling array of wildlife. Key Concepts •Key concept: The Sonoran Desert covers 120,000 square miles across five states and two countries. On a global scale, both its pollinator diversity and reptile diversity are renowned. The Vistoso Trails Nature Preserve “returns” 200 acres to this remarkable desert. •Key concept: A snapshot of the Sonoran Desert, the Preserve is home to numerous mammals, birds, reptiles, amphibians, and invertebrates,as well as plants. As sections of the Preserve become restored, more wildlife will likely be attracted to it. •Key concept: The Preserve’s wildlife is generally subdued and shy, with the exception of the javelinas, cottontails, and some of the birds.Calls and songs often announce the presence of birds before they are seen. •Key concept: The Preserve features plants native to the desert scrub and mesquite bosque communities. Shrubs (jojoba, creosote, chuparosa, acacia), cacti, and succulents form medium-height clusters of scrub, while taller trees, including palo verde, mesquite, and ironwood form taller woodlands, or bosques, especially near intermittent streambeds. Subtheme Three -Nature is resilient, but still, it can benefit from human intervention. Removal of invasive weeds and revegetation with native desert plants are ongoing projects at the Preserve. Key Concepts •Key concept: Plants that are native to this region are adapted to the desert’s growing conditions. Native wildlife recognizes them as sources of food. Exotic species, such as the remnant Bermuda grass are not necessarily adapted to the desert’s growing conditions or controlled by or recognized by native wildlife. •Key concept: Volunteers and students engaged in service-learning and community service work, raise native plants in the Preserve’s nursery, and weed and revegetate sections of the Preserve. •Key concept: Nature is reclaiming the Preserve. Native desert plants continue to take hold and wildlife continues to frequent the Preserve as residents and as migratory species. Subtheme Four -The Hohokam and other Indigenous People have lived on this land for thousands of years. Resilient and resourceful, the Hohokam were sophisticated desert farmers. Key concepts •Key concept: The Hohokam were present on this land and left clues of their presence. Both they and their ancestors are known for their sophisticated irrigation systems that watered crops, including maize (corn), beans, and squash. •Key concept: The Hohokam native village of Sleeping Snake covers 99 acres within the Preserve boundaries. Archaeological evidence indicates that a ball court anchored the village, pit houses and terraced gardens surrounded it, and art was produced with imported pottery,obsidian, and shell. Intensive occupation of Sleeping Snake Village occurred between 950 and 1150 AD. •Key concept: Artist-created petroglyphs are found at the Preserve. While not authentic, the petroglyphs nevertheless represent a replication of art created thousands of years ago. •Key concept: A petroglyph is an image that is carved, incised, or scratched into stone. It differs from a pictograph that is painted on stone, using natural pigments. •Key concept: Today, descendants of the Hohokam—citizens of the Tohono O’odham Nation—remain connected to the Sonoran Desert. The Acorn Group in collaboration with Sites Southwest Existing Conditions Existing Conditions –ADA Assessment V I S T O S O T R A I L S DRAFT MASTER PLAN Proposed Trail Plan Diagram –Option A Existing Cart Path with Proposed Loops and ADA Trails Section: Existing Cart Path Existing and Proposed Trail Sections –Option A Existing Cart Path with Proposed Loops and ADA Trails V I S T O S O T R A I L S DRAFT MASTER PLAN Section: Proposed Cart Path Loop Extension Section: Proposed Cart Path Shoulder Improvements Option I Section: Proposed Cart Path Shoulder Improvements Option II V I S T O S O T R A I L S DRAFT MASTER PLAN Proposed Trail Plan Diagram –Option B Existing Cart Path with Proposed Loops, Walking and ADA Trails Section: Existing Cart Path V I S T O S O T R A I L S DRAFT MASTER PLAN Section: Proposed Cart Path Loop Extension, Walking Trail and ADA Trails Section: Proposed Cart Path Shoulder Improvements Option I Section: Proposed Cart Path Shoulder Improvements Option II Existing and Proposed Trail Sections–Option B Existing Cart Path with Proposed Loops, Walking and ADA Trails V I S T O S O T R A I L S DRAFT MASTER PLAN Proposed Trail Plan Diagram –Option C Existing Cart Path with Proposed Loops, Nature and ADA Trails Section: Existing Cart Path V I S T O S O T R A I L S DRAFT MASTER PLAN Section: Proposed Cart Path Loop Extension and ADA Trails Section: Proposed Cart Path Shoulder Improvements Option I Section: Proposed Cart Path Shoulder Improvements Option II Existing and Proposed Trail Sections –Option C Existing Cart Path with Proposed Loops, Nature and ADA Trails Section: Proposed Nature Trail Driving Range Node Pond Node –Option A Pond Node –Option B Pond Node –Option C POND AND DRIVING RANGE NODES BENEFITS MATRIX V I S T O S O T R A I L S DRAFT MASTER PLAN P R O P O S E D V E G E T A T I O N Z O N E S E X I S T I N G V E G E T A T I O N Z O N E S 1.Existing treatment plan for invasive plant material to continue thru 2024. 2.Determine reusability of former irrigation lines. 3.Develop phased revegetation plan based on former hole layout. 4.Remove Bermuda grass. • Rip and contour furrow • Seed with native grass mix and straw • Compact area to cover native seed mix • Time planting around monsoon season cycles • Rip and contour furrow area • Seed with native grass mix and straw • Compact area to cover native seed mix • Time planting around monsoon season cycles • Spot treat invasive plants • Harvest native species seeds and place throughout native grass seeded zones • Accept rescued native plants and place throughout native grass seeded zones Revegetation/Land Management Process PHASING RECOMMENDATIONS V I S T O S O T R A I L S DRAFT MASTER PLAN Phase I –Safety, Access, Education, Revegetation The phase will focus on the development and implementation of a main trailhead, address existing concrete path cracks and breaks, install informational, educational, and wayfinding signage, begin revegetation in three areas (north and south), and stabilize the existing pond. Phase II –Accessibility and Revegetation This phase will focus on the development and implementation of ADA trails, adding two small trailheads adjacent to the ADA trails and continued implementation of the revegetation plan. Phase III –Driving Range Node This phase will focus on the development and implementation of the education and program areas associated with the former driving range along with the continued implementation of the revegetation plan. Phase IV -Pond This phase will focus on the development and implementation of approved final concept of the former pond along with the continued implementation of the revegetation plan. Next Steps January –March 2023 •First Master Plan Draft presented to community via Community Workshop and Stakeholder Meetings (January) -Completed •First Master Plan Draft presented to Parks and Recreation Advisory Board (February) -Completed •First Master Plan Draft presented to Town Council Study Session (March) April –May 2023 •Final Master Plan Draft presented to Parks and Recreation Advisory Board (April) •Final Master Plan Draft presented to Town Council (May) V I S T O S O T R A I L S MASTER PLAN Questions and Comments Town Council Meeting Regular and Study Session March 15, 2023 Presentation and Possible Discussion Regarding the Town’s Capital Improvement Program March 15, 2023 Overview Capital Improvement Program Snapshot based upon known current information 10-year CIP budget serves as planning document for future budgets (individual project needs will be re-evaluated during each annual budget cycle) Only funds for FY 2023/24 would be appropriated as part of the budget process CIP Forecasts are updated annually as part of the budget process Carryforward amounts will be updated until tentative budget is presented to Council Capital Fund Capital Improvement Program Capital fund is supported by General Fund transfers primarily from one-time revenues, vehicle reserves for fleet replacements, bond proceeds and grants Transfers annually from the General Fund also reflect 5% of sales tax and excess fund balance over 30% reserve 1-2% growth for miscellaneous revenues, including sale of assets and insurance recoveries Capital Improvement Program Tentative Capital Fund Forecast Resource Trends for Capital Fund P&R Bond proceeds already transferred and accounted $3.4 million transfer to the Capital Fund in FY 2022/23 to fund golf course irrigation Projecting transfers to Highway Fund and Community Center Fund in coming fiscal years Capital outlay reflects 10-year, tentative CIP schedule New police station excluded as specific funding has not yet been identified Capital Improvement Program Tentative Capital Fund Forecast Capital Fund Inversion Capital Fund expenditures exceed revenue in several years of the forecast Projections do not include possible funding for a new police station since revenue has not yet been identified •Rough estimates from 10-Year CIP Budget: •FY 24/25 -$4 million •FY 25/26 -$18 million •FY 26/27 -$18 million Capital Fund FY 23/24 Capital Improvement Program FY 22/23 Carryforward FY 23/24 New Funding Grand Total $1,288,470 $1,396,740 $2,685,210 ADA/Safety walkway concrete improvements System wide 150,000 150,000 Community Center Elevator*737,260 962,740 1,700,000 Greenock Trail Improvements*51,210 51,210 OVAC Pump Room Upgrades - Phase Two 78,000 78,000 Parks Maintenance Toro Reelmaster Mower Replacemnt 85,000 85,000 Steam Pump Ranch - Solar Lighting 71,000 71,000 Steam Pump Ranch - Tack Building 50,000 50,000 Steam Pump Ranch BBQ & Bunk House Renovations*500,000 500,000 $4,387,694 $14,178,065 $18,565,759 CC Parking Lot Reconstruction & Expansion*200,000 400,000 600,000 Golf Course Irrigation Phase 2 (La Cañada Course)*2,000,000 2,000,000 MUP – Phase I - La Cañada Dr. (Lambert Lane to Naranja D 677,590 677,590 MUP – Phase II - Naranja Dr. (La Cañada Dr to 1st Ave)*50,000 150,000 200,000 Naranja Park Master Plan Implementation*3,460,104 11,628,065 15,088,169 $1,532,967 $3,361,700 $4,894,667 680 Fuel Station Renovation 55,000 55,000 Coronado Middle School Park Pre-Fab Restroom - Amphi Partnership 67,200 67,200 F450 4X4 Reg Cab Dump 100,000 100,000 Fuel Management Software (Gasboy Replacement)70,000 70,000 MOC Perimeter Fence & Entry Gate 30,000 30,000 Network Storage 60,000 60,000 Phone System Refresh*300,000 300,000 Public Works Operations Laydown Yard*200,000 200,000 Town Court Expansion*200,000 1,300,000 1,500,000 Town Hall Admin Building A, Remodel I&T area 50,000 50,000 Town Hall Data Center Migration*49,712 49,712 Town Hall Emergency Generator Replacements*527,395 527,395 Vehicle Replacement Program*255,860 1,629,500 1,885,360 $114,000 $114,000 Pavement Preservation - Non Roadways 114,000 114,000 $7,209,131 $19,050,505 $26,259,636 Grand Total Capital Fund Projects for FY 23/24 by Category Capital Fund Project Parks & Recreation Parks & Recreation - Bond Projects Public Facilities, Vehicles & Equipment Streets/Roads Discussion and Questions? Capital Improvement Program Town Council Meeting Regular and Study Session March 15, 2023 Carryforward by Fund, FY 23/24 Capital Improvement Program FY 22/23 Carryforward General Fund 845,534 Westward Look Drive Improvements*845,534 Community Center Fund 109,635 Community Center Fire Alarm System Upgrade*54,635 Vistoso Trails Nature Preserve Improvements*55,000 Capital Fund 7,209,131 CC Parking Lot Reconstruction & Expansion*200,000 Community Center Elevator*737,260 Greenock Trail Improvements*51,210 MUP – Phase I - La Cañada Dr. (Lambert Lane to Naranja Dr)*677,590 MUP – Phase II - Naranja Dr. (La Cañada Dr to 1st Ave)*50,000 Naranja Park Master Plan Implementation*3,460,104 Phone System Refresh*300,000 Public Works Operations Laydown Yard*200,000 Steam Pump Ranch BBQ & Bunk House Renovations*500,000 Town Court Expansion*200,000 Town Hall Data Center Migration*49,712 Town Hall Emergency Generator Replacements*527,395 Vehicle Replacement Program*255,860 Roadway Impact Fee Fund 750,000 Rancho Vistoso & Woodburne Intersection*750,000 Water Utility Fund 105,000 Vehicle Replacement Program*35,000 Water Control System Operations New Vehicle*70,000 Water Impact Fee/ GPF 1,350,000 La Posada Well Equipping*100,000 NWRRDS (Independent) Shannon Road Booster Station*1,000,000 Steam Pump Well Equipping*250,000 Grand Total 10,369,300 CIP Project Listing by Funding Source